Wednesday, January 11, 2012

a total of five years work experience

I am serious and responsible work, can work under pressure, able to read smoothly in English, familiar with all kinds of office software, and graphic design software Photoshop Coreldraw, etc. During the internship, Guangzhou won the award for outstanding design company cause honorary certificate as I was honored to be hired your organization will make every effort to create efficiency. I want to give your company the opportunity to play.From start to work after graduation, three years of industrial sales experience, primarily engaged in the flow of sales, customers are mainly large state-owned enterprises in Beijing, such as Shougang Corporation, a large design institutes,http://www.dotproject.net/vbulletin such as China Aviation Industry Design Institute, and some large engineering company. And they have established good relations of cooperation, and achieved good results! In 2009, has been promoted to sales manager in 2009, was named Huaqiang's best salesman! Wedding Favor Ideas
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1 can suffer 2 good at summing up 3 with keen powers of observation, to try to figure out the client's psychological well, the opportunity to discover
4 ability to grasp the opportunity 5 strong affinity, Wedding Wear for Kids it is easy to deal with strangers and 6 technological capabilities http://www.skyfiles.net/forum7. Have their own views on the sale!Undergraduate student at Peking University Department of Computer Science and Technology, Department of Chinese Academy of Sciences MBA2012 years now graduates; careful logical thinking and activeUnique And Stylish Wedding Favors, specializing in strategic management, organizational change and the industrial and economic point of view of business management; three years in STE-known foreign companies engaged in technology, communication and customer management, customer-oriented, build customer needs and internal resources; a total of five years work experience, familiar with the company's teamwork and project management work; in the communication terminal industry has a certain academic ability and writing papers on related subjectsHave excellent teamwork and management experience; specializes in the design and process analysis and improvement of the problem; good at maintaining and improving the coordination of relations between the various departmentshttp://forum.miata.net/vb; familiar with customers and business meetings to discuss project & design, have excellent business development capabilities;Romantic Wedding Chocolates good build and maintain customer relationships; also have a solid design and quality management; good cost management and control http://www.wiipals.net/Forum , through effective management methods to achieve customer and company win-win situation, good at analyzing and solving complex problems, excellent organizational skills strong communication skills, a strong sense of responsibility and good of the bigger picture. http://forum.minicooper.org

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.Last ten years sales and marketing experience in China, foreign sales of more than thirteen years experience of executive management team. Well-known South China and major Area market conditions in the industry to establish a wide range of business contacts.
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Has been involved in several product areas, has been ordered to go to many countries to expand their business and training.
Has repeatedly accept the management, marketing, customer service, logistics, language, finance, commercial law and related products industry professional / technical knowledge, training, and was part of the training certificate.
English, computer application proficiency.1Best Wedding Flowers) the scope of in-school phase of the knowledge: have a solid theoretical basis for knowledge engineering, mechanical and electrical integration, and have a strong understanding of design and development ability, familiarity with co-optimal design theory and its application;
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various departments to prepare an external audit

A) in the field of quality management has a solid work experience, including supplier management, incoming materials control, quality control and process improvement, customer complaint handling.
B) the audit client and third-party audit has solid experience in leading and coordinating the various departments to prepare an external audit.
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I) English speaking and writing proficiency.Nine years of sales (management) career, so I have the ability in all aspects of a qualitative leap, so I was able to correctly deal with life and the difficulties encountered in the work, at work, hard work, courage to meet new challenges, and the area has a high market operations, http://forums.railpictures.net team management and customer management, ability to develop the market promotion program planning and implementation capacity within the region are rich in the office of the dealer network resources and network of resources. Besides, I owned laptop computers, proficiency in operating computers and office software such as Microsoft Office family.4-year R&D experience in Amazing Wedding ColorDetails PC/Notebook design verification test.
2-year Factory experience in POS and ATM manufacturing engineering.
2-year Customer Quality management experience.
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Wednesday, July 14, 2010

amiable an easy-going person

Good at interpersonal skills, amiable an easy-going person, like to learn things. strong responsibility and the sense of group honor.
have a very good command of the English skill in speaking, writing and reading. know how to management study time and out-timeed hardy. have good elaborative faculty, and the ability to solve problem.
skilled in operating the Microsoft Office, such as word, excel, power point and access
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and good at communicating

Accumulated abundant experiences in engineering project construction management and personal management.
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Some latent sense in commerce. After I graduated from university, I have been working for almost 5 years. In the past 4+ years, I learned much about company management, engineering knowlege,QA skills,etc. I know well about the PCBA manufacturing process, such as SMT ,wave soldering ,etc. Also, I know well about IPC-610(D), and some statistic tools, such as SPC tools, sampling plan, etc.
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Monday, May 17, 2010

