外文翻译
原文
The enterprise competition strategy
Material Source: R&D Management 34，4，2004
Author: Wei Xie and Steven White
Lenovo’s development experience suggests several hypotheses regarding the relationship among a new firm’s competitive strategy, learning and capabilities on one hand, and its performance in a particular competitive and institutional environment on the other. First, the case clearly illustrates the evolutionary and path-dependent nature of capability development. Rather than being a constraint, however, Lenovo’s case shows that an initial set of resources and capabilities can support the development of additional complementary ones. In Lenovo’s case, the founders benefited in the early days from the spin-off’s external legitimacy based on it s parent’s reputation. In addition, its personnel had technical expertise that could generate revenues from downstream activities – distribution, sales and service; these did not require scarce capital requirements. Changes in the institutional environment also allowed the founders to undertake such activities, although it also created constraints on its efforts for undertaking others (i.e., manufacturing). Given Lenovo’s initial resources and capabilities, however, it is doubtful whether it could have become a competitive PC manufacturer any earlier than it did.
The case also suggests that the motivation to learn and develop new capabilities may be related to the background, expertise and values of the founding members. While Lenovo’s founders initially est ablished a sales and service firm, they themselves were researchers and engineers and always had the ultimate objective of moving upstream into manufacturing and R&D. Such motivation may be just as critical a factor for a firm to develop new capabilities as having the opportunity and resources (financial and technical) to do so.
Lenovo’s case also illustrates how the nature and direction of learning evolves in relationship to changing environmental features and the firm’s accumulation of relevant resources and capabilities. Hence, Lenovo began in the initial Mao phase by
directing its resources to the sales and service opportunities that generated revenues that not only financed its entrance into manufacturing during the following Gong phase, but also provided an enduring competitive advantage vis-a-vis its foreign and even domestic competitor-namely, its understanding of its customers and unique distribution network. Similarly, its experience in manufacturing not only generated revenues, but also provided the basis for identifying competitively important areas in which to focus R&D efforts during the current Ji phase. The movement into each phase was associated with business opportunities and enabled Lenovo to compete more and more directly with leading firms in the industry.
The case shows changes in the capabilities and domains in which a firm competes and also illustrates how the means to acquire new resources and capabilities much change. Initially, Lenovo could compete in sales by relying on other firms’ products or technology developed by its parent. In order to grow, however, it had to internalize first manufacturing capabilities and then R&D capabilities. This is pushed further as rivals begin to see the newcomer as an emerging threat and restrict access to resources or capabilities that they had earlier proved when the new- comer was seen as a partner.
Lenovo also represents the way in which a new entrant may challenge incumbents, especially foreign competitors, by developing resources and capabilities that are especially adapted to the local market. Lenovo accumulated customer knowledge and created a distribution network that has proven nearly impossible for foreign and even most domestic competitors to replicate. It has continued with this strategy as it has extended its capabilities into manufacturing and R&D; namely, a major objective of Lenovo’s ongoing activities is to develop products that are even more finely attuned to increasingly more specific customer segments. This consistent focus and deepening capability in this regard has also emerged as a significant competitive advantage for Lenovo in the Chinese market.
Such extreme adaptation to a particular market, however, may be a liability if the firm wants to expand to new markets, especially those outside its home market. Lenovo, although financially and competitively quite successful in the Chinese market, has only token sales outside of China (approximately 10%). It is not clear at this time whether such dominance of domestic over international sales is simply a matter of managerial focus, or an inherent limitation in the competitiveness of Lenovo’s products in other markets. Although the Chinese market alone promises to be a major growing PC market for the foreseeable future, the possibility that
Lenovo’s products may not match other markets would have to be addressed if or when Lenovo chooses to consider increasing its presence in foreign markets.
Finally, the Lenovo case illustrates an alternative path for a new entrant –whether a spin-off or firm that is diversifying into a new business – to become an integrated firm. This path begins with downstream activities in marketing, sales and service, and then expands upstream into manufacturing, product development and engineering, and finally research. This is in contrast to the path followed by most of the other firms that were newly established in response to new opportunities created by China’s transitioning institutional and market environment. These firms began with manufacturing and moved into marketing and sales (Xie and Wu, 2003). For example firms such as Changhong, a leading television manufacturer, began by importing production lines and then building their sales and marketing capabilities and, much later if at all, varying degrees of R&D capabilities. Other firms were spin-offs with truly proprietary technology that expanded their capabilities downstream into manufacturing, marketing and sales. The Founder Group Company is one such example of down- stream capability building (Lu, 2000). Around the same that Lenovo was founded, this company exploited the pictographic-language electronic publishing systems technology developed by Beijing University researchers and thereby produced China’s first high-resolution colour electronic publishing systems.
