中国产业的出口竞争力评估外文文献翻译最新译文

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中国主要农产品的显性比较优势及竞争力分析译文正文：中国主要农产品的显性比较优势及竞争力分析摘要：本文在大量数据的基础上测算了1980－2003年期间中国部分农产品的显性比较优势指数及其比较竞争力。

测算结果表明中国在可食用蔬菜、茶叶等农产品上仍然具有比较优势，但是24 年来中国农产品的显性比较优势指数呈现下降趋势。

关键词：农产品; 国际贸易; 显性比较优势(RCA); 竞争力中国的农产品出口，为增加外汇、就业机会及城乡居民收入做出了重大贡献。

2003年农产品贸易余额为2.5美元亿美元，占外贸顺差总额的9.8％。

诚（2003）报道，由农产品出口可直接和间接创造19.88个就业机会。

巴拉萨（1965）在全球层面上首次提出了中国农产品的相对竞争力可以通过显示性比较优势分析（RCA），这对意识到中国农产品的竞争地位有作用的。

显示性比较优势的公式有某些类型的测量方法可以判定一个产业的竞争力，其中RCA指数就是重要的一个，RCA的概念基于的是传统的贸易理论。

原来的RCA指数，由巴拉萨（1965），可以被定义为：RCA= (X ij /X it) / (X nj / X nt)其中x表示出口,i代表一个国家，j是一种商品，x ij表示i国用来出口商品j。

t代表一组商品和n代表一组国家。

因此,该方程分析一个国家的出口占世界出口的商品与该国的出口总额占世界出口总额。

如果i国家j商品的世界出口份额，占i国的所有产品的世界出口份额越大，RCA将越大于1，这表明一个国家在生产特定商品上有一个“显性”比较优势。

RCA是基于观察贸易模式。

RCA价值的增加意味着在一国一种商品的竞争力增加。

这种测量是很容易，它被广泛采用。

但在现实中，可以观察到的贸易格局被政策和干预扭曲，因此可能会歪曲潜在的比较优势。

这在农业部门尤其如此，政府的干预是司空见惯的，这一点由巴拉萨（1965）指出。

进口限制的程度，出口补贴和其他的保护政策可能会扭曲的显示性比较优势指数正在成为关注的问题。

出口竞争力研究的基本概念与相关理论基础综述目录出口竞争力研究的基本概念与相关理论基础综述 (1)1基本概念 (1)1.1出口结构 (1)1.1出口竞争力 (2)2 相关理论 (2)2.1比较优势理论 (2)2.2资源禀赋理论 (3)2.3竞争优势理论 (3)1基本概念1.1出口结构本文的出口结构指的是出口商品结构，是指在报告期内出口的各类商品在出口商品总值中所占的比重。

它反映一国或地区出口商品的结构如何，是否合理，为出口战略的调整提供依据。

出口商品按类别分组，有以下几种方法分类：(1)按行业分为农副产品、轻工产品、纺织品、重工业品等。

由各类商品占出口额的比重，可以观察和分析出口商品的内部结构，同时，可以反映各行业的发展水平，为产业结构调整和技术改造提供依据，(2)按制成度分为初级品和工业制成品。

一般分析出口商品结构都是以制成度为标准的。

工业制成品占的比重越大，初级品比重越小，说明一国的贸易结构越好。

若同历史数据进行对比分析，工业制成品所占比重是上升的，说明该国的出口结构向好的方向发展，趋向合理。

(3)按国别分。

可以从出口对象国所占比重，分析出口构成是否合理。

若在构成中，某一国或某几匡所占的比重很高，就说明对一国商品出口集中度太大，对发展对外贸易不利，易引起贸易摩擦和贸易保护主义。

如在中美贸易中，在中国的进口中美国不足10%，而在中国的出口中，美国却占20%以上。

因此，在近几年的中美贸易战中，我国明显处于劣势，所以，应积极拓宽国际市场营销渠道，形成多元化的市场格局。

但由于本文研究的是家具产业，因此基于以上概念，并按照统计分类中的方法，将家具行业分为木质家具、金属家具、塑料家具、竹藤柳条制家具，石制家具和其他家具六大类，来分析其出口结构。

1.1出口竞争力关于出口竞争力的概念是从国际竞争力的定义上推断出来的。

国际竞争力的概念亦是众说纷纭，概括起来可以归纳为两类，第一类指一国在国际市场上销售产品的能力；第二类指国与国相互竞争，其国家人民的财富呈现一直提高的能力。

英文论文（外文文献）翻译成中文的格式与方法英文论文（外文文献）翻译成中文的格式与方法本文关键词：外文，英文，中文，翻译成，文献英文论文（外文文献）翻译成中文的格式与方法本文简介：在撰写毕业设计（论文）或科研论文时，需要参考一些相关外文文献，了解国外的最新研究进展，这就需要我们找到最新最具代表性的外文文献，进行翻译整理，以备论文写作时参考，外文文献中英文文献占绝大多数，因此英文论文准确的翻译成中文就显得尤为重要！一、外文文献从哪里下载1、从知网国际文献总库中找英文论文（外文文献）翻译成中文的格式与方法本文内容：在撰写毕业设计（论文）或科研论文时，需要参考一些相关外文文献，了解国外的最新研究进展，这就需要我们找到最新最具代表性的外文文献，进行翻译整理，以备论文写作时参考，外文文献中英文文献占绝大多数，因此英文论文准确的翻译成中文就显得尤为重要！一、外文文献从哪里下载1、从知网国际文献总库中找，该数据库中包含14,000多家国外出版社的文献，囊括所有专业的英文文献资料。

