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本科毕业论文外文翻译外文译文题目:不确定条件下生产线平衡：鲁棒优化模型和最优解解法学院：机械自动化专业：工业工程学号: 201003166045学生姓名: 宋倩指导教师：潘莉日期: 二○一四年五月Assembly line balancing under uncertainty: Robust optimization modelsand exact solution methodÖncü Hazır , Alexandre DolguiComputers ＆Industrial Engineering，2013,65：261–267不确定条件下生产线平衡：鲁棒优化模型和最优解解法安库·汉泽，亚历山大·多桂计算机与工业工程，2013，65：261–267摘要这项研究涉及在不确定条件下的生产线平衡，并提出两个鲁棒优化模型。
假设了不确定性区间运行的时间。
该方法提出了生成线设计方法,使其免受混乱的破坏。
基于分解的算法开发出来并与增强策略结合起来解决大规模优化实例.该算法的效率已被测试,实验结果也已经发表。
本文的理论贡献在于文中提出的模型和基于分解的精确算法的开发.另外，基于我们的算法设计出的基于不确定性整合的生产线的产出率会更高，因此也更具有实际意义。
此外,这是一个在装配线平衡问题上的开创性工作,并应该作为一个决策支持系统的基础。
关键字：装配线平衡；不确定性; 鲁棒优化；组合优化；精确算法1.简介装配线就是包括一系列在车间中进行连续操作的生产系统。
零部件依次向下移动直到完工。
它们通常被使用在高效地生产大量地标准件的工业行业之中。
在这方面，建模和解决生产线平衡问题也鉴于工业对于效率的追求变得日益重要。
生产线平衡处理的是分配作业到工作站来优化一些预定义的目标函数。
那些定义操作顺序的优先关系都是要被考虑的,同时也要对能力或基于成本的目标函数进行优化。
就生产（绍尔，1999）产品型号的数量来说，装配线可分为三类：单一模型（SALBP）,混合模型(MALBP）和多模式（MMALBP）。
核准通过，归档资料。
未经允许，请勿外传!浙江大学本科毕业论文外文文献翻译The influence of political connections on the firm value of small and medium-sized enterprises in China政治关联在中国对中小型企业价值的影响1摘要中小型企业的价值受很多因素的影响,比如股东、现金流以及政治关联等.这篇文章调查的正是在中国政治关联对中小型企业价值的影响。
通过实验数据来分析政治关联对企业价值效益的影响.结果表明政府关联是关键的因素并且在中国对中小型企业的价值具有负面影响。
2重要内容翻译2。
1引言在商业界,有越来越多关于政治关联的影响的经济研究。
它们发现政治关联能够帮助企业确保有利的规章条件以及成功获得资源，比如能够最终提高企业价值或是提升绩效的银行贷款，这种政治关联的影响在不同的经济条件下呈现不同的效果。
在高腐败和法律制度薄弱的国家，政治关联对企业价值具有决定性因素1的作用.中国由高度集权的计划经济向市场经济转变，政府对市场具有较强的控制作用，而且有大量的上市企业具有政治关联。
中小型企业发展的很迅速，他们已经在全球经济环境中变得越来越重要。
从90年代起, 政治因素对中国的任何规模的企业来说都变得越来越重要,尤其是中小型企业的价值。
和其他的部门相比较，中小型企业只有较小的现金流，不稳定的现金流且高负债率.一方面，中小型企业改变更加灵活；另一方面,中小型企业在由于企业规模以及对银行来说没有可以抵押的资产，在筹资方面较为困难。
企业如何应对微观经济环境和政策去保证正常的企业活动，并且政治关联如何影响企业价值？这篇论文调查政治关联和企业价值之间的联系,并且试图去研究企业是否可以从政治关联中获利提升企业价值。
2.2定义这些中小型企业之所以叫中小型企业，是和管理规模有关。
对这些小企业来说，雇员很少，营业额较低,资金一般由较少的人提供,因此，通常由这些业主直接管理企业。
Inventory managementInventory ControlOn the so-called "inventory control", many people will interpret it as a "storage management", which is actually a big distortion.The traditional narrow view, mainly for warehouse inventory control of materials for inventory, data processing, storage, distribution, etc., through the implementation of anti-corrosion, temperature and humidity control means, to make the custody of the physical inventory to maintain optimum purposes. This is just a form of inventory control, or can be defined as the physical inventory control. How, then, from a broad perspective to understand inventory control? Inventory control should be related to the company's financial and operational objectives, in particular operating cash flow by optimizing the entire demand and supply chain management processes (DSCM), a reasonable set of ERP control strategy, and supported by appropriate information processing tools, tools to achieved in ensuring the timely delivery of the premise, as far as possible to reduce inventory levels, reducing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control to achieve financial goals is just a means to control the entire inventory or just a necessary part; from the perspective of organizational functions, physical inventory control, warehouse management is mainly the responsibility of The broad inventory control is the demand and supply chain management, and the whole company's responsibility.Why until now many people's understanding of inventory control, limited physical inventory control? The following two reasons can not be ignored:First, our enterprises do not attach importance to inventory control. Especially those who benefit relatively good business, as long as there is money on the few people to consider the problem of inventory turnover. Inventory control is simply interpreted as warehouse management, unless the time to spend money, it may have been to see the inventory problem, and see the results are often very simple procurement to buy more, or did not do warehouse departments .Second, ERP misleading. Invoicing software is simple audacity to call it ERP, companies on their so-called ERP can reduce the number of inventory, inventory control, seems to rely on their small software can get. Even as SAP, BAAN ERP world, the field ofthese big boys, but also their simple modules inside the warehouse management functionality is defined as "inventory management" or "inventory control." This makes the already not quite understand what our inventory control, but not sure what is inventory control.In fact, from the perspective of broadly understood, inventory control, shouldinclude the following:First, the fundamental purpose of inventory control. We know that the so-called world-class manufacturing, two key assessment indicators (KPI) is, customer satisfaction and inventory turns, inventory turns and this is actually the fundamental objective of inventory control.Second, inventory control means. Increase inventory turns, relying solely on the so-called physical inventory control is not enough, it should be the demand and supply chain management process flow of this large output, and this big warehouse management processes in addition to including this link, the more important The section also includes: forecasting and order processing, production planning and control, materials planning and purchasing control, inventory planning and forecasting in itself, as well