什么是形象策划[1] 策划一词，最早直接出现在我国汉代文献《淮南鸿烈?要略》中，含有计谋、打算、出主意、想办法的意思，即我们常说的出谋划策。策划活动的历史，渊源流长，像人类一样古老，它蕴藏着丰富的知识、高超的智慧、深邃的谋略、以及科学的决策思想。而今，策划已深入到人们生活中的方方面面，大至治理国家、拓展事业，小至买卖商品、出门旅行，都少不了要策划一番。 形象策划是指公共关系人员在形象调查的基础上，运用自己的知识、经验，充分发挥想象力和创造力，制订出最佳的公关活动方案，以塑造良好组织形象的过程。 从定义我们可以看出，形象策划是由公关人员来完成的。然而，公关人员又可分为三种：一是具体操作者，二是组织指挥者，三是公关专家。按照这种分法，形象策划则主要依靠公关专家来进行。世界上最早专门从事形象策划的是现代公共关系之父艾维·李，他在1903年创办了美国第一家公关事务所，为宾夕法尼亚铁路公司挽回了声誉，为石油大王洛克菲勒重塑了形象，取得了十分卓越的成就。 目前，国外的公关公司大都拥有一批高水平、高档次的公关专家，他们有的是专职的，但大多是兼职的，他们的本行可能是报社的名记者、大学的公关教授、研究所里某方面的高级专家等等，这些公关专家为公关公司所作的工作是专门进行形象策划。我国公共关系起步较晚，公关专家阶层尚在成长过程之中，但也涌现出了王力的恩波咨询所、余明阳的CI专家团等一批专门从事形象策划的机构，形象策划工作正越来越受到全社会的广泛重视。 形象策划的基本原则[1] 1、目标性原则 目标性原则是形象策划的一项根本原则。策划公关活动必须围绕组织的目标进行，否则公关活动就没有任何意义。广东健力宝集团在创业之初，确立的目标是扩大企业知名度，于是他们围绕目标，策划了一系列扩大知名度的公关活动。如1984年为参加美国洛杉矶奥运会的中国体育代表团首次提供300万元赞助。接着，又连续赞助了第24届、第25届奥运会。随着中国运动健儿频频取得优异成绩，健力宝公司声名大振，成为国人瞩目的焦点。 2、公众利益原则 在形象策划中，不能只顾追求自身的利益，而不惜损害公众的利益，应始终把公众利益放在首位，在此前提下达到双方的互惠互利。如某商场策划了一次优惠券购物活动，那些手持优惠券兴冲冲前来购物的顾客惊讶地发现，“优惠”的商品竟比其他商场的价格还高出许多，人们于是愤然离去，从此不再相信这家商场的任何公关活动。 3、实事求是原则 形象策划必须以事实为基础，力求做到客观、真实、全面和公正，不夸大事实，不隐瞒真相，更不能为了达到目的而采取欺骗手段。只有这样，才能赢得公众的信赖与好感。 4、创新求异原则 形象策划要敢于大胆创新，别出心裁，以新颖、奇妙、独特的公关活动来吸引公众，达到出奇制胜，战胜对手的目的。如日本的一家酒店，由于位置偏僻，尽管风景优美，住客还是很少。于是他们想出了一个与众不同的好主意，在酒店的小山坡上专门划出一块地方，供游客来种植各种纪念树，如结婚纪念树、生日纪念树等。此举吸引了大批游客，同时也吸引了大批新闻记者前来采访，酒店由此门庭若市，欣欣向荣。 5、切实可行原则 在形象策划中，策划人员既要“目光远大”，力求使策划的公关活动具备高层次、高水平，同时更要“脚踏实地”，考虑活动是否切实可行。无法实施的策划方案再好也只是一个美丽的空架子，没有任何实际意义。 形象策划的方法[1] 1、头脑风暴法 头脑风暴法又称智力激励法，是由美国BBDO广告公司经理、创造学之父奥斯本在1939年发明的。这种方法的基本要点是：针对所要解决的问题，召集一种特殊的小型会议，让参加会议的人毫无顾忌地提出各种解决问题的方法，彼此激励，相互启发，从而导致连锁反应，产生更多的创造性设想。 参加头脑风暴会议的人数一般为10人左右，会议时间最好不超过1小时，地点应选择安静、不受外界干扰的场所，切断电话，谢绝会客。会议应提前发出通知，告诉与会者会议的主题，使他们事先有所准备。会议设主持人1名，鼓励大家发言，设1名～2名记录员，专门负责记下提出的所有设想，不能遗漏。最后，对提出的所有设想进行集中评价、筛选，从中选出一个或几个最佳策划方案。 2、组合性形象策划法 组合策划法是把两个或两个以上貌似不相关的事物巧妙地加以联结、组合，从而获得新思想、新观念的一种策划方法。 组合是想象力中最宝贵、最核心的内容。策划者可以把现实生活中各种有关、无关的事物统统拿来加以组合，如书和声音、钢笔和光等，看组合后的事物是否具有新的作用、新的价值。美国亚特兰大奥运会组委会为了筹集经费，策划了这样一个活动：凡是捐款35美元的人，可以在一块砖上刻上自己的名字，再把这块刻有名字的砖铺在亚特兰大正在建造的奥运公园内。活动消息一经公布，人们纷纷响应，前往捐款者络绎不绝，喜欢出名的美国人都乐意花这点钱而使自己扬名。组委会在短短几天内便筹集到大量的经费，活动取得了巨大成功。这一策划就是巧妙地运用了组合方法，把奥运筹款与公众名声组合起来，成为奥运史上筹集经费的一大创举。 3、类比性形象策划法 类比策划法是指把两种事物进行比较，从二者的某些相似之处推出另外一些相似之处的策划方法。 形象策划的流程 企业形象策划流程一：提案阶段 1、明确导入企业形象（CI）的动机：确定企业内部、外部的需求背景，针对具体企业的营运及设定状况选择时机，同时明确导入的目的与目标，及时立项。 2、组建负责企业形象的机构：有发起人召集最初的参与人员，委托专业公司，有企业,专家顾问、专业公司三方面组成CI委员会，并设常务机构。 3、安排企业形象（CI）作业的提案书：按照CI作业的四大阶段，根据企业的具体情况，拟订作业项目与进度安排，提交讨论并最后确定，制作。 4、预算导入CI的提案书：仔细进行各项作业的预算，写出CI预算书，提交企业主管与财务主管审核。 5、完成企业形象（CI）提案书：按规范内完成CI提案书,充分说明导入CI的原因背景、目的，负责机构的设想，作业安排、项目预算，使推进方针与期待成果明确化。 企业形象策划流程二：调整阶段 1、确定调研总体计划：制订调研计划，其中包括调研内容、调研对象、调研方法、调研项目、调研程序与期限、调研成果形成。 2、分析与评估企业营运状况：分析企业各种相关的报表与调查资料，走访有关人士的，诸如企业主管、财务主管、营销人员，充分掌握资料，分析研究。 企业总体形象调查与视觉形象项目审查采取定性定量调查，就企业的基本形象，特殊形象对企业内外进行采访与问卷调查，收集视觉形象项目，分析、比较；广泛征求意见，得出审查意见。 3、调查资料的分析与研究 对经营情况与形象调查的所以资料进行整理、统计，对企业经营实态与形象建设现状做综合的研究与评估。明确企业目前的问题点，从这一前提初步构想CI导入战略。 4、完成调查报告书 将调研成果记述在系统的报告书中，提交企业主管、相关部门主管、CI委员会全体人员讨论，审议。 企业形象策划流程三：开发设计阶段 1、总概念的企划：根据调研结果导入CI的基本战略方针，对企业理念、识别系统的开发设计提出基本设想，对企业主管或董事会解释总概念书的内容并确定总概念书。 2、创立企业理念：提出具有识别意义的企业理念，其中包括企业使命、经营观念、行动准则与业务范围等，并提供理念教义规范的行为特征，创作企业标语、口号、座右铭、企业歌曲等。 3、开发设计视觉识别系统：确定企业命名或更名策略，将CI概念体现在基本因素的设计中，再以基本设计为准，开发应用设计要素、商标与包装设计需认真开放，对新设计方案进行技术评估与形态反应测试、修改，举一反三，最后确立，编印CI设计手册。 参考文献 ↑ 1.0 1.1 1.2 出自：西南大学文化与社会发展学院(课件).《公共关系与公关礼仪》[M].第三章 公共关系的基本工作程序 第二节 形象策划
加拿大太平洋铁路公司简介 Canadian Pacific Railway Network Map 加拿大太平洋铁路（The Canadian Pacific Railway,CPR或加太铁路）在自治领建立之初的一个时代里，既是整个加拿大西部开拓和发展的主导性因素，又是对抗美国扩张势力，支持麦克唐纳国家政策的重要力量。它成功地用一条大锁链把东西加拿大紧紧地连在一起，实现了麦克唐纳国家政策的梦想，并置身于西加拿大发展的各项事业之中，为西部的开拓做出了重要的贡献。 加拿大太平洋铁路是加拿大的一级铁路之一，由加拿大太平洋铁路公司营运。其网络横跨西部温哥华至东部蒙特利尔，并设有跨境路线，通往美国的明尼阿波利斯、芝加哥、纽约市等大型城市。公司总部设于艾伯塔省卡尔加里。 加拿大太平洋铁路公司修建连接全国的铁路仅仅是开始。100多年来，加太铁路更是担负着政府和公众的重托，以及治理这个庞大帝国所面对的种种挑战，虽有曲折，但隧道的尽头定有光明。 自从苏格兰移民、蒙特利尔银行董事长乔治-史狄芬1881年创建加太铁路公司以来，加太铁路可谓历尽千辛。公众的挑剔，甚至吹毛求疵与加太铁路的影响相比显得无足轻重。确实如此，加太铁路公司的第一个工程——一条横贯加国、连接西部口岸的1900英里长铁路，工期10年，当时被反对派讥讽为耗资巨大的荒唐行为。然而，当加太铁路公司执行总裁唐纳德-史密斯举起铁锤，钉下那枚闻名的金质“最后道钉”的一刻，加太铁路公司创造了两项奇迹：工程提前五年多竣工；在经济萧条期内酬款1.645亿加元。 那神话般的“最后道钉”似乎冲淡了加太铁路公司征服的艰难困苦和政府的不友善关照。曾有人认为，加太铁路公司同意修建横跨加拿大的铁路，并因此得到联邦政府的2500万加元补贴，2500万英亩土地和710英里长铁轨是窃取国库。不过这些人的确低估了加太铁路公司。加拿大俾诗省前省长曾经评论说：只有布满冒险精神的公司才会在荒漠中建铁路，虽然他们得到了大片的土地，但同时也承担了巨大的风险。 19世纪末期，加太铁路公司一度得到执政保守党政府的优待，但好景不长。自由党上台后，政府开始向加太铁路公司的竞争对手发放特许权。加太铁路公司得以在这个资本密集型行业中取胜，并基本未伤元气地渡过20世纪30年代的大萧条，除得幸于其规模庞大外，主要应归功于它杰出的经营治理。 除经营铁路外，加太铁路公司的章程中还包括可以经营电报、电话、码头，以及任何“必要和有用”的业务。在加太铁路公司的发展史中，曾多次不得不应付来自政府的竞争。1942年，加太铁路公司在获得航空经营权的23年后，加拿大太平洋航空公司（Canadian Pacific Air Lines）的航班飞上了蓝天。由于加拿大航空公司（Air Canada）得到了政府的支持，并获许经营利润丰厚的加东和国际航线，令加太航空公司的财务状况长期处于无盈利状态。但加太铁路公司一直努力经营加太航空公司，直到1987年以3亿加元价格将它卖给西太平洋航空公司(Pacific Western Airlines)。1981年，加太铁路公司成立百年之时，该公司已发展为一个强大的联合体，业务含括所有主要的运输业、自然资源业和房地产业，年收入达126亿加元，足以同时买进加拿大通用汽车、帝国石油和辛普森-西尔司这样的大公司。与其它大型联合公司不同的是，加太铁路公司以商家对商家经营为主，很少直接接触顾客。从1923年至1985年，加太铁公司不可思议地连续62年未出现亏损。 CPR labourers in Lower Fraser Valley BC 1883 加太铁路公司的成功，部分原因是将日常治理交予子公司，同时提供远期规划和财务支持。这种分散经营的治理方式使子公司有更大的自主权和更明确的目标，为 2001年加太铁路公司的五家子公司成功分离，独立上市经营奠定了基础。分离后的五家公司中，最强大的似乎仍是加太铁路公司——老加太铁路公司的股票每股现值70多加元，比2001年2月12日公布分离前升值了37%。 加拿大太平洋铁路的故事 加拿大是一个多民族的移民国家，历史并不悠久。然而，像跨北美大陆的加拿大太平洋铁路(CPR)100多年来为这个年轻国家的建立和建设所做出的贡献，这条铁路所沉蕴涵的文化价值和历史价值，已经成为加拿大宝贵的文化遗产。 1、CPR的缘由——建设和统一一个新的国家 1867年7月1日由英国在北美大陆东部的四个省组成联邦，建立了一个新的国家加拿大。以后又有一些省加入。1871年位于西海岸的英属哥伦比亚 (B.C.)省（简称卑诗省）被诱惑加入联邦。其条件是在10年内建成跨大陆铁路，将其与加拿大东部联成一体。首任总理Sir John A. MacDonld决心“建设太平洋铁路以统一这个国家”。这就是当时建造太平洋铁路的缘由。 2、初期的天折——“太平洋丑闻” 太平洋铁路项目一开始就不顺利。J.A. MaCDonld的保守党政府要求由一个私人公司来建造这条铁路。需要拨出3000万加元的补贴和留出5000万英亩土地才能让一个私人企业来完成这项工程。一个实业家和运输业巨头Hugh Allan是当时加拿大最富有的人。 联邦自由党人发现，他曾经在1872年大选中赞助过各式各样的保守党人共计约36万加元，以此来确保得到这项铁路建设合同，使其能控制这条跨大陆铁路，以便垄断加拿大大陆和东西海岸的交通。这个被称为“太平洋丑闻”事件的曝光迫使该合同于1873年重新签订，并导致保守党政府的倒台。 自由党人在新一轮选举中获胜。这届政府对铁路建设的热情就差多了，并认为可以将其作为公共工程来建设。