商务分析 - Characteristics of Strategic Decisions
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Strategy is so important that it’s the overall plan to accomplish one’s goals in the negotiation and the action sequences that will lead to accomplishment of those goals. In this negotiation, we pursuit a win-win situation, therefore we tend to use collaboration strategy. Specific strategy we used in the negotiation are as follow.The opening of the negotiation is the first time the two negotiators meet each other, it’s the beginning of the business negotiation, and a good opening can laid the groundwork for future negotiations. we used reserved strategy at the opening of the negotiation. Our negotiators made an informal get-together session with Mr. Steve at his hotel in order to understanding if he has the willingness to sell the hotel. The informal get-together session focus more on understanding the other party’s thoughts. We won’t make clear responds to the critical questions raising by the other party, but make a reservation.We used prices explain strategy when making offers in the formal negotiation. When the formal negotiation began, we waited for the other party to quote. After they told their price , then we expressed that their offers is not acceptable to us and request an reasonable explanation about the price. This strategy can help us understand the other party’s intention and gain more information from them.The Nibble is used as the strategy of counteroffer. Finding a breakthrough according to the other party’s offer price and information we collected, using the Nibble to make a counteroffer. The hotel was located at the industrial city and the environment is getting worse with the industrial development. In addition, the inside infrastructure of the hotel is old. For reasons like that, the hotel can not satisfy the customer's demand any more and the condition of the hotel is going downhill. Giving the detailed analysis to the other party done by the consultancy, then told them our counteroffer price.There are three main strategy we used to make a concession in this negotiation.1.Reciprocal concession: This strategy used to obtain compliance from another negotiator. Thatmeans we give concessions and expect concessions from the other party on a certain problem in return. As things are at the moment, the position which the hotel located is not being able to satisfy their target clients’ demand. For this, the hotel had better to move away the city and seek for a suitable site. However the hotel is unable to pay for the huge moving expense.Considering the cost of moving, we can make an appropriate concession that we contact a relocation company for the hotel and pay for the moving expense. By doing this, we could asked for a larger favor from the other party in return.2.Long-term benefits: when the other party asks for concession, we could stress thatmaintaining business relation with us will be able to bring long-term benefits. Considering the hotel relocation will result in customer run off to some extent, we could provide the advertisement platform for the hotel. Promise the other party ties an advertisement for the hotel on the outdoor advertising spaces and responsible for the plan and the design.3.Nonspecific Compensation: This strategy allows one party to obtain his objectives and pay offthe other person for accommodating his interest. The payoff may be unrelated to the substantive negotiation being discussed. The hotel’s hotel the target client is 18-25 year-oldyoung student whose paying capacity is low. We respect the spirit that the hotel founders always care of the s minority groups of the society. For this, our company would like to donate 20,000 dollars to aid by establishing a fund for hotelFour main options that we could used in this negotiation for responding to the other party’s offensive.1.Respond in kind: ask for some benefits from the other party before we make concession.When the other party insist on a certain problem and force us to make concession, we could relate this question with other questions together, for the condition to make concession If the other party requests us to raise the price, we could agree it only the when the hotel promise to move within a month. Our company could start our construction as soon as possible if the hotel moves in the in a short time.2.Adjournment: When there is an obstruction in the negotiation, using adjournment couldeffective. When the other party put forward a price that we could not accept it and they showing no willingness to make a concession, then we could call for an adjournment. That could make us analyze the situation objectively, and take the corresponding countermeasure.3.No precedent :that’s a strategy to reject the other party’s request. When the other party makean extortionate request, we could explain to them that our company had no this precedent in the past and it’s un fair to other clients. By using this strategy to protect our own interest.4.Power limitation: During the negotiation ,when the other party asked for price that is close to290,000, our negotiators could indicated that they have no right the decision-making , that have already outrun the power range that they have to ask for instruction from superior.。