as finished products, raw materials, distribution and delivery of the strategy, and even customs management processes.And with the demand and supply chain management processes throughout the process, it is the information flow and capital flow management. In other words, inventory itself is across the entire demand and supply management processes in all aspects of inventory control in order to achieve the fundamental purpose, it must control all aspects of inventory, rather than just manage the physical inventory at hand.Third, inventory control, organizational structure and assessment.Since inventory control is the demand and supply chain management processes, output, inventory control to achieve the fundamental purpose of this process must be compatible with a rational organizational structure. Until now, we can see that many companies have only one purchasing department, purchasing department following pipe warehouse. This is far short of inventory control requirements. From the demand and supply chain management process analysis, we know that purchasing and warehouse management is the executive arm of the typical, and inventory control should focus on prevention, the executive branch is very difficult to "prevent inventory" for the simple reason that they assessment indicatorsin large part to ensure supply (production, customer). How the actual situation, a reasonable demand and supply chain management processes, and thus set the corresponding rational organizational structure and is a question many of our enterprisesto exploreThe role of inventory controlInventory management is an important part of business management. In the production and operation activities, inventory management must ensure that both the production plant for raw materials, spare parts demand, but also directly affect the purchasing, sales of share, sales activities. To make an inventory of corporate liquidity, accelerate cash flow, the security of supply under the premise of minimizing Yaku funds, directly affects the operational efficiency. Ensure the production and operation needs of the premise, so keep inventories at a reasonable level; dynamic inventory control, timely, appropriate proposed order to avoid over storage or out of stock; reduce inventory footprint, lower total cost of inventory; control stock funds used to accelerate cash flow.Problems arising from excessive inventory: increased warehouse space andinventory storage costs, thereby increasing product costs; take a lot of liquidity, resultingin sluggish capital, not only increased the burden of payment of interest, etc., would affect the time value of money and opportunity income; finished products and raw materials caused by physical loss and intangible losses; a large number of enterprise resource idle, affecting their rational allocation and optimization; cover the production, operation of the whole process of the various contradictions and problems, is not conducive to improve the management level.Inventory is too small the resulting problems: service levels caused a decline in the profit impact of marketing and corporate reputation; production system caused by inadequate supply of raw materials or other materials, affecting the normal production process; to shorten lead times, increase the number of orders, so order (production) costs; affect the balance of production and assembly of complete sets.NotesInventory management should particularly consider the following two questions:First, according to sales plans, according to the planned production of the goods circulated in the market, we should consider where, how much storage.Second, starting from the level of service and economic benefits to determine howto ensure inventories and supplementary questions.The two problems with the inventory in the logistics process functions.In general, the inventory function:(1)to prevent interrupted. Received orders to shorten the delivery of goods fromthe time in order to ensure quality service, at the same time to prevent out of stock.(2)to ensure proper inventory levels, saving inventory costs.(3)to reduce logistics costs. Supplement with the appropriate time interval compatible with the reasonable demand of the cargo in order to reduce logistics costs, eliminate or avoid sales fluctuations.(4)ensure the production planning, smooth to eliminate or avoid sales fluctuations.(5)display function.(6)reserve. Mass storage when the price falls, reduce losses, to respond to disasters and other contingencies.About the warehouse (inventory) on what the question, we must consider the number and location. If the distribution center, it should be possible according to customer needs, set at an appropriate place; if it is stored in central places to minimize the complementary principle to the distribution centers, there is no place certain requirements. When the stock base is established, will have to take into account are stored in various locations in what commodities.库存管理库存控制在谈到所谓“库存控制”的时候，很多人将其理解为“仓储管理”，这实际上是个很大的曲解。
因为学校对毕业论文中的外文翻译并无规定，为统一起见,特做以下要求：1、每篇字数为1500字左右，共两篇；2、每篇由两部分组成:译文+原文.3 附件中是一篇范本，具体字号、字体已标注。