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关于品牌价值的外文文献原文以及翻译译文INTERNATIONAL FACTORINGON THE BRAND STRATEGY AND COUNTERMEASURESRESEARCHBy T.BettinaWith economic development and people's living standards, increasing the wealth of material and products, business competition from products and services, competition, to a higher stage of the competition between brands. Brand is both a business products and services unique to the mark, to some extent also is a standard and commitment. It is a business permit to enter the market and consumers a bridge between the enterprises are relying on market positioning.Brand strategy and practice of systematic research, only started in the late 1980s. In 1988, Philip. Morris and Nestle's acquisition of two well-known, so that the brand value of the assets of the market to be officially confirmed, marking the modern era of the brand. Chinese enterprises in the theory and practice of brand strategy in recent years has made considerable progress and development, but the West still a big gap compared with developed countries. Promoting the brand strategy will help enterprises establish an advanced view of the market, and strengthen the awareness of the market.First, the concept of brand strategy-related analysis(A) the definition of brand and constituteThe most basic brand is defined as one intended to be used to identify (or group) vendor in terms of quality products and services names, terms, mark, symbol or design, or their combination, and intended to be used to distinguish one (or a group) and its vendor Competitors. Brands include brand names, trademarks and brand logo. Brand, in essence, represents the seller to the buyer on the delivery of the product features, benefits and services, consistent commitment to the brand is the best guarantee of quality.The brand is divided into 6 levels of meaning: attributes, interests, values, culture, personality, the user. Therefore, the most durable brand is the meaning of their values, cultures and personalities, including visual, emotional, the idea that they constitute the essence of the brand.(B) the definition of brand strategy with the aim of Brand Strategy, as its name implies, is the corporate brand to create, use and maintenance of the core, in its analysis of conditions and the external environment on the basis of the development of the overall business plan of action. From the practical point of view, is the choice of brand strategy, packaging, training, promotion and protection of a particular brand, reputation make it step by step and give full play to the effects of brand-name brands and companies to promote their own development and growth.The main purpose of the brand strategy is to create high visibility, high credibility, and a larger market share enormous economic benefits.First, high visibility. High-profile corporate products and services to smooth the sale an important factor in business and a great intangible asset.Secondly, the high degree of credibility. A high degree of credibility is a business and all employees and even years of hard struggle of several generations, well-formed operation of the enterprises and products in the market a good impression on the minds of consumers. To the consumer, the high degree of credibility means that the quality of high-tech content and a good level of service; cooperation of enterprises and banks, financing, a higher degree of redibility means that reliable and trustworthy. In a market economy, only about reputation, business can be the main market recognition can be long-term development.Thirdly, a larger market share. Market share from the market coverage and market share both to consider.Corporate brand through the implementation of the strategy, to increase brand awareness, reputation, business products and services to increase market share, which is good business to ensure effective.Fourth, the huge economic benefits. The success of the brand strategy can make the product more of the sales market, but also in the market than similar products of a higher sale price. As a result, brand-name products and good services to achieve significant sales and higher profits for companies bring in huge commercial profits.We can see that the brand strategy is to expand the direct purpose of the enterprise products and services in the market, so as to increase market share and achieved great economic benefits. In the long run, the brand strategy is to achieve the brand and grow the business and sustainable development.Second, China's enterprises of the importance of brand strategySince the reform and opening up, China's economy has experienced sustained growth for decades. With the economy expanding and opening up, China's domestic market has been in the international market has become an important component of China's enterprises to participate in international competition means great changes have taken place. World-renowned enterprise in an increasingly competitive and complex Chinese market, the implementation of brand strategy, brand China is facing severe challenges in international competition. In particular after the accession to the WTO, China will be in the majority of enterprises with foreign competitors in a powerful position face-to-face contest, a growing number of famous foreign brands will enter into our life. In the face of this unprecedented impact on the brand, China is only the implementation of brand strategy, create brand and corporate brand products in order to enter the international market and international market competition with foreign brand rivals. On the other hand, with progress in science and technology, consumer demand and continuous improvement in the level and pay attention to brand, the pursuit of brand and increase brand-name consumer phenomenon is increasingly clear, the implementation of corporate brand strategy is not only conducive to the expansion of market share, but also more Large economic benefits. China's domestic enterprises to take part in market competition, and only the implementation of brand strategy in order to enhance the competitiveness of enterprises in the competition.(A) business development must be to promote the growth of the brand strategyAs China's market economy reform, in particular China's accession to the WTO. China's all over the original system of small businesses, the impact of a market economy, gradually formed a number of cross-regional business and the well-known brands. In the competition, non-brand-name slowly out of the market, an industry often controlled by a few big brands, market competition into a major competition between brands. With the world-class international brands to enter China, domestic brands will lose the advantages of the original, faced with severe competition. In this case, the number of domestic famous brands have "Yi Zhi", or the acquisition by multinational companies, or joint ventures with foreign brands, domestic brands positions are nibbled away. The right to choose and implement the brand strategy to improve our products and services in the domestic market, step by step into the world, with the developed countries of the world famous enterprises match, China's entrepreneurs is incumbent upon the sacred mission.Number of national brand value of the industry (1,000,000 U.S. dollars)Coca-Cola Beverage 83845 U.S. 12 U.S. Microsoft software 56,654U.S. 3 IBM computer 437814 General Electric of the United States diversified 33,5205 Ford Motor of the United States 331976 Disney entertainment of the United States 32,2757 INTEL U.S. computer 300218 McDonald's 26,231 U.S. Food9 AT & T of the United States Telecom 2418110 Marlboro 21,048 U.S. tobacco11 NOKIA Finland Telecom 20694Mercedes-Benz car 12 Germany 1778113, Switzerland Nestle Beverage 17595Hewlett-Packard computer 17132 U.S. 1415, Guillermo personal belongings of the United States 15,89416 KODAK image of the United States 1483017 ERISSION Swedish telecommunications 14,76618 SONY Japanese electronics 1423119 U.S. financial services 12,550 American Stock Exchange20 TOKYO Japan Automobile 12,310Table 2-1 World brand value of the top 20 list (Source: )You Shangbiao, it is not hard to see that the size of the value of the brand also reflects the brand owner (or group of transnational corporations) in the global enterprise or industry position and competitiveness.China's major cities has been a strong consumer brand awareness of the consumer, small and medium-sized cities and rural markets have gradually enhance brand awareness. Young people to pursue well-known consumer brands to achieve self-worth, has become a fashion, but they are small in the consumption of foreign brands such as Nestle, McDonald's grow up so as to pursue the development of foreign brands for fashion, which can not have Sighted people for the national brand of domestic concerns. In the Chinese market, foreign brands through joint ventures, wholly or in a variety of ways, such as mergers and acquisitions, to create a successful local brands. In contrast, China's opening up, in addition to an earlier, compared with full competition in the industry, such as household appliances, cosmetics, food and beverage industries better than brand development, the protection of national policy and restrictions on the industry, the real strength of the brand little. If you do not go on this way to strengthen the focus on brand protection, brand promotion of growth in these areas would not be able to enterprises and foreign enterprises to compete, can not be developed.(B) market in China has become the brand competitionWith the reform and opening up of China's socialist market economy and building the prosperous development of China's market situation has changed dramatically, showing the following trends: from a single-system to the needs of the diverse needs of change; by the identical to the individual needs of demand Change; by the type of poverty, food and clothing needs-to-well-off, rich-changing needs. Require a change in demand for a corresponding change in supply, which led to the need to intensify competition among enterprises and changes in the way, in such circumstances, China has gradually formed the pattern of brand competition.First of all, competition among enterprises has been content to seek resources, the advantage into a commodity to seek technical advantages, strengths and talent brand, and technology, human resources advantages will ultimately have to be reflected in the brand. As a result, the economy entered a "relative surplus" of the times, the importance of resources has declined to seek brand has become a large enterprise to achieve long-term development of the most urgent task.This was followed by gradual means of competition on price-based competition means, in order to shift the main means of non-price competition. In the past, China's market price war among enterprises is the main means of competition, but consumer demand as by the type of food and clothing to the well-off-the-well-off change in the quality of goods at low cost is no longer subject to mainstream consumers, they are more important Is the brand, quality, service and so on non-price factors. Although the price reduction strategy in a certain period of time so that competitors at a disadvantage, but it will benefit their own business down, resulting in a lose-lose outcome. And rely on high quality, innovative products and superior service set up by the brand advantage, the enterprise market will rise, increasing economic efficiency, sustainable development of the enterprise.Finally, the structure of the competition has been limited to domestic competition among enterprises, to between domestic and foreign enterprises to compete more. Since China opened the door, a number of powerful multinational corporations in developed countries to enter the Chinese market on a large scale, with localenterprises in China's heated market competition, our international market competition, in an increasingly competitive market. As a result, Chinese enterprises should use the favorable conditions for local enterprises, and strive to create a national brand, with foreign brands and fight to safeguard national industries. Only after a firm footing in order to get out, to participate in the international market competition, international operations.关于当代品牌战略与对策的思考发展概况前景作者：T.贝蒂娜随着经济的发展和人们生活水平的提高，物质产品的日益丰富，企业经营的竞争已由产品的生产和服务的竞争，转向更高阶段的品牌之间的竞争。

出口贸易竞争力评估研究出口贸易是国家经济发展的重要组成部分，也是国家贸易的重要支撑。

在经济全球化的趋势下，出口贸易的竞争力评估显得十分重要。

本文将探讨如何对出口贸易的竞争力进行评估。

一、竞争力理论概述竞争力理论提出了企业运作的若干要素，其中包含了企业发展策略要素、产品和服务质量要素、市场开发要素、分销渠道要素等。

在出口贸易方面，竞争力概念更引申为企业获取市场份额和提高自身效率，包括了国内企业与国际企业的竞争。

在这种市场机制下，企业需要以自身的产品、技术、管理等优势去打破国际壁垒，赢得市场份额。

二、出口贸易竞争力评估指标1.国际市场份额国际市场份额是衡量企业在国际市场上的地位的重要指标。

国际市场份额被定义为一个国家或公司在国际市场上的销售额占该商品全球销售额的百分比。

2.贸易流动指数贸易流动指数是指一个国家在世界贸易中的地位。

贸易流动指数越大，该国在国际贸易中的地位越高。

贸易流动指数依赖于几个因素，如商品价格、声誉、质量等。

3.国内生产总值和出口总额之比本指标反映一个国家出口业对其国家经济的贡献。

如果该比例越高，这就意味着一个国家会注重其出口业。

该指标也能够反映国家的国内市场需求。

4.技术含量或科技进步技术含量是指如果一个公司成功地制造出最新的产品或提供最新的服务所需的技术水平高低。

技术含量高的企业更有竞争力，因为技术含量高的产品比技术含量低的产品更加具有吸引力和即时性。

三、竞争力评估方法1.权重指数法权重指数法是一种将多个指标组合成总体得分的方法。

该方法的基本想法是为每个指标分配一个权重，然后使用权重和分数计算一个企业或国家的综合得分。

2.基于回归与因子分析的方法回归和因子分析是一些经济学家使用的工具，可用于评估竞争力。

通常，这些方法可以进行数据分析和易于理解的数据预测，这有助于评估一个企业或国家的经济趋势。

3.基于生命周期阶段的方法生命周期阶段法是另一种评估出口贸易竞争力的方法。

该方法结合了制造商的不同生命周期阶段，并评估每个阶段的优势和劣势。

中国纺织品出口竞争力分析外文翻译文献(文档含英文原文和中文翻译)中国的纺织工业国际竞争优势摘要通过改革开放的政策，凭借要素禀赋优势中国纺织工业在全球纺织市场的份额持续增长超过20年。

本文认为，目前中国纺织行业竞争优势仍然是基于传统因素的比较优势，这可能由于国际纺织产业的技术不断地升级，国际竞争比以前更激烈。

中国加入WTO后，有一些弊端，如产业和贸易结构，贸易壁垒对中国纺织业发展的阻碍。

如何加快产业结构升级，提升中国纺织工业的国际竞争优势，是中国纺织行业发展的首要任务。

纺织工业一直是中国经济的支柱，得益于其在要素禀赋和市场规模的优势。

纺织部门的贸易额在过去25年（从改革开放）增长了27.11倍。

2005年，纺织品出口占了中国出口总额的15.4％，占了世界总出口的纺织品24.4％，而中国纺织品的生产和出口都位居世界前列。

尽管如此，中国纺织工业正面临着各种各样的困难，比如过度依赖资源，技术含量低和附加值低，复杂的贸易结构和出口市场的高度集中等对中国纺织品有越来越多的贸易制裁，特别值得一提的是，因为中国在这个行业的竞争优势被限制。