Managerial implications
Some of the conceptual elements of the Lenovo case have clear implications for management. Two elements –path dependence and capability building –should suggest to managers that they clearly link their existing set of resources and capabilities to desired changes in those features that they see as necessary to compete. Finally, after almost 15 years, Lenovo put together an integrated set of functional capabilities, from R&D to manufacturing to sales and service. Furthermore, because it started with sales and service, its current success can arguably be attributed to it first mastering and understanding manufacturing activities before investing significantly in R&D. Furthermore, each step of its expansion into new activities and capabilities was supported by its success in preceding stages.
The case also shows how each stage in a firm’s development of new capabilities requires different strategies and structures for learning. The firm will acquire different capabilities through different means; for example, through acting as
a subcontractor to leading firms, collaborating with a partner, acquisitions, licensing or other means. Furthermore, as the firm develops capabilities new functional areas, or broadens the range of capabilities in a particular function, the organization must be restructured to support effective and effective coordination of increasingly diverse activities.
The case has lessons that are also particularly relevant for latecomer firms, especially but not only those in developing countries like China. Although investments in R&D may be considered vital to compete at the leading edge of an industry, and governments may even reward investment in R&D, it is necessary to realistically assess the opportunity costs and probably outcomes from such investments by a firm with limited resources compared to those of large multinationals. Firms with limited resources should allocate them to activities and learning efforts that will enable it to compete successfully with its rivals. Developing resources and capabilities that set them apart from otherwise much better funded and endowed rivals represent a better strategic option that attempting to compete on the same basis with such firms. Lenovo’s investments in distribution and pro duct development attuned to Chinese customers, for example, have so far more than offset the reality that its investments in R&D are very small compared to the R&D expenditures of its multinational rivals. However, in the long term, Lenovo needs more R&D or move to a more R&D-focused model. Firms invest in R&D not only to generate innovations, but also to learn from rivals and external knowledge sources (Cohen and Levinthal, 1989, 1990).
译文
企业竞争战略
资料来源: 研究与发展管理34，4，2004 作者：谢伟，史蒂芬怀特联想集团的发展经验给了我们几个启示，一方面，关于一个新企业竞争战略的学习和能力间的关系，另一方面，关于在特定竞争力下它的性能和体制环境的关系。首先，该案件清楚地说明了能力的发展演化和路径依赖的性质。然而，联想的案例表明，对资源和功能的初步建设可以支持更多辅助性的发展，而不是约束。在联想的案例中，创始人受益于衍生企业从早期对外合法性母公
