2012全球女性CEO的七大特征[5篇范文]

第一篇：2012全球女性CEO的七大特征

2012全球女性CEO的7大特征

在男人占据多数的商业世界中脱颖而出，女性CEO开始越来越多的崭露头角。500强企业中的女性CEO为12位，据CTPartners的研究显示，今年全球女性CEO的人数增长不多，但在其所领导的公司中，女性CEO的权力开始日渐加大。女性CEO增速缓慢，所在公司排位提前

目前，世界一流的公司中只有2.6%由女性CEO领导。2005年，领导500强企业的女性CEO只有6位(1.2%)，2012年人数增至12位。虽然人数增加了近一倍，但7年以来平均每年增加的女性CEO不足一人。

可喜的是，2005年，女性领导的的公司排名超过300。现在女性却开始领导一些较大、具影响力的企业。比如，Margaret Whitman领导全球十大企业之一惠普；IBM的Virginia Rometty领导全球排名第19的企业；其他女性CEO领导排名第28、第41、第46等等的公司。今年，只有一位女性领导排名超过300的公司，她就是全球最大的多元化矿业和自然资源集团之一英美资源集团的前CEO Cynthia Carroll。

掌握500强企业2.4%的收入

这12位女性CEO掌握亚洲、欧洲和美国世界500强企业总收入的2.4%，现在总共控制6,800亿美元的收入，而2005年的女性CEO只控制1,020亿美元的收入。但是，2012年的数额依然只是德国总理默克尔所掌管经济资源的20%。

女性CEO的生涯始于50岁

除了帝国烟草公司的Alison Cooper 40多岁外，研究中的所有女性CEO都超过50岁，没有超过60岁的。

美国公司领先

美国公司在让女性担任高职方面取得最大的进展，2005年只有三位女性CEO，增加到现在有九位世界500强企业的女性CEO，7年间增至三倍。与亚洲和欧洲的女性CEO比较，美国的女性CEO所领导的公司规模也较大，收入总共达5,800亿美元。

亚洲公司的影响力壮大，但却未能提拔女性CEO

比较起来，世界500强企业中的亚洲公司超越了美国公司，总体上产生更多收入（9,526万亿美元，美国公司8,405万亿美元），数目由2005年的127家增加到现在的179家。

但是，亚洲女性CEO人数没有同步上升，实际上反而下降了。2005年来自中国上海宝钢和日本大荣的两位亚洲女性CEO，到2012年已离职，新上榜的亚洲女性CEO是领导西太平洋银行的澳洲女性Gail Kelly。

女性CEO所在最多的行业

似乎最愿意聘用女性CEO的是消费品公司和科技公司。雅虎的新任CEO Marissa Mayer和谷歌的首席运营官Sheryl Sandberg今年出现在很多新闻头条，但龙头科技企业由女性领导其实也不是什么新鲜事，惠普、IBM甚至施乐都是由女性领导的。消费品公司百事公司、卡夫食品和TJX也各有一位女性CEO。

施乐：7年都由女性担任CEO

比较2005年到2012年的女性CEO，施乐是现在唯一一家一直由女性担任CEO的公司。2005年的所有其他女性CEO都没有再领导今年的世界500强企业。

大型企业无疑将慢慢地接受抱有雄心壮志的女性担任高职，但是，要让更多女性在公司中晋升到最高层职位，还需要协力培养和留住人才的多方面配合。CTPartners的执行合伙人叶慧敏表示︰“全球女性管理人才必须为事业作出必要的牺牲，承担必要的风险，并发现她们更需要保持明确目标，否则有机会偏离自己理想的事业方向。”

