Another Year of the Seven Year Itch
Release time:
2023-04-12
This topic originated from a recent gathering with girlfriends.
While chatting, she suddenly asked, "Do you think there really is a seven-year itch between husband and wife?" I asked, "What exactly does the seven-year itch mean?" She explained that after seven years of marriage, the passion in the relationship between husband and wife has long faded and turned into family affection, which has long lost its original freshness. I thought for a moment. Now I have been married for seven plus one, a total of eight years. Although Mr. K is not as hot as he was at the beginning, he still loves me. It seems that there is no such stage.
and Mr. K have known each other for more than ten years and have been married for eight years. For such a long time, there must be some twists and turns. My parents did not agree with our marriage, because Mr. K's parents had no financial income and were worried that I would work too hard. But now their evaluation is that they have not found the wrong person, can bear hardships, can make money, care about their parents and love their wives.
In the first two years of marriage, because he wanted to make more money, Mr. K chose to work in other places. Basically, he could only come back once a month. I took care of the big and small things at home and the elderly when they were sick. In order to avoid his worry, I will not tell him if there is no big trouble. After all, distant water cannot save nearby fire. In recent years, the child's grandfather's health has been deteriorating. He has to come back to work. In order to make up for the "difference" in income, he contacted friends to take over some business and worked alone in his spare time on weekends and evenings. He was busy working for countless late nights, and I could only silently make supper for him, and then send my daughter to school early the next day, and then send my son to my mother so that he could sleep a little longer.
Live together, it is inevitable that there will be times when the spatula bumps against the edge of the pot. A few years ago, if there was a conflict, Mr. K would choose a few days of cold war, but now, as soon as he turned around, he should eat and speak, and he would deliberately say a few jokes to make me laugh, as if the awkward thing just now had never happened. Maybe he really thinks I have paid a lot to my family. Since my daughter was born, I have been working, and even I have only two days to change jobs. I know his parents' preferences and will buy what they like to eat. When I realized that his parents wanted to rebuild the old house, I took the initiative to ask him to fulfill the old man's wish. Same with Mr. K. Since he returned to Huangshi to work, every time my parents fell ill, he asked for leave and ran around to seek medical treatment. He was more patient than my brother in the hospital. My parents' range hood is not working well, and there is a problem with the toilet. He replaced all of them. During the Spring Festival, my parents bought more fish and meat than the refrigerator could hold, on the same day, I placed an order in Jingdong to buy a large refrigerator with double doors...
Seven years and a year after I got married, Mr. K said that the transportation to work was inconvenient, and his company's position was in the opposite direction to mine, so he bought my first car. Before that, we had countless quarrels because of driving. I really couldn't control his manual gear. I often turned off at the traffic light intersection. I was anxious when I turned off, and got angry when I was anxious. Probably because of this, he never trusted me to drive alone, so that after buying a new car, he took me to the streets to practice after get off work at night. He also said that this is an automatic transmission, just like a child's toy car. If it is still difficult, I guess I can only customize it. Of course I'm not convinced, isn't it because you always like to chatter around when I'm driving?
The most serious conflict after buying a new car was that I once used the accelerator as a brake and almost had an accident. Mr. K certainly wanted to talk about me, but I felt that I was stepping on the brake. How could I admit my mistake? After a big fight, I left the key and took my son out of the car to take a taxi home. He said good things to coax me to get on the bus and took me to eat delicious food, but I just ignored him. Unexpectedly, the next day, Mr. K suddenly sent a picture of a car, saying that he bought you a second-hand car and drove it first. I don't care about you. I will change to a new car when you are familiar with it, so as not to feel distressed when the new car hits. On the third day, the used car was in place. On the morning of the fourth day, he watched me get on the bus and said, drive carefully alone, I won't disturb you. Hmph! I didn't care about him, so I left with one foot on the accelerator. However, after all, it is the first time for a novice to hit the road, and he is still a little flustered. He has been silently chanting the matters needing attention he taught before. When he came home from work in the evening, he didn't expect him to wait early near the parking lot to help me park, saying, "all of you novices can only drive. if you don't help you, the car will probably cross the road". What a long-winded! I like it, though. Hey hey. Mr.