外文翻译（包含原文)(宋体四号加粗）外文翻译一（宋体四号加粗）作者：(宋体小四号加粗）Kim Mee Hyun Director, Policy Research & Development Team，Korean Film Council（小四号）出处：(宋体小四号加粗)Korean Cinema from Origins to Renaissance(P358～P340) 韩国电影的发展及前景（标题：宋体四号加粗）1996～现在数量上的增长(正文:宋体小四）在过去的十年间，韩国电影经历了难以置信的增长。
上个世纪60年代，韩国电影迅速崛起，然而很快便陷入停滞状态,直到90年代以后，韩国电影又重新进入繁盛时期。
在这个时期，韩国电影在数量上并没有大幅的增长，但多部电影的观影人数达到了上千万人次。
1996年，韩国本土电影的市场占有量只有23.1%。
但是到了1998年，市场占有量增长到35。
8%，到2001年更是达到了50%。
虽然从1996年开始，韩国电影一直处在不断上升的过程中，但是直到1999年姜帝圭导演的《生死谍变》的成功才诞生了韩国电影的又一个高峰。
虽然《生死谍变》创造了韩国电影史上的最高电影票房纪录，但是1999年以后最高票房纪录几乎每年都会被刷新。
当人们都在津津乐道所谓的“韩国大片”时，2000年朴赞郁导演的《共同警备区JSA》和2001年郭暻泽导演的《朋友》均成功刷新了韩国电影最高票房纪录.2003年康佑硕导演的《实尾岛》和2004年姜帝圭导演的又一部力作《太极旗飘扬》开创了观影人数上千万人次的时代。
姜帝圭和康佑硕导演在韩国电影票房史上扮演了十分重要的角色。
从1993年的《特警冤家》到2003年的《实尾岛》，康佑硕导演了多部成功的电影。
译文交通拥堵和城市交通系统的可持续发展摘要:城市化和机动化的快速增长,通常有助于城市交通系统的发展，是经济性，环境性和社会可持续性的体现,但其结果是交通量无情增加，导致交通拥挤。
道路拥挤定价已经提出了很多次，作为一个经济措施缓解城市交通拥挤，但还没有见过在实践中广泛使用，因为道路收费的一些潜在的影响仍然不明。
本文首先回顾可持续运输系统的概念,它应该满足集体经济发展,环境保护和社会正义的目标.然后,根据可持续交通系统的特点，使拥挤收费能够促进经济增长，环境保护和社会正义。
研究结果表明,交通拥堵收费是一个切实有效的方式，可以促进城市交通系统的可持续发展。
一、介绍城市交通是一个在世界各地的大城市迫切关注的话题。
随着中国的城市化和机动化的快速发展,交通拥堵已成为一个越来越严重的问题,造成较大的时间延迟,增加能源消耗和空气污染，减少了道路网络的可靠性．在许多城市,交通挤塞情况被看作是经济发展的障碍.我们可以使用多种方法来解决交通挤塞,包括新的基础设施建设，改善基础设施的维护和操作,并利用现有的基础设施,通过需求管理策略,包括定价机制,更有效地减少运输密度.交通拥堵收费在很久以前就已提出，作为一种有效的措施,来缓解的交通挤塞情况。
交通拥堵收费的原则与目标是通过对选择在高峰拥挤时段的设施的使用实施附加收费,以纾缓拥堵情况．转移非高峰期一些出行路线,远离拥挤的设施或高占用车辆，或完全阻止一些出行,交通拥堵收费计划将在节省时间和降低经营成本的基础上,改善空气中的质量，减少能源消耗和改善过境生产力。
此计划在世界很多国家和地方都有成功的应用。
继在2０世纪70年代初和8０年代中期挪威与新加坡实行收费环,在20０３年2月伦敦金融城推出了面积收费；直至现在,它都是已经开始实施拥挤收费的大都市圈中一个最知名的例子。
然而,交通拥堵收费由于理论和政治的原因未能在实践中广泛使用。
道路收费的一些潜在的影响尚不清楚,和城市发展的拥塞定价可持续性,需要进一步研究。
毕业论文外文翻译格式毕业论文外文翻译格式在撰写毕业论文时，外文翻译是一个重要的环节。
无论是引用外文文献还是翻译相关内容，都需要遵循一定的格式和规范。
本文将介绍一些常见的外文翻译格式，并探讨其重要性和应用。
首先，对于引用外文文献的格式，最常见的是使用APA（American Psychological Association）格式。
这种格式要求在引用外文文献时，先列出作者的姓氏和名字的首字母，然后是出版年份、文章标题、期刊名称、卷号和页码。
例如：Smith, J. D. (2010). The impact of climate change on biodiversity. Environmental Science, 15(2), 145-156.在翻译外文文献时，需要注意保持原文的准确性和完整性。
尽量避免意译或添加自己的解释，以免歪曲原文的意思。
同时，还需要在翻译后的文献后面加上“译者”和“翻译日期”的信息，以便读者可以追溯翻译的来源和时间。
其次，对于翻译相关内容的格式，可以参考国际标准组织ISO（International Organization for Standardization）的格式。
这种格式要求在翻译相关内容时，先列出原文，然后是翻译后的文本。
例如：原文：The importance of effective communication in the workplace cannot be overstated.翻译：工作场所有效沟通的重要性不容忽视。
在翻译相关内容时，需要注意保持原文的意思和语气。
尽量使用准确的词汇和语法结构，以便读者能够理解和接受翻译后的内容。
同时，还需要在翻译后的文本后面加上“翻译者”和“翻译日期”的信息，以便读者可以追溯翻译的来源和时间。
此外，对于长篇外文文献的翻译，可以考虑将其分成若干章节，并在每个章节前面加上章节标题。
这样可以使读者更容易理解和阅读翻译后的内容。
毕业设计(论文）外文文献翻译院系：财务与会计学院年级专业：201＊级财务管理姓名:学号：132148*＊*附件: 财务风险管理【Abstract】Although financial risk has increased significantly in recent years risk and risk management are not contemporary issues。
The result of increasingly global markets is that risk may originate with events thousands of miles away that have nothing to do with the domestic market。
Information is available instantaneously which means that change and subsequent market reactions occur very quickly。
The economic climate and markets can be affected very quickly by changes in exchange rates interest rates and commodity prices。
Counterparties can rapidly become problematic。
As a result it is important to ensure financial risks are identified and managed appropriately. Preparation is a key component of risk management。
【Key Words】Financial risk，Risk management，YieldsI. Financial risks arising1.1What Is Risk1.1.1The concept of riskRisk provides the basis for opportunity. The terms risk and exposure have subtle differences in their meaning. Risk refers to the probability of loss while exposure is the possibility of loss although they are often used interchangeably。
论文外文文献翻译流程论文外文文献翻译是研究工作中常见的一项任务，其流程可以分为以下几个步骤：1. 选择文献：首先，需要从相关学术期刊、会议论文集或其他学术资源中选择适合自己研究方向的外文文献。
在选择时，要根据研究目的和问题确定文献的质量和可靠性，以确保所选文献具有较高的学术价值。
2. 阅读理解：在开始翻译之前，要对选定的外文文献进行仔细阅读和理解。
这包括理解文献的结构和核心内容，获取对于自己研究的重要信息和观点。
3. 翻译规划：在开始翻译之前，需要制定一个翻译计划。
这包括确定翻译的时间安排、分工和所需的翻译工具，以确保翻译的高效进行。
4. 翻译过程：在翻译过程中，可以采用逐句翻译的方式，将原文逐句翻译成目标语言，注意保持原文的准确性和清晰度。
如果遇到词汇或表达不明确的地方，需要进行相关的查询和澄清。
在翻译过程中，还要注意语法和句子结构的准确性，以确保翻译的流畅度和可读性。
5. 校对修改：在完成翻译后，需要进行校对和修改。
在这个阶段，要比对原文和译文，检查译文的准确性和信息的完整性。
如果发现有任何错误或不完善之处，需要进行相应的修改和调整。
6. 审稿意见：在完成校对修改后，可以邀请一些专业人士或同行进行审稿。
他们可以对翻译的准确性和语言的表达提出宝贵的意见和建议，以进一步提高翻译质量。
7. 格式调整：在翻译完成后，需要对文献进行格式调整。
这包括调整字体、段落、标点和引用等格式，以符合目标语言的学术写作要求。
8. 最终定稿：最后一步是最终定稿，将翻译后的外文文献整理成最终的版本。
在这个阶段，要检查文献的所有细节，确保没有任何错误和遗漏。
整个外文文献翻译流程需要仔细和耐心地进行，以确保翻译的准确性和质量。
熟悉外文学术规范和术语的使用是提高翻译效果的关键。
并且，要合理利用翻译工具和辅助资源，提高翻译的效率和准确性。
最终的翻译成果将为研究工作提供重要的支持和参考。
论文外文文献翻译以下是一篇700字左右的论文外文文献翻译：原文题目：The Role of Artificial Intelligence in Medical Diagnostics: A Review原文摘要：In recent years, there has been a growing interest in the use of artificial intelligence (AI) in the field of medical diagnostics. AI has the potential to improve the accuracy and efficiency of medical diagnoses, and can assist clinicians in making treatment decisions. This review aims to examine the current state of AI in medical diagnostics, and discuss its advantages and limitations. Several AI techniques, including machine learning, deep learning, and natural language processing, are discussed. The review also examines the ethical and legal considerations associated with the use of AI in medical diagnostics. Overall, AI has shown great promise in improving medical diagnostics, but further research is needed to fully understand its potential benefits and limitations.AI在医学诊断中发挥的作用：一项综述近年来，人工智能（AI）在医学诊断领域的应用引起了越来越多的关注。
