坨坨_6002
2024-11-28 16:25:21
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继续教育提供了另一种贴切的教训. of the top 10 performers from the class of 2002, four were in the education business: career education (ceco), strayer education (stra), apollo group (apol), and corinthian colleges (coco).的十大艺人从阶级2002年,有4人在教育业务:职业教育(表面),strayer教育(序),阿波罗集团(血脂),科林斯学院(椰). all h**e seen their stock prices more than double since 2002 as millions of downsized and underemployed workers flocked back to school to buff up their credentials or even develop new skills for their next career.大家都看到,其股价的两倍多,自2002年以百万计的规模缩小,开工蜂拥回学校给迷了证书,甚至发展新的技能,为他们今后的事业. and the lessons keep coming.和教训滚滚而来. all of those education companies except one, apollo, show up on th** year’ s l**t, too, along with a number of new names.所有这些教育公司除一人外,阿波罗,显示出今年的名单,也随着一些新的名字. the biggest single winner of the past two years was central european d**tribution corp (cedc), a sarasota (fla.) –based company whose shares soared 204% over the past two years.最大的赢家,过去两年是中欧分销公司(处境)一萨拉索塔(fla.)为本公司,其股票上涨2.04%,过去两年. cedc ** a major liquor d**tributor in poland.处境是一个主要的酒类经销商在波兰. given its early entry — the company pushed into poland in 1991 soon after the fail of the berlin wall — the reseller now has a virtual stranglehold on the pol**h market.鉴于其早日加入该公司推入波兰在1991年之后不久失败的柏林墙-经销商,现在有一个虚拟的过度依赖,波兰市场. the most spectacular flop of the past two years was the company that ranked no.1 — and made businessweek’ s cover — in 2002.最精彩的起跳过去两年,该公司名列榜首,而在商业的盖于2002年. the singing machine co. (smd), a coconut creek (fla.) maker of home karaoke equipment, has seen its shares plunge 92.8% over the past two years.歌唱机床股份有限公司(smd型),椰子克里克(fla.)制造者家卡拉设备,曾见过其股票大幅下挫92.8%,过去两年. singing machine was the victim of a poorly timed expansion, launched just as compe**s were coming out with cheaper machines.唱歌机器的受害者,一时间安排不当扩张,刚刚推出的竞争对手都出更便宜的机器. but even among the losers on the l**t, hope springs eternal.但即使是落选的名单,希望永恒泉水. nautilus group inc. (nls), whose 63% decline was the third worst of any member of the class of 2002, brought in a new management team in 2003 led by ex-levi strauss & co. exec greggory c. hammann.nautilus的集团股份有限公司(贷款),其63%的跌幅是第三最坏的任何成员的类2002年带来了新的管理团队在2003年率领前利维斯公司exec格雷戈里丙hammann. hammann has wasted no time in trying to resuscitate nautilus: after the company was hammered by cheap knockoffs of its popular bow flex exerc**e equipment, hammann boosted the research-and-development budget from $5 million to $13 million to roll out new equipment that has capabilities the competition doesn’t.hammann浪费,没有时间,在尽力抢救nautilus文件:后该公司被钉廉价knockoffs其受欢迎低头屈伸运动器材,hammann962研发预算从500万美元增加到1300万推出新的设备,有能力的比赛并不可行. “we’ve put more innovation into bow flex the past six months than we did in the prior six years combined,” he boasts."我们把更多的创新低头挠过去六个月的比我们快于前6年总和,"他吹嘘. but only time will tell whether nautilus group can light the fuse a second time.但只有时间才能分辨nautilus的集团能够点燃**第二次了. by dean foust in atlanta由院长foust亚特兰大 20210311