本文旨在通过深入的调查中国纺织行业的竞争优势，并带来了相应的建议。

一、中国纺织工业的国际竞争优势鉴于国际竞争优势关系的因素，纺织行业的发展仍然受劳动力成本和技术的决定。

相比较而言，服装业是高强度劳动，而在纺织行业，尤其是在化纤行业，资本和技术正在成为越来越重要的因素。

中国纺织行业显示了材料供应，劳动力成本，产品质量，与上下游的兼容性，明显的出口竞争优势积极促进规模经济和成本的影响。

但是，随着发达国家新技术持续投资于他们的纺织工业，廉价劳动力优势在发展中国家是倾向于被通过不断提高生产效率在发达国家削弱。

纺织行业在发达国家从而可以维持较高的利润，而同时降低了生产。

在本节中，中国纺织行业的竞争优势进行分析，并比较其对口发达国家和发展中经济体将会作出修改。

1.中国纺织行业的竞争优势的基础目前中国纺织行业的竞争优势在很大程度上取决于其雄厚的工业基础和廉价的成本。

贸易壁垒中英文对照外文翻译文献(文档含英文原文和中文翻译)技术性贸易壁垒的经济效应分析摘要技术性贸易壁垒(TBT)的经济效应是指一国实行的技术性贸易壁垒所产生的各种经济影响,包括对相关国家及本国各利益集团的利益得失及其变动的影响。

TBT对出口国出口贸易的影响主要通过数量抑制和价格抑制两个方面来实现。

在短期内,TBT将会阻碍出口国企业的出口,导致生产者福利的损失;但在中长期内,出口国若能对TBT进行合理的管理和利用,则TBT可能会促使出口国企业的产品与技术创新动力,从而对出口国贸易条件的改善具有促进作用。

关键词: 技术性贸易壁垒;数量抑制;价格抑制;消费者效应;产业效应技术性贸易壁垒(TBT)是指一国或一个区域组织以维护国家或区域基本安全、保障人类健康和安全、保护动植物健康和安全、保护环境、防止欺诈行为、保证产品质量等为由而采取的一些强制性或自愿性的技术性措施,这些措施对其他国家或区域组织的商品、服务和投资进入该国或该区域市场产生影响。

技术性贸易壁垒的经济效应是指一国实行的技术性贸易壁垒所产生的各种经济影响,包括对相关国家及本国各利益集团的利益得失及其变动的影响。

1 TBT的作用机制分析从技术贸易壁垒的作用机制来看,一方面,技术性贸易壁垒具有控制进口商品数量的作用，即数量抑制机制另一方面,技术性贸易壁垒具有控制进口商品价格的作用，即价格抑制机制。

1.1数量抑制效应当技术性要求标准较低时,商品或服务都因达到或超过规定的技术性要求而被允许进口。

但当进口国将进口品技术性要求提高时,商品或服务因为低于技术要求而被拒绝进口。

技术性要求的提高明显构成了对进口品的贸易障碍,产生对进口品的数量控制作用,。

1.2价格抑制效应出口商品或服务的质量由于没能达到进口国的最低标准而未获得进口许可,此时,如果出口企业仍想留在进口市场,就只有通过增加投资对产品或服务进行技术改进,出口企业为保住市场不得不改进技术调整生产或服务过程而付出额外费用使之达到新的要求，这样就导致了该产品或服务的单位成本提高，企业要想获得正常利润必须把价格提高,。