第1页 共19页中文3572字毕业论文（设计）外文翻译标题：危机管理-预防，诊断和干预一、外文原文标题：标题：Crisis management: prevention, diagnosis and Crisis management: prevention, diagnosis andintervention 原文：原文：The Thepremise of this paper is that crises can be managed much more effectively if the company prepares for them. Therefore, the paper shall review some recent crises, theway they were dealt with, and what can be learned from them. Later, we shall deal with the anatomy of a crisis by looking at some symptoms, and lastly discuss the stages of a crisis andrecommend methods for prevention and intervention. Crisis acknowledgmentAlthough many business leaders will acknowledge thatcrises are a given for virtually every business firm, many of these firms do not take productive steps to address crisis situations. As one survey of Chief Executive officers of Fortune 500 companies discovered, 85 percent said that a crisisin business is inevitable, but only 50 percent of these had taken any productive action in preparing a crisis plan(Augustine, 1995). Companies generally go to great lengths to plan their financial growth and success. But when it comes to crisis management, they often fail to think and prepare for those eventualities that may lead to a company’s total failure.Safety violations, plants in need of repairs, union contracts, management succession, and choosing a brand name, etc. can become crises for which many companies fail to be prepared untilit is too late.The tendency, in general, is to look at the company as a perpetual entity that requires plans for growth. Ignoring the probabilities of disaster is not going to eliminate or delay their occurrences. Strategic planning without inclusion ofcrisis management is like sustaining life without guaranteeinglife. One reason so many companies fail to take steps to proactively plan for crisis events, is that they fail to acknowledge the possibility of a disaster occurring. Like an ostrich with its head in the sand, they simply choose to ignorethe situation, with the hope that by not talking about it, it will not come to pass. Hal Walker, a management consultant, points out “that decisions will be more rational and better received, and the crisis will be of shorter duration, forcompanies who prepare a proactive crisis plan” (Maynard, 1993) .It is said that “there are two kinds of crises: those that thatyou manage, and those that manage you” (Augustine, 1995). Proactive planning helps managers to control and resolve a crisis. Ignoring the possibility of a crisis, on the other hand,could lead to the crisis taking a life of its own. In 1979, theThree-Mile Island nuclear power plant experienced a crisis whenwarning signals indicated nuclear reactors were at risk of a meltdown. The system was equipped with a hundred or more different alarms and they all went off. But for those who shouldhave taken the necessary steps to resolve the situation, therewere no planned instructions as to what should be done first. Hence, the crisis was not acknowledged in the beginning and itbecame a chronic event.In June 1997, Nike faced a crisis for which they had no existi existing frame of reference. A new design on the company’s ng frame of reference. A new design on the company’s Summer Hoop line of basketball shoes - with the word air writtenin flaming letters - had sparked a protest by Muslims, who complained the logo resembled the Arabic word for Allah, or God.The council of American-Islamic Relations threatened aa globalNike boycott. Nike apologized, recalled 38,000 pairs of shoes,and discontinued the line (Brindley, 1997). To create the brand,Nike had spent a considerable amount of time and money, but hadnever put together a general framework or policy to deal with such controversies. To their dismay, and financial loss, Nike officials had no choice but to react to the crisis. This incident has definitely signaled to the company that spending a little more time would have prevented the crisis. Nonetheless,it has taught the company a lesson in strategic crisis management planning.In a business organization, symptoms or signals can alert the strategic planners or executives of an eminent crisis. Slipping market share, losing strategic synergy anddiminishing productivity per man hour, as well as trends, issues and developments in the socio-economic, political and competitive environments, can signal crises, the effects of which can be very detrimental. After all, business failures and bankruptcies are not intended. They do not usually happen overnight. They occur more because of the lack of attention to symptoms than any other factor.Stages of a crisisMost crises do not occur suddenly. The signals can usuallybe picked up and the symptoms checked as they emerge. A company determined to address these issues realizes that the real challenge is not just to recognize crises, but to recognize themin a timely fashion (Darling et al., 1996). A crisis can consistof four different and distinct stages (Fink, 1986). The phasesare: prodromal crisis stage, acute crisis stage, chronic crisisstage and crisis resolution stage.Modern organizations are often called “organic” due tothe fact that they are not immune from the elements of their surrounding environments. Very much like a living