司的声誉。此外，其有技术专长的工作人员可以从下层工作即分配、销售和服务中创造或提高收入，这些并不需要稀缺的资本要求。体制环境的变化使创始人进行这种管理，但同时也造成对他从事其他事情（即制造业）努力的限制。鉴于联想的初始资源和能力，令人怀疑它是否已经比其他任何企业更早成为有强大竞争力的PC厂商。
案例还表明了学习和开发新的功能的动机可能与背景、专业知识和创始成员价值观有关。虽然联想的创始人初步创立了销售和服务公司，他们本身就是将生产和研发水平推向世界前列为最终目标的研究人员和工程师。这种动机可能只是公司为拥有新资源新能力（财政和技术）的发展机会的关键因素而已。
联想的案例也说明了学习演进的性质和方向如何与不断变化的环境的特点和公司对有关的资源和能力的积累有关。因此，联想在最初Mao阶段开始指导其其资源、销售和服务创造和增加收入的机会，不仅在接下来的Gong阶段未为进入制造业进行资助，而且还提供了一个相对于其国内甚至国际的竞争对手更为持久的竞争优势，即其对客户和分销网络的理解。同样，在制造业的经验，不仅指创造的收入，而且还为确定竞争力的重要领域集中在当前Ji阶段研发工作的基础。进入每个阶段的活动与商业机会及启用联想去面对行业领先企业越来越直接的竞争相关。
案例显示了在企业竞争中能力和领域的变化，也说明了获取新资源和能力手段的大变化。最初，联想可以通过依靠其他公司产品或其母公司在技术提升来销售竞争。为了发展，无论如何，它必须先在内部创造能力，然后研发能力。这是进一步推进作为竞争对手开始看到的新威胁新来的、限制获取资源或能力以至于他们能早先证明新进者是看作为一个伙伴的。
联想的案例还代表了作为一个新进者尤其是国际竞争者，如何通过开发资源和极端适应当地市场的能力来挑战任职。联想累积顾客知识和建立的销售网络几乎已经证明了是国外和国内的竞争对手不可能复制的。它与这一战略的继续，因为它已经扩展到制造和研究发展的计划，即对联想正在进行的活动主要目标，是能够开发出更适应日益精细更具体的客户群，这种相同的重心和深化这方面的能力也成为了联想在中国市场的重要竞争优势。
这种极端的适应某一特定市场，但是，如果公司要拓展新的市场，特别是本土市场以外的，可能是一个责任。联想，虽然财政和竞争力在中国市场相当的成功，但也只是中国以外的销售（约10％）。目前尚不清楚是否在这个时候这种国内优势已超过国际销售是一个简单的关于管理重点的问题，或在其他市场的联想产品的竞争力的局限问题。尽管中国市场有望成为一个大的增长可预见性的PC市场，联想的可能性的产品可能不符合其他市场就必须解决，如果联想选择或考虑增加其在国外市场的存在。
零售企业营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)
译文： 零售企业的营销策略 Philip Kotlor 今天的零售商为了招徕和挽留顾客，急欲寻找新的营销策略。过去，他们挽留顾客的方法是销售特别的或独特的花色品种，提供比竞争对手更多更好的服务提供商店信用卡是顾客能赊购商品。可是，现在这一切都已变得面目全非了。现在，诸如卡尔文·克连，依佐和李维等全国性品牌，不仅在大多数百货公司及其专营店可以看到，并且也可以在大型综合商场和折扣商店可以买到。全国性品牌的生产商为全力扩大销售量，它们将贴有品牌的商品到处销售。结果是零售商店的面貌越来越相似。 在服务项目上的分工差异在逐渐缩小。许多百货公司削减了服务项目，而许多折扣商店却增加了服务项目。顾客变成了精明的采购员，对价格更加敏感。他们看不出有什么道理要为相同的品牌付出更多的钱，特别是当服务的差别不大或微不足道时。由于银行信用卡越来越被所有的商家接受，他们觉得不必从每个商店赊购商品。 百货商店面对着日益增加的价格的折扣店和专业商店的竞争，准备东山再起。历史上居于市中心的许多商店在郊区购物中心开设分店，那里有宽敞的停车场，购买者来自人口增长较快并且有较高收入的地区。其他一些则对其商店形式进行改变，有些则试用邮购盒电话订货的方法。超级市场面对的是超级商店的竞争，它们开始扩大店面，经营大量的品种繁多的商品和提高设备等级，超级市场还增加了它们的促销预算，大量转向私人品牌，从而增加盈利。 现在，我们讨论零售商在目标市场、产品品种和采办、服务以及商店气氛、定价、促销和销售地点等方面的营销策略。 一、目标市场 零售商最重要的决策时确定目标市场。当确定目标市场并且勾勒出轮廓时，零售商才能对产品分配、商店装饰、广告词和广告媒体、价格水平等作出一致的决定。如沃尔玛的目标市场相当明确：
外文翻译 原文 Strategies for distinctive brands Material Source: Journal of Brand Management Author:Judith Lynne Zaichkowsky ABSTRACT Brand identity complements brand equity and it forms an important part of the strategic management of brands. Identity elements include a well-known brand name, logo, font type, symbols, colour, shape, as well as unique product and benefit descriptions. These different elements can contribute to distinct consumer perceptions of various brands in the marketplace and help to differentiate brands from competitors. Brand managers need to start with a vision of what they want their brand to represent and then use the appropriate identity elements to build the brand. Some brand identity components may be influential to choice at the subconscious level of consumers, and therefore the understanding of individual psychological processes of perception and social meaning is required by brand