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(1) Background--With the implementation of the natural forests total stop-logging policy, the wood raw materials provided by the state-owned forest areas in Northeast China are not enough to support the normal production of wood processing enterprises. The concentration of log and sawn timber import market in the state-owned forest area of Northeast China is too high, and the import market is mainly Russia, the United States, Canada and New Zealand. With the intensification of international trade conflicts in timber forest products, Russia, Turkey, India and other countries have restricted the export of timber resources through tariff and non-tariff measures. Different types of wood processing enterprises, especially the state-owned wood processing enterprises are facing many difficulties and need to explore the transformation strategy. (2) Methods--In this paper, private wood processing enterprises and some forestry bureaus in the stateowned forest areas of Northeast China were used as research objects and 76 valid questionnaires and 20 audio interviews were obtained by using cross-cycle and multi-level investigation methods. Firstly, the audio was converted into text data, and Nvivo12. 0 software was used for word cloud analysis based on the rooted coding theory. In this study, only concepts related to the subject of constraints on the imported timber resources were proposed. Finally, the transformation strategies of wood processing enterprises in the state-owned forest areas of Northeast China was studied and analyzed by using the modeling logic diagram formed by the above data. (3) Results--First, three core categories of resource constraints, cost control and transformation strategies are extracted from the interview records according to the coding results. Resource constraints are the core factor that affect enterprise transformation. Solving resource constraints is conducive to cost control, thus promoting enterprise transformation from different angles. Second, the restrictions on wood imports in international laws and bans and the continuous improvement of domestic ecological sustainable development and construction have led to the gradual deepening of the constraint degree of wood resources on wood processing enterprises. Third, due to the scarcity of resources, the increase in production costs such as procurement costs, storage costs and financing costs of wood raw materials brought about by enterprise production reduces the market price advantage of products and increases the operating pressure and risk of enterprises. Fourth, after the implementation of the natural forests stop-logging policy, the resource constraints in the state-owned forest areas of Northeast China is still at a higher level on the whole, although it is lower than the two crisis periods. (4) Conclusions and Discussions--The transformation paths of enterprises are analyzed from three aspects: diversified development, digital development and marketization development. Several policy recommendations are put forward for different types of wood processing enterprises: First, the wood processing enterprises that rely heavily on wood imports should actively carry out the construction of transportation networks to save transportation costs. Second, the state-owned wood processing enterprises should drive the main business with diversified management and guide the intervention of non-forestry capital to stimulate innovation. Third, small and medium-sized, primary wood processing enterprises should pay attention to improving the degree of agglomeration, in order to play the advantages of cluster. Fourth, wood-based panel processing enterprises and wood products processing enterprises should adopt digital means and integrate intelligent manufacturing in order to improve product quality on the basis of sustainable development. Fifth, the private wood processing enterprises should find the right market positioning based on public demands, in order to improve added value of products and market competitiveness and promote the steady development of enterprises. [ABSTRACT FROM AUTHOR]

Branding is the foundation of services marketing in the 21st century. A service brand is essentially a promise about the nature of a future experience with a service provider, while the principles of services and goods branding are fairly similar at a conceptual level, the execution of services branding may require different approaches compared with that of packaged goods. Services branding especially places emphasis on overall customer experience, the role of frontline service employees in shaping customer experience, and consistency among many elements, such as service delivery at different "touch points". Therefore, the process of services branding should cover both internal and external influences as essential perspectives. However, the unfortunate reality is that many service companies focus on services branding from the external, or customer perspective and overlook the importance of internal branding amongst internal participants. The Ritz-Carlton Hotel Group has developed one of the most powerful hotel services brands in the world. Based on the rich material about Ritz- Carlton from web search and personal interviews, this paper explores the internal branding model of a hotel service brand. Specifically, it investigates the stages in the internal services branding, who is involved, what roles they play in this process, and what relationship is between internal and external services branding. The Ritz-Carlton case study illustrates that hotel founders or top managers, mid-level managers, and employees are all involved in the internal branding process, and they take on very different roles. The study further shows that the process of internal building consists of three essential stages: the hotel founders or top managers establish and maintain the services brand core value, and practice it; the core value is then transformed into employee personal value through hotel training, communicating and empowering systems, as well as employees' active learning. This stage typically follows a "cognition-compliance-identification-internalization" process; the last stage is one that employees come to "live" the brand. That is, employees show positive attitudes toward their coworkers, customers, and potential customers, etc. Finally, internal and external services branding do not conflict, rather,they are bound together in a "means-ends" relationship. Managers of service organizations outside of those providing hotel services can benefit from the three branding lessons embedded in the Ritz-Carlton case. First, it is important to establish the services brand core value and maintain it in the long run. If the brand core value changes frequently, both the customer and employee perceptions of it will be distorted. Besides, top managers should lead by example. Second, it is vital for hotel managers to transform the brand core value into employees' internal value. However, while management can employ many practices, such as training, to instill in employees the brand value, employees are not simply passive receivers of brand value. In many situations they are active learners, so managers should promote a supportive and positive organizational climate to facilitate employees' active learning. Third, only if the employees truly internalize the services brand core value will they "live" the brand through such actions as serving customers sincerely, helping coworkers voluntarily, and intuiting customers' unstated needs, for example. This study shows how successful internal branding practices, in conjunction with external branding, can create a powerful services brand. Finally, the article discusses the limitations of the current research. [ABSTRACT FROM AUTHOR]

A method was established to analyze neutral chemical constituents in tobacco accurately by comprehensive two-dimensional gas chromatography and time-of-flight mass spectrometry (GC x GC-TOFMS). A DB-Petro column (50 m x 200 microm x 0.5 microm) was chosen as the column for the first dimension, and a DB-1701 column (2.3 m x 100 microm x 0.1 microm) was chosen as the column for the second dimension. The modulation period was set at 8 s, and the column pressure was 550 kPa. The initial temperatures of the two columns were set at 80 degrees C and 85 degrees C respectively and then increased with temperature programming. The contents of the neutral chemical constituents in different positions of tobacco leaves, product regions and varieties of tobacco were compared. The results showed that the total contents of the 24 neutral fractions in the middle leaves was the most, then in the upper leaves and the least in the lower leaves. These contents in the flue-cured tobacco produced by Brazil was the highest, followed by Zimbabwe, Yunyan85, Zhongyan101, NC89 and K326. In four kinds of tobacco, the total contents of the 24 neutral fractions in Oriental tobacco was the highest, followed by Burly tobacco, Flue-cured tobacco and Maryland tobacco.