organism, organizations can be affected by environmental factors both positively and negatively. But today’s successfulorganizations are characterized by the ability to adapt by recognizing important environmental factors, analyzing them, evaluating the impacts and reacting to them. The art of strategic planning (as it relates to crisis management)involves all of the above activities. The right strategy, in general, provides for preventive measures, and treatment or resolution efforts both proactively and reactively. It wouldbe quite appropriate to examine the first three stages of acrisis before taking up the treatment, resolution or intervention stage.Prodromal crisis stageIn the field of medicine, a prodrome is a symptom of the onset of a disease. It gives a warning signal. In business organizations, the warning lights are always blinking. No matter how successful the organization, a number of issues andtrends may concern the business if proper and timely attentionis paid to them. For example, in 1995, Baring Bank, a UK financial institution which had been in existence since 1763,ample opportunitysuddenly and unexpectedly failed. There wasfor the bank to catch the signals that something bad was on thehorizon, but the company’s efforts to detect that were thwarted by an internal structure that allowed a single employee both to conduct and to oversee his own investment trades, and the breakdown of management oversight and internalcontrol systems (Mitroff et al., 1996). Likewise, looking in retrospect, McDonald’s fast food chain was given the prodromalsymptoms before the elderly lady sued them for the spilling ofa very hot cup of coffee on her lap - an event that resulted in a substantial financial loss and tarnished image of thecompany. Numerous consumers had complained about thetemperature of the coffee. The warning light was on, but the company did not pay attention. It would have been much simplerto pick up the signal, or to check the symptom, than facing the consequences.In another case, Jack in the Box, a fast food chain, had several customers suffer intestinal distress after eating at their restaurants. The prodromal symptom was there, but the company took evasive action. Their initial approach was to lookaround for someone to blame. The lack of attention, the evasiveness and the carelessness angered all the constituent groups, including their customers. The unfortunate deaths thatptoms,occurred as a result of the company’s ignoring thesymand the financial losses that followed, caused the company to realize that it would have been easier to manage the crisis directly in the prodromal stage rather than trying to shift theblame.Acute crisis stageA prodromal stage may be oblique and hard to detect. The examples given above, are obvious prodromal, but no action wasWebster’s New Collegiate Dictionary, an acute stage occursacutewhen a symptom “demands urgent attention.” Whether the acutesymptom emerges suddenly or is a transformation of a prodromalstage, an immediate action is required. Diverting funds and other resources to this emerging situation may cause disequilibrium and disturbance in the whole system. It is onlythose organizations that have already prepared a framework forthese crises that can sustain their normal operations. For example, the US public roads and bridges have for a long time reflected a prodromal stage of crisis awareness by showing cracks and occasionally a collapse. It is perhaps in light of the obsessive decision to balance the Federal budget that reacting to the problem has been delayed and ignored. This situation has entered an acute stage and at the time of this writing, it was reported that a bridge in Maryland had just collapsed.The reason why prodromes are so important to catch is thatit is much easier to manage a crisis in this stage. In the caseof most crises, it is much easier and more reliable to take careof the problem before it becomes acute, before it erupts and causes possible complications (Darling et al., 1996). In andamage. However, the losses are incurred. Intel, the largest producer of computer chips in the USA, had to pay an expensiveprice for initially refusing to recall computer chips that proved unreliable o n on certain calculations. The f irmfirm attempted to play the issue down and later learned its lesson. At an acutestage, when accusations were made that the Pentium Chips were not as fast as they claimed, Intel quickly admitted the problem,apologized for it, and set about fixing it (Mitroff et al., 1996). Chronic crisis stageDuring this stage, the symptoms are quite evident and always present. I t isIt is a period of “make or break.” Being the third stage, chronic problems may prompt the company’s management to once and for all do something about the situation. It may be the beginning of recovery for some firms, and a deathknell for others. For example, the Chrysler Corporation was only marginallysuccessful throughout the 1970s. It was not, however, until the company was nearly bankrupt that amanagement shake-out occurred. The drawback at the chronic stage is that, like in a human patient, the company may get used to “quick fixes” and “band “band--aid”approaches. After all, the