一览设计英才网（）

第二篇：全球女性私密调查报告

关于第一次：●克罗地亚和挪威女人在14岁零6个月的小小年纪就告别了少女时代，全球女性私密调查报告。--还等什么，快报警吧！●而英国女人初尝禁果的平均年龄则被推迟到15岁零9个月。--仔细想想，你会是她的第几个?●最矜持的要数印尼女人，21岁是她们接受男人“洗礼”的底线…唉，我们是该高兴还是该难过呢?●25%的中国女性“压根想不起”自己的初夜是怎么过来的--兄弟们，别为“自己是她第一个男人”自豪了，人家根本想不起你做了什么！●95%的印尼女人能够记起与她们有过性关系的男人的名字。你以为自己很优秀吗?●澳大利亚的男人们，快快亲吻你们身边的女人吧，是她们将你们推上了全球最佳情人的宝座--澳大利亚女人对性爱满意度的评分为全球最高，8.85分(10分为满分)，调查报告《全球女性私密调查报告》。瑞典男人名列第二，8.57分。--现在，请保加利亚、中国的老兄们，放下报纸，走进卧室好好反省一下你们到底都干了些什么，以至于你们的“成绩”连7分都不到！●克罗地亚和斯洛文尼亚--每周做爱四次以上(周日，周三，周五，周六)。●菲律宾--每周做爱少于2.5次(周二，周五，周六)。●谈到男人一晚上在床上的最佳表现次数，全英国的平均数是3.72次，只有爱丁堡的女士们勉强把这个数字提到了4。●中国和俄罗斯的女人们就不那么幸运了，她们平均每周的做爱次数要少于2.5次--和上一项调查结果结合来看，中国男人们在床上基本做到了不保质，不保量。●调查表明，葡萄牙和荷兰男人“体力”最佳，平均做爱时间达到了30分钟以上。●以浪漫著称的法国男人则令人大跌眼镜地排在了最后--不到20分钟。--也许是法国人太注重情调，前戏时间有点儿长，以至于撑不了太久…