1 Introductionforeign direct investment (FDI) outflows and the remarkable rise of multinational enterprises (MNEs) from emerging economies. FDI outflows from emerging economies reached a record level of $553 billion in 2014, accounting for 39% of global FDI outflows compared with only 12% at the beginning of the 2000s . Emerging market multinational enterprises (EMNEs), as vehicles of FDI outflows from emerging economies, are expanding overseas at an increasingly large scale and at an ever-accelerating speed. In 2014 there were 123 MNEs from the BRIC countries (Brazil, Russia, India, and China) on the Fortune Global 500 list, as compared with about 20 companies from these countries a decade ago.The evolution of EMNEs has gained attention of scholars in international business (IB) and strategic management, prompting them to rethink and develop models and theories relating to the internationalization of firms. Although there was some interest in emerging market multinationals since the early 1980s , attention to this topic became an import research in international business in the 2000s, because emerging-market firms are quickly catching up and internationalizing in recent years. Scholars are starting to take stock of what is actually known about EMNEs and what is speculation .Particularly, the rise of emerging economies such as China and India has generated a number of EMNEs, providing an opportunity for scholars to review the theories of MNEs’ internationalization in contemporary context. For example, Paul and Mas examined the common factors that had contributed to the emergence of Chinese and Indian multinationals in the global market including their focus on exports, manufacturing growth, science and technology, etc. One of the evolving research entails adopting both strategic view and international business studies, a pilot study of which derived from case studies of Indian companies proposes the generic strategies for EMNEs as they embark on an international expansion.In this research, the major question is raised as what are the generic strategies of the internationalization of Chinese firms? What are the strategic directions including the targeted countries, value chain movement, branding, and mode of entry that Chinese firms are executing in their overseas expansion? How do the choices and combination of strategic directions ultimately lead to the distinct path of Chinese internationalization? What are the firm-specific factors that have influence on the generic strategies of Chinese internationalization?We consider these questions through examination of the strategies of Chinese EMNEs as they propel increasing FDI outflows world widely. We argue that the models explaining the generic strategies of Indian multinationals can be extended and modified to the study of Chinese multinationals. We begin by selecting and describing cases of Chinese EMNEs in typical manufacturing industries. We then examine the strategic directions for each of these Chinese EMNEs in its internationalization, which include a multinational’s targeted countries, value chain activities in host country, choice of original equipment manufacturer (OEM) versus own branded manufacturer (OBM), and themode of entry. On the basis of this analysis, we identify and discuss the generic internationalization strategy that can be illustrated from Chinese EMNEs. Further discussions on several firm-specific factors e.g. the industry a multinational is concerned of, the experience of its overseas operations, R&D intensity as indicator of firm-specific advantage are used to develop practical and theoretical insights from the internationalization of Chinese EMNEs. We conclude the paper by offering a few directions for future studies of the internationalization strategies of emerging-market multinationals. We believe this study will be helpful for deepening our understanding of the internationalization of EMNEs by bringing the analysis of multinational’s generic strategy into the focus.2.Literature ReviewInternational business studies are emerged from investigations of developed economies in North America and Europe. Consequently, mainstream IB theories on internationalization have been developed based on studies of developed-country multinational enterprises (DMNEs). Such theories, for example, monopolistic advantage theory , product life cycle theory , the eclectic or ownership-internalization-location (OLI) paradigm, and the internationalization process model , have provided a strong foundation for explaining the presence of MNEs. Some scholars thus argue that the emergence of EMNCs can also be explained with these theories. For example, Dunning et al. relies on OLI framework to explain the existence of EMNEs, which have become multinationals despite their limited firm-specific advantages. Rugman argues that EMNEs do not have firm-specific advantages, and their internationalization depends on the country-specific advantages in low-cost labor, finance, economies of scale, and natural resources.On the other side, a widely accepted taxonomy of strategies such as multi-domestic, transnational, and global strategies of DMNEs exists , few schemes have described the strategies of EMNEs in building up their global presence . Researchers suggest that the multinationals fromemerging markets have pursued distinctive approaches to internationalization and they enjoy different specific advantages than multinationals from developed countries. At this point, the resource-based view of firms originated from strategic management has enriched IB studies in explaining the behavior of EMNEs , since the traditional strategic management approach has not yet yielded substantive knowledge within research on internationalization as a strategic process adopted by MNEs . Mathews introduces the linkage, leverage, learning (LLL) framework, which is consistent with the extended resource-based perspective, to provide the explanations of the rapid appearance of EMNCs. Luo and Tung describe that EMNEs use international expansion as a springboard to obtain new resources and capabilities via the alliances or acquisition of firms to upgrade capabilities at home and catch up to DMNCs.The rise of new multinationals from emerging markets provides researchers an opportunity with extension and modification of the models and theories of internationalization [34]. Buckley et al. [35] find strong support for the argument that aspects of the special theory e.g. the institutional factors influencing outward direct investment help to explain the behavior of Chinese MNEs, since Chinese internationalization has both a conventional and an idiosyncratic dimension. Yiu et al. studies the international venture of Chinese companies and highlights the importance of incorporating the institutional component of a multinational including networking with domestic institutions and entrepreneurial organizational transformation into existing theories of the MNEs. Goldstein argues that as emerging market multinationals are embedded in their political, social, and ethnic networks, their internationalization of business offers valuable lessons for practical and theoretical implications. Guillen and Garcia-Canal note the decline of American model of the MNEs and to what extent we need a new theory to explain the growth of EMNEs, with analysis of the distinctive internationalization of EMNEs with regard to the competitive advantages, political capabilities, expansion paths, preference of entry mode, and organizational adaptability. The study of EMNEs can thus bring context more explicitly and comprehensively into theory and deepen our understanding of how firms internationalize.Ramamurti indicates that multinationals from emerging markets follow particular paths of international expansion, which modifies some of the predictions of existing theories of MNEs. EMNEs internationalize differently since the global environment facilitates speed-up internationalization, the industry characteristics lead to different patterns, the companies exploit differences rather than similarities in foreign expansion, and they have ownership advantages that are different from DMNEs. Consequen tly, he suggests the generic strategies for EMNEs’internationalization, each of these generic strategies, for example the vertical integrator, local optimizer, low-cost partner, global consolidator, and global first-mover have resulted in distinct internationalization paths of EMNEs . Each generic strategy leverages different country-specific advantages and firm-specific advantages and results in distinct internationalization path of emerging market multinationals. Ramamurti proposes a framework of generic internationalization strategy as a common platform for the analysis of EMNEs’ internationalization and explains how the research of EMNCs can help better understand the MNEs’ internationalization process, the contextual factors, and firm-specific and location-specific ownership advantages.However, the framework is developed from the case study of Indian multinationals, which requires more rigorous empirical studies aimed at gathering and analyzing large sample data at the firm level . Generic strategies are notunique to the internationalization of Indian EMNEs, they are also relevant to other EMNEs, with distinct aspects of each emerging economy resulting in some generic strategies being more viable than others . Williamson and Zeng , who analyzed four of the biggest Chinese multinationals, namely Hisense, Wanxiang, CIMC, and Huawei, and argued that several strategies of Indian multinationals could also be observed from the internationalization of Chinese firms. Further research on a number of Chinese firms is needed for developing alternative configurations of generic strategies that contribute more explanatory power regarding the internationalization of EMNEs.The core of the analysis of generic strategies of EMNEs’ internationalization is a company’s str ategic direction in its international expansion. In the incremental internationalization model, Johanson and Vahlne explain the selection among countries and regions in which to enter, which is also analyzed in Ramamurti’s framework of EMNEs. The incremen tal internationalization model also explains a firm’s selection of its operation in the host country e.g. production base, sales subsidiaries, procurement center, which in the generic strategy is described as the movement and relocation of value chain activities. Besides, in the linkage-leverage-learning model, Bonaglia et al. discuss the implications for OEM firms originated from emerging countries that aim to upgrade to OBM status to compete on the basis of global brand rather than just on their manufacturing capabilities. The choice of OEM versus OBM direction is probably one of the most challenges for Chinese companies while they are seeking foreign markets for international growth. Finally, the rapid expansion of Chinese companies in the 2000s through merges and acquisitions of brands and production operationsother than greenfield investment has been widely discussed in several research. All of these directions e.g. targeted country, value chain movement, OEM or OBM products, and the mode of entry are analyzed in this research in consideration about the generic internationalization strategies of Chinese EMNEs.3.Research MethodologyIn this research, we analyze the strategies of Chinese EMNEs’ internationalization through multiple case study method. Firstly, we defined the multinational enterprises (MNEs) operationally and screened out a number of multinational enterprises from typical Chinese manufacturing industries. We subsequently examine the strategic directions toward internationalization for each of these cases to find any results and make further discussions about the strategies of Chinese internationalization. Since the scope of this study is focused on the more surprising and interesting Chinese manufacturing firms, companies in service and resource sector are excluded. A number of typical Chinese manufacturers are included as telecommunication equipment manufacturers, computers and peripherals manufacturers, semiconductor manufacturers, home appliances manufacturers, consumer electronics manufacturers, automobiles and motorcycles manufacturers, and auto parts manufacturers. The Global Industry Classification Standard and Hang Seng Industry Classification System are followed here. The above industries can be categorized into high-tech industries, medium-tech industries, and medium-low-tech industries according to the OECD classification .4.Insights from Case Study: Strategic DirectionsTable 1 illustrates each of the strategic directions of Chinese EMNEs’ internationalization. The target countries are the locations of FDI activities conducted by an EMNE, which is classified into south–south or south–north paradigm in this study. South–south FDIs originate in emerging economies and flow into other emerging economies. By contrast, the destinations of south–north FDIs are developed countries. “North” is broadly defined as developed countries, including North America, Europe (excluding Eastern Europe), Australia, New Zealand, and Japan. “South” comprises emerging economies in South America, Eastern Eur ope, and Asia, and includes developing and transition economies, as defined by the United Nations Conference on Trade and Development (UNTCAD). At the firm level, south–south FDI occurs when an EMNE establishes its overseas subsidiaries in emerging economies, while south–north FDI occurs when an EMNE’s overseas subsidiaries are located in developed countries. Our analysis of each of the 50 Chinese manufacturing EMNEs showed that 5 firms are only engaged in south–south FDI, 25firms in south–north FDI, and 20 firms in both south–south and south–north FDI. There were more overseas subsidiaries of Chinese EMNEs located in developed countries than in emerging economies, which reflected that south-north FDI is the major path of Chinese internationalization. Among the developed countries, the United States and Western European countries such as Germany, France, and Netherlands were the primary FDI destinations of Chinese manufacturing EMNEs.5.Insights from Case Study: Generic Internationalization StrategiesBas ed on the above analysis of Chinese multinational’s strategic directions toward internationalization, we examined and identified the generic strategy for each of the companies (as summarized in Table 1). As in the following section, each of the generic strategy illustrated from Chinese cases targets south-south or south-north expansion, moves up or down the value chain activities, provide OEM or OBM products in international markets, enter foreign countries through greenfield investment or M&A. A multinatio nal’s preference in combination with these strategic directions thus results in distinct strategies for Chinese EMNEs including local optimizer, low-cost supplier, advanced-market seeker, and global consolidator. To be noted in the case study, few firms may pursue one strategy in pure form or do so to the exclusion of other strategies, however it is conceptually useful to specify each of the strategies and its properties. We illustrate each generic strategy with cases that have come closest to pursuing that strategy. Particularly, the identification of which generic strategy a firm had pursued was based on the analysis of its major business segment. In case of Chinese automobile and motorcycle manufacturers, it was found that a firm pursued an internationalization strategy in its small business segment is different from the strategy while internationalizing its major business.1介绍新兴经济体的外国直接投资(FDI)外流和跨国企业(MNEs)的显著增长。