ailment, the problem and the crisis have become an integral partoverwhelmed by prodromal and acute problems that no time or attention is paid to the chronic problems, or the managers perceive the situation to be tolerable, thus putting the crisison a back burner.Crisis resolutionCrises could be detected at various stages of their development. Since the existing symptoms may be related todifferent problems or crises, there is a great possibility thatthey may be misinterpreted. Therefore, the people in charge maybelieve they have resolved the problem. However, in practicethe symptom is often neglected. In such situations, the symptomwill offer another chance for resolution when it becomes acute,thereby demanding urgent care. Studies indicate that today anincreasing number of companies are issue-oriented and searchfor symptoms. Nevertheless, the lack of experience in resolvinga situation and/or inappropriate handling of a crisis can leadto a chronic stage. Of course, there is this last opportunityto resolve the crisis at the chronic stage. No attempt to resolve the crisis, or improper resolution, can lead to grim consequences that will ultimately plague the organization or even destroy it.It must be noted that an unsolved crisis may not destroy the company. But, its weakening effects can ripple through the organization and create a host of other complications.Preventive effortsThe heart of the resolution of a crisis is in the preventiveefforts the company has initiated. This step, similar to a humanbody, is actually the least expensive, but quite often the mostoverlooked. Preventive measures deal with sensing potential problems (Gonzales-Herrero and Pratt, 1995). Major internalfunctions of a company such as finance, production, procurement, operations, marketing and human resources are sensitive to thesocio-economic, political-legal, competitive, technological, demographic, global and ethical factors of the external environment. What is imminently more sensible and much more manageable, is to identify the processes necessary forassessing and dealing with future crises as they arise (Jacksonand Schantz, 1993). At the core of this process are appropriate information systems, planning procedures, anddecision-making techniques. A soundly-based information system will scan the environment, gather appropriate data, interpret this data into opportunities and challenges, and provide a concretefoundation for strategies that could function as much to avoid crises as to intervene and resolve them.Preventive efforts, as stated before, require preparations before any crisis symptoms set in. Generally strategic forecasting, contingency planning, issues analysis, and scenario analysis help to provide a framework that could be used in avoiding and encountering crises.出处：出处：Toby TobyJ. Kash and John R. Darling . Crisis management: prevention, diagnosis 179-186二、翻译文章标题：危机管理：预防，诊断和干预译文：本文的前提是，如果该公司做好准备得话，危机可以更有效地进行管理。
Analysis of the role of complaint management in the context ofrelationship marketingAuthor: Leticia Su´arez ´Alvarez, University of Oviedo,SpainAbstract This research aims to contribute to the relationship-marketing strategy by studying the role of complaint management in long-term relationships. Two factors distinguish it from other studies: it takes into account two types of customers, consumers and firms, and the result variable selected is the probability of ending an ongoing relationship. Two questionnaires were designed for every population. One of them was auto-administrated to a sample of consumers in the north of Spain, and the other one was sent to a representative sample of Spanish firms. The data analyses were conducted using structural equation modeling. The findings confirm the importance that theory accords to the relationship-marketing strategy, and also provide evidence for the importance of complaint management. Thus having a good complaint-handling system and trained and motivated staff who are fully committed to the firm’s objectives are fundamental requisites for firms to be able to build a stable customer portfolio.Keywords complaint management; relationship marketing; relationship termination; trust; satisfactionIntroductionNowadays, the main task for tourism firms is undoubtedly to deliver superior value to customers. One way that these firms can achieve part of this value is by maintaining quality relationships with their customers. In fact, it is well known that managing these relationships is critical for achieving corporate success.Thus the general aim of the present research is to analyze the most important factors that contribute to relationship stabilization between tourism firms and their customers.This research canters on retail travel agencies. We chose this particular type of tourism firm for two reasons. First, competition between retail travel agencies is becoming much more intense, fundamentally due to the advent of the Internet as an alternative distribution channel for tourism services (Wang & Cheung, 2004). The second reason is the current phenomenon of disintermediation, or the tendency of some tourism service providers to contact the end-customer directly. Because of these two developments, retail travel