第三篇：IBM-English——全球顶级CEO演讲词

Good evening!It is a great honor for me to share this stage with the Lord Mayor, chief executive of Hannover, with Mr.Yang, and in a few minutes with Chancellor Kohl.I have been looking forward to this evening for a long time, because I have known for many years how important CeBIT is to the global Information Technology industry.So before I go any further I want to thank you very much for inviting me to participate in this important forum.Now I have given a lot of thought as to what I would say to you this evening.On the one hand, I am here as a representative of the Information Technology industry on the event that is bigger by orders of magnitude than any other technology exhibit.That is quite a statement in a industry that is good at many things, especially celebrating its own creations.On the other hand, like most of you, I have spent most of my professional life as a customer of this industry.So I know that after the splash and promises comes the harsh light of morning and often the customer is left standing alone wondering what happened, or as the head of one of our most important German customers put it, “Yours is an industry that is very good at weddings and not so good at marriages.” So tonight, while I will talk about the power and potential of Information Technology, I hope the temper of my remarks with the perspective I had when I came to IBM five years ago, the perspective of a customer.Now it is certainly easy to see why raw technology dominates these events.It is adoptive;it is breathtaking;and it is penetrating every aspect of our lives.Today there are more PCs sold annually in the world than TVs or cars.The typical luxury automobile today has 20 to 30 microprocessors in it, more computing power by far than was inside the landing-craft that took the first astronauts to the moon.Last year there were five times more E-mail messages sent than the number of pieces of paper mail delivered worldwide, 2.7 trillion E-mails.And I got more than my share.There is another way to look at what is going on.In the mid-1970s, the first super computers appeared.They were capable of about 100 million calculations per second.And they cost about one million dollars.Today the laptop computer that college students carry in their bags, packs, is twice as fast as that first super computer, and it costs less than 3000 dollars.The trend in data storage is even more impressive.In the early 80s, the standard unit of computer storage, one mega-byte, or one million bytes of information, cost about 100 dollars.Today, it is 10 cents.In two years, it will cost 2 cents.These gains are driven by continuous advances in how we pack information into smaller and smaller spaces.If the US Library of Congress could shrink its collections of 17 million books by the same factor we just discussed, it could replace 800 kilometers of shelf space with less than 40 meters of space.These advances are going to continue and accelerate the rate microprocessors, storage, communications, memory, and all the other engines that are propelling this industry or continue to lead to the products of the faster, smaller, and less expensive, just as they have for 30 years.But as we stand here today, the opening of CeBIT, we are on the threshold of a very important change and the evolution of this industry.In many ways, this industry, a very emitory industry, is about to play out in its most important dimension.That is because the technology has become so powerful and so pervasive that its future impact on people and governments and all institutions will dwarf what has happened today.I believe there are two trends that are most significant here, and bare the closest watching.The first is what we call deep computing.The term is inspired by our chess-playing super computer Deep Blue, which I believe many of you know competed with the Grand Master Gary Kasparov last year.Deep Blue is an amazing machine, capable of 200 million moves per second.But speed, while essential, is not enough.After all, Deep Blue's predecessor was quite fast, but it loss to Gary Kasparov two years ago.The difference in second time around was an infusion of knowledge, human chess knowledge, thousands and thousands of chess moves, games and outcomes, captured as mathematical algorithms.This is what led Deep Blue to mimic the workings of the human mind, and race through millions of possible chess positions and extract the best one.And it worked rather well.But Deep Blue is emblematic of a whole class of emerging computer systems that combine ultra-fast processing with sophisticated analytical software.Today we are applying these systems to challenges that are far more vital than chess.Let me talk about two important application areas, starting with simulation.Simulation is about replacing physical things with digital things, recreating reality inside these powerful computer systems.In the farmer suitacle industry, the ability to simulate the interaction of chemicals, and do it in the computer rather than in test-tubes and Petri dishes, can speed up by years the discovery and testing of new farmer suitacle.Mercedes, BMW, Fiat, Volvo, SAAM all design cars today on computers, no physical markups, no models.And aviation does so, pioneer many of these techniques, and Boeing broke new ground when it designed the 777 airplane entirely on computers.It was a very bold move, and even some of Boeing's engineers had trepidations.I had trepidations because three month after I joined IBM I went out to Boeing to see my good friend Frank SCHURZ , who was the CEO.And Frank said to me, “Since this new airplane was built on your computers, maybe you should go on the first flight.” And I said, “It is my wife's birthday.” And he said, “I did not even tell you the date yet.Coward!” Computer simulation saves time, saves money, and it gives customers a competitive advantage, and it can do more than that.Recently the US department of energy asked IBM to build a gigantic super computer to simulate nuclear weapons so that they will never have to be exploded for test purposes, ever again.The second type of deep computing is what we call data mining--some people call it business intelligence, the ability to extract inside from mountains of information, and see relationships and trends that previously were not available or invisible.Banks are looking at spending patterns and other demographic data to see which customers are more profitable over the long haul.Health-care companies are analyzing millions of patient records to find hidden indicators of disease.These tools are also helping slash the staggering cost of insurance fraud in the health-care industry, which is a hundred-billion-dollar problem in the United States alone.Insurance companies can now spot every billion practices.One company in the United States has saved 38 million dollars, having invested only 400 thousand in this technology.In one instance they found a doctor, who was sending it a bill once a week for a procedure that particularnews, weathers, sports scores, online magazines called E-zines, and short consumer information.IBM has had a different view for some time.We believe the real potential of the network world is for conducting transactions of all kinds, between parties of all kinds, an effect that seems to be what is happening.Consider that across Europe Internet sales of about one billion dollars last year are projected to reach 30 billion dollars by the year 2001.One study says that the worldwide Internet commerce activity will double, double in the next six month alone.And most of that is business to business transactions.We see the total market for Internet commerce hitting 200 billion dollars by the end of the century.And that is a conservative forecast.It is not just about buying and selling.About a year ago IBM coined the term E-business to describe all the ways that people will derive value