1875年6月1日Judge Norman在Fort William四周主持了破土动工仪式，标志着加拿大太平洋铁路建设的开始。但是，到1878年该政府换届时只在中部省份安大略和曼尼托巴开始建设了一小段铁路线。 CPR Chinese workcrew 1884 3、艰难的开拓——维护统一的动力和华裔劳工的贡献 此时，卑诗省眼看10年期限很快即至，而政治家们关于把跨大陆铁路修到该省的承诺将无法如期兑现。于是，他们威胁说要退出联邦。J.A. MacDonal总理1878年重新执政，在保守党人的压力和支持下，他不得不做一些实质性的事情，向卑诗省显示铁路将要修到他们省内。这届政府与一个美国人Andrew Onderdonk签订了合同，开始从西海岸沿Fraser河向上游修筑铁路线。 这个美国人采用了“美国建造方法”——尽可能省钱，一味地追求利润和进度。他的方法就是使用中国劳工。一些中国商人在卑诗省设立了劳工代理事务所，招收中国同胞去当筑路工。沿着Fraser河谷陡崖的这一段线路非凡艰难，615公里长的路段用了1.5万名劳工7年的时间才修通，其中9千人是华裔。不仅是地形、地质上的难度，而且施工方法也十分危险。 为了省钱，承包商不采用强力炸药，而让劳工们用便宜但很不稳定的硝化甘油来进行爆破作业。没有确切的伤亡报告。目击者和报纸公布了可怕的照片，估计有700至800人死于建造这段政府合同的铁路，大约占劳工总人数的5-9%，其中大部分是中国人。加拿大政府官员至今在每年国庆致辞中往往还会回顾华裔在这段建国历史中的贡献。 4、CPR公司成立——千军易得一将难求 经董事会成员推荐，Van Horne承担起了CPR总经理的职位。他是美国正走红的工程界明星。CPR以1.5万加元年薪把他从美国Milwankee道路项目上挖了过来，负责监管该跨大陆铁路穿过草原和山脉的最艰难路段的建设。他如此高薪的2/3是隐藏在施工费用里的。他夸口其第一年任期(1882年)内将建成800公里铁路干线。但天不作美，洪水迫使施工季节推迟。不过，到该施工季节末，他还是完成了673公里干线和177公里支线的铺轨任务，使太平洋铁路似乎看到了胜利的曙光。 CPR Chinese on handcar 1886 5、探索线路、筹集资金——网罗人才同舟共济 CPR在这个时期还探索了比较靠南的替代线路，来穿越落基山脉，并答应给发现可行线路者5000加元的奖金。许多人为寻找新的线路作出了贡献。其中之一Major A. B. Rogers发现了一条东部通过山脉的路径，后来被称为罗杰斯隘口(Rogers Pass)。他于是得到一张5000元奖金的支票。但他没有去兑现，而是镶在镜框里挂在墙上。总经理Van Horne为了让他把支票兑现，以便结帐，不得不以一块金表为诱饵，将这张支票从墙上换下来。 在工程初期资金流始终是一个难题。施工费用支出巨大，而从交通流量上取得回报却很少。Van Home约请在美国Milwankee的贸易金融奇才Thomas G. Shaughnessy来帮助他解决这个问题。Thomas于1882年受雇CPR，任采购总代理，后来接替Van Horne掌管公司。在此其间他争取到了6亿加元的投资，公司得到了扩展和提升，直到第一次世界大战爆发。 6、度过惨淡岁月——借助政治因素和发行国际债券 在进入20世纪初的这段时期，CPR渡过了好几个非常困难的沟坎。1883年在铺设Calgary东段路轨时，几乎与当地土著人发生冲突。因为铁路要跨越他们的Gleichen自然保护区。最终公司带着政府同意给土著人附加土地以补偿铁路占用的消息，与土著领袖一起才平息了这场危机。 在东西段铁路将要接通前的时期，CPR面临了她历史上最惨淡的境遇。苏必利尔湖的北岸、Rockies和Selkks是该铁路使用私人资金建造部分中最艰难的区段。某些路段每公里造价接近50万加元。1885年初，CPR几乎频临破产。公司既没钱还债，也无钱购置新的施工材料和设备，甚至连优先股的红利和工资都发不出来。最终有两个人“拯救”了这条铁路。 一个人是Louis Riel，从第一次叛乱流亡国外，1885年又回到美国领导第二次暴动。美国军队从东部运送到西部，全是通过加拿大接近完成的太平洋铁路干线，只用了几个星期就平息了这次动乱。而1869年军队花了几个月的艰难旅程，从东向西跨越北美大陆，才平息第一次叛乱。Louis Riel的所作所为，使加拿大联邦政府明白了CPR对国家安全的重要意义，并同意确保给予CPR尚未支付的贷款。 CPR Chinese workgang on tracks near Summit BC 1889 另一个人是Revelstoke勋爵，伦敦一家闻名金融公司的主管。他同意以92.5分的价格购买每一元的CPR债券，使其再次度过了财务危机。 1885年11月7日CPR创始人之一Donald Smith在卑诗省的Craigellachie砸下了“最后一颗道钉”，把太平洋沿岸与加拿大的心脏地区蒙特利尔连接了起来，标志着此跨大陆铁路的建成。CPR负责人Van Horne说“这是一个终点，也是一个起点”。1886年6月28日第一列跨大陆列车自蒙特利尔和多伦多开往东部的默帝（Moody）港。从此以后的三年内一切都很顺利，CPR又重新开始向股东分红。铁路有力地巩固和增进了国家的联合和团结，并开始了向西部的移民。铁路把人和物资源源不断地送到新的疆土，使沿线的城镇和工业逐渐成长起来。 7、公司发展与战争考验——国家利益高于公司利益 1889年铁路实现了从东海岸到西海岸的全线通车。不仅如此，CPR还开拓了多种经营业务，包括房地产、跨大陆电报线路的架设和经营、自己建造蒸汽机车和车厢，以及在北美五大湖和两大洋的海运业务。公司总经理Van Horne建议在落基山脉建立国家公园，从而CPR开始经营旅馆和旅游业。CPR还因一次偶然的钻井取水事故在阿尔德森和阿尔伯塔大草原上发现了天然气，并用于车站和辅助建筑的取暖和动力。 第二次世界大战期间，Edwoard W. Beatty主持CPR度过了历史上又一个困难的时期。其一是与加拿大国家铁路公司(CNR)的商业竞争。其二是Beatty把整个公司的交通网络投入了支持战争的部署。在陆上，CPR运送了3.07亿吨的物资，8600万人员，其中包括15万士兵；在海上，22艘CPR的船只开赴前线，其中12艘被击沉；在空中，CPR破天荒地开辟了“大西洋桥”，把轰炸机用跨洋轮渡送到英国。到1945年为止，CPR有33127名员工服务于两次世界大战，其中 1774人阵亡。一个私人企业仍然把国家利益置于首位。 8、近50年的演变——股份本土化和回归铁路主业 CPR steam train 1911 20世纪50年代，公司把大部分股份收回到加拿大本国的股东手中，并大大开拓了非运输的产业部门。1962年成立了加拿大太平洋投资公司。 经过100多年的经营，到1986年加拿大太平洋公司成为加拿大第二大公司，年收入150亿加元，资产177亿加元，将近10万员工。1990年CPR扩展她的铁路网络，全部控制了美国中西部的Soo线。 1991年CPR并购了D%26amp;H铁路公司，使其网络通达美国东北部港口城市。 2001年10月3日，加拿大太平洋公司分解为五家公司——铁路、海运、旅馆、煤炭和能源公司。其能源公司与阿尔伯塔能源公司合并为EnCana公司。铁路公司CPR仍然经营她的主业。此时，CPR早已由客运为主转变为货运为主。 目前，CPR的加拿大网络包括从蒙特利尔到温哥华的高密度干线和许多汇入支线。她的美国部分网络延伸到中西部和东北部的工业区，可以无转换地直达芝加哥、费城和纽约，其铁路网络总长22536公里。 9、历史遗址和铁路博物馆——加拿大人心中的CPR 除了土著印第安人的历史和早期欧洲人到北美大陆的探险外，加拿大太平洋铁路的历程几乎贯穿了这个年轻国家的整个历史。作家将其写入自己的著作，具体记载和描述了她的历史事实和曲折故事，并广为流传。 铁路经过的一些省份建立了铁路博物馆。在阿尔伯塔省的爱德蒙顿市，还保留了一段2.5公里原来的铁路线路作为历史遗址，并改建为城市铁路供游览观光。该市在老城区Strathcona复制了最初的木结构铁路车站原型，作为一个民办的博物馆。在馆里还保留着当时点煤油的信号灯和轧轧出声的手摇电报机等文物。 1867年当加拿大刚刚建国时，人们不可能预见到100多年来这个跨北美大陆的太平洋铁路会遭遇的全部坎坷和兴旺，也不可能评估出她后来对这个国家和人们所体现的全部价值。 An eastbound CPR freight at Stoney Creek Bridge in Rogers Pass. Photo by David R. Spencer. 英文版：加拿大太平洋铁路公司简介 The Canadian Pacific Railway (CPR; AAR reporting marks CP, CPAA, CPI), known as CP Rail between 1968 and 1996, is a Canadian Class I railway operated by Canadian Pacific Railway Limited. Its rail network stretches from Vancouver to Montreal, and also serves major cities in the United States such as Minneapolis, Chicago, and New York City. Its headquarters are in Calgary, Alberta. The railway was originally built between eastern Canada and British Columbia between 1881 and 1885 (connecting with Ottawa Valley and Georgian Bay area lines built earlier), fulfilling a promise extended to British Columbia when it entered Confederation in 1871. It was Canada‘s first transcontinental railway. Now primarily a freight railway, the CPR was for decades the only practical means of long distance passenger transport in most regions of Canada, and was instrumental in the settlement and development of Western Canada. Its primary passenger services were eliminated in 1986 after being assumed by VIA Rail Canada in 1978. A beaver was chosen as the railway‘s logo because it is one of the national symbols of Canada and represents the hardworking character of the company. The object of both praise and damnation for over 120 years, the CPR remains an indisputable icon of Canadian nationalism. History历史 Before the Canadian Pacific Railway, 1871-1881 Canada‘s very existence depended on the successful completion of a major civil engineering project, the creation of a transcontinental railway. Creation of the Canadian Pacific Railway was a task originally undertaken for a combination of reasons by the Conservative government of prime minister Sir John A. Macdonald. British Columbia had insisted upon a national railway as a condition for joining the Confederation of Canada. The government thus agreed to build a railway linking the Pacific province to the eastern provinces within ten years of July 