agencies urgently need to develop a strategy that allows them to maintain a stable portfolio of customers over time if they are to remain in the market for the long term.In order to achieve the proposed objective, we set out a causal model that incorporates a number of factors that can condition the future of the relationships between travel agencies and their customers. Specifically, we chose two variables thathave been much studied in the field of relationship marketing – trust and satisfaction –and one that has received less attention in traditional research –complaint management. In this respect, we are making a novel contribution to the literature. Moreover, and in contrast to what has been common practice in the majority of relationship-marketing studies, we aim to evaluate the effect of these three factors on the outcome variable probability of relationship termination. The main reasons for choosing this variable were, on the one hand, to learn more about the final stage through which an exchange relationship can pass, and, on the other, to determine to what extent the above-mentioned variables are determinant for avoiding relationship breakdown. Firms can consequently foster such variables if appropriate.Finally, and another aspect differentiating our work from previous studies, we analyze the relationships between retail travel agencies and two types of customer: end-consumers and firms (as end-customers). Thus testing the model proposed here, for the two types of customer mentioned, will allow us to carry out a comparative analysis of the role of complaint management between the two contexts, as well as establish the pertinent conclusions and implications.We now look at the theoretical background, which will lead us to propose the causal model to be tested in this work.Key variablesThe marketing literature considers that maintaining a successful long-term relationship with the customer helps a firm achieve a portfolio of satisfied and loyal customers, and that this consequently improves a fi rm’s economic and competitive position in its markets, as well as the efficiency and effectiveness of its strategic actions (Yang & Peterson, 2004).However, the question arises as to what leads to a good relationship. There are many answers to this, and it is still much debated among marketing experts .A review of the literature shows that the cornerstone of relationship marketing is a combination of trust and commitment. In turn, these concepts are influenced by the presence of factors such as dependence between the parties, satisfaction, complaint management, the ability to share objectives, communication, switching costs, or investment in specific assets. In the current work, we focus on trust and two of its antecedents: customer satisfaction and complaint management. We chose these variables in view of the importance given to them by the sample elements in the qualitative studies carried out, which we comment on in the empirical part of the work.First, we briefly describe the development of the concepts of trust and satisfaction, which have been widely studied in the marketing field. Subsequently, and in more detail, we analyze complaint management as a determinant factor of relationship stability.With regard to trust, it is important to remember that this is one of the key variables for relationship success. Indeed, much research has analyzed this concept as afundamental element for maintaining satisfactory relationships.In the area of firm–consumer relationships, Parasuraman, Zeithaml, and Berry (1985) introduce the notion of trust as a critical factor in successful relationships. These authors suggest that customers should be able to trust their service providers, feel confident in their dealings with them, and be sure that the information that they provide will be treated confidentially. All these considerations are crucial for gaining customers’ loyalty, and help firms to build up a stable customer portfolio, hence decreasing the probability of ending ongoing relationships.Likewise, trust is recognized as an antecedent that determines the intensity of the relationship, the commitment, and the investment that suppliers make in relationship specific assets. In this respect, the definition of trust proposed by Morgan and Hunt (1994) as the confidence that relationship partners have in the reliability and integrity of each other is one of the most widely quoted. In fact, most marketing research focuses on two components of trust: cognitive (derived from confidence in the partner’s reliability), and behavioral (linked to trust in the partner’s intentions, motivations, honesty, and benevolence). Thus empirical studies measure this term using two criteria: credibility and benevolence, and we consider these criteria in the current work (see the Appendix).In turn, customer satisfaction has always been one of the most interesting areas in marketing, both among practitioners and academics. A large number of authors have confirmed that a direct relationship exists between customer satisfaction and loyalty towards the provider (Rust&Zahornik, 1993). From the consumer’s perspective, their satisfaction can be defined as the extent to which