managers. Keywords: brand equity ; brand identity ; logos ; brand names ; packaging INTRODUCTION Much literature in the area of branding has focused on brand equity and its importance to strong brands. Although everyone agrees that understanding and creating brand equity is essential for marketing, very little academic attention is paid to understanding the importance of brand identity and its relation to brand equity and brand management. Brand identity is the visual picture and meaning derived from the visual impact of the brand. For the consumer to identify brands with their respective manufacturers, the brands must be sold with distinctive features supplied by that particular manufacturer. Strong and unique links to one source is what complements and protects brands from being interchangeable in the marketplace. Brand differentiation, or identity, may be achieved through a well-known brand name, logo, typeface, symbol, colour, shape, distinctive design of the package or product, as well as product benefit descriptions known as unique selling points
企业成本控制外文翻译文献(文档含英文原文和中文翻译)
译文： 在价值链的成本控制下减少费用和获得更多的利润 摘要： 根据基于价值链的成本管理理念和基于价值的重要因素是必要的。首先，必须有足够的资源，必须创造了有利的价值投资，同时还需要基于客户价值活动链，以确定他们的成本管理优势的价值链。其次，消耗的资源必须尽量减少，使最小的运营成本价值链和确保成本优势是基于最大商业价值或利润，这是一种成本控制系统内部整个视图的创建和供应的具实践，它也是一种成本控制制度基于价值链，包括足够的控制和必要的资源投资价值的观点，创建和保持消费的资源到合理的水平，具有价值的观点主要对象的第一个因素是构造有利的价值链，从创造顾客价值开始；第二个因素是加强有利的价值链，从供应或生产客户价值开始。因此它是一个新型的理念，去探索成本控制从整个视图的创建和供应的商品更盈利企业获得可持续的竞争优势。 关键词：成本控制，价值链，收益，支出，收入，成本会计 1、介绍 根据价值链理论，企业的目的是创造最大的顾客价值；和企业的竞争优势在于尽可能提供尽可能多的价值给他们的客户，作为低成本可能的。这要求企业必须首先考虑他们是否能为顾客创造价值，和然后考虑在很长一段时间内如何创造它。然而，竞争一直以“商品”（或“产品”）作为最直接的载体，因此，传统的成本控制方法主要集中在对“产品”和生产流程的过程。很显然，这不能解决企业的问题，企业是否或如何能为客户创造价值。换句话说，这至少不能从根本上解决它。 因此，企业必须首先投入足够的资源，以便他们能够创建客户值取向，然后提供它以最少的资源费用。所以在整个视图中对价值创造和提供整体的观点来控制成本，它可以为客户提供完美的动力和操作运行机制运行成本的控制，也可以从根本上彻底克服了传统的成本控制方法的缺点，解决了无法控制的创造和供应不足的真正价值。基于此，本文试图从创作的整体观讨论成本控制提供价值并探讨实现良性循环的策略，也就是说，“创造价值投资成本供应价值创造价值”。 2、成本及其控制的基于价值链理念 2.1基于价值链的成本观念 根据价值链理论，如果企业是要被客户接受，它必须创造和提供能满足其客户的价值。因此，成本（价值或资源支付费用）这不离为创造和提供顾客价值的活动，其活动的价值链。因此，我们应该从价值链角度看成本的重要。
市场营销策略 1 市场细分和目标市场策略 具有需求，具有购买能力并愿意花销的个体或组织构成了市场。然而，在大多数市场中，购买者的需求不一致。因此，对整个市场采用单一的营销计划可能不会成功。一个合理的营销计划应以区分市场中存在的差异为起点，这一过程被称为市场细分，它还包括将何种细分市场作为目标市场。 市场细分使公司能更加有效地利用其营销资源。而且，也使得小公司可以通过集中在一两个细分上场上有效地参与竞争。市场细分的明显缺点是，其导致了比单一产品、单一大市场策略更高的生产和营销成本。但是，如果市场细分得当的话，更加符合消费者的需求，实际上将生产更高的效率。 确定目标市场有三种可供选择的策略，它们是统一市场、单一细分市场和多重细分市场。统一市场策略即采取一种营销组合用到一个整体的、无差异的市场中去。采取单一细分市场策略，公司仍然仅有一种营销组合，但它只用在整个市场的一个细分市场中。多重细分市场策略需要选择两个或更多的细分市场，并且每个细分市场分别采用一种单独的营销组合。 2 产品定位 管理者将注意力集中于一种品牌，并以恰当的方式将其与类似的品牌相区分，但这并不意味着该品牌就一定能够最后赢利。因此，管理者需要进行定位，即塑造与竞争品牌和竞争对手的其他品牌相关的自我品牌形象。 市场营销人员可以从各种定位策略中加以选择。有时，他们决定对某一特定产品采用一种以上的策略。以下是几种主要的定位策略： 2.1与竞争者相关的定位 对一些产品来说，最佳的定位是直接针对竞争对手。该策略特别适用于已经具有固定的差别优势或试图强化这种优势的厂商。为排挤微处理器的竞争对手，Intel公司开展了一项活动使用户确信它的产品优于竞争对手的产品。公司甚至为电脑制造商出钱，让它们在自己的广告中带上“Intel Inside”标志。作为市场领导者，可口可乐公司推出新产品并实施其市场营销策略。同时，它密切注视百事可乐公司，以确保对主要竞争对手的任何一次巧妙、有效的营销举措采取相应的对策。 