from the Net.Transactions among employees within the business to prove how products are developed, how ideas are shared, how teams are formed, how work gets done.Transaction between a business and its suppliers, its distributors, its retailers, to increase cycle times, speed and efficiency.And the very important transactions and interactions between governments and citizens, educators and students, health-care providers and patients.It is a very exciting stuff.And the greatest changes and challenges are not in the technology.In fact, connecting to the Net is relatively easy.The big challenges are in the fundamental transformation of the way things get done in the world.That is because networks are great levelers.They dissolve barriers to entry the neutralized traditional assets like physical stores and branches.Networks dissolved the boundaries within and between companies, countries, continents and time-zones.It is not hyperbole to say that the network is quickly emerging as the largest, most dynamic, restless, sleepless marketplace of good services and ideas the world has ever seen.And naturally this comes with very profound applications.For one thing, they are all ready, time-honored processes that govern the way things work in the world, the way we buy and sell, the way we distribute things, the way we teach, and the way we interact with each other.That I will tell you that nearly every one of those conventions is being challenged by the network world.Let me cite a few examples drawing on what we and IBM have learned from helping thousands of customers in the last year come to the Net.New competitors can come out of nowhere, overnight, and not just from within your industry.One of the most contentious, fast moving, and bare knocle battles waged today is, believe it or not, in book selling.The leader in this online race is “amazon.com”.If you have not heard of them, do not feel bad.Three years ago, nobody heard of them.They did not exist.Their customers do not aware they exist physically, and they do not care.Amazon.com exists only in cyberspace.But with 2.5 million titles, it is nearly 15 times larger than the world's largest physical bookstore.It is open 24 hours a day, every day of the year.And they recently serve their one million of customer in Japan, one of 160 countries in which amazon ships books.Until recently they had the market to themselves.Now the traditional book sellers like Barns&Noble in the US, and medium firms like Burtlesman in Europe are jumping in.Can virtual companies like “amazon.com” battle against and beat these entrenched brands? Stay tuned.We do not know yet.The same kind of transformation is happening in retail banking, in car sales, in music entertainment, in insurance.And it is not just limited to the commercial world.Public sector institutions are being buffeted by the same powerful forces.In higher education, there is a university in Canada, Atherbasca University, that delivers 100 percent of its courses by what is called distant learning.No students on campus, no campus.All instruction is delivered online.And they have captured nearly 30 percent of all MBA students in Canada.Governments are using networks to transform every thing, from the way they buy goods and services, to the delivery of services to citizens.Singapore is putting 10 thousand suppliers online, reducing costs and increasing efficiency, and by the way is compared with the advantage in Asia.When the government of Verlancia in southern France, starts wiring entire villages, allowing citizens to conduct online transactions with local businesses, schedule a doctor's appointment, get information from their kids' school--you know something interesting is starting to happen.And believe me in America, when in certain stage you can register your car on the Internet and not have to go a way in line.I can assure you something important is happening.Trust me on this one.Now all of us must realize this is not a spectator's sport, when I was just sitting here watching “amazon.com”.Every institution and every entity must grab with this issue at the highest level as management.S&Base, Cacherdeck is one of the largest department stores in Europe.But they are making their first foreway into online sales.That is not an easy decision for an enterprise with huge investments and retail space, not to mention their economic model, their coop culture, rooted and traditional retail sales.Who made the decision for Cacherdeck to jump into online sales? I can assure you it was not their Web master.Increasingly, CEOs of companies, university presidents, government officials are stepping up to these issues.They are testing pilot sites, they are setting strategy, and they are answering questions like “How will this network world affect my organization?” “How are we threatened?” but more importantly, “How can I leverage this new medium for competitive advantage?” The toughest, most jocular decisions that need to be made are which browser or which server their core management and policy issues.This only escalates all these issues, only escalates as the network world marches on.We have already talked about the first milestone that is the Net connecting, say a billion people to perhaps a million E-businesses.The next milestone is what we and IBM call pervasive computing.Fifty years ago where did you find electric motors? Big factories, power plants, and they were big and expensive.Today you might find a hundred electric motors in the typical homecars, appliances, tools, doorknobs, clothes.Most significantly all of these tiny intelligent devices will be interwoven in the fabric of the computing and communications network.And what will this mean for consumers and enterprises? A quick example, think about driving down the autobahn.Your intelligent car develops an engine problem.But instead of flashing you a warning light, it sends a message directly to the manufacturer over a wireless connection to the Net.The manufacturer systems diagnose the problem, and they transmit a fix back to the electronic complex in your car.In fact, that electronic fix is transmitted to all models of that car anywhere in the world without having to notify the owners.And that is good for the driver, so also better for the car maker.Instant performance information captured and sent immediately into product development and manufacturing, continuous feedback loop, continuous improvement, resulting in better cars, good for the consumer and competitive advantage for the businesses to get there first.How can any company with tens of millions of vending machines scattered all around the world know at any point what is selling, what is not selling, how much of an item is left, or when to send a rood driver to empty the coin box.A little chip in each machine could check and report on all of those items with ease, and even better.Why could not that machine include a thermal stack that told it, it is freezing today, drop the price by 10 pfennigs.It is 35 degrees, raise the price by 15 pfennigs.Soon we will see this hyper standard network world made up of a trillion interconnected intersecting devices.And this will intersect with the data capability I spoke of early--pervasive computing meets deep computing.Companies and institutions will amass more data, more information than ever in history.And for the first time they will be able to do something productive with the turn raw data into knowledge and move that knowledge to the right people instantaneously.Personally I believe that future leadership companies and by the way future leadership institutions of all kinds will be those who know how to compete and win on the basis of knowledge--learning, adapting and improving the vital asset we know as information.Now I have covered a lot of ground here very quickly.I want to show you a brief video that illustrates some of these ideas that I have talked about.(VIDEO)