their expectations prior to purchase are met or exceeded when they acquire the good or service (Flint, Woodruff, & Gardial, 1997). In the context of the relational exchange between firms, satisfaction transmits the idea that no opportunistic behaviors occur and that one party’s actions are subject to the well-being of the other. In this sense, satisfaction leads to the development of trust, which is key to maintaining a long-term relationship (Ambrose, Hess,&Ganesan, 2007;Farrelly & Quester, 2005).In view of the above, the first hypothesis in this work aims only to confirm that the commonly accepted trust–satisfaction relation holds in the area of study chosen here: H1: The more satisfied customers are with their relationship with the travel agency, the more they will trust the firm.Complaint managementBy ‘complaint management’, we are referring to the way firms deal with the problems that their customers communicate to them about aspects of their service that generate a certain degree of dissatisfaction. However, and in spite of the importance of achieving customer satisfaction nowadays, not all firms follow uniform strategies to manage the complaints coming from their customers.In the context of firm–consumer relationships, Keaveney (1995) says that the twomajor reasons why customers switch service providers are: (1) core service failures and (2) unfavorable service encounters wi th the company’s personnel. In this second case, when customers face a problem, they may respond by exiting, loyalty, or voicing (Tax, Brown,&Chandrashekaran, 1998). V oicing is equivalent to complaining, either to the firm or by word of mouth to third parties. Customers who complain and receive an adequate response to their service failures are more likely to stay (Conlon & Murray, 1996). In short, if the complaint management is satisfactory, the customer is less likely to end the relationship.Likewise, Brown, Cowles, and Tuten (1996) and Tax et al. (1998) point out that effective complaint handling is positively related to customer loyalty and subsequent customer retention.In the context of inter-firm relationships, customer service –and specifically complaint management –is similarly an essential part of maintaining customer relationships. This is because in business-to-business (B2B) markets, the small number of customers and the greater need to create long-term relationships lead to a greater dependence on each particular customer. Complaint management will likewise reduce the intermediaries’ perceived purchase risks.Thus, following Tax et al. (1998), this study proposes a framework of analysis incorporating the satisfaction variable as a determinant of trust, that is, as an antecedent of one of the key variables of relationship marketing. Based on the preceding review, it is hypothesized that:H2a: Customers’ perception that the travel agency is handling complaints adequately increases their trust in it.H2b: Customers’ perception that the travel agency is handling complaints adequately increases the satisfaction they obtain from their relationship with the firm. Probability of relationship terminationInterest in the nature of customer relationships has increased in both the business-to consumer (B2C) and B2B marketing literatures in recent decades. Researchers have, however, shown more interest in relationship growth than in relationship termination (Dwyer, Schurr, & Oh, 1987; Roos, 1999; T¨ahtinen, 2001, 2002). Consequently, we feel it is important to use the probability of relationship termination as the outcome variable to evaluate the role of the variables discussed in the previous sections. After all, much can be gained from determining what factors increase the likelihood of ending an already established relationship, with a view to combating them.In this sense, we can conclude that an exchange relationship can be dissolved or terminated if any one of the economic agents participating in it wants to do so. Taking into account this argument, and regardless of the firm’s intentions, it may be the customers themselves who unilaterally decide to terminate the relationship. Thus, given the costs of building customer relationships, firms will choose those customersthat are potentially most suited to them, and they will even allocate resources to ending unprofitable relationships (Turnbull & Zolkiewski, 1997).To further our understanding of the content of the final stage that relationships can pass through, we now consider the context of the relationship (i.e. consumers or firms). We look at the role complaint management plays in the B2C and B2B areas of analysis.Limitations and future researchWhen assessing the results of this work, we should bear in mind that in both studies the relationships have been evaluated from the customer’s perspective. The retail travel agency’s opinion would have given us a fuller, more objective, and more reliable view of the phenomenon. Equally, the study has been carried out at a particular moment in time, so it has a cross-sectional rather than a longitudinal nature. These limitations allow us to suggest some possible lines of future research.中文译文分析在关系营销方面投诉管理的作用作者：莱迪西亚.苏艾.阿尔瓦雷斯西班牙奥维多大学摘要这项研究旨在通过调查投诉管理在长期关系中的作用来构建关系市场营销战略。