2.2 与产品类别和属性相关的定位 有时候，公司的定位策略有必要将自己的产品与其类别和属性相联系（或相区别）。一些公司尽力将其产品定位在期望的类别中，如“美国制造”。用一句某顾问的话来说，“当你说‘美国制造’的时候，有一种强烈的感情因素在吸引着你”。因此，一家名为Boston Preparatory的规模不大的运动服制造商正在运用这种定位策略，以期胜过那些并非所有产品都在美国制造的势力强大的竞争对手如Calvin Kiein和Tommy Hilfiger。 2.3 通过价格和质量定位 某些生产者和零售商因其高质量和高价格而闻名。在零售行业，Saks Fifth Avenue和Neiman Marcus公司正是定位于该价格—质量策略的。折扣店Target Kmart则是定位于该策略的反面。我们不是说折扣商店忽视质量，而是说它们更加强调低廉的价格。Penny's公司努力—并且大多获得了成功—通过升级高级服装线和强调设计者的名字将其商店定位于价格—质量策略上。 “品牌”一词是个综合性的概念，它包含其他更狭义的理解。品牌即一个名称和（或）标志，用以识别一个销售者或销售集团的产品，并将之与竞争产品相区别。 品牌名称由能够发音的单词、字母和(或)数字组成。品牌标志是品牌的一部分，它以符号、图案或醒目的颜色、字体的形式出现。品牌标志通过视觉识别，但当人们仅仅读出品牌名称的时候，品牌标志并不能够被表达出来。Crest、Coors、Gillette都是品牌名称。AT&T由醒目的线条构成的地球以及Ralph Lauren's Polo的马和骑手是品牌标志，而Green Giant（罐装冷冻菜蔬产品）和Arm&Hammer（面包苏打）既是品牌名称又是品牌标志。 商标是销售者已经采用并且受到法律保护的品牌。商标不仅包括品牌标志，如许多人所认为的那样，也包括品牌名称。1946年的The Lanham Art法案允许厂商向联邦政府注册商标，以保护它们免受其他厂商的使用或误
Enterprise Human Resources Management System Design And Implementation Abstract: Human resource management system is the core content of modern enterprise management. With the rapid development of the computer information technology and unprecedented prevalence of electronic commerce mode，the competition between enterprises is turning from visible economic markets to the network. Developing the human resource management system supported by computer technology，network technology and information technology can not only improve the skill of human resource management and the efficiency of the enterprises but also make human resource management modern and decision sciencefic,Modern human resource management uses B/S mode to avoid C/S modes short coming of difficult in maintdning and reusing.According to the functional requirements of the actual project,this article specificly state the analysis of system,the general desigin of the system,the detail design of system and the practice of the system. The development of the system is the practice of MVC design ideas, maing using the Jsp+Servlet+JavaBean form of development.Jsp is the practice of MVC design ideas’view,in charge of receiving/responding the request of the customer.Servlet mainly responsible for the core business control of the whole system is the practice of the vontroller of MVC design idea to take charge of the statistics and rules of the whole system. In the practice of the system, somr open-source projrcts,such as the Ajax technique,JfreChart statements,fileupload technology,has been used. Using the modern human resource management theropy and analysising the actual situation, comparing the current situation of human resource management system, a huaman resource contents of management system basied on the Internet/Intranet has been designed. The main management,attendance management training more efficient statistics. Keywords:human resource management; B/S mode; Open-source projects; MVC mode. 摘要 人力资源管理系统是现代企业管理的核心内容。随着计算机信息技术的高速发展，电子商务模式的空前盛行，企业之间的竞争也从有形的经济市场转向了网络。开发以计算机技术、网络技术、信息技术支持的现代人力资源管理系统，既能提高企业人力资源管理的技术含量和企业的办事效率，也能使人力资源管理能够进入现代化、决策科学化的进程。现代人力资源管理系统采用了B/S模式，可以避免C/S模式的重用性差、维护难度高的缺点和