The brilliant computer technology, which has enabled this biggest explosion in the last 20 years, is that they are getting increasingly more powerful without getting more expensive.Make a chip run over one giga-hertz was someone like breaking the sound barrier on land.We really found that we can work at it.There is anything that you cannot build.And we have solved the problem and now we are continue to increase frequency for the next 10 years.Our ability to manipulate information and our ability to do video and multimedia are critically dependent upon having larger and larger storage devices.Recently we demonstrate a laboratory world recogdencive 11.6 billion bits per square inch for a hard disk drive.We want to be having a continued advance at storage capabilities when the physical limitations prevent us from extending current devices.That is why we are investigating using hologramed information, even manipulating individual items.In the information age, up till now, the oriental culture has a disadvantage, because of the difficulty in input.To do Chinese speech recognition, we need to improve recognition algorithm.Also we need fast computers.Now both conditions are there.I am painfully slow in typing.It takes so long to master the skill of typing Chinese.“我带来我公司的最新产品。请在明天上午召开联席会议讨论销售合作的问题。”

Only in the last few years have computers become powerful enough to do on-the-fly translation of languages.You will be able to go into the World Wide Web, go to any site, anywhere in the world, and whatever language that particular site is written, and quickly browse and understand that information in your native language.It is about the same amount of time it takes for you to receive the Web page over the network.We intersect in the server.We do the translation, and we present the new page back to you.International travel is growing at between 7 and 10 percent a year.And we see the pressure is on world control authorities, and the hastle on passengers continue into grow.We try to create fast...so it appears very much like an Automatic Teller Machine.A traveler we take a credit card and put it in the kiosk, place their hand on the biometric reader, and those two things in a real time are compared with information that has been stored in a database when they enroll, and then this is what is in it.How can I make computers more fun to use, easier to use, more like interacting with humans? We have given the computer the ability to see us, and sense where we are.And now we are trying to give it ability to understand what we are trying to say.In fact, all I need to do is to talk to it and move my hands.So for example, now I am moving this object around, just by moving my hand.“Leave it there.” The computer hears me and does what I ask.Some of the really hard problems are their power, a lot of computing power.That is the deep computing.What we have learned in Deep Blue is that not only you need fast computers, deep computing power, but you need to capture human experts knowledge, and express that in terms of algorithms.The more power you have, the smarter things you can do.And that is what is starting to happen now because the computers have enough processing power to solve some really interesting and difficult problems.With such a computer you can actually simulate the physical process of what happened in the physical world.I think we will tell our kids 10 years...now, "You may not believe it, but computers used to be things that set of big boxes on top of desks.And look at...As things get smaller, faster and smarter, we are about to forget about the computer inside devices, focus on the function of the device.Computers will be everywhere, performing everyday tasks for people.We will not think them as computers any more.(END OF VIDEO)