Brand Strategy ResearchResource: Kapferer, J.H Strategic Brand Management[J]. KoganPage, LondonEconomic globalization, how to adapt to international trends, establhave become pressingstrong b rand and enhance our competitiveness,Based on the analysis of the development ofissues facing e nterprises.corporate marketing brand strategy, based on the content of brand strato discuss the brand strategy in enterprisesignificance,an its functionalmarketing role. Enterprise needs to use a variety of means of competi to increase brand awareness, improve brand positioning, an create a g brand image.First, Japanese brands across the board defeatNovember 22, 2006 morning, N EC announced that it w ould withdrawfrom 2G and 2.5G mobile phone market, w hich means that, followingSanyo, a Japanese m obile phoneSharp, P anasonic, Toshiba, M itsubishi,manufacturers later withdraw from the Chinese market, J apanese m obilephone has almost all except Kyocera 2G mobile phone market in China ou of contention.If we sum up the Chinese household appliance market, t oday anydifferent from ten years ago, I think the biggest difference is that companies in China, Japanese home appliance m arket downturn, thesystem, d ecision-making following main reasons: First, rigid enterprisethe reaction was slow, incompatible with the reality of the difficult,to adapt t o the rapidly changing ChineseChinese market, i t i s difficultmarket; 2 is weak in marketing, product planning capacity is not stro to judge according to their marker launch t o meet consumeris d ifficultdemand and forecast products, follow the trend h as been in a passive can not satisfy market demand; Third, f ailure to grasp the situation,industry best time to transition is the Japanese home appliance compa lose an important reason for market dominance .Japanese companies come to the edge in the Chinese market is causin companies tothink deeply about our nation? To take the international r“Japanese Company” to the lessons learnedand whether the enterprise ofbehind?Second, the brand strategy implementation i n China the Current Situation”Many old famous “flash in the panChinese and foreign enterprisesin the Chinese market the brand war;century, ajust grow up to be a great impact onnational brands. The last80’s brand, not being registered by trademark, i s to belittle-knownacquired, squeeze, even if the residue is hard going down really devel very limited. Here a typical case, t he last century 80s to early 90s, h eworked in air conditioning sector hit wonders of the Warburg in 1998,acquired Kelon, the subsequent decline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterpris caused the government to support.Since t he 80s of last century reform and opening up, China’s socialist economic construction has made remarkable achievements. F rom aplanned economy to market economy era Chinese companies, brand management has grown out of nothing.Information, local governments at all levels of emphasis on brand-na organization promoting the efforts, policies m easures have greatlycities enhanced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and otheron the Chinese famous enterprises incentives to 100 million, on Dali million Y uan, on brand-name companies have been cities for the100000yuan reward-200000yuan..Consumer40th InternationalJanuary 8th 2009 year t o January11th,theElectronics Show(CES) in Las Vegas Venetian h otel o pening. N ational enterprises in the CES, we achieve superior results.It is understood that this year there are 4000 people registered to parin thein China CES, including manufacturers, media and spectators,exhibition hall, there are 327 exhibitors.Haier is the world’s most“TWICE” named for the authoritative consumer electronics industry mediaChinese consumer electronics brand.3.The status of foreign brands in most sectors is still difficult toHowever, we should also s ee the face of numerous products o n the market, allows consumers blurted out genuinely few domestic brands. Wit the opening up further, to a number of big companies have to squeeze i the Chinese market, Chinese market, a time filled w ith “Sony”,brands,“Coca-Cola”, “Rejoice”, “Benz” and various o ther i nternationalmany of these names foreign brands violently hitting the national braled by Haier brand, “Konka” ,China .Although the appliance industry,“Changhong” , “TCL” and other domestic brands have developed well, but with the “Sony” , “Panasonic”“Samsung” and other brands, they are still“Lenovo” , “Founder” ,there competitive disadvantage; in the IT industry,’s competitiveness has improved significantly, “Great Wall” and the brandbut with Europe and the United States, Japan and other countries compain Consumer Goods market,to, brand awareness is still insufficient;companies have“P&G”, “Oliver” , “Henkel” , and other i nternationalformed the three pillars.Third, the brand strategy implementation in China Problems and Errors Currently, Chinese brands have a huge international marker opportunibrands h as been inevitable,but there are a lsoand space f or i nternationalbrand building is not unsatisfactory.Our Enterprise Brand Building ProblemsFactors from the point of micro-enterprises themselves: there is a l technology d evelopment, b rand competitiveness is not strong; b randlack of innovation and development capacity; small-scale personality,production and management, brand development lack of overall planningBrand awareness i soperations,abilityof weak exports and internationalnot strong; brand positioning is not clear, there is a large range o such as blindness. Speaking from the macro social f actors: socialsupport t he mechanisms need to be improved, p olicies and regulationspolicy, export-orientedneed to further strengthen the country’s industrialrole i n the promotion andsectors play differentpolicies for differentlimitation, the financial environment for business investment capacit market expansion ability and the important influence. The establishmen market system in China has for many years, d espite a significanthas not really adapt to thethere s tillimprovement but stillnot perfect,market economy, consumer psychology has not yet fully mature.2. The current situation of global economic integration, the error brand strategy implementation(1) Ignore the brand investment, profit-orientedBackground of economic globalization,competition isinternationalincreasingly reflected in the brand’s competition, the overwhelmingcompanies withmajority o f the modern world famous multinationalparticular emphasis on the use of brand strategy, brand such a full ra output through the form of multinational corporations gradually occupa of the international market, it is no exaggeration to say that now, thhas achieved global strategic objectives of transnational corporations weapon, is an important means to achieve capital expansion.Rome was not built in a day cold. B rand never be in the short t erminvented to be a long process of accumulation. Many enterprisesdo notclearly recognize this point, attempt to create a brand in a short t ignored the long-term planning and strategy.(2) Brand strategy is a systematicThe implementation of brand strategy is a systematic, enterprise str and the overall development of an important component of competitive strategy.The implementation of brand strategy is t o rely o n their overallquality and overall image enhancement, the need for scientificbut quit a few brand management idea and superb operational skills,poor performance a nd immediateplanner i n this regard w as particularlyimpact brand development, practical work in the emergence of many suc errors: If that job is to create a brand to take a good name to the improve product awareness, or what the product packaging; good brandvisual signs o nly; A dvertising is t he only way todrawing a satisfactorycultivate well-known brands, in addition to advertising in the mediaenterpriseproduct once formed, w ell-knownthe o ther n o attention; scalebrands on the naturally established; well-known brand is equivalent toimprove the product p rice. Some companiesprice, to be unrealisticallyeven go further in the brand Wrong Operation not hesitate to give upown brand business, with foreign companies, b rands, or to sell its ownsuch as our present more than 20 million “threebrand low-cost transfer,capital” enterprises, there 90% of the joint venture using the foreign b clean silver toothpaste factory in Ghuangzhou to 2 million yuan chea transfer to joint ventures and other brands, is one such outstanding of the terrible consequences of today has become increasinglyown brand, p roduct and intellectualdomestic enterprisesapparent-lostproperty rights, national industrial competitiveness lie!(3) Product is the enterprise competitive advantage in the market ca quickly imitated by competitors, beyond, the brand is insurmountable, and lasting competitive advantage c omes from innovation, in order to“status quo”“change” should beexpression of the core c ompetitiveness.TheBrand is t he c oncentratedbe out ofmarket is constantly changing face of any brand at any time to danger. Too much emphasis on the existing achievements, do not attach importance to innovation,leading to a lot o f brand-name “dismount”themajor reason. Coca-Cola’s former c hief marketing o fficer Sergio Z yman,the company logo products andservices are different “The brand is onlyweapon to open up the market,from competitors,is the most effectiveexcellent brand can make your product s tand out .” Products p hysical properties,quantity, price, q uality, service is very easy to imitatealso includes an competitors,Er brands, a long with the product i tself,attached product t o cultural background, e motional, consumer cognitionYong Yuan Li in the competition invisible things, so that e nterprisesundefeated. Consumer awareness deciding the fate of the brand has a di impact on consumer awareness. Brand is the difference between the markconsumer spending to enterprise important symbols isthe benchmark forbrand as the core has become a corporate restructuring and reallocati resources an important mechanism.Fourth, national enterprises in brand internationalization process o to brand positioning“quality first, winning byBacked by science and technology, establish a’s fashion elements, the outstanding quality” business philosophy, the brandindividualProduct quality is the cornerstone of creating brand. Competitivenes their products performance i n the competition for the brand, a nd brand competition while relying on the inherent quality of products. Growth the brand through a brand is the quality of a brand in the market dow also in most of a problem because of the quality. Therefore, it can b quality is the brand of life depends.In addition, enterprises should learn from successful experiences abEnterprises shouldto enhance their design a nd development capability.dare to challenge the new technology revolution to create their own br and increase m arket competitiveness; we must work hard in thetransformation.trend i n the world changes, the value o fPersonalizationhas been directly customer experience and the value of differentiationdetermined to achieve the final p roduct sales, personal s ervices are indispensable!2. To strengthen marketing, improve brand awareness, brand strategywill b e organically integrated in their overall strategy to promote theoverall development strategyThe implementation of brand marketing i s an important p art o f the strategy. By choosing the right marketing approach can be effectively to brand a household name brand, expand market share. Brand strategy not an isolated task, but the overall development strategy and busine closely related. A successful brand names more than just a brand its thing, related to business management of all major strategic decision, major strategic decisions were consciously carried out around the bra expand.3. Follow the laws of the brand design, brand image, brand and accurbrand performance a nd outstanding value emotionalmarket positioning,communicationBrand competition is not all-round competition; each brand has its market position. The basic method is not positioning to create a nov unique issues, but to manipulate what already exists in the heart, th of potential customers to buy soon tapped desire to make it into consshould take the market as guide, t echnology a s a impulse. E nterprisesmeans to adapt to changes in its requirements, such as the establishme information feedback system to collect information about changes in consumer, and constantly develop new products, provide consumers with personalized service, and meet the consumers to make their own in a go position in the competition.The world has entered the 21st century brand international competition,language into millions o fbranding has become a new internationalhouseholds. To establish the brand products in the market position esta a corporate image, is effective competition in the market means busin Brand is the core product; brand marketing is to defy the other. Ente management system must be adopted, t echnological innovation, and constantly improve the quality of products and services. At the same to increase the international competitiveness of the strategic brand r’s internationaland planning, and the comprehensive to enhance the brand competitiveness. Most Chinese enterprises in the growth stage now, br strength is weak, it is undoubted fact, however, based on industry, mwhile avoiding d isadvantages,choose the bestresources,and enterprisebrand strategy is a wise choice. Such as is now more prevalent and hreverse merger;well-known b rand o utside the company’s co-production,use the link strategy to redefine the brand image; with two or more b collaborate effectively formed alliances to improve their social accepbrand marketingof such brand. I n short choose the right brand strategy,creativety and attention to service; in order to achieve a sensationa and a strong brand impact, can the brand maintain vigor, forest stand world brand.11。

外文文献翻译（附原文）外文译文一：产业集群的竞争优势——以中国大连软件工业园为例Weilin Zhao,Chihiro Watanabe，Charla-Griffy-Brown[J]. Marketing Science,2009(2):123-125.摘要：本文本着为促进工业的发展的初衷探讨了中国软件公园的竞争优势。