品牌营销战略参考文献和英文文献翻译 目录外文文献翻译..............................................................................................1 摘要..........................................................................................................1 1. 品牌战略内涵与其功能意义.......................................................................2 2. 我国企业品牌发展概况..............................................................................3 2.1 国内品牌与国外品牌相比存在着很大的差距............................................3 2.2 品牌发展缺乏整体规划. (4) 2.3 产品质量低下品牌个性不足缺乏创新和发展能力.....................................4 2.4 品牌发展策略存在误区. (4) 3. 企业品牌策略选择..................................................................................6 3.1 树立正确的品牌竞争意识着力提高品牌竞争能力......................................6 3.2 搞好品牌定位培养消费者品牌偏好与品牌忠诚.. (6) 3.3 遵循品牌设计规律注重品牌形
品牌营销外文翻译文献(文档含中英文对照即英文原文和中文翻译) 译文： 品牌 消费者总有关于产品可用性、质量和可供选择的价格的不完全信息。这样的“不完美的信息”导致他们依靠那些减轻获取产品信息的费用的品牌。由于依靠名牌和伴生的公司名誉，每次购买时，消费者没有搜寻或调查产品就能做出合理的购买。 许多经济学家惊叹这样一个事实：消费者在名牌上投入了如此的信赖。问题是，如同这些经济学家看见的，消费者的信赖给了公司建立超出他们能收取的价格的品牌“市场力量”。因为这些经济学家宣称要“真实地”辨别产品，当公司以独特的名牌、相关的广告和积极的竞争来“区分”他们的产品，他们能够比其他人得到更多。名牌引导消费
者在不同的产品之间进行那些经济学家认为的人为的分别。公司因为品牌而受到尊敬，因此，名牌能使企业在提高价格的情况下而不会失去重大的销售额。 品牌导致消费者经常根据现实世界和“完美的”信息世界之间的比较而付出不必要的多余地的高价，那里同一个行业内的每个公司都承担出售相同的、没有品牌的“同类”产品。这些是在“完善的竞争模型，”作的假定，及有时供经济学家使用的简化的构建。虽然不完美信息是完全自然的和不可避免的。许多经济学家认为完善的竞争的绝佳状态是衡量政策是否理想的评判标准。那是因为在完善的竞争之下公司没有任何力量抬高交易价格。如果公司提高了他们的产品的价格甚至只比市场价格高一分，它都将什么也卖不出去。因此，在完全竞争情况下，消费者不会支付更高一分的价格购买在其他任何地方以更低的价格能买到的相同的产品。毫不奇怪，假定同类产品是理想的，导致以品牌区分产品而减少消费者福利的不正确涵义。那么，反过来，导致由哈佛经济学家爱德华·H 1956年主张的政策——商标不应该被强制执行。 但是，越来越多的经济行业认识到了假定产品是相同的存在着问题。你无法理解由没有下降的品牌效应为其服务的经济目的假定，我们居住在消费者都知晓的完全信息的世界。实际上，消费者没有充分的掌握信息，并且他们也知道他们并没有掌握完全的信息。因此，他们重视公司的名誉——并且他们愿意支付更多在那些一直供应高质量产品、拥有良好声誉的生产商的产品上。通过这种做法，消费者不会不合理行动。他们简单地设法保护自己没有必须用许多时间去学习获得关于各个公
外文文献翻译译文 一、外文原文 Corporate Performance Management Abstract Two of the most important duties of a chief executive officer are (1) to formulate strategy and (2) to manage his company’s performance. In this article we examine the second of these tasks and discuss how corporate performance should be modeled and managed. We begin by considering the environment in which a company operates, which includes, besides outside stakeholders, the industry it belongs and the market it supplies, and then proceed to explain how the functioning of a company can be understood by an examination of its business, operational and performance management models. Next we describe the structure recommended by the authors for a corporate planning, control and evaluation system, the most important part of a corporate performance management system. The core component of the planning system is the corporate performance evaluation model, the structure of which is mapped into the planning system’s database, simulation models and budgeting