Now I started out this evening saying I hope to represent the voice of the customer.And as we project the benefit of this network world, the hundreds of millions of people may be even a billion.It is clear that the Information Technology industry has a lot of work to do.We have got to make this technology easier to use, and more natural.And that video you saw some of the things we and others are doing and working on ease of use today.We have got our rich agreement on standards, standards for communications, for security, for software development.And I am asking you as customers to keep the heat on this industry.The demand that we deliver open standards, everybody's software running on everybody's hardware over everybody's network.There is another set of issues that extend beyond the Information Technology industryit has to be global, agreements to these critical policy issues are going to take this issue of cooperation to a new level.We are going to have to have a global public policy.First, people must have inexpensive access to the telecommunication services they need to participate, meaning governments have to encourage competition, and end monopoly structures.And the news from Europe is very encouraging recently here.It is also clear that the discriminatory tax policies can stifle this very nascent, early forming economic engine.We have to insure that electronic business is taxed the same way as the physical business world, no more, no less.And the OECD has taken on this work, and we hardly support their efforts.We also support the move to keep the Internet a tariff free zone.This will be a big fight, but that is one we have to win together.Next, security.The domains of customers for strong encryption, and governments legitimate concerns about their ability to provide public safety and enforced laws do not have to be neutrally exclusive.IBM is working with the US government, with the European Union, and governments around the world to support an unrestricted market for encryption products that can inter-operate globally.We are not anywhere near for along on this we need to be, but I am confident we will get there.We have to get there, there is too much of stake.Finally, privacy.How can we continue to strike the balance, the right balance between respect for the individuals privacy and the benefits on the other hand of information flow in a connected world.The solution here must start with the private sector, not government.And a reinformation of a few proven principles by all businesses that consumers get fare notice about information that is used, that is theirs, and the opportunity control, and confirm its use.And a number of companies are moving in this direction.IBM has recently adopted a global privacy policy for managing information online and it is posted on all of our web sites around the world.With global agreement and cooperation and understanding, the Information Technology industry, government and our customers will go forward.I believe and insure that this global market place grows boldly, safely, and delivers on a real promise.That is important to every one.As we look ahead to the next millennium, I do not think there is any question any longer about the profound power of this technology.In an incredibly short span of time, it is developed to the point where it can, we can talk about it in the same context as any of the other great technologies had transformed our world.We are watching, we are participating in the emergence of something much bigger than the new computing model, much different than just a new channel for human interaction.Information Technology, and specifically network technology, represents the most powerful tool we have ever had for change.It is a new engine for economic growth, a new medium that will redefine the nature of relationships among governments and institutions and businesses of all kinds, and the people they serve now, and they might serve tomorrow.This powerful tool is here for all of us today.Each of us will have to decide how will it exploited, and how soon.But in any case, the nations, the government agencies, the public sector and commercial institutions, that do theirs most effectively will create enormous competitive advantage into the 21 century.Thank you very much, and I hope you have the most successful CeBIT ever.

第四篇：2008年IBM全球CEO调查报告

未来的企业有何特征？为了回答这个问题，我们对全球超过1000位CEO进行了访谈。我们将这些对话与IBM的统计数据和财务分析整合起来，向您展示有关企业未来的独特观点。

CEO们力争迅速调整自己企业的市场定位，以便能抓住所看到的发展机遇。通过与他们探讨计划和挑战，我们得出以下几条值得关注的结论：

大多数企业都受到变革冲击，许多企业为跟上变革而不断努力。80%的CEO都认为巨大的变革正在迫近，然而预期的变革与掌控变革的能力之间存在巨大的差距，这道鸿沟较2006年的上一次“全球CEO调查”扩大了近三倍。

客户的要求越来越高，但CEO们并不认为这是威胁，而是能够使企业独具特色的契机。CEO需要花费更多的精力来吸引并留住日益富足、见多识广而且具有很强社群意识的客户。

几乎所有的CEO都在调整企业的业务模式-2/3的CEO正在实施大规模的创新。超过40%的CEO正在改变企业运营模式，以提高其协作性。

许多CEO都在积极推动全球业务设计，深化改革业务能力并开展更广泛的合作。CEO们已不再局限于全球化的概念，各种规模的企业都在进行重新配置。

以便能抓住全球整合的商机。财务业绩出众的企业的举措更为大刀阔斧。这些企业提前实施了更多变革，而且掌控变革的能力也更强。这些企业的业务设计更为全球化，合作更为广泛，业务模式创新的形式也更为彻底。