商务英语翻译中的策略和原则研究1. 引言1.1 背景介绍商务英语翻译涉及到跨文化交流和商业合作,因此在全球化的今天显得尤为重要。
商务英语翻译不仅仅是简单的语言转换,更需要考虑到双方文化差异和商务背景的特殊性,以确保信息传达的准确性和有效性。
随着经济全球化和信息技术的不断发展,商务英语翻译也面临着新的挑战和机遇。
在商务领域,准确翻译和交流是成功的关键因素。
对商务英语翻译中的策略和原则进行研究和探讨具有重要的实践意义。
只有深入了解和掌握商务英语翻译的特点和规律,才能更好地促进跨文化商务合作,并避免因语言和文化差异而导致的沟通障碍和误解。
本文旨在对商务英语翻译中的策略和原则进行系统的研究和探讨,通过对不同翻译策略和原则的分析和应用,提出有效的翻译方案,为商务领域的翻译工作提供参考和指导。
希望本文的研究能够为促进商务领域的跨文化交流和合作提供一定的帮助和借鉴。
1.2 研究意义The significance of studying strategies and principles in business English translation lies in its crucial role in promoting cross-cultural communication and facilitating internationalbusiness transactions. As companies expand globally, the demand for accurate and effective business English translation is growing rapidly. However, the complexity of business language and cultural nuances poses challenges for translators, making it essential to explore effective strategies and principles in this field.1.3 研究目的Overall, the ultimate goal of this research is to provide valuable insights and recommendations for business professionals and translators who work in international environments, as well as to contribute to the existing body of knowledge on business English translation. Through our analysis and discussion of translation strategies and principles, we hope to enhance cross-cultural communication and promote successful business interactions on a global scale.2. 正文2.1 商务英语翻译策略分析商务英语翻译策略是指在商务英语翻译过程中针对不同文本类型、不同语言特点和不同文化背景,所采取的具体操作方法和技巧。
2015年ACCA P3商务分析考点总结(6)THE ADAPTABILITY OF STRATEGIC MODELSby Malcolm Eva10 May 2007The Study Guide for Paper P3, Business Analysis, features a number of models to aid Information System (IS) strategy planning. These models can be used to assist in identifying and assessing strategic opportunities, or diagnosing and appraising the current strategic situation.Some of these models are known by acronyms, such as the PEST or SWOT checklists. Some are represented as matrices, such as the Boston Matrix. Others are diagrammatic, such as Porter's 5-forces or the Value Chain.At Paper P3, you should be both familiar with the models in their traditional form, and be able to apply them to different scenarios. Although the textbooks describe what could be called the 'classical' application of models, the value of the models often lies in their flexibility. To illustrate this, two well-known models are discussed in this article - PEST and Value Chain - showing how they can be used to reflect different situations.PESTPEST (Political, Economic, Sociological, Technological), also known as SLEPT (including Legal) and PESTLE (including Legal and Environmental), represents the factors in the wider environment to which an organisation needs to react. The Political, Economic, Sociological, and Technological elements are usually applied at a macro-level, to the world at large. They can, however, be scaled down to show internal, organisational influences on a given target department.Table 1, at the end of this article, illustrates the macro and micro-levels of PEST, with examples at an organisational and departmental level, indicating the factors that an analyst may want to examine.PEST is not only relevant to environment analyses - it can also be used to help assess the feasibility of a proposal for business change. Thus a business analyst, when considering a solution in a department or division of a company, might perform a PEST analysis. The analyst wouldexamine the organisational strategy, board make-up, and organisational structure for political influences. Economic factors would include the budget allocation, cross-charging policies, and accounting models. Sociological factors might be the prevailing organisational culture, or the likelihood of a change in work practice or redundancies. Technological considerations would coverthe capability of the current infrastructure to handle the new system, and the compatibility of different components of the system.As can be seen, used in this way, the PEST model draws more on the internal, departmental level experience. By focusing on internal factors, the analysis allows us to see whether or not the proposed solution will be compatible with the company's present position and expectations. The model itself has not been changed by using it in this way, but it has demonstrated flexibility in its application.THE VALUE CHAINAnother model that can be used to illustrate flexibility in application is Porter's Value Chain. Most textbooks describe the Value Chain in terms of the handling of physical resources.In itself, the Value Chain is a model which helps us break down the business cycle into strategic activities that add value to a product or service. Through this analysis, the company can identify where costs are too high, or are reasonable, and also understand where and how differentiation from competitors can be achieved. In the context of managing business information, the company can also decide where information systems can help reduce costs and deliver competitive advantage.As mentioned above, in most