tools’ structures, and also used to shape information contained in the system’s products, besides being the nucleus of the language used by the system’s agents to talk about corporate performance. The ontology of planning, the guiding principles of corporate planning and the history of ”MADE”, the corporate performance management system discussed in this article, are reviewed next, before we proceed to discuss in detail the structural components of the corporate planning and control system introduced before. We conclude the article by listing the main steps which should be followed when implementing a performance planning, control and evaluation system for a company. 1.Introduction Two of the most important corporate tasks for which a chief executive officer is p rimarily responsible are (1) to formulate strategy and (2) to manage the company’s performance. In this article we examine the second of these tasks and discuss how
营销策略外文翻译文献 (文档含中英文对照即英文原文和中文翻译)
译文: 营销策略 内容提要：为了组织的销售能是成功的，它需要根据一个营销策略计划来帮助保证其努力的目标和宗旨与市场的需要想吻合。营销策略审查市场以确定潜在顾客的需要，竞争者的战略和市场地位，并且尝试制定出一套能使组织在市场上获取或维护竞争优势的相关战略。有一些因素会对营销策略计划的发展造成冲击性的影响，它包括内部因素例如组织的财产、技能和组织文化，外在因素例如各种各样的市场驱动者、市场或产业运作方式、战略窗口和竞争的本质。一个优选的营销策略计划也需具备一套意外情况防备策略以应对市场治理及组织生产能力的不确定性。 关键词：竞争优势竞争策略市场地位市场份额营销销售计划组织文化营销策略 营销策略简述 无论组织的产品或服务多么好，除非它们的价值能被传达给潜在的顾客，否则组织依然无法实现它的使命。这种传达和交流是组织内市场营销功能的职责。根据美国市场协会，营销是“一个组织效能和一套创造过程、交流和传达产品价值给顾客、处理与顾客关系的有益于组织和它的利益共享者的方式”。营销作用包括相辅相成的两方面。营销策略在市场上审查市场来确定潜在顾客和竞争者本质的需要，并且试图开发
出在市场上将使组织获取或维护竞争优势的战略。操作的营销被建立在营销策略作用和贯彻各种各样的计划和策略(包括适当的混合营销的发展)吸引顾客和促进顾客忠实的基础之上的。 产品和服务营销的方法 有很多的方式能用来销售你的产品或服务包括做广告，直接响应、推销活动和宣传。然而，除非你能了解顾客、市场和产业的需要并且竞争的优势和劣势，否则这些方法是不太可能成功的。营销策略帮助一个组织尖化它的焦点和在市场顺利地竞争。营销策略与二个组分有关：目标市场和用最佳的方式传达你的产品价值或服务到那个市场。一个可实行的销售方针的发展取决于几个关键维度。首先，与组织之内的所有全球性战略一样，一个成功的销售方针需要由在组织之内的最高管理层签名。销售方针本质上也具有政治性的色彩：在组织之内的强有力的单位在最佳的销售方针也许不同意，并且协议也许需要谈判达成。销售方针也许受组织文化的也影响，并且那得假定这发生。例如，如果组织总是销售它的装饰物给商业主管，它也许就看不到组织之内的低层人员甚至是成人或少年的个人消费潜力。 实施战略销售计划发展的因素 存在一些能冲击战略销售计划发展的因素，这些因素首先包括组织已经拥有或它可能欣然获取的财产和技能。例如，如果组织拥有一个重大编程的部门，就为它能做和销售应用软件提供了可行性的条件。然而，如果这些人员已经在其他工作介入并且不能自由研究一个新的软件项目，并且组织没能力聘用另外的程序员，起始一条新的软件线是不妥当
Marketing Strategy Market Segmentation and Target Strategy A market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets. Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency. The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails selecting two or more segments and developing a separate marketing mix to reach segment. Positioning the Product Management's ability to bring attention to a product and to differentiate it in a favorable way from similar products goes a long way toward determining that product's revenues.Thus management needs to engage in positioning,which means developing the image that a product projects in relation to competitive products and to the firm's other products. Marketing executives can choose from a variety of positioning strategies.Sometimes they decide to use more than one for a particular product.Here are several major positioning strategies:
