世界500强CEO访谈 第66期:联邦快递弗雷德里克史密斯 世界将会改变(2)

Reporter: How did you learn those things? 记者：您是怎样学习到那些事情的呢？ Smith: Through a lot of hard knocks. Learning when to stand up, when to sit down, when to shut up and when not to. I had a couple of uncles that were very h

世界500强CEO访谈 第74期:谷歌埃里克施密特 消费者才是最满足的顾客(1)

Reporter: When you joined Google it was just a search engine. Now its redefining the way the world thinks about computing. Explain. 记者：当您加入到谷歌公司的时候，谷歌还只是一个搜索引擎，现在它却重新定义了全世界

世界500强CEO访谈 第15期:通用里克瓦格纳 如何逆转衰退(3)

Reporter: What do you say to those shareholders who are fed up with the stock price? 记者：那您将对那些对股票价格感到烦躁的股东们说些什么呢？ Wagoner: Im a big shareholder myself; I share the frustration. Im confident that

世界500强CEO访谈 第14期:通用里克瓦格纳 如何逆转衰退(2)

Reporter: Marchs industry auto sales in the US were dismal, and forecasters outlooks are bleak. Why do you think sales will rebound later this year? What do you think the prospects of the industry will be? 记者：3月份美国的汽车销售并不理

世界500强CEO访谈 第13期:通用里克瓦格纳 如何逆转衰退(1)

Reporter: How does it feel to lose the top spot on your watch? 记者：通用汽车失去了其世界顶级汽车品牌的地位，对此您感受如何呢？ Wagoner: Its not something wed relish. Weve been number one in the world for 75 years, and

世界500强CEO访谈 第12期:通用里克瓦格纳 开发新型燃料汽车(3)

Wagoner: Well，certainly, there have been some interesting developments here (in Silicon Valley) and theres a lot of smart people and obviously some tremendously deep engineering capabilityall of which could be helpful to us. We have a lot of differ

世界500强CEO访谈 第8期:宝洁雷富礼 设计是我们的核心能力(2)

Reporter: Most PG products are sold in supermarkets and drugstores where the shelves are packed. How do you get shoppers to notice and buy your brand? 记者：很多宝洁的产品都是在超市或者药店的货架上进行销售，而那些货架往

世界500强CEO访谈 第9期:宝洁雷富礼 设计是我们的核心能力(3)

Reporter:Since you joined PG in 1977, how has the marketplace changed? 记者：自从您1977年加入宝洁以来，市场都发生了怎样的变化呢？ Lafley: First, the power has shifted from the manufacturer and the retailer to the consumer.

世界500强CEO访谈 第6期:沃尔玛李.斯科特 告诉顾客,我们很努力(3)

Scott:I think we do. I mean, I think that's why we did $34S billion last year. I think from a customer standpoint,we do get that credit. We don't get that credit from government or insititutions.But how else could you have withstand this onslaught? I

世界500强CEO访谈 第5期:沃尔玛李.斯科特 告诉顾客,我们很努力(2)

Scott:Well, there are things like pacifiers or chew toys for children that in other countries they don't have those chemicals in them. And they've been banned in other countries; they're not banned here. Why wait until something is done about that? I

世界500强CEO访谈 第11期:通用里克瓦格纳 开发新型燃料汽车(2)

Reporter: How much do you think that new push comes from, for example, the California Air Resources Board pushing you, saying youve got to do it, were going to make you do it, were going to have restrictions, were going to have quotas And how much of

世界500强CEO访谈 第10期:通用里克瓦格纳 开发新型燃料汽车(1)

Reporter: With the situation with layoffs and the lack of profit... why would GM want to continue to pour money into a development project such as the Volt (electric car) or any other advanced car, and will you continue to do that 记者：在很多工

世界500强CEO访谈 第4期:沃尔玛李.斯科特 告诉顾客,我们很努力(1)

Reporter:What is your view about New York? 记者：您对于纽约有什么看法呢? Scott:Well, what I was thinking was, we were sitting in New York City, in Manhattan, talking about stores. It's not something I brought up, but I said, I don't car

世界500强CEO访谈 第3期:沃尔玛李.斯科特 我们关注环保(3)

CEOScott:A lot. If the customer wants bottled water, we are going to sell bottled water. Buteven if you're going to sell bottled water, you can sell it and have less of a negative impact. How have you arranged you so that it's the mos[一that it poss

世界500强CEO访谈 第2期:沃尔玛李.斯科特 我们关注环保(2)

Scott:I think that's very possible. We believe a carefully crafted carbon program is something that probably is inevitable and probably positive. What we would ask is that people be mindful of the general population and not be so ideological that we