果q排毒效果怎麼樣

areholdersofthetopseveralcases,changesinequityandequitystructure,theuseoffunds,accountingpolicies,rawmaterials,investment,debt,bonds,stocks,aswellascustomers,theinternalmanagement,personnelinformation,notonlythenumberofindicators,aswellasanalysisofqualityindicatorsforreference.
non-financialinformationoflistedcompanies
1)governmentagencies:bureauofstatistics,ministries,departmentsandbureausinchargeofthepublications,butthedegreeofopennessofdifferentinformation
2)tradeassociations
3)creditreferenceagencies
4)industryandlocalnewspapers
industryjournals
focusonthebusinessaspectsoftheindustrydynamics,competition,marketconditions,avarietyofnewspersonnel.academic(technical)journals,periodicalsevaluating(policies,progress,achievements,trends),communicationofperiodical(newsletter,sms,news,thelatestachievementsofthemovement),journalofinformation(experimentaldata,technicalspecifications,lawsandregulations,statistics,business).
(b)theelectronicinformationsourceofcompetitiveintelligence
database
databasecanprovidemoresearchportals,intelligenceagentscanuseanyoneofthecharacteristicsofcompetitorsreflectsthesignificanceofthewordretrieval,asretrievalentrance;cancombinemultiplefieldstoretrieveaseriesofcompaniestomeetspecificneeds;
fasterdatabaseupdates.linedatahasreachedthelevelofupdatesbythehour,andupdatelarge
databasestoragecapacity,efficientretrievalofinformationanexperiencedstaffoffourhoursatime-linedatabasesearch,whichisequivalenttofourweekshespentinthelibraryofinformationavailable.
corporatewebsite
informationcanbereleasedasaresultoftheinternet,manycompaniesintheonlinepublicationofalargeamountofinformation,therefore,oftenworkincompetitiveintelligencetomonitorcompetitorsfromthebeginningofthepage.bymonitoringtheopponent'swebsitetolearnaboutchangesinitsproductrange;querythecontentsofitspressreleasescanbesureiftheyhaveduringthenewpromotions,whetheritbeanewcustomerornewalliances;clickonthe"recruitingcolumn,"canunderstandwhatpeoplearecurrentlyrecruiting.sometimesaccidentscanberegularmonitoringoftheharvest.ofcourse,alotofthingsonlineisuseless,cannotbeexpectedtoclickonallthenecessary.alotofinformationisimpliedandfragmented,buttheanalysismaybeofgreatsignificance.youarenotaimlesslywanderingin,butarelookingforasignofastrategy,asignificantlyenlargedsothatyouwillbeabletohaveasenseofdirectionoftheweaksignal.
foreignenterprisestotakeadvantageofinternetsurvey
indianauniversitydepartmentoflibraryandinformationsciencein1994onbusinessintelligenceinthecompetitionstatusoftheapplicationofinternetsurveyfoundthatenterprisesintheuseofinternetfeaturesasfollows:①thetraditionalcompetitiveintelligenceactivities;②marketing,customercontact,thedevelopmentofcustomers;③tosavetime;④informaltradingofknow-how;⑤information;⑥accesstofreesoftware.oneofthemajornetworks,includingthroughquick,easyandcheapaccesstoallkindsofinformation,especiallypeer-releaseofnewproducts,usersandcompetitorsoftheproductsofanycommentsfromthenetworksettorecordtheachievementsoftheperformanceoftheexternalbusinessasitsowninternaldevelopmentgoals(thatis,theso-called"benchmarking"(benchmarking)information).
discussionofaccesstoinformationfromtheinternet
frome-mail,newsservicesandanumberofinquiriesintothevariousdiscussiongrouptooltoobtainsomevaluableinformation.electronicforumontheinternetingeneralisathematicdiscussion,aconsiderableportionofanelectronicforumforthecompany,thethemearounditsproductsandservices,itcanmakeuseofproductsandservicesindustrytodiscussandunderstandsuppliers,vendorsandconsumersofproductsareflectionofaccesstocompetitorsontheevaluationofenterpriseproducts,butalsotounderstandthepeopletoparticipateinthediscussion,theauthorsmakeuseofonlinetoolstoobtaininformation,toestablishadatabaseand,ifnecessary,long-termcontact,trackaccesstousefulinformation.
(c)oftheinternalsourceofcompetitiveintelligence
alargenumberofcompetitiveintelligence-perhapsasmanyas80%oftherequiredinformation-fromtheenterprises.manyoftheenterprisesthroughvariouschannels,intentionallyorunintentionally,havetheinformation,analyticalinformationandknowledgeandability.theirprofessionalknowledge,practicalexperience,businessandsocialrelationsisitselfavaluablesourceofinformation.
anorganizationalstructureofthetwoindividuals-whetheritishorizontalorvertical-fromthemorefarmorelikelytosucceedinthedeliveryofinformation.andmanagerstosendandreceivecommunicationandthepossibilityofasmall,torealizetheimportanceofinformationandthepossibilityofactivetransmissionisalmostzero.twohours,seniordirectorofaveryopenexchangeofinformationbetweenthepossibilityisverysmall,suchassalesofproductsinthemarketmanagerandpersonnelmanager.
ideallysuchasystem:
flowinsidethecompanyeveryoneknowalltheinformation-anddonothavetoincreasethecompany'sexpenses.canaskanyquestionandgetananswerofthesystem.suchasystemisnotthefocusofthecollectionliesintheretentionanddisseminationofinformation,whichisthecrucialissueofcorporateinformation-criticalinformationisnotconsidered

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