产业集群深植于当地的制度系统，因此拥有特殊的竞争优势。

根据波特的“钻石”模型、SWOT模型的测试结果对中国大连软件园的案例进行了定性的分析。

产业集群是包括一系列在指定地理上集聚的公司，它扎根于当地政府、行业和学术的当地制度系统，以此获得大量的资源，从而获得产业经济发展的竞争优势。

为了成功驾驭中国经济范式从批量生产到开发新产品的转换，持续加强产业集群的竞争优势,促进工业和区域的经济发展是非常有必要的。

关键词：竞争优势；产业集群；当地制度系统；大连软件工业园；中国；科技园区；创新；区域发展产业集群产业集群是波特[1]也推而广之的一个经济发展的前沿概念。

作为一个在全球经济战略公认的专家,他指出了产业集群在促进区域经济发展中的作用。

他写道：集群的概念,“或出现在特定的地理位置与产业相关联的公司、供应商和机构，已成为了公司和政府思考和评估当地竞争优势和制定公共决策的一种新的要素。

但是，他至今也没有对产业集群做出准确的定义。

最近根据德瑞克、泰克拉[2]和李维[3]检查的关于产业集群和识别为“地理浓度的行业优势的文献取得了进展”。

“地理集中”定义了产业集群的一个关键而鲜明的基本性质。

产业由地区上特定的众多公司集聚而成,他们通常有共同市场、,有着共同的供应商,交易对象,教育机构和其它像知识及信息一样无形的东西，同样地,他们也面临相似的机会和威胁。

在全球产业集群有许多种发展模式。

比如美国加州的硅谷和马萨诸塞州的128鲁特都是知名的产业集群。

前者以微电子、生物技术、和风险资本市场而闻名,而后者则是以软件、计算机和通讯硬件享誉天下[4]。

杭州电子科技大学毕业设计（论文)外文文献翻译基于中小企业转型升级的产学研合作机制研究毕业设计（论文）题目翻译题目对于减少大学和产业合作障碍的因素的探究学院管理学院专业工商管理姓名班级学号指导教师沈奇泰松译文对于减少大学和产业合作障碍的因素的探究简介工业界和大学之间的合作有可能面临挑战。

虽然大学驱动主要是创造新知识和教育,私人企业都集中在获取宝贵的知识，可以充分利用竞争优势（达斯古普塔和戴维，1994)。

此外，大学日益促进管理人员的协作等方面,寻求创造有价值的知识产权(IP),从而促进技术转移。

因此,大学和产业之间的相互作用，正成为越来越多的学科来测量和管理的重要方式，同时,在合作交流的基础上产生更多的形式,，形成编码规则。

虽然这两个方面一直在公认的大学–工业之间存在很热络，但由于调查研究相对较少，可以减轻这些障碍和自然因素（参见halｌｅtaｌ。

,2001)。

通过政策的建立和支持你、我链接的重要性,对障碍的研究缺乏协作是有效的政策设计中的一个严重障碍。

collaｂoｒiｎ为了推动这方面的知识，本文考察两种类型的障碍:我们所描述的取向相关壁垒与那些在工业界和大学的取向差异有关；我们描述为：相关的障碍以及处理大学管理,交易有关的障碍。

在本文探讨的机制中,通过这两个障碍，合作的三个重要元素的检查，可以降低企业遇到这些障碍物类型的影响的程度。

首先,我们研究的影响现有工作的经验,对科研项目的假设上，经验可以缓解合作障碍两种类型的大学。

第二,我们检查是否之间的互动，和其合作大学中起重要作用的认知障碍的性质。

在这种情况下,我们希望能表达他们的合作意愿,通过多种渠道将每作为制约更少的接受障碍。

我们还调查是否相互作用–性质、对比了教育为基础的合同，企业与大学大学合作伙伴的积极形式（或负)在影响不同类型的认知障碍。

最后，我们评估如何在大学的合作伙伴的信任水平形状的工作与大学的壁垒、企业的感知（nooteｂoom，20０2;ＭcEvily等人,２0０3)。

第42卷第4期2024年04月对外经贸实务PRACTICE IN FOREIGN ECONOMIC RELATIONS AND TRADEV ol.42No.4A p r.2024一、引言习近平主席在2023年中国国际服务贸易交易会全球服务贸易峰会上指出：“服务贸易是国际贸易的重要组成部分，服务业是国际经贸合作的重要领域，在构建新发展格局中具有重要作用。

”2022年我国全年服务贸易进出口总额达8891.09亿美元，同比增长6.67%，其中出口额为4240.56亿美元，增长了8.12%，进口额为4650.53亿美元，增长了5.38%，逆差缩窄至409.96亿美元，这表明我国服务贸易取得了积极的发展态势。

然而，与世界服务贸易的整体发展速度相比，我国服务贸易的发展仍处于偏低水平。

根据UNCTAD 数据库统计，2022年世界服务贸易出口总额达7.1万亿美元，同比增长达到了14.8%。

这意味着我国服务贸易在全球范围内的竞争力仍有待提升，需要进一步加大发展力度。

因此，分析我国服务贸易在世界服务贸易中的地位和国际竞争力，对于促进服务贸易高质量发展，从贸易大国走向贸易强国具有重要的意义。

本文参照IMF 的《国际收支和国际投资头寸手册（第六版）》（BPM6）分类，将服务贸易分为加工服务，维护和维修服务，运输，旅行，建筑，保险和养老金服务，金融服务，知识产权使用费，电信、计算机和信息服务，其他商业服务，个人、文化和娱乐服务和政府服务12个主要子类别（孟方琳等，2019）[1]。

