| 单词 | prahalad | ||||||||||||||
| 释义 | prahalad
更多释义 收起释义 例句释义: 普拉哈拉德,潘汉尔德,普拉赫勒德 1. As C. K. Prahalad explains in The Fortune at the Bottom of the Pyramid, addressing emerging markets is good business. 正如C.K.Prahalad在《财富在金字塔底层》书中的解释，一心一意忙着新兴市场的生意是好事。 www.bing.com 2. This impatience led to one of the few failures of Mr Prahalad's otherwise gravity-defying career. 这种不耐烦导致了普拉哈拉德的显赫职业生涯中一次失败。 www.bing.com 3. Mr Prahalad's book, "The Fortune at the Bottom of the Pyramid" , has been hugely influential over the past decade. 过去十年间，普拉哈拉德先生的著作《金字塔底层的财富》在世界上产生了很大的影响。 www.ecocn.org 4. Mr Prahalad was particularly struck by the ability of these firms to harness the ideas of their humbler employees. 让普拉哈拉德印象最深的是，这些企业能够采纳普通员工的想法。 www.bing.com 5. Mr Prahalad invariably worked with a collaborator and never wrote more than two articles on the same subject. 普拉哈拉德始终与人合作，从不就一个问题写两篇以上的文章。 www.bing.com 6. Mr Prahalad's work on strategy and innovation turned him into a superstar. 普拉哈拉德对战略和创新的研究让他成为超级巨星。 www.bing.com 7. What made Mr Prahalad such a creative thinker? 是什么原因让普拉哈拉德成为富有创意的思想家？ www.bing.com 8. Mr Prahalad was lionised in the emerging markets, particularly in India, and hailed by corporate philanthropists, notably Bill Gates. 普拉哈拉德在新兴市场地位崇高，尤其是在印度，受到著名的比尔？盖茨等商界慈善家的赞扬。 club.topsage.com 9. Mr Prahalad shifted the focus of strategic thinking dramatically. 普拉哈拉德大大改变了战略思想的焦点。 www.bing.com 10. But his native India always tugged at Mr Prahalad's heartstrings. 不过普拉哈拉德的印度血统一直触动着他的心弦。 www.bing.com 1. The other form is co-operation, a form that Hamel and Prahalad (1994) argued will be more important in many future opportunities. 另一种形式是合作，一个形式，哈梅尔和普拉哈拉德（1994）认为将在未来的许多机会，更重要的。 blog.sina.com.cn 2. The idea of core competence was introduced by Prahalad, C. K. in the year 1990. 核心竞争力这一概念是由普拉哈拉德于1990年提出的。 www.kuenglish.info 3. C. K. Prahalad and other management gurus trumpet examples like Aravind, but do the rich countries accept that they could learn from India? Prahalad和其他管理大师都鼓吹像Aravind的案例，但是富国承认他们能从印度学习吗？ www.ecocn.org 4. prahalad and hamel draw the analogy of a diversified corporation and a large tree ( figure 1 . 9 ) 哈默尔和普拉哈拉德把一个多元化的企业承包和一个大树比较（见图1。9）。 www.ichacha.net 5. a core competence is difficult for rivals to imitate, i. e. it must be competitively unique (Prahalad and Hamel, 1990) 核心竞争力难以被竞争对手模仿，即它应该是十分独特的（普拉哈拉德和哈默，1990） www.bing.com 6. Prahalad and Hamel (1990) and Hamel (1994) suggest five tests to identify core competencies in a firm: 普拉哈拉德和哈默（1990）及哈默（1994）提出五种检查方式以识别企业内的核心竞争力： www.bing.com |
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