K is such a hard-mouthed and soft-hearted person. We have gone through eight years together, and we have really never experienced the seven-year itch, nor have we had any special contradictions. We just feel that both of us are slowly fading away from our hostility, becoming mature and better. (Junin)
More information
Recently, it was learned from the competent department that the "ERP/MES full-process informatization" project of Jianfeng Pharmaceutical Company has been included in the list of key projects of "integration of industrialization and industrialization" in Jinhua City, and has now entered the publicity period. In order to speed up the in-depth integration of informatization and industrialization, according to the evaluation criteria in Jinhua City's "Several Opinions on Accelerating Informatization Construction" and "Jinhua City Informatization and Industrialization Integration Key Project Management Measures", 148 projects were included in 2017 Jinhua City's "Integration of Industrialization and Industrialization" key projects. The "ERP/MES Full Process Informatization" project of Jianfeng Pharmaceutical Co., Ltd. was finally included in the list after being recommended, material reviewed and expert reviewed by Jinhua Economic and Information Committee. The ERP-level subsystems of ERP/MES full-process informatization project include sales system, procurement system, MRP system, GMPQbD system, connecting UFIDA financial software and HR system. MES-level subsystems include industrial data acquisition and monitoring system, GAMP/MES system, eBPR (electronic batch production record system), cGMP quality assurance system, QC/eBTR(QC process and electronic batch inspection record system), LIMS system, etc. After the construction is completed, the visualization of drug production process and the collection and integration of industrial data will be realized. Realize the electronization of drug production process parameters, electronic batch production and inspection records; the realization of big data integration of industrial data and information will also be in line with the regulatory concept of GMP data integrity and quality traceability to the greatest extent. The establishment of a unified enterprise information platform will eliminate information islands and realize data one.
2020
07-31
The company's first-half profit record high
According to the 15th meeting of the ninth board of directors of the company on August 25, in the first half of 2017, the company achieved a net profit of 240.5357 million yuan, the highest level in half a year's history. In the first half of 2017, the company focused on the general work policy of "grasping trends, precise development, strengthening management, and improving efficiency", grasping the opportunities brought by economic structure optimization and industrial upgrading, strengthening lean production and management improvement internally, and actively exploring externally Develop new opportunities and continue to promote the "three reductions and three improvements" work. Through the joint efforts of all employees of the company, the best semi-annual performance in history has been achieved. As of the end of June 2017, the company's total assets were 4.226 billion yuan and net assets were 2.511 billion yuan; the company achieved total operating income of 1,305.9327 million yuan, an increase of 18.42 percent over the same period last year, and net profit attributable to owners of the parent company was 240.5357 million yuan, an increase of 132.11 percent over the same period last year. Earnings per share are 0.7 yuan. In the second half of the year, the company will continue to focus on the annual business plan, carry out in-depth work of "three reductions and three improvements", further do a good job in internal control, prevent business risks, and further do a good job in safety and environmental protection. we will further develop and improve the complementary relatively diversified main business structure and constantly enhance the company's core competitiveness. The 15th meeting of the 9th board of directors held on August 25 was presided over by Jiang Xiaomeng, chairman of the group company. Four proposals and reports including the 2017 semi annual report and the proposal on the change of the company's accounting policy were deliberated and passed. on the same day, the 12th meeting of the eighth board of supervisors was held,
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-30
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
Spike Pharmaceuticals set out to explore a new sales model
Agency and Terminal Link Production and Chain Cooperation Spike Pharmaceuticals to Explore New Sales Models From August 16 to 21, the 2017 China Pharmaceutical Retail Industry Information Conference (hereinafter referred to as "Xipu Conference") with the theme of "Building a Blueprint-Market Awakening Focusing on Demand" was held in Boao, Hainan. Huang Jinlong, deputy general manager of the group company and general manager of the pharmaceutical company, and relevant leaders of Spike Health, pharmaceutical sales company and Spike Pharma pharmacy were invited to attend the event, to create a new sales model "road". This year coincides with the 10th anniversary of the Western Conference. More than 1200 mainstream chain pharmacies, more than 800 brand pharmaceutical industries, more than 100 cross-border affiliated institutions, more than 130 top domestic and foreign capital institutions, more than 60 representatives of authoritative media, and authoritative experts in the industry, with nearly 4000 people gathered in Boao. The meeting combed the context of the pharmaceutical retail industry in the past ten years, discussed the development of the industry in the new decade, and built a new blueprint for the industry. During the meeting, Huang Jinlong led the peak participants to have in-depth exchanges with the organizers of the conference and industry experts on issues such as the impact of national policies such as the brand strategy of enterprises, the role of brand enterprises in the industry, medical reform, prescription outflow, etc. on the original sales mode of pharmaceutical enterprises. He also had extensive contact with pharmaceutical counterparts and terminal chains, listened to front-line sales experience, collected relevant information on terminal chains, and collected market trends of the top 100 chains. In the past ten years, the scale of drug retail sales in China has increased from 143 billion yuan to 337.7 billion yuan, and the chain rate has increased from 35.3 percent to 49.4 percent.
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
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