20, 1871. Macdonald also saw it as essential to the creation of a unified Canadian nation that would stretch across the continent. Moreover, manufacturing interests in Quebec and ontario desired access to sources of raw materials and markets in Canada‘s west. Sir John A. Macdonald. The first obstacle to its construction was economic. The logical route for a railway serving Western Canada would be to go through the American Midwest and the city of Chicago, Illinois. In addition to the obvious difficulty of building a railroad through the Canadian Rockies, an entirely Canadian route would require crossing 1,600 km (1,000 miles) of rugged terrain of the barren Canadian Shield and muskeg of Northern Ontario. To ensure this routing, the government offered huge incentives including vast grants of land in Western Canada. In 1872, Sir John A. Macdonald and other high-ranking politicians, swayed by bribes in the so-called Pacific Scandal, granted federal contracts to Hugh Allan‘s "Canada Pacific Railway Company" (which was unrelated to the current company) and to the Inter-Ocean Railway Company. Because of this scandal, the Conservative party was removed from office in 1873. The new Liberal prime minister, Alexander Mackenzie, began construction of segments of the railway as a public enterprise under the supervision of the Department of Public Works. The Thunder Bay branch linking Lake Superior to Winnipeg was commenced in 1875. Progress was discouragingly slow because of the lack of public money. With Sir John A. Macdonald‘s return to power on October 16, 1878, a more aggressive construction policy was adopted. Macdonald confirmed that Port Moody would be the terminus of the transcontinental railway, and announced that the railway would follow the Fraser and Thompson rivers between Port Moody and Kamloops. In 1879, the federal government floated bonds in London and called for tenders to construct the 206 km (128 mile) section of the railway from Yale, British Columbia to Savona‘s Ferry on Kamloops Lake. The contract was awarded to Andrew Onderdonk, whose men started work on May 15, 1880. After the completion of that section, onderdonk received contracts to build between Yale and Port Moody, and between Savona‘s Ferry and Eagle Pass. On October 21, 1880, a new syndicate, unrelated to Hugh Allan‘s, signed a contract with the Macdonald government. They agreed to build the railway in exchange for $25,000,000 (approximately $625,000,000 in modern Canadian dollars) in credit from the Canadian government and a grant of 25,000,000 acres (100,000 km2) of land. The government transferred to the new company those sections of the railway it had constructed under government ownership. The government also defrayed surveying costs and exempted the railway from property taxes for 20 years. The Montreal-based syndicate officially comprised five men: George Stephen, James J. Hill, Duncan McIntyre, Richard B. Angus, and John Stewart Kennedy. Donald A. Smith and Norman Kittson were unofficial silent partners with a significant financial interest. On February 15, 1881, legislation confirming the contract received royal assent, and the Canadian Pacific Railway Company was formally incorporated the next day. Building the railway, 1881-1885 It was assumed that the railway would travel through the rich "Fertile Belt" of the North Saskatchewan River valley and cross the Rocky Mountains via the Yellowhead Pass, a route advocated by Sir Sandford Fleming based on a decade of work. However, the CPR quickly discarded this plan in favour of a more southerly route across the arid Palliser‘s Triangle in Saskatchewan and through Kicking Horse Pass over the Field Hill. This route was more direct and closer to the American border, making it easier for the CPR to keep American railways from encroaching on the Canadian market. However, this route also had several disadvantages. One consequence was that the CPR would need to find a route through the Selkirk Mountains, as at the time it was not known whether a route even existed. The job of finding a pass was assigned to a surveyor named Major Albert Bowman Rogers. The CPR promised him a cheque for $5,000 and that the pass would be named in his honour. Rogers became obsessed with finding the pass that would immortalize his name. He found the pass on May 29, 1881, and true to its word, the CPR named the pass "Rogers Pass" and gave him the cheque. This however, he at first refused to cash, preferring to frame it, and saying he did not do it for the money. He later agreed to cash it with the promise of an engraved watch. Sir William Cornelius Van Horne. Another obstacle was that the proposed route crossed land controlled by the Blackfoot First Nation. This difficulty was overcome when the missionary Father Albert Lacombe persuaded the Blackfoot chief Crowfoot that construction of the railway was inevitable. In return for his assent, Crowfoot was famously rewarded with a lifetime pass to ride the CPR. A more lasting consequence of the choice of route was that, unlike the one proposed by Fleming, the land surrounding the railway often proved too arid for successful agriculture. The CPR may have placed too much reliance on a report from naturalist John Macoun, who had crossed the prairies at a time of very high rainfall and had reported that the area was fertile. The greatest disadvantage of the route was in Kicking Horse Pass. In the first 6 km (3.7 miles) west of the 1,625 metre (5,330 ft) high summit, the Kicking Horse River drops 350 metres (1,150 ft). The steep drop would force the cash-strapped CPR to build a 7 km (4.5 mile) long stretch of track with a very steep 4.5% gradient once it reached the pass in 1884. This was over four times the maximum gradient recommended for railways of this era, and even modern railways rarely exceed a 2% gradient. However, this route was far more direct than one through the Yellowhead Pass, and saved hours for both passengers and freight. This section of track was the CPR‘s legendary Big Hill. Safety switches were installed at several points, the speed limit for descending trains was set at 10 km per hour (6 mph), and special locomotives were ordered. Despite these measures, several serious runaways still occurred. CPR officials insisted that this was a temporary expediency, but this state of affairs would last for 25 years until the completion of the Spiral Tunnels in the early 20th century. In 1881 construction progressed at a pace too slow for the railway‘s officials, who in 1882 hired the renowned railway executive William Cornelius Van Horne, to oversee construction with the inducement of a generous salary and the intriguing challenge of handling such a difficult railway project. Van Horne stated that he would have 800 km (500 miles) of main line built in 1882. Floods delayed the start of the construction season, but over 672 km (417 miles) of main line, as well as various sidings and branch lines, were built that year. The Thunder Bay branch (west from Fort William) was completed in June 1882 by the Department of Railways and Canals and turned over to the company in May 1883, permitting all-Canadian lake and rail traffic from eastern Canada to Winnipeg for the first time in Canada‘s history. By the end of 1883, the railway had reached the Rocky Mountains, just eight km (5 miles) east of Kicking Horse Pass. The construction seasons of 1884 and 1885 would be spent in the mountains of British Columbia and on the north shore of Lake Superior. Lord Strathcona drives the last spike of the Canadian Pacific Railway, at Craigellachie, 7 November 1885. Completion of the transcontinental railroad was a condition of BC‘s entry into Confederation. Many thousands of navvies worked on the railway. Many were European immigrants. In British Columbia, the CPR hired workers from China, nicknamed coolies. A navvy received between $1 and $2.50 per day, but had to pay for his own food, clothing, transportation to the job site, mail, and medical care. After two and a half months of back-breaking labour, they could net as little as $16. Chinese navvies in British Columbia made only between $0.75 and $1.25 a day, not including expenses, leaving barely anything to send home. They did the most dangerous construction jobs, such as working with explosives. The families of the Chinese who were killed received no compensation, or even notification of loss of life. Many of the men who survived did not have enough money to return to their families in China. Many spent years in lonely, sad and often poor condition. Yet the Chinese were hard working and played a key role in building the western stretch of the railway; even some boys as young as 12 years old served as tea-boys. By 1883, railway construction was progressing rapidly, but the CPR was in danger of running out of funds. In response, on January 31, 1884, the government passed the Railway Relief Bill, providing a further $22,500,000 in loans to the CPR. The bill received royal assent on March 6, 1884. Lord Strathcona drives the last spike of the Canadian Pacific Railway, at Craigellachie, 7 November 1885. Completion of the transcontinental railroad was a condition of BC‘s entry into Confederation. In March 1885, the North-West Rebellion broke out in Saskatchewan. Van Horne, in Ottawa at the time, suggested to the government that the CPR could transport troops to Qu‘Appelle in eleven days. Some sections of track were incomplete or had not been used before, but the trip to Winnipeg was made in nine days and the rebellion was quickly put down. Perhaps because the government was grateful for this service, they subsequently re-organized the CPR‘s debt and provided a further $5,000,000 loan. This money was desperately needed by the CPR. On November 7, 1885 the Last Spike was driven at Craigellachie, British Columbia, making good on the original promise. Four days earlier, the last spike of the Lake Superior section was driven in just west of Jackfish, Ontario. While the railway was completed four years after the original 1881 deadline, it was completed more than five years ahead of the new date of 1891 that Macdonald gave in 1881. The successful construction of such a massive project, although troubled by delays and scandal, was considered an impressive feat of engineering and political will for a country with such a small population, limited capital, and difficult terrain. It was by far the longest railway ever constructed at the time. It had taken 12,000 men, 5,000 horses, and 300 dog-sled teams to build the railway. First Transcontinental Train arrives in Port Moody. Meanwhile, in Eastern Canada, the CPR had created a network of lines reaching from Quebec City to St. Thomas, ontario by 1885, and had launched a fleet of Great Lakes ships to link its terminals. The CPR had effected purchases and long-term leases of several railways through an associated railway company, the ontario and Quebec Railway (O%26amp;Q). The O%26amp;Q built a line between Perth, ontario and Toronto (completed on May 5, 1884) to connect these