在经济发展中，国际竞争力通常被用来衡量一国产业的优劣，即通过对一国产业的国际竞争力进行比较分析，得出该产业在世界上的地位，从而为制定产业政策提供依据。

本文借助UNCTAD 数据库，参考现有文献的普遍做法，运用MS 指数、RCA 指数、TC 指数和CA 指数，测算我国服务贸易国际竞争力，并与其他国家进行比较。

在此基础上，基于熵值法构建国际竞争力综合评价体系评价2013—2022年间美国、德国、日本、中国、印度和巴西等六国的国际竞争力。

外文文献翻译原文Analysis of Con tin uous Prestressed Concrete BeamsChris BurgoyneMarch 26, 20051、IntroductionThis conference is devoted to the development of structural analysis rather than the strength of materials, but the effective use of prestressed concrete relies on an appropriate combination of structural analysis techniques with knowledge of the material behaviour. Design of prestressed concrete structures is usually left to specialists; the unwary will either make mistakes or spend inordinate time trying to extract a solution from the various equations.There are a number of fundamental differences between the behaviour of prestressed concrete and that of other materials. Structures are not unstressed when unloaded; the design space of feasible solutions is totally bounded；in hyperstatic structures, various states of self-stress can be induced by altering the cable profile, and all of these factors get influenced by creep and thermal effects. How were these problems recognised and how have they been tackled?Ever since the development of reinforced concrete by Hennebique at the end of the 19th century (Cusack 1984), it was recognised that steel and concrete could be more effectively combined if the steel was pretensioned, putting the concrete into compression. Cracking could be reduced, if not prevented altogether, which would increase stiffness and improve durability. Early attempts all failed because the initial prestress soon vanished, leaving the structure to be- have as though it was reinforced; good descriptions of these attempts are given by Leonhardt (1964) and Abeles (1964).It was Freyssineti’s observations of the sagging of the shallow arches on three bridges that he had just completed in 1927 over the River Allier near Vichy which led directly to prestressed concrete (Freyssinet 1956). Only the bridge at Boutiron survived WWII (Fig 1). Hitherto, it had been assumed that concrete had a Young’s modulus which remained fixed, but he recognised that the de- ferred strains due to creep explained why the prestress had been lost in the early trials. Freyssinet (Fig. 2) also correctly reasoned that high tensile steel had to be used, so that some prestress would remain after the creep had occurred, and alsothat high quality concrete should be used, since this minimised the total amount of creep. The history of Freyssineti’s early prestressed concrete work is written elsewhereFigure1:Boutiron Bridge,Vic h yFigure 2: Eugen FreyssinetAt about the same time work was underway on creep at the BRE laboratory in England ((Glanville 1930) and (1933)). It is debatable which man should be given credit for the discovery of creep but Freyssinet clearly gets the credit for successfully using the knowledge to prestress concrete.There are still problems associated with understanding how prestressed concrete works, partly because there is more than one way of thinking about it. These different philosophies are to some extent contradictory, and certainly confusing to the young engineer. It is also reflected, to a certain extent, in the various codes of practice.Permissible stress design philosophy sees prestressed concrete as a way of avoiding cracking by eliminating tensile stresses; the objective is for sufficient compression to remain after creep losses. Untensionedreinforcement, which attracts prestress due to creep, is anathema. This philosophy derives directly from Freyssinet’s logic and is primarily a working stress concept.Ultimate strength philosophy sees prestressing as a way of utilising high tensile steel as reinforcement. High strength steels have high elastic strain capacity, which could not be utilised when used as reinforcement; if the steel is pretensioned, much of that strain capacity is taken out before bonding the steel to the concrete. Structures designed this way are normally designed to be in compression everywhere under permanent loads, but allowed to crack under high live load. The idea derives directly from the work of Dischinger (1936) and his work on the bridge at Aue in 1939 (Schonberg and Fichter 1939), as well as that of Finsterwalder (1939). It is primarily an ultimate load concept. The idea of partial prestressing derives from these ideas.The Load-Balancing philosophy, introduced by T.Y. Lin, uses prestressing to counter the effect of the permanent loads (Lin 1963). The sag of the cables causes an upward force on the beam, which counteracts the load on the beam. Clearly, only one load can be balanced, but if this is taken as the total dead weight, then under that load the beam will perceive only the net axial prestress and will have no tendency to creep up or down.These three philosophies all have their champions, and heated debates take place between them as to which is the most fundamental.2、Section designFrom the outset it was recognised that prestressed concrete has to be checked at both the working load and the ultimate load. For steel structures, and those made from reinforced concrete, there is a fairly direct relationship between the load capacity under an allowable stress design, and that at the ultimate load under an ultimate strength design. Older codes were based on permissible stresses at the working load; new codes use moment capacities at the ultimate load. Different load factors are used in the two codes, but a structure which passes one code is likely to be acceptable under the other.For prestressed concrete, those ideas do not hold, since the structure is highly stressed, even when unloaded. A small increase of load can cause some stress limits to be breached, while a large increase in load might be needed to cross other limits. The designer has considerable freedom to vary both the working load and ultimate load capacities independently; both need to be checked.A designer normally has to check the tensile and compressive stresses, in both the top and bottom fibre of the section, for every load case. The critical sections are normally, but not always, the mid-span and the sections over piers but other sections may become critical ，when the cable profile has to be determined.The stresses at any position are made up of three components, one of which normally has a different sign from the other two; consistency of sign convention is essential.If P is the prestressing force and e its eccentricity, A and Z are the area of the cross-section and its elastic section modulus, while M is the applied moment, then where ft and fc are the permissible stresses in tension and compression.c e t f ZM Z P A P f ≤-+≤Thus, for any combination of P and M , the designer already has four in- equalities to deal with.The prestressing force differs over time, due to creep losses, and a designer isusually faced with at least three combinations of prestressing force and moment;• the applied moment at the time the prestress is first applied, before creep losses occur,• the maximum applied moment after creep losses, and• the minimum applied moment after creep losses.Figure 4: Gustave MagnelOther combinations may be needed in more complex cases. There are at least twelve inequalities that have to be satisfied at any cross-section, but since an I-section can be defined by six variables, and two are needed to define the prestress, the problem is over-specified and it is not immediately obvious which conditions are superfluous. In the hands of inexperienced engineers, the design process can be very long-winded. However, it is possible to separate out the design of the cross-section from the design of the prestress. By considering pairs of stress limits on the same fibre, but for different load cases, the effects of the prestress can be eliminated, leaving expressions of the form:rangestress e Perm issibl Range Mom entZ These inequalities, which can be evaluated exhaustively with little difficulty, allow the minimum size of the cross-section to be determined.Once a suitable cross-section has been found, the prestress can be designed using a construction due to Magnel (Fig.4). The stress limits can all be rearranged into the form:()M fZ PA Z e ++-≤1 By plotting these on a diagram of eccentricity versus the reciprocal of the prestressing force, a series of bound lines will be formed. Provided the inequalities (2) are satisfied, these bound lines will always leave a zone showing all feasible combinations of P and e. The most economical design, using the minimum prestress, usually lies on the right hand side of the diagram, where the design is limited by the permissible tensile stresses.Plotting the eccentricity on the vertical axis allows direct comparison with the crosssection, as shown in Fig. 5. Inequalities (3) make no reference to the physical dimensions of the structure, but these practical cover limits can be shown as wellA good designer knows how changes to the design and the loadings alter the Magnel diagram. Changing both the maximum andminimum bending moments, but keeping the range the same, raises and lowers the feasible region. If the moments become more sagging the feasible region gets lower in the beam.In general, as spans increase, the dead load moments increase in proportion to the live load. A stage will be reached where the economic point (A on Fig.5) moves outside the physical limits of the beam; Guyon (1951a) denoted the limiting condition as the critical span. Shorter spans will be governed by tensile stresses in the two extreme fibres, while longer spans will be governed by the limiting eccentricity and tensile stresses in the bottom fibre. However, it does not take a large increase in moment ，at which point compressive stresses will govern in the bottom fibre under maximum moment.Only when much longer spans are required, and the feasible region moves as far down as possible, does the structure become governed by compressive stresses in both fibres.3、Continuous beamsThe design of statically determinate beams is relatively straightforward; the engineer can work on the basis of the design of individual cross-sections, as outlined above. A number of complications arise when the structure is indeterminate which means that the designer has to consider, not only a critical section,but also the behaviour of the beam as a whole. These are due to the interaction of a number of factors, such as Creep, Temperature effects and Construction Sequence effects. It is the development of these ideas whichforms the core of this paper. The problems of continuity were addressed at a conference in London (Andrew and Witt 1951). The basic principles, and nomenclature, were already in use, but to modern eyes concentration on hand analysis techniques was unusual, and one of the principle concerns seems to have been the difficulty of estimating losses of prestressing force.3.1 Secondary MomentsA prestressing cable in a beam causes the structure to deflect. Unlike the statically determinate beam, where this motion is unrestrained, the movement causes a redistribution of the support reactions which in turn induces additional moments. These are often termed Secondary Moments, but they are not always small, or Parasitic Moments, but they are not always bad.Freyssinet’s bridge across the Marne at Luzancy, started in 1941 but not completed until 1946, is often thought of as a simply supported beam, but it was actually built as a two-hinged arch (Harris 1986), with support reactions adjusted by means of flat jacks and wedges which were later grouted-in (Fig.6). The same principles were applied in the later and larger beams built over the same river.Magnel built the first indeterminate beam bridge at Sclayn, in Belgium (Fig.7) in 1946. The cables are virtually straight, but he adjusted the deck profile so that the cables were close to the soffit near mid-span. Even with straight cables the sagging secondary momentsare large; about 50% of the hogging moment at the central support caused by dead and live load.The secondary moments cannot be found until the profile is known but the cablecannot be designed until the secondary moments are known. Guyon (1951b) introduced the concept of the concordant profile, which is a profile that causes no secondary moments; es and ep thus coincide. Any line of thrust is itself a concordant profile.The designer is then faced with a slightly simpler problem; a cable profile has to be chosen which not only satisfies the eccentricity limits (3) but is also concordant. That in itself is not a trivial operation, but is helped by the fact that the bending moment diagram that results from any load applied to a beam will itself be a concordant profile for a cable of constant force. Such loads are termed notional loads to distinguish them from the real loads on the structure. Superposition can be used to progressively build up a set of notional loads whose bending moment diagram gives the desired concordant profile.3.2 Temperature effectsTemperature variations apply to all structures but the effect on prestressed concrete beams can be more pronounced than in other structures. The temperature profile through the depth of a beam (Emerson 1973) can be split into three components for the purposes of calculation (Hambly 1991). The first causes a longitudinal expansion, which is normally released by the articulation of the structure; the second causes curvature which leads to deflection in all beams and reactant moments in continuous beams, while the third causes a set of self-equilibrating set of stresses across the cross-section.The reactant moments can be calculated and allowed-for, but it is the self- equilibrating stresses that cause the main problems for prestressed concrete beams. These beams normally have high thermal mass which means that daily temperature variations do not penetrate to the core of the structure. The result is a very non-uniform temperature distribution across the depth which in turn leads to significant self-equilibrating stresses. If the core of the structure is warm, while the surface is cool, such as at night, then quite large tensile stresses can be developed on the top and bottom surfaces. However, they only penetrate a very short distance into the concrete and the potential crack width is very small. It can be very expensive to overcome the tensile stress by changing the section or the prestress。