YouTube and the new creative class

Five years ago, when online video was just getting started, individuals flocked to platforms like YouTube to share their stories with the world under the mantra "Broadcast Yourself."
A half decade after YouTube's birth, the site exceeds 2 billion views a day. It seems that everyone--from music labels to mainstream Hollywood studios to television networks--has joined the movement. Amid this vibrant, fertile, and expanding landscape, a creative class of budding, do-it-yourself media moguls--part distributor, part content creator, part producer, part entertainer-- is emerging.
The online-video ad market is growing up
A key catalyst for this new creative class is a maturing video monetization market. What was once mocked for offering mere online pennies, compared to analog dollars, has grown in effectiveness and sophistication to generate real revenue. The basic online display ad adjacent to a video has evolved to include in-stream ads, overlay ads, and even click-tobuy e-commerce links to sites like Amazon.com and iTunes.
In the last two years, for example, YouTube's home page went from offering one to now seven ad formats. Even online marketplaces have emerged to make it easy for anyone to buy and measure national cable television advertising across offline and online networks, all for as little as $20 per TV spot.
More ads, greater formats, and simpler sales methods enable a wider range of advertisers across the head, middle, and long tail of content. More advertisers bring more money to the savviest of online video content creators, and more money creates better content. The ecosystem is starting to feed itself.
Meet new media's emerging creative class
Fueled by the evolution and growth in advertising, new media's emerging creative class represents brands that few in the mainstream have heard of, yet it commands weekly audiences that often dwarf some of network television's biggest shows on a good night. Like the cable brands of the mid- and late 1970s (Showtime, HBO, etc.), their slow and steady success has transformed them into video juggernauts and positioned them to dominate the online (and potentially offline) video market in the years to come.
They are not only the actors and stars of their show, but they are the producers, the copy editors, and cinematographers; they work to market themselves, close advertising deals, and sometimes employ a team to support and promote them.
They have names like Machinima, Next New Networks, and Demand Media. Collectively, they represent billions and billions of online-video views. And many have transformed their fledgling businesses into successful and profitable online brands.
Take, for example, Shane Dawson, who commands more than 35 million monthly views across his latest YouTube videos. That exceeds the typical "American Idol" finale. Or YouTube user Phil DeFranco, whose channel on YouTube, as pointed out by a recent article in Fast Company, "has beaten 'Larry King Live' and 'The O'Reilly Factor' in daily audience." Views interest advertisers, and advertisers bring in money. As DeFranco points out in the same Fast Company article: "Some YouTubers in 2010 will make seven-figure incomes."
Independent musicians, likewise, are taking advantage of emerging revenue opportunities around online video to build a business by engaging their fans directly. Just one example is YouTube's Musician's Wanted campaign. The Partner Program extension enables independent musicians, bands, and labels to serve ads against and make money off of the original music videos they create, upload, and share on YouTube.
The secret of their success
New media's emerging creative class isn't lucky; it's just damn smart and hard-working. It's easy to dismiss a user like Lucas Cruikshank as a niche player whose obnoxious Fred Figglehorn character speaks only to tweens while making parents' ers bleed. The truth is, the 16-year-old and others like him are far savvier than the establishment thinks.
They are not only the actors and stars of their show, but they are the producers, the copy editors, and cinematographers; they work to market themselves, close advertising deals, and sometimes employ a team to support and promote them. They seek film projects, and engage brands and even traditional networks to potentially act as a distributor. After all, being able to directly reach an audience of 30 million 15-year-olds is clearly a channel many advertisers and established media would pay good money to connect with.
The emerging creative class is also young, so it gets the Internet. Its members understand that the Web affords them the unique opportunity to interact and engage with their fans. They do this by responding to comments, uploading and sharing response videos to fans, going to Twitter to share their latest videos, or connecting with and talking to fans on Facebook. They take advantage of deep analytical data provided to them by online platforms like YouTube to learn from and better understand what their audiences like and don't like; they study not only when they watch, but in what regions are they watching it.
One such partner, who was in the habit of uploading new videos on Wednesday mornings, noticed that most of his views took place on Thursday evenings. He started uploading new videos on Thursday evenings and immediately doubled his audience. Everyone has this data; it's just the new emerging creative class that understands how to find it and use it.
Enter the online rental
Online video producers--and more importantly, online-video consumers--are getting serious about transactions. A few years ago, the appetite wasn't there. But today, most platforms understand that not all content can, or should be, supported by the advertising model. The emerging creative class understands this and wants a scalable rental model that reflects its unique needs--in other words, a platform that has the flexibility to react, in real time, to market forces created by a dynamic and unpredictable online audience.
Given the proper tools, these content creators and distributors determine the cost and availability around their content. They will charge $5.99 the first week, $2.99 a month later, and then migrate to an ad-supported model to sustain demand and broaden their audience. This model is still in its earliest stages--after all, the vast majority of Netflix's revenue still comes from traditional mail route--but the times are changing, and so are consumer habits.
When it comes to the online-video revolution, we haven't even gotten past the first inch of the first yard. Only five years have passed, and there are many, many more years to come that will usher in more innovation, more users, and more smart and ambitious content creators.
The democratization of consumption and creation of online video have changed. Today, it is the young, nimble creator who understands that his audience must stay engaged; his competition is a mere click away, and if she doesn't use every tool at her disposal while controlling a 360-degree understanding of the business, someone smarter and faster will take the lead.
The money is already starting to come. The question really is, who is positioned to capitalize on it?
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GM Reports First Quarterly Profit Since 2007