acquisitions. The CPR obtained a 999-year lease on the O%26amp;Q on January 4, 1884. Later, in 1895, it acquired a minority interest in the Toronto, Hamilton and Buffalo Railway, giving it a link to New York and the northeast US. 1886-1900 So many cost-cutting shortcuts were taken in constructing the railway that regular transcontinental service could not start for another seven months while work was done to improve the railway‘s condition. However, had these shortcuts not been taken, it is conceivable that the CPR might have had to default financially, leaving the railway unfinished. The first transcontinental passenger train departed from Montreal‘s Dalhousie Station, located at Berri Street and Notre Dame Street on June 28, 1886 at 8:00 p.m. and arrived at Port Moody on July 4, 1886 at noon. This train consisted of two baggage cars, a mail car, one second-class coach, two immigrant sleepers, two first-class coaches, two sleeping cars, and a diner. By that time, however, the CPR had decided to move its western terminus from Port Moody to Gastown that was renamed "Vancouver" later that year. The first official train destined for Vancouver arrived on May 23, 1887, although the line had already been in use for three months. The CPR quickly became profitable, and all loans from the Federal government were repaid years ahead of time. In 1888, a branch line was opened between Sudbury and Sault Ste. Marie where the CPR connected with the American railway system and its own steamships. That same year, work was started on a line from London, ontario to the American border at Windsor, Ontario. That line opened on June 12, 1890. The CPR also acquired several small lines east of Montreal; it also leased the New Brunswick Railway for 999 years, and built the International Railway of Maine, connecting Montreal with Saint John, New Brunswick in 1889. The connection with Saint John on the Atlantic coast made the CPR the first truly transcontinental railway company and permitted trans-Atlantic cargo and passenger services to continue year-round when sea ice in the Gulf of St. Lawrence closed the port of Montreal during the winter months. By 1896, competition with the Great Northern Railway for traffic in southern British Columbia forced the CPR to construct a second line across the province, south of the original line. Van Horne, now president of the CPR, asked for government aid, and the government agreed to provide around $3.6 million to construct a railway from Lethbridge, Alberta through Crowsnest Pass to the south shore of Kootenay Lake, in exchange for the CPR agreeing to reduce freight rates in perpetuity for key commodities shipped in Western Canada. The controversial Crowsnest Pass Agreement effectively locked the eastbound rate on grain products and westbound rates on certain "settlers‘ effects" at the 1897 level. Although temporarily suspended during World War I, it was not until 1983 that the "Crow Rate" was permanently replaced by the Western Grain Transportation Act which allowed for the gradual increase of grain shipping prices. The Crowsnest Pass line opened on June 18, 1899. One of the CPR‘s land offerings. The CPR and The Colonization of Canada Practically speaking, the CPR had built a railway that operated mostly in the wilderness. The usefulness of the Prairies was questionable in the minds of many. The thinking prevailed that the Prairies had great potential. Under the initial contract with the Canadian Government to build the railway, the CPR was granted 25,000,000 acres (100,000 km2). Proving already to be a very resourceful organization, Canadian Pacific began an intense campaign to bring immigrants to Canada. CP agents operated in many overseas locations. Immigrants were often sold a package that included passage on a CP ship, travel on a CP train, and land that was purchased from the CP railway. Land was sold at $2.50 an acre and up. Immigrants paid very little for a seven day journey to the West. They rode in Colonist cars that had sleeping facilities and a small kitchen at one end of the car. Children were not allowed off the train as they often would wander off and be left behind. The owners of the CPR knew that not only were they creating a nation, but also a source of economy for their company. 1901-1928 During the first decade of the twentieth century, the CPR continued to build more lines. In 1908 the CPR opened a line connecting Toronto with Sudbury. Previously, westbound traffic originating in Southern ontario took a circuitous route through Eastern Ontario. Several operational improvements were also made to the railway in Western Canada. In 1909 the CPR completed two significant engineering accomplishments. The most significant was the replacement of the Big Hill, which had become a major bottleneck in the CPR‘s main line, with the Spiral Tunnels, reducing the grade to 2.2% from 4.5%. The Spiral Tunnels opened in August. On November 3, 1909, the Lethbridge Viaduct over the Oldman River valley at Lethbridge, Alberta was opened. It is 1,624 metres (5,327 ft) long and, at its maximum, 96 metres (314 ft) high, making it the longest railway bridge in Canada. In 1916 the CPR replaced its line through Rogers Pass, which was prone to avalanches, with the Connaught Tunnel, an eight km (5 mile) long tunnel under Mount Macdonald that was, at the time of its opening, the longest railway tunnel in the Western hemisphere. The CPR acquired several smaller railways via long-term leases in 1912. On January 3, 1912, the CPR acquired the Dominion