毕业设计（论文）外文文献翻译文献、资料中文题目：我们需要战略成本管理文献、资料英文题目：We need strategic cost management 文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14本科毕业论文（设计）外文翻译原文：We need strategic cost managementWe need strategic cost management? As noted earlier, the global financial crisis continues to wantonly slightly, off-season already unsolicited, but also to a year was bad, but even worse this year, Xi. Improve efficiency, reduce costs, many companies have become one of the ultimate weapon. Consequently, from Europe to the Americas, from global to domestic, sounded a dismissal, caused many large and small vibration. Various enterprises began Wujin their own property, to control expenditure, lowering of standards, so these are all related to the cost of this topic.In fact, the companies cut costs, all costs should not be without identification, "indiscriminate white uniform." If a business manager to every expenditure appears to cut off the excess, it is likely this weakened the competitiveness of enterprises and thus affects the business, results of more harm than good. Therefore, managers should be the perspective of corporate strategy to control costs and avoid damage to the value of those core elements of the decision. Consequently, cost-plus strategy, it leads to strategic cost management topics.He suggested approach for dedicating resources to supplier cost management may seem cost prohibitive. However, the organizations studied unanimously agree that they receive extremely high returns on their investments in supplier cost management efforts. The money spent on supplier cost management efforts. The money spent on supplier should-cost analysis, supplier development, and other tools and approaches pays for itself many times over in terms of reducing costs and bottom-line prices paid to suppliers. for large fortune 500 companies, successful strategic cost management may mean the addition of dedicated personnel to focus on supplier cost management. for smaller organizations which might not have as great an on-going need, or as great an asset base.So, what is strategic cost management? Strategy can be defined as the establishment of their fundamental long-term goals and to achieve the goals to take the necessary action planning and resource allocation, is to guide the overall plans and strategies. The so-called strategic cost management from a strategic perspective to study the formation and control costs. In established under the principle of corporate strategy, in terms of cost management for the strategic choice and design, it will lead to the final delivery of business products and services to lower costs, not every part of Shang Du Zhuiqiu lowest cost. Includes two levels of content: one from a cost perspective, the selection and optimization of business strategy; Second, the implementation of cost control strategies. Strategic cost management thinking on strategic cost management theoretical framework of the general and summary, which determines the strategic cost management theory and methodology to start the basic ideas.In the background of the crisis under the cost-cutting, more Xuyao follow strategic cost management thinking, to have a choice cut, not important link in the conduct of large Ke Yi drastic cuts; and the related core competitive Li's Guanjianyaosu, but not rule out the possibility of expanding into so targeted, there are tight with loose, smart, cost-cutting, a square is not only lower costs, but also without prejudice to the company health and even enhance the core competitiveness of the ideal choice.The basic tools of strategic cost management cost management strategy has three elements: value chain analysis, strategic positioning analysis and cost driver analysis. They also analyzed in the framework of strategic management and cost factors closely related to the three basic analysis tools.(A) of the value chain analysis of each end product from initial raw materials into the hands until it reaches the final consumer, intermediate to go through numerous interrelated operating procedures, these operating procedures is both a product of the production process, but it is also a value formation and value-added process to form the value chain (Value-chain). Value chain analysis can be divided into industry specific value chain analysis, value chain analysis and value chainanalysis of competitors. Through the analysis of the industry value chain, we understand the position of enterprises in industry and trade situation and prospects; through its own analysis of the value chain, eliminate non-value-added factors, we can not affect the decline in cost competitiveness of the premise; by value chain analysis of the competitors, you can know ourselves and insight into the situation, and the resulting business cost management strategies.(B) the strategic positioning analysis. Strategic positioning means of selecting the means of competition, and compete with rivals. Enterprises should first of all the internal and external environment in which their own detailed investigation of; then Queding enterprises are entering the Xing Ye Ying, based on the market by Shige Yijisuoxu Kaifa of products; finally determine to what strategy to ensure that enterprises in the selected industry, market and product stand firm in the defeat, to obtain profits above the industry average. To illustrate, such as cost leadership strategy, which is all a strategy most clearly? Under the guidance in this strategy, Enterprise's goal is to become of its properties to low-cost, Sheng Chan (services) Chang Shang, that is, offerings (or service) features, little quality difference in the conditions, cutting costs gain a competitive edge. If enterprises can create and maintain a comprehensive cost leader. That is as long as the price control in the industry average or close to the average level, we can obtain better than average results of operations. With opponents equal to or lower price, the cost leader in low-cost advantage will translate into higher earnings. The difference between strategic requirements of enterprises leading the extensive attention on some aspects of customers in unique within the industry, or the difference in cost is difficult to further expand the circumstances, the production of more powerful than the competition, better quality, service and better products to show the difference between operating . Of course, this difference should the buyer want or willing to accept. If a leader can be different, you can get the price premium paid, or in a certain price to sell more products, or cyclical, seasonal market access, such as shrinking the buyer loyalty during the corresponding benefits. Requirements between the logic of a leading strategic business choices that are conducive to competition and make theirown unique nature of the business, focusing on innovation. In addition to these, other common gathering strategies targeted strategic positioning, life cycle strategy and integration strategy and so on.(C) Cost Driver Analysis. Cost drivers is the driving force caused by production costs and causes of occurrence. Strategic cost driver is mainly a strategic cost management perspective, research on the company's cost structure and cost behavior of long-term impact of cost drivers. Theory of competitive strategy to create a business management scientist Michael * Porter will be divided into ten areas of these factors, namely economies of scale, learning curve, production capacity, use the form, contact, mutual relations, joint, select the time, independent policy, geography factor in location and form of government. Some scholars further strategic structural cost drivers and cost driver is divided into two types of implementation of cost drivers. The case of structural cost control, such as Southwest Airlines in response to competition, positioning its service route rather than the full route in a particular short-distance flights to avoid engaging in large-scale airport operations, to cancel dinner, reservation and other special services, and the establishment of automatic ticketing system and other measures to reduce costs. The results of many of its daily flights and low issue price attracted a lot of short-range travelers, lead to the establishment of the final cost.Source:Shank. J.K and V. Govindarajan,1993.”We need strategic cost management” . Harvard business review. August.pp.112-135.译文：我们需要战略成本管理我们需要战略成本管理？就像之前提到的，全球的金融危机继续，金融危机的时段过去后，提高效率，降低成本，已成为许多公司的最终武器。

中国出口贸易的竞争力研究随着全球化不断加速，对于中国等发展中国家而言，出口贸易已成为推动国民经济发展的重要支撑。

然而，在国际市场上，面对激烈的竞争，中国出口贸易面临着挑战和机遇。

本文将从市场需求、垄断力和政策优势等角度探讨中国出口贸易的竞争力。

一、市场需求出口贸易的成功，要依赖于市场需求和产品竞争力。

首先，中国拥有人口众多的庞大市场，这为出口贸易提供了充分的资源和市场需求。

其次，随着全球消费升级和新兴经济体崛起，全球市场的需求结构正在发生变化，消费者对于质量、品牌和环保的要求越来越高，这为中国出口贸易提供了增长的机遇。

中国应该加强产品的研发、技术进步和品牌建设，以满足市场的多元化需求。

二、垄断力垄断力是指企业在市场上的定价和供应能力。

中国出口企业面临着来自国际企业和发展中国家等多层次的垄断竞争，其在市场上的垄断力也逐步增强。

为提升垄断力，中国出口企业需要加速产业升级，提高产品质量、提升品牌建设、培养人才、创新技术、建立自主研发体系等，以提升企业的核心竞争力。

三、政策优势政策优势主要包括政策支持、税收优惠和汇率优势等。

中国加入世界贸易组织后，不仅享受了来自世贸组织的市场开放和规则保障，还通过降低外贸企业的税额、出口退税等方式加大出口刺激政策力度。

此外，汇率优势也是中国出口贸易竞争力的重要因素，在货币政策上通过合理的人民币汇率管理，控制汇率波动，保障了企业竞争优势和出口贸易利润。

综上所述，中国出口贸易的竞争力主要取决于市场需求、垄断力和政策优势等多方面的因素。

无论是从企业自身还是政策层面出发，都需要给出口贸易注入新的活力和发展方向，保持或者加强竞争力，以实现经济持续稳定发展。

关于出口竞争力指标研究文献综述_经济学论文【摘要】自我国加入WTO以来，进出口问题便成了研究热点。

在这其中，出口竞争力研究更是重中之重。

本文结合前人研究成果，对出口竞争力指标进行了一番总结。

【关键词】出口竞争力；指标；文献综述一、出口竞争力的概念出口竞争力是指在现有的宏观环境和产业发展水平下，在国外市场上以较低的产业（服务）成本和与众不同的产品（服务）特性来取得最佳市场份额和利润的能力。

二、出口竞争力的指标（一）定性指标1.钻石模型这个模型是衡量国家和地区竞争力的宏观分析工具，它是由美国哈佛商学院著名的战略管理学家迈克尔·波特提出的。

具体情况如图所示：图1 波特模型资料来源：百度百科2.SWOT（strength—weakness—opportunity—Threat）矩阵分析法这个模型是一种战略分析方法，通过对被分析对象的优势、劣势、机会和威胁等加以综合评估与分析得出结论.（二）定量指标1.竞争实力指标（1）市场占有率MC它是用来比较不同国家或地区同类产品在国际市场的占有能力，是用来研究一国产业结构国际竞争能力强弱的指标。

其计算公式为MC=一国出口总额/世界出口总额×100%。

（2）显示性比较优势指数RCA它是由美国经济学家巴拉萨提出，旨在定量地描述一个国家内各个产业（产品组）相对出口的表现，从而揭示一国在国际贸易中的比较优势。

这个指标是衡量一国产品或产业在国际市场竞争力最具说服力的指标。

其计算公式为RCA=（商品出口／全球商品出口）／（一国商品总出口／全球商品总出口）×100%。

（3）竞争优势指数TC该指标也叫贸易竞争力指数，由耶鲁大学的费雪提出。

其计算公式为TC=（出口额—进口额）/（出口额+进口额）×100%。

（4）产业内贸易指数T这是用来测度一个产业的产业内贸易程度的指数，是衡量一个国家对外贸易竞争优势的重要指标，由巴拉萨提出。

其计算公式为T= =1-|X-M|/（X+M）。