企业战略管理外文翻译文献

1. A Resource-Based View of the Firm2.An appreciation of industrial dynamics产业动态升值3.Corporate Diversification公司多元化4.Dynamic capabilities and strategic management动态能力与战略管理5.Dynamic capabilities-what are they动态能力- 它们是什么6.Economic analysis and strategic management7.Evolving Strategic Behaviors through Competitive Interaction不断发展的战略，通过竞争互动行为8.Strategy,Value Innovation and Knowledge Economy战略，价值创新与知识经济9.The Core Competence of the Corporation公司的核心竞争力10.Toward Knowledge-based Theory of Firm1.How Does Knowledge-based Interaction Affect Relationship Strategy2.Innovative management-A conversation with Gary Hamel and Lowell Bryan3.Integrated strategy Market and nonmarket components4.Is the resource-based view a useful perspective for strategic management research Yesanizational strategy, structure, and process6.Reflecting on the strategy process7.Strategy Innovation and the Quest for Value8.The Cornerstones of Competitive Advantage- A Resource-based View 竞争优势- 基于资源观的基石9.The resource-based view of the firm Ten years after 1991 公司十多年的1991年以后的资源基础观10.Three Responses to the Methodological challenges of studying strategizing 三个反应方法研究策略的挑战1. Arriving at the high-growth firm2. Corporate Strategy - A Manager's Guide3. Game Theory and Industrial Organization4. Hidden flaws in strategy (McKinsey Quarterly)5. The five competitive forces that shape strategy6. Ownership structure and the strategic decision 股权结构和战略决策7. Strategic management and economics8. The core's competence 核心竞争力9. Theory and research in strategic management 战略管理的理论10. Towards a dynamic theory of strategy 动态战略管理1．A fresh look at Strategy under UnCertainty - an interview2．A historical comparison of resourced-based theory and five schools of thought within industrial organization economics 资源基础理论和五个学派的历史比较3. An evolutionary perspective on strategy-maling in organization theory,comparative analysis ,research directions 4．An examination of the 'sustainable competitive advantage ' concept ——past,present and future 可持续的竞争优势的概念,过去、现在和未来5．An incremenatal approach to strategic change6．Assessing core intangible resources7．Building Your Company's Vision8．Cognitive change, strategic action and organizational renewal9．Comparative Strategy Process Research -a methodological approach 比较战略过程研究——方法论的方法10．Competing for the Future1．Competing On Resources - Strategy In The 1990s2．Competitive Advantage-Logical And Philosophical Considerations 竞争优势- 逻辑与哲学思考3．Crafting Strategy4．Firm Resources and Sustained Competitive Advantage 公司资源与持续竞争优势5．First-Mover Advantages6．From Competitive Advantage to Corporate Strategy 从竞争优势到企业战略7．Industrial ecology as a strategic instrument for sustainability8．Is The Resource-Based View A Useful Perspective For Strategic Management Research9．Strategic intent 战略目的10．Strategy and the internet - Michael Porter 战略和互联网1．Strategy as ecology 战略生态学2．Strategy as Revolution3．The Dynamics of Diversification4．The fall and rise of strategic planning5．The resource-based theory of competitive advantage - implications for strategy formulation以资源为基础的竞争优势理论- 对战略制定的影响6．The Strategic Analysis of Intangible Resources7．Time—The Next Source of Competitive Advantage8．Using Game Theory To Shape Strategy 博弈论塑造战略9．Strategic intent 10．What Is Strategy。

企业战略管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)企业战略管理与战略管理会计探析中英文翻译Strategic management and strategic management accounting literature translation in both Chinese and English[论文关键词]战略管理会计企业战略内容方法[key words] strategic management accounting strategy content method [论文摘要]战略管理会计是当今企业经营环境更加复杂多变、全球性市场竞争空前广泛激烈的情况下，为满足现代企业实施战略管理的特定信息需要而建立的新的管理会计信息系统。

本文从战略管理会计的内涵、目标及特点阐述到战略管理会计的主要内容和方法对战略管理会计进行论述。

/ paper pick to strategic management accounting is the enterprise management environment is more complex, an unprecedented high competitive global market, to meet the modern enterprise to implement strategic management specific information need and establish a new management accounting information system. This article from connotation, goals and characteristics of strategic management accounting to the main content of strategic management accounting and methods of strategic management accounting in this paper.一、从企业战略的高度来看战略管理会计One, from the perspective of the height of business strategy, strategic management accounting1981年，英国学者西蒙斯最早将管理会计与战略管理相结合，提出战略管理会计之说。