Atlantic Railway, a railway that ran in western Nova Scotia. This acquisition gave the CPR a connection to Halifax, a significant port on the Atlantic Ocean. The Dominion Atlantic was isolated from the rest of the CPR network and used the CNR to facilitate interchange; the DAR also operated ferry services across the Bay of Fundy for passengers and cargo (but not rail cars) from the port of Digby, Nova Scotia to the CPR at Saint John, New Brunswick. DAR steamships also provided connections for passengers and cargo between Yarmouth, Boston and New York. On July 1, 1912, the CPR acquired the Esquimalt and Nanaimo Railway, a railway on Vancouver Island that also connected to the CPR by car ferry. The CPR also acquired the Quebec Central Railway on December 14, 1912. During the late 19th century, the railway undertook an ambitious program of hotel construction, building the Chateau Frontenac in Quebec City, the Royal York Hotel in Toronto, the Banff Springs Hotel, and several other major Canadian landmarks. By then, the CPR had competition from three other transcontinental lines, all of them money-losers. In 1919, these lines were consolidated, along with the track of the old Intercolonial Railway and its spurs, into the government-owned Canadian National Railways. When World War I broke out in 1914, the CPR devoted resources to the war effort, and managed to stay profitable while its competitors struggled to remain solvent. After the war, the Federal government created Canadian National Railways (CNR, later CN) out of several bankrupt railways that fell into government hands during and after the war. CNR would become the main competitor to the CPR in Canada. The Great Depression and World War II, 1929-1945 The Great Depression, which lasted from 1929 until 1939, hit many companies heavily. While the CPR was affected, it was not affected to the extent of its rival CNR because it, unlike the CNR, was debt-free. The CPR scaled back on some of its passenger and freight services, and stopped issuing dividends to its shareholders after 1932. One highlight of the 1930s, both for the railway and for Canada, was the visit of King George VI and Queen Elizabeth to Canada in 1939, the first time that the reigning monarch had visited the country. The CPR and the CNR shared the honours of pulling the royal train across the country, with the CPR undertaking the westbound journey from Quebec City to Vancouver. Later that year, World War II began. As it had done in World War I, the CPR devoted much of its resources to the war effort. It retooled its Angus Shops in Montreal to produce Valentine tanks, and transported troops and resources across the country. As well, 22 of the CPR‘s ships went to war, 12 of which were sunk. CP Rail logo 1946-1978 After World War II, the transportation industry in Canada changed. Where railways had previously provided almost universal freight and passenger services, cars, trucks, and airplanes started to take traffic away from railways. This naturally helped the CPR‘s air and trucking operations, and the railway‘s freight operations continued to thrive hauling resource traffic and bulk commodities. However, passenger trains quickly became unprofitable. During the 1950s, the railway introduced new innovations in passenger service, and in 1955 introduced The Canadian, a new luxury transcontinental train. However, starting in the 1960s the company started to pull out of passenger services, ending services on many of its branch lines. It also discontinued its transcontinental train The Dominion in 1966, and in 1970 unsuccessfully applied to discontinue The Canadian. For the next eight years, it continued to apply to discontinue the service, and service on The Canadian declined markedly. On October 29, 1978, CP Rail transferred its passenger services to VIA Rail, a new federal Crown corporation that is responsible for managing all intercity passenger service formerly handled by both CP Rail and CN. VIA eventually took almost all of its passenger trains, including The Canadian, off CP‘s lines. In 1968, as part of a corporate re-organization, each of the CPR‘s major operations, including its rail operations, were organized as separate subsidiaries. The name of the railway was changed to CP Rail, and the parent company changed its name to Canadian Pacific Limited in 1971. Its express, telecommunications, hotel and real estate holdings were spun off, and ownership of all of the companies transferred to Canadian Pacific Investments. The company discarded its beaver logo, adopting the new Multimark logo that could be used for each of its operations. 1979-present In 1984 CP Rail commenced construction of the Mount Macdonald Tunnel to augment the Connaught Tunnel under the Selkirk Mountains. The first revenue train passed through the tunnel in 1988. At 14.7 km (9 miles), it is the longest tunnel in the Americas. Soo Line 6022, an EMD SD 60, pulls a train through Wisconsin Dells, WI, June 20, 2004. During the 1980s, the Soo Line, in which CP Rail still owned a controlling interest, underwent several changes. It acquired the Minneapolis, Northfield and Southern Railway in 1982. Then on February 21, 1985, the Soo Line obtained a controlling interest in the Milwaukee Road, merging it into its system on January 1, 1986. Also in 1980 Canadian Pacific bought out the controlling interests of the Toronto, Hamilton and Buffalo Railway (TH%26amp;B) from Conrail and molded it into the Canadian Pacific System, dissolving the TH%26amp;B‘s name from the books in 