textbooks the Value Chain refers mainly to the handling of physical goods, often in a manufacturing or retail context. In Example 1, only the primary activities are considered, as 'backroom' support (or secondary) activities are similar, regardless of the type of organisation.Example 1 - Handling physical goodsInbound logistics may be met by automated warehouse procedures for manufacturing, or by a dedicated transport fleet for shipping stock into branch stores.Operations would be controlled by a manufacturing system, such as a production scheduling system, or by a stacking and selling process in a retail businessOutward logistics could be handled by a delivery fleet, a transport scheduling system or a collection point.Although Porter defined the Value Chain as pertaining to both products and services, most textbooks simply describe the physical aspects, as reflected in the descriptions above. The terms 'Inbound logistics' and 'Outbound logistics' give emphasis to the idea of physical movement. Services, however, are less tangible, so we need to examine whether the Value Chain model can still be applied. Service sectors include financial services, travel and tourism, marketing, and advertising.At the outset, we need to be comfortable with what the model portrays. The core activities can be seen as a simple process model, as shown in Figure 2: Simple process model.Any service must have identifiable inputs and outputs. Inbound and outbound logistics refer to the input and output to and from the process part of the system. Our other primary activities of marketing, sales and service also feed into the process, but not in the same manner, hence their separate boxes on the process model.Considered in this way, we can reconsider our view of the Value Chain as only appraising the cost of handling physical goods. So what can we see from this view? Here's an example of a training company that specialises in providing online learning rather than traditional classroom instruction. The source for this is a study undertaken by Woudstra and Powell in 1989.Rather than talk in terms of logistics, we need to consider what represents the inputs to, and outputs from, the process. One way to approach this is to list some of what we (ie the business) consider to be the core activities, and see how they map onto the process model. Typical core activities undertaken by an online learning provider will include:market research into learning needscurriculum planningcourse developmentpreparing written and multimedia teaching materials developing a learning technologystrategyexercise preparationcourse promotionseeking affiliation with a funding or accreditation body deciding pre-requisites for modulesstudent registrationassessment markingdistributing materialsscheduling tutorial/guidance sessionsproviding telephone support for studentsensuring students have access to learning materials feeding results back to students.。
ACCA《商务分析》知识点:战略地位What Is Strategy?“Strategy is the direction and scope of an organisation over the long term:which achieves advantage for the organisation through its configuration of its resources within a changing environment,to meet the needs of markets and fulfil stakeholders‘expectations“。
-Johnson,Scholes and Whittington(JS&W)Strategic PositionThe strategic position is concerned with:·the external environment's effect on strategy;·an organisation's strategic capability(i.e. resources and competences);·the expectations and influence of stakeholders.ACCA《商务分析》知识点:战略选择Strategic ChoicesStrategic choices involve understanding the underlying bases for future strategy at the business and corporate levels and the options for developing the strategy in terms of the directions and methods of development.The most common tools used at this stage are:·Related and unrelated diversification;·International diversification;·The BCG model;·Generic strategies;·The strategy clock;·Value chain analysis;·Product-market mix(Ansoff);and so on.Each strategic option must be assessed until a “best”strategy is found according to:·suitability to a firm's strategic situation;·feasibility in terms of resources and competences;and·acceptability to key stakeholders.ACCA《商务分析》知识点:战略转化为行动Strategy Into ActionStrategy into action concerns implementation.Once an organisation has decided on the most appropriate strategic option to pursue,it must be translated into a series of implementation “projects”,each of which must be planned and implemented.Strategy implementation is often about changing the culture of the organisation as much as itsstructure.Cultural change is particularly difficult,as it means changing the values,beliefs and behaviour of individuals.No matter how “big”the strategy is,its success may depend on the ability and willingness of a few individuals to change the way they behave.ACCA《商务分析》知识点:战略决策的特点Characteristics of Strategic Decisions·Determine the long-term direction.·Are concerned with the scope of an organisation's activities.·Aim to match activities to resource capabilities.·Aim to match activities with the firms' environment(competitive environment,financial environment & social environment)。