中小企业融资 扬·尔迪[丹麦],切萨里奥·马特乌斯[英国]，《中小企业融资》, 伦敦商业观察.2007(9):43-45. 工商管理 摘要 中小企业融资的主要来源有：股权融资、按时兑现的贸易信贷融资、中长期银行信贷融资、延迟兑现的贸易信贷融资以及其他债务融资，每种融资方式的边际成本取决于与其滞纳金相关的信息不对称成本和交易成本。根据啄食理论，企业在融资时，会优先选择成本最低的融资方式；而根据静态权衡理论，企业在进行融资时，各种资金来源的边际成本都是相同的；再者，根据优序融资理论，企业进行融资时要结合企业自身具体情况，是考虑多重因素下的优序融资。在本文中，我们认为，以上这些理论都忽略了一点，那就是边际成本的确定主要依赖于融资资金的使用，以及资产负债表中资产方作为融资来源的重要影响作用。一个来自葡萄牙中小企业的数据分析证实，企业资产负债表资产方对于融资方式的选择有着重要的影响，而这是静态权衡理论和优序融资理论所不能接受的。 中小企业的融资主要来源于股权（内部融资），商业信用，银行信贷和其他债务。融资方式的选择取决于资金成本，而资金成本又是由信息不对称成本和基于无债务负担情况下的预期成本决定的。信息不对称成本主要是为了支持管理决策而收集和分析信息所产生的费用，无债预期成本主要产生于企业为收回债务而收集和出售抵押品时的费用。由于中小企业的管理层和股东往往是同一个人，股权和内部产生的资金没有信息不对称成本，因此股权融资是成本最低的融资渠道。 2 中小企业资产融资理论 在前面的论述中，我们曾建议，葡萄牙的中小企业多采用内部资金、廉价贸易信贷、中长期银行信贷、高价贸易信贷和其他贷款进行融资。接下来，我们将对以上各种类型的融资动机进行讨论。 2.1 廉价贸易信贷 首先，我们将讨论的是贸易信贷。贸易信贷很有意思，因为它们代表的非金融企业与金融中介机构在提供金融服务方面的竞争。这一领域内的早期研究关注于贸易信贷同的信贷渠道的作用（或所谓的“梅尔策”影响）之间的关系，以及同货币政策的效率之间的关系。其基本思想是，企业尤其是大型知名企业，同的面临财务困境小企业，直接
附件1：外文资料翻译译文 营销策略 内容提要：为了组织的销售能是成功的，它需要根据一个营销策略计划来帮助保证其努力的目标和宗旨与市场的需要想吻合。营销策略审查市场以确定潜在顾客的需要，竞争者的战略和市场地位，并且尝试制定出一套能使组织在市场上获取或维护竞争优势的相关战略。有一些因素会对营销策略计划的发展造成冲击性的影响，它包括内部因素例如组织的财产、技能和组织文化，外在因素例如各种各样的市场驱动者、市场或产业运作方式、战略窗口和竞争的本质。一个优选的营销策略计划也需具备一套意外情况防备策略以应对市场治理及组织生产能力的不确定性。 关键词：竞争优势竞争策略市场地位市场份额营销销售计划组织文化营销策略 营销策略简述 无论组织的产品或服务多么好，除非它们的价值能被传达给潜在的顾客，否则组织依然无法实现它的使命。这种传达和交流是组织内市场营销功能的职责。根据美国市场协会，营销是“一个组织效能和一套创造过程、交流和传达产品价值给顾客、处理与顾客关系的有益于组织和它的利益共享者的方式”。营销作用包括相辅相成的两方面。营销策略在市场上审查市场来确定潜在顾客和竞争者本质的需要，并且试图开发出在市场上将使组织获取或维护竞争优势的战略。操作的营销被建立在营销策略作用和贯彻各种各样的计划和策略(包括适当的混合营销的发展)吸引顾客和促进顾客忠实的基础之上的。 产品和服务营销的方法 有很多的方式能用来销售你的产品或服务包括做广告，直接响应、推销活动和宣传。然而，除非你能了解顾客、市场和产业的需要并且竞争的优势和劣势，否则这些方法是不太可能成功的。营销策略帮助一个组织尖化它的焦点和在市场顺利地竞争。营销策略与二个组分有关：目标市场和用最佳的方式传达你的产品价值或服务到那个市场。一个可实行的销售方针的发展取决于几个关键维度。首先，与组织之内的所有全球性战略一样，一个成功的销售方针需要由在组织之内的最高管理层
市场营销策略外文文献及翻译 Marketing Strategy Market Segmentation and Target Strategy A market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets. Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency. The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails
外文译文二： 企业品牌战略研究 Kapferer,J.H Strategic Brand Mnanagement [J]. Kogan Page,London [J]. Marketing Science,2010(2):52-61. 在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。本文在分析我国企业营销品牌战略发展状况的基础上，从品牌战略的内涵与其功能意义入手，探讨了品牌战略在企业营销中的作用。企业需要综合运用多种竞争手段提高品意，搞好品牌定位，塑造良好品牌形象。 一、日系品牌全线崩溃 2006年11月22日上午，NEC宣布将推出2G及2.5G手机市场，这意味着继夏普、松下、东芝、三菱、三洋之后又一家日本手机厂商退出中国市场，日系手机除京瓷外几乎全部退出中国2G手机市场的争夺。 如果我们总结今天的中国家电市场与十年前有什么不同的话，我想，最大的不同就是，日系企业在中国的繁荣已经渐行渐远。 对于日系手机败退，乃至日系家电走到中国市场的低谷，主要原因有以下几点：一是企业制度呆板，决策困难，反应速度慢，与另市场现实格格不入，难以适应快速变化的中国市场;二是市场营销能力弱，产品规划能力不强，很难根椐自己对市场的判断与预测推出迎合消费需求的产品，一直处于跟风的被动局面，无法满足中国市场的需要;三是未能把握住产业转型最佳时机，是日系家电企业失去市场主导地位的重要原因。 日系企业在中国市场上走到边缘是否引起我们民族企业的深思？欲走国际化路线的企业又 是否从“日系企业”的背后吸取教训？ 二、我国企业实施品牌战略的现状分析处 1、众多昔日名牌“昙花一现” 中外企业在市场上的品牌大战，使刚刚成长起来的民族品牌受到极大的冲击。上世纪80年代稍有知名度的品牌，不是被抢注商标，就是被收购、挤垮，即使残留下来的也是惨淡经营，真正发展起来的极为有限。这里典型的案例，上世纪80年代至90年代初期，曾在空调界创下奇迹的华宝空调，在1998年被科龙收购，其后的品牌形象就一再下滑。