1985. In 1987 most of CPR‘s trackage in the Great Lakes region, including much of the original Soo Line, were spun off into a new railway, the Wisconsin Central, which was subsequently purchased by CN. Influenced by the Canada-U.S. Free Trade Agreement of 1989 which liberalized trade between the two nations, the CPR‘s expansion continued during the early 1990s: CP Rail gained full control of the Soo Line in 1990, and bought the Delaware and Hudson Railway in 1991. These two acquisitions gave CP Rail routes to the major American cities of Chicago (via the Soo Line) and New York City (via the D%26amp;H). During the next few years CP Rail downsized its route, and several Canadian branch lines were either sold to short lines or abandoned. This included all of its lines east of Montreal, with the routes operating across Maine and New Brunswick to the port of Saint John (operating as the Canadian Atlantic Railway) being sold or abandoned, severing CPR‘s transcontinental status (in Canada); the opening of the St. Lawrence Seaway in the late 1950s, coupled with subsidized icebreaking services, made Saint John surplus to CPR‘s requirements. During the 1990s, both CP Rail and CN attempted unsuccessfully to buy out the eastern assets of the other, so as to permit further rationalization. As well, it closed divisional and regional offices, drastically reduced white collar staff, and consolidated its Canadian traffic control system in Calgary, AB. Finally, in 1996, reflecting the increased importance of western traffic to the railway, CP Rail moved its head office to Calgary from Montreal and changed its name back to Canadian Pacific Railway. A new subsidiary company, the St. Lawrence and Hudson Railway, was created to operate its money-losing lines in eastern North America, covering Quebec, Southern and Eastern Ontario, trackage rights to Chicago, Illinois, as well as the Delaware and Hudson Railway in the U.S. Northeast. However, the new subsidiary, threatened with being sold off and free to innovate, quickly spun off losing track to short lines, instituted scheduled freight service, and produced an unexpected turn-around in profitability. After only four years, CPR revised its opinion and the StL%26amp;H formally reamalgamated with its parent on January 1, 2001. In 2001, the CPR‘s parent company, Canadian Pacific Limited, spun off its five subsidiaries, including the CPR, into independent companies. Canadian Pacific Railway formally (but, not legally) shortened it‘s name to Canadian Pacific in early 2007, dropping the word "railway" in order to reflect more operational flexibility. Shortly after the name revision, Canadian Pacific announced that it had committed to becoming a major sponsor and logistics provider to the 2010 Olympic Winter Games in Vancouver, British Columbia.
罗德公关公司简介 罗德公关公司成立于1948年，拥有50多年历史,是提供全方位公关服务的跨国公司，现已发展成为世界第二大独立公关公司，总部位于美国纽约，营业额超过5,000 万美元，在世界各地拥有800多名员工。其全球范围经营的业务涉及消费产品的营销、企业形象治理、危机治理等。为世界上超过250家公司、政府机构和非盈利组织提供公共关系服务。 五十多年来，罗德公关公司引导客户在瞬息万变的动态世界环境中应对来自传播与沟通领域的种种挑战，通过协调与公众的关系，引导公众舆论、公众态度和公众行为，让客户享受到极具个性的专业服务，从基于对国内和国际市场充分理解的专业见解和综合服务中受益。 罗德公关公司的使命在于追求持续性的卓越，为客户提供战伙伴式策略性支持，并获得最佳效果。 罗德公关的主要客户 罗德公关的主要客户: 奥迪、蓝博基尼、BP、米其林、波音、大众集团、微软、罗氏、DHL、麦格劳-希尔、B%26amp;O、通用电气医疗部、花旗集团、卡地亚、爱马仕、欧莱雅、阿联酋航空、加拿大旅游局、诺华、强生、GSK、新加坡证券交易所等。 罗德公关在中国 罗德亚洲公司创建于1989年, 区域总部位于新加坡。罗德公关公司1996年进入中国市场。主要业务包括消费品、科技（B2B及消费品）、危机和突发事件处理、金融服务、医药保健等领域，客户服务包括客户关系、媒体关系、营销沟通/产品发布、大型活动治理/赞助、危机和突发事件处理、合作伙伴关系、企业内部沟通、政府部门关系/公共事务、间接产品、媒体培训等。 罗德公关公司目前在北京、上海、广州和香港设办公室，有在全国各地治理公关项目的丰富经验。十多年来罗德公司与全国各地的媒体建立了密切关系，具有非常强的媒体控制力。该公司聘用中国雇员作为主要业务骨干。2000年，盖洛普中国咨询公司所做的调查与评选中，罗德公司被评为中国汽车行业内实力最强、影响最大的公关公司。 在中国市场，罗德公关主要向客户提供医疗保健、科技与消费品传播等专业服务。2001年法国国际公关公司中国医药部正式并入罗德公关后，罗德中国医药部已成为中国最大的跨国医药公关团队。 罗德公关中国的主要客户及荣誉 国内客户主要为跨国制药公司，包括辉瑞、安万特、法国爱的发、德国基诺药厂、阿斯利康和博福－益普生等。此外，一汽大众、李宁也是罗德的客户。 公司荣誉或奖项：2002年获得亚洲《公关周刊》颁发的5项大奖 。
什么是电放提单 在我国的国际集装箱班轮近洋航线上，于1993年初出现了“电放提单”的现象，至今已有十多年时间，据统计，目前中日航线集装箱班轮所使用的单证，传统提单仍高达90％左右，但“电放提单”也占了8％左右。“电放提单”是以传统提单为基础的一种变通做法。 在船、货双方使用提单情况下，提单是承运人在目的港据以交付货物的凭证，承运人在目的港交付货物时“认单不认人”，无单放货将须承担相应的法律责任。“电放”则是由托运人(卖方)向船公司提出申请并提供保函后，由船公司申请并提供保函、电传通知目的港代理，某票货物无须凭正本提单放货，收货人可凭收货人公司盖章的“电放提单”传真件或凭身份证实提取货物。所谓电放提单，是指船公司或其代理人签发的注有“Surrendered”或“Telex Release”字样的提单、提单副本。 电放提单的应用模式 电放提单的基本应用模式是：在船公司收取货物后，托运人(卖方)向船公司提出电放申请并提供保函，船公司接受申请后向托运人签发“电放提单” (在已经签发传统提单情况下则在收回以后再签发“电放提单”)；船公司之后马上以电讯方式(包括电报、电传等)通知目的港船代，答应该票货物由托运人指定的收货人凭身份或者自己盖章后的“电放提单”传真件提货；等货物到达目的港时，收货人就可以凭身份证实或者盖章后的“电放提单”传真件向船公司提取货物。 电放提单的产生原因 电放提单的产生主要是为了解决目的港“货到提单未到”的矛盾。提单的正常流转是以其能在货物到达目的港之前到达收货人手中为前提的，这在过去是不成问题的。随着国际集装箱运输的普及、造船技术的提高和先进导航设备的应用，货物装卸速度加快，船舶在海上的航行时间也缩短，货物从装运港装上船舶经运输直到卸货港卸到码头上的时间大大减少；另一方面，提单的流转速度并没有加快，仍将经历多次背书、结汇、检查、邮寄等环节，一般在数十天之后才到达最后收货人手中，这样不可避免地产生“货等单”的矛盾，这一矛盾在近洋运输显得更加突出。在“货等单”情况下，假如坚持凭正本提单提货，势必造成货物在目的港压船、压港，港口费用和仓储费用大幅增加，买方也失去了及时销售货物的有利商机。实践中经常采用的解决办法是承运人凭收货人提供的保函无单放货。 但是，承运人将货物交给无正本提单的第三人，违反了提单制度的规定，按请求权竞合理论，承运人可能向提单持有人承担违约或侵权责任。无单放货的后果，目前我国实务上认为，承运人丧失了法定的责任限制，应当赔偿由此而对提单持有人造成的损失，包括对第三方的责任或合理的营业损失。尽管承运人可以凭保函向保函出具人和提货人进行追偿，但无疑将给承运人造成一定的麻烦，何况当被认定为存在着故意欺诈情形时，承运人是否有追偿权也存在着疑问。电放提单自然成了承运人和买方的另一种选择，因为“电放提单”项下的货物根本不需要凭正本提单交(提)货。 电放提单的法律性质 电放提单是为了满足近洋运输和贸易需要的商业创造物，但其在法律上的性质却是尴尬的。按我国《海商法》规定，提单应当具有三项功能：海上货物运输合同的证实、承运人收货凭证和目的港交货凭证。 提单之所以能在国际贸易中发挥巨大作用，其卸货港交货凭证功能是要害，缺少这种功能的提单将无法在国际贸易中立足，学理上和实践中认可的提单物权凭证功能也是以交货凭证功能为前提的。电放提单上的“Surrendered”或“Telex Release”字样将对该单据的法律性质产生巨大影响。按《牛津现代法律用语词典》解释，“Surender”在法律用语中，其含义是“放弃某事物”，电放提单上注明的“Surendered”字样表明其签发人并不想赋予该单据应有的功能。而“Telex Release”字样则明白无误地表明该单据项下的货物的交付与传统意义上的提单有所不同。实践中对电放提单的应用其实也是按照上述标注进行的：有“Surrendered”字样的“电放提单”，在目的港由托运人指定的收货人凭身份提货，而“Telex Release”字样的“电放提单”，则是由收货人凭“电放提单”传真件提货。