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第五篇：全球七大传奇酒店

(1)全球七大传奇酒店

世界几大传奇酒店，新加坡莱佛士酒店、纽约广场酒店和巴黎丽兹酒店皆在名列。是什么成就了这些酒店的传奇?酒店历史、建筑风格以及名流客人都是关键因素。请一睹这些酒店的传奇。

巴黎丽兹酒店(巴黎)

巴黎丽兹酒店设施奢华，饮食精美，名流客人众多，在巴黎最负盛名。马塞尔·普鲁斯特和可可·香奈儿都在这儿住宿过，加里·库珀与奥黛丽·赫本主演的《黄昏之恋》也曾在此取景拍摄。海明威曾言：“当我梦想进入另一个世界的天堂时，我就如同身处巴黎的丽兹酒店。”目前，该酒店关闭整修，预计2015年初开业。

附：巴黎丽兹酒店在许多小说中都有露面，比如伊安·弗莱明的《俄罗斯之恋》，斯科特· 菲兹杰拉德的《夜色温柔》以及海明威的《太阳照常升起》。

艾登·豪克海角酒店(昂蒂布角)

艾登·豪克海角酒店位于法国昂蒂布角，是法国南部最迷人的酒店。温莎公爵夫妇、玛琳·黛德丽都在这儿居住过;著名画家马克·夏加尔还曾在酒店沙滩上取景作画;司各特·菲茨杰拉德和赛尔妲·菲茨杰拉德也是常客。酒店还曾在《夜色温柔》中出镜。2006年之前，酒店只接受现金和电汇付款。

克莱夫登庄园酒店(英格兰)

克莱夫登庄园酒店17世纪为白金汉公爵二世而建，属意大利风格。此后，酒店接待了许多尊贵客人，总统、皇室成员都在其中。查理·卓别林和丘吉尔曾经都是这儿的常客，1961年的英国政治丑闻普罗富莫事件也发生于此。

附：1961年，保守党内阁成员普罗富莫与19岁的歌舞演员克莉丝汀·基勒发生一段婚外情，震撼英国朝野，地点就在克莱夫登庄园酒店。

马尔蒙庄园酒店(洛杉矶)

马尔蒙庄园酒店位于洛杉矶好莱坞，1929年开业，轰动一时。美国著名航空家霍华德·休斯曾在此居住，朱迪·嘉兰在酒店大堂演奏过钢琴，玛丽莲·梦露也是酒店常客。酒店激发了许多艺术家和作家的创作灵感，包括索菲亚·科波拉和菲茨杰拉德。

附：建筑设计师模仿位于卢瓦尔河谷的昂布瓦斯城堡修建了该酒店，传言达芬奇就埋葬在卢瓦尔河谷。

La Mamounia酒店(摩洛哥马拉喀什)

La Mamounia酒店位于摩洛哥的马拉喀什，建于1923年，融合了华丽的摩洛哥风格与装饰艺术风格。La Mamounia酒店名流客人众多，其中包括政界伟人丘吉尔、罗斯福以及著名影星玛琳·黛德丽和查尔斯·卓别林。酒店投入1亿8千万用于整修，历时3年，于2009年重新开业。

附：若无缘亲临酒店，那么不妨翻翻 Laure Verchere写的《 La Mamounia酒店》，一睹酒店的奢华设计。

比佛利山庄酒店(洛杉矶)

比佛利山庄酒店美似一座粉红色的宫殿，一直以来都备受好莱坞影星的喜爱。1956年，格利高里·派克和劳伦·白考尔主演的《风流记者》曾在酒店泳池拍摄取景;弗兰克·辛纳屈和迪恩·马丁也常常流连在酒店的酒廊Polo Lounge。直至今日，比佛利山庄酒店仍是洛杉矶最有名气的地方之一。

附：酒店著名的喷泉咖啡厅是必游地之一。

纽约广场酒店(纽约)

纽约广场酒店吸引了众多名流和好莱坞影星。司各特·菲茨杰拉德和赛尔妲·菲茨杰拉德曾跳进过酒店的喷泉，作家杜鲁门·卡波特还在此举办过著名的“黑白假面舞会”。