Ten months after emerging from a government-orchestrated bankruptcy, General Motors Co. on Monday reported its first quarterly profit in three years, driven by dramatic cost reductions and improved global sales.
GM made $863 million in the first three months of 2010, compared with a $6 billion loss a year earlier, a performance that surprised analysts who expected more modest results. Revenue grew 40% to $31.5 billion, and the company generated $1 billion in cash.
But GM finance chief Chris Liddell warned that the next few quarters may not be as strong, as troubles loom in Europe and the U.S. recovery remains tenuous. Mr. Liddell, in a clear effort to avoid GM's old ways of promising results it couldn't deliver, made a point to play down the possibility that the solid quarter signals GM will go public this year.
"My mantra is to focus on the day job and the [initial public offering] will be successful," he said in an interview. That could happen anytime from a few months until next year, he said. "This is an industry where a lot of variables can change. There is no reward in my field for being overly optimistic."
GM is being propped up by about $43 billion in U.S. loans. The government can't try to recover the money until GM returns to the public stock markets and the Treasury can begin selling its 61% stake in the company.
Neal Boudette reports that the auto maker's financial situation improved dramatically as its sales rose and the company realized billions in cost savings from last year's bankruptcy reorganization.
However, the U.S. did share in GM's earnings, which totaled $1.66 per share. The company paid $203 million in dividends to the U.S. and Canadian governments and a union retiree health care trust, all of which are GM's preferred shareholders.
Several analysts had predicted GM would deliver a narrower profit and only break even in North America, where GM made $1.2 billion. One unexpected factor is that consumers were willing to pay more for GM vehicles. The higher prices contributed $1.7 billion in first-quarter revenue in North America despite the depressed auto market. U.S. sales rose 17% from 2009's first quarter.
"The biggest problems they've had for a long time is that they were effectively paying people to buy their vehicles" through incentives, said Deutsche Bank analyst Rod Lache. "This has tremendously positive implications in terms of what they can do."
GM has managed to drive up prices by building fewer vehicles and turning out cars and trucks more desirable to U.S. consumers, such as GM's revamped Chevrolet Equinox crossover, while tighter supply means the company's doesn't have to rely on deals to clear out inventory.
Another factor: In North America, GM's factories are operating at 84% of capacity, up from less than 40% a year ago. Underutilized factories are a major cost drain for auto makers.
The company, meantime, has increased global sales by 24% amid rapid growth in emerging markets, including China.
Cost reductions made possible by last year's bankruptcy were a major factor in GM's profit.
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The world's largest auto maker until a few years ago, GM shed thousands of jobs, shuttered factories and closed hundreds of U.S. dealers. It had $53 billion in debt going into bankruptcy but it now owes closer to $8 billion, according to the company. GM's interest expenses fell by $863 million.
Mr. Liddell said he sees no reason GM can't continue to make money, but warned that momentum in North America could be slowed by a sales slide or costly incentive war among auto makers.
He said GM likely won't be profitable in Europe until 2011, where the industry has been hit by an end of government "cash for clunkers" payments and the region's economic turmoil. The Chinese car market also is slowing.
Meantime, a number of factors that boosted GM's results won't be repeated in future quarters.
The car maker spent just 13% of its $6 billion capital budget in the first three months of 2010, meaning capital spending will increase in coming periods. The company also produced a larger-than-usual volume of high-margin trucks to replenish short supplies.
The results marked GM's first quarterly profit since it made $891 million in 2007's second quarter. The company lost more than $80 billion since 2005 and hasn't been profitable for a full year since 2004.
Last month, GM repaid a $6.7 billion U.S. government loan ahead of schedule, but it still faces the stigma of being a government-owned company.Just do it
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