凭收货人身份提货显然否认了该单据的提货凭证功 能，即使凭已盖章的该单据传真件提货，也同样否认了其提货凭证功能，因为收货人据以提货的不是“电放提单”本身， “电放提单”本身并不是承运人据以交付货物的依据。“电放提单”的非提货凭证性质，也决定了其不可转让性，当然也不具有物权凭证功能，单据项下的货物之权利并没有被表彰在单据上。 应托运人要求签发提单是承运人的一项法定义务，毫无疑问， “电放提单”也是在托运人要求下由承运人签发的。承、托双方在使用“电放提单”时，其意图是明显的：此单据并不是目的港提货凭证。某些单据是否是提单，其判定标准应是前述提单三项功能。有些单据即使表面记明为“提单”也不一定就是法律意义上的提单，相反，另外一些单据尽管表面没有说明是提单，但也有可能被认定为是提单。有时对于一项单据是否属于提单难于作出结论时，承托双方当事人的意图就显得很重要。英国法院审理的The OceaniaTrader一案也表明了这一点。在该案中，被告货代签发了一张托运单(consignment note)，该单据的“收货人——受货人”一栏内注明“凭指示”，原告货主认为货代签发的这份单据性质是提单，法院判决认为， 被告签发的单据是consignment note还是提单取决于当事人意图，由于单据“收货人”一栏的记载等情节揭示出当事人意图签发一份物权凭证，因此本案的单据虽然注明是托运单，但实质上是提单，应适用1992年《海上货物运输法》。 尽管对于电放提单是否具有提单另外两项功能的探讨并不能改变其不是提单的本质，但这仍有助于我们更好把握这种“提单”的性质。传统提单被认为是“海上货物运输合同的证实而非本身”，一方面是基于海上货物运输合同成立在前提单签发在后，另一方面是因为提单的背面条款是承运人单方面制定而不是双方当事人协商确定的。在承运人直接签发“电放提单”的情况下，其签发时间跟传统提单是相一致的，即在承运人收到货物以后或装船以后，此时托运人和承运人之间的海上货物运输合同关系早已成立，“电放提单”不可能是合同本身；另一方面，承运人签发的尽管是“电放提单”，也仅仅表明放货方式跟传统提单有所不同，在“电放提单”存在背面条款情况下，背面条款仍是承运人单方面制定的，并能约束承、托双方当事人，除非违反有关法律的强制性规定或者与海上货物运输合同本身规定不同。在承运人收回已签发提单再签发“电放提单”情况下，“电放提单”的存在仍能证实托运人与承运人之间存在着海上货物运输合同关系，其背面条款在不违法且不违反合同本身规定前提下对承托双方有约束力。总而言之， “电放提单”仍具有海上货物运输合同证实的功能。 由于电放提单是在承运人收货后或装船后签发的，因此其具备收货收据的功能，将是承运人收到货物的初步证据，除非承运人有确凿的反证，否则托运人手中的“电放提单”即表示承运人已经收到其上所记载的货物。 电放提单对各方当事人的影响 从表面上看， 电放提单解决了“货等单”问题，但事实上，这一解决方法是以相关当事人的充分配合、善意行事为前提的。由于没有相关的国际公约和国内立法对“电放提单”加以规范，有关当事人之间的权利义务关系并不明确，一旦“电放提单”过程没有顺利完成，就非常轻易导致纠纷的产生。下面将以上文对“电放提单”的法律性质分析为基础，结合传统提单中各方当事人的法律地位，探讨“电放提单”对各方当事人带来的影响。 1．给托运人(卖方)带来的影响 应托运人要求签发提单是承运人的法定义务，承运人不签发提单而签发“电放提单”一般是基于托运人的申请。由于“电放提单”并不是提货凭证，不是物权凭证，也不是真正意义上的提单，托运人手中持有“电放提单”并不能成为其收取货款的保障。在国际贸易货款结算采用汇付或托收时，托运人在已经收取货款情况下使用“电放”方式比较安全，在没有收取货款情况下使用“电放”则是给予买方(收货人)充分信任。假如采取信用证方式结算，除非信用证另有规定， “电放提单”必定不符合信用证的单据条款从而构成“不符点”，开证行的拒付将使卖方无法通过信用证获得货款。 电放提单尽管可以证实托运人与承运人之间存在海上货物运输合同关系以及货物运输已经由承运人接管，但是对于托运人与承运人之间的其他关系却是模糊的，如托运人是否有权改变收货人名称或改变提货方式?托运人的这种权利行使期限是否有限制?托运人是否有权就货损货差向承运人提出索赔?由于没有相关立法加以规范，这些问题没有明确答案也是自然的。同时，由于托运人在申请“电放”时一般会向承运人提供保函，托运人很难追究承运人在“电放提单”过程中的责任。假如托运人(卖方)在承运人凭其“电放”指示放货后时仍没有收到货款，就会处于十分不利的境地：不能据此向货物保险人提出索赔，因为这种情况下货物并不是因外来风险遭受了损失；只能跟买方进行交涉，究竟是买方提了货却未付款，买方可能提出降价或减少货款等苛刻条件，或者干脆拒绝商谈，卖方考虑通过诉讼方式解决时，又面临昂贵的律师费、烦琐的诉讼程序和判决的执行程序，即使最后通过诉讼追回货款，也必早已为此付出了巨大的精力，在物质上也付出了一定的代价。 2．给承运人带来的影响 对于承运人而言，由于在签发“电放提单”之前已经收回了全套正本提单或者根本不曾签发正本提单，所以在目的港“电放”后不会碰到正本提单持有人向其要求提货的情况。与传统提单下的无单放货相比， “电放提单”下一般不存在承运人向第三人(正本提单持有人)承担赔偿责任的问题，即使与第三人发生纠纷，承运人手中握有托运人提供的保函，向保函出具人追偿有关损失也是相当方便的。“电放提单”下一般也不会出现货物压船现象，船期的正常运作就有了一定保障。由此可见， “电放提单”下承运人的地位相对而言是比较有利的。当然，对于承运人而言，明确向其发出“电放”指示的主体是该票货物的托运人是相当重要的。 3．对收货人(买方)的影响 表面上使用电放提单是由托运人向承运人申请而获得的，实质则是托运人应收货人的要求而提出申请的，可以说买方是“电放提单”的始作俑者。通过电放提单的使用，买方不必担心自己的资信不够申请不到银行保函而无法凭保函提货，也不必因为申请保函而支出额外的费用，买方无疑将从电放提单的使用中获得实际利益； 同时，由于电放提单省去了单据在邮寄途中和在银行间周转的时间和费用，也避免了遗失风险，减少了费用支出，买方能快速实现提货。但是，买方从电放提单获得上述利益是以提货后付款为前提的，假如买方在向承运人提取货物之前就已经支付了货款，买方就会处于非常不利的地位。首先，在规则不十分明确情况下，托运人(卖方)非常可能向承运人发出更改收货人的指示，在收货人没有明确情况下凭电放提单传真件前往提货的可能不止买方一人；其次，即使买方能从承运人处提取货物，一旦发现货损货差，卖方可能以电放提单上货物外表状况的记载以及风险已经转移给买方为由拒绝赔偿，假如买方转而针对承运人主张权利，其是，即使请求卖方出面向承运人索赔，卖方或者基于已经收到货款而无动力向承运人索赔；或者因为其并没有遭受损失而没有诉权；或者由于无法有效扣船而难于索赔。 电放提单的前景评价 随着客观情况的变化，支撑着整个国际货物的提单在实务中渐渐显现了某些不足，最大挑战就是航程短船速快从而出现“货到单未到”情形，在理论界相应出现了提单的废存之争。提单本身就是商业实践的产物，同样来自于实践的“电放提单”是否有可能象提单一样，在法律确定完整的制度后在实践中获得广泛的应用呢? 尽管国际货物贸易对提单提出挑战，商业实践也迫切需要解决提单本身的一些陷，但“电放提单”并不能担当这一重任，法律也不可能为电放提单确立完整的运行制度：电放提单尽管在一定范围内被使用，但它的最终结果将是逐渐为实践所淘汰，从而在商业舞台上消失。上述结论的得出，是基于以下考虑：第一，电放提单不能跟信用证方式结合起来使用，货款的支付与货物的交接无法形成对流。电放提单只有在一方当事人对另一方当时充分信任前提下才可能在实务中被采用，这就决定了其适用范围的有限性；第二，电放提单似乎解决了“货到单未到”的窘境，其实这只是表面现象，是以国际货物贸易双方当事人、承运人充分配合和善意行事为前提的，一旦其中一方不配合，当事人极易因彼此权利义务不明确而产生纠纷，对于商事交易当事人而言，假如有关规则是不确定的，就可能长期从事与此相对应的活动；第三，在海上短途运输和国际货物贸易的买方无意转让货物的情况下，商业实践和相关法律早已创设了另外一种单据—— 海运单，海运单的本质特点就是：不是物权凭证，也不具有转让性，收货人只凭身份在卸货港提货。电放提单名为提单，本质上更接近于海运单，国际海事委员会等组织和各国已经制定了有关海运单规则，尽管尚不完善，但究竟已经纳入立法轨道，海运单也已经为《INCOTERMS 2000》和《uCP5o0》所接受，并在国际航运界已有一定应用，法律没有理由再对“电放提单”这种似是而非的“提单”进行重复立法。 在法律没有对“电放提单”加以规范而当事人却为此产生争议情况下，法院也可以参照海运单的有关规则确定当事人间权利义务。同时，这里 在此也建议预备使用“电放提单”的当事人放弃“电放提单”，而接受逐渐为国际航运立法和实践所认可的海运单。
什么是如实宣传策略[1] 在危机事件中，尤其是事件的初发阶段，社会上的舆论往往是一面倒的，各种公众都抨击企业，指责企业，而且越是反对企业的信息，越是容易传播，公众越是容易接受。因此企业在采取种种行为措施消除危机事件的基础上，还要针对不利舆论环境，采取宣传措施扭转舆论环境，通过针对性、真实性的宣传，使公众获得新的信息，改变自己的态度。 如实宣传策略就是针对危机事件中的不利舆论，组织各种真实的材料，通过大众传媒广泛宣传，来改善企业的舆论环境。 如实宣传策略的作用[1] 解决误解性危机事件，如实宣传策略本身就是一种处理危机的手段。向公众提供了真实的信息，流言、误解自然就会消失。常言道：事实胜于雄辩。企业如果能拿出最权威、最有说服力的事实，公诸于众，就能直接消除危机事件的影响。 在其他危机事件中，如实宣传策略同样能产生较强的作用，这主要表现在它能通过公布真相、告知处理措施和手段，为解决危机事件创造顺意的、合作的、谅解的舆论环境。 如实宣传策略的注意事项[1] 危机事件中运用如实宣传策略，不同于常规宣传，应注意以下几个要求。 1、实事求是，务求绝对真实 如果说，在其他正常市场促销活动中，宣传还可以容许艺术性、夸张性，那么，在危机事件期间，宣传则强调一切从事实出发，一切以符合事实为准则。因为此时公众的心理存在着强烈的怀疑倾向，对于任何形式上的夸张，哪怕是纯艺术性的夸张，都会感到不可理喻、不可接受，从而对企业更加不信任。相反，企业实事求是地进行宣传，向公众提供真实的信息，公众反而会觉得企业诚实可信，有利于树立企业良好的商业人格形象。 2、精选内容，突出针对性 处理危机事件过程中的宣传，不是泛泛而谈的宣传，要求根据公众的需求、危机事件的情况，有选择地组织与危机事件相关的内容，开展针对式宣传。公众怀疑企业的商品质量，企业就要宣传生产工艺、产品原料、质量管理等方面的直接事实，而无需面面俱到，或把重点置放在其他各处，它不需要铺天盖地式的全方位宣传。大量事实证明：做到了针对性，宣传就能产生点射效应，消除不利舆论的影响。 3、讲究速度，开展即时宣传 在危机事件中，公众对信息的要求是迫切的，他们密切关注事态的进展。企业在处理危机事件过程中若能迅速发送信息，即时策划各种媒体进行宣传，那么既能满足公众“先睹为快”的心理，又能强化各项解决危机措施的力量，从而加快重塑企业良好形象的进程。 相关条目 情谊联络策略 参考文献 ↑ 1.0 1.1 1.2 出自：华东师范大学(课件).《公共关系策划》[M].第八章 公共关系危机管理的策划
毛毯合同 目录 1、什么是毛毯合同 毛毯合同（blacket contract）又称无存货采购计划（stockless purchase plans 或 stockless purchase arrangement） 什么是毛毯合同...... 毛毯合同是指购买者与供应商建立一种长期关系，在这种情况下，供应商答应在特定时间内根据需要按照协议的价格向买方继续提供产品。由于存货由卖方保存着，又称为无存货采购计划（stockless purchase plans）。 当需要供应品时，买方的计算机就会自动传一份订单给供应商。供应商愿意接受这种形式的订货方式，因为这种方式可以与采购方保持长期紧密的关系，其他的竞争者欲涉足其间是十分困难的。 毛毯合同是一个小作品。你可以通过编辑或修订扩充其内容。
什么是经济批量法 经济批量法是指根据单位产品支付费用最小原则确定批量的方法，又称“最小费用法”。生产批量的大小对成本影响较大。批量大，可以减少设备调整费用，而在制品费用却相应增大；批量小，虽可减小在制品费用，但却要增大设备调整费用。 经济批量法是确定批量和生产间隔期时常用的一种以量定期方法。生产费用与批量之间存在着函数关系，批量主要通过两方面因素影响生产费用：一是生产预备费用，这部分费用随生产批次增减而变化；二是保管费用，即在制品在存储保管期间所发生的费用，如仓库治理费用、资金呆滞损失、存货的损耗费用等。这些费用与批量大小和存储时间长短有关。 本条目相关链接 经济订货批量(Economic Order Quantity,EOQ)
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