企业可持续发展战略研究论文中英文外文翻译文献文献1：Sustainable Development Strategies for Businesses该研究论文介绍了企业可持续发展战略的重要性以及相关的实施策略。

可持续发展不仅关注经济利益，还需兼顾社会和环境的利益。

本文提出了几种实施可持续发展战略的方法，包括资源管理、供应链管理和利益相关者合作。

企业应该采取综合性的战略，以确保其经营活动对社会和环境带来积极影响。

文献2：The Role of Corporate Governance in Sustainable Development该文献探讨了公司治理在可持续发展中的作用。

有效的公司治理可以确保企业在经济、社会和环境层面上实现可持续发展目标。

文章讨论了几个与公司治理相关的因素，包括股东权益保护、透明度和问责制。

作者强调了公司治理在促进可持续发展中的重要性，并提出了一些改善公司治理的建议。

文献3：Innovation Strategies for Sustainable Development该研究论文研究了创新战略在可持续发展中的作用。

创新可以推动经济发展，并帮助解决环境和社会问题。

本文提出了几种创新策略，包括技术创新、商业模式创新和社会创新。

作者认为，企业应该将创新作为实现可持续发展的关键策略，并呼吁政府和社会各界提供支持。

文献4：The Importance of Stakeholder Engagement in Sustainable Development该文献强调了利益相关者参与在可持续发展中的重要性。

利益相关者包括员工、股东、政府、社区和其他利益相关的组织。

作者认为，企业应该积极参与利益相关者，并尊重他们的权益和意见。

文章提出了一些有效的利益相关者参与策略，包括沟通、合作和共同决策。

该文献强调了利益相关者参与对企业可持续发展的重要性。

文献5：Measuring and Reporting Sustainability Performance of Businesses该研究论文研究了测量和报告企业可持续发展绩效的方法和指标。

企业创新战略外文翻译文献(文档含中英文对照即英文原文和中文翻译)翻译之一：Choosing an innovation strategy: theory and practiceAuthor：Joseph T. GilbertNationality：AmericaDerivation：Business Horizons, Nov-Dec, 1994Innovations come as both inventions and adoptions. They come in many types and vary greatly in complexity and scope. Companies attempting tomake a profit cannot continue for long periods without innovating. If they try, their customers will leave them for firms with more up-to-date products or services. It is an observed fact that different companies take different approaches to the use of innovation in attempting to improve their performance.Both academic and practitioner publications in recent years have contained a great deal of writing about innovation, the subjects of which have ranged from comparisons of national patterns of innovation to studies of individual innovations. However, little has been published regarding one issue of both theoretical and practical importance: the innovation policy or strategy of individual firms.Business strategy as a field of study is concerned with how a company competes in its chosen business. It deals with the analysis of a firm's strengths and weaknesses and the opportunities and threats presented by the firm's environment. Strategy looks toward consistent execution of broad plans to achieve certain levels of performance. Innovation strategy determines to what degree and in what way a firm attempts to use innovation to execute its business strategy and improve its performance.To choose an innovation strategy, managers might logically start by thinking about various kinds of innovations and their requirements. We shall discuss three major features of innovation, and analyze each in terms of distinct opposites, even though innovations found in the real world more often appear at various points between these opposites.Innovation is sometimes used in a limited sense to refer only to inventions (products, services, or administrative procedures that no other firm has introduced). More often, however, it applies in a more general sense that includes both invention as described above and imitation (adoption by a firm of a product, service, or administrative procedure that is not an invention but is new to that firm). We use the term in this second sense.Innovations can be characterized in a variety of ways. In the followingsections we will review three ways of describing innovations: incremental/radical; first mover/late mover; and imitative/inventive. The three categories are not mutually exclusive. However, each points to a different feature of innovation and reveals insights not found as readily in the other two. DEGREE OF INNOVATION--FROM RADICAL TO INCREMENTALHow new or different does something have to be before it can be called an innovation at all? If a paint company that currently offers 12 shades of white adds a thirteenth, is this an innovation? If a store that is presently open from 8 a.m. to 6 p.m. adopts a policy of staying open around the clock, this would seem to be an innovation. But what if it changes its opening time from 8 a.m. to 7:45--is this an innovation? If an airline that now offers ten flights a day from New York to Chicago adds an eleventh flight, is this innovative?At the other extreme, if a flower shop owner decides there is no hope for her business, and so closes up her shop and reopens it a month later as a used book store, is this an innovation? How about when U.S. Steel decided to branch out into oil and natural gas and change its name to USX? Was that an innovation? These issues may appear to be so trivial as to involve only word games, but in all the writings on innovation we have found no clear definition of the concept. To think clearly about an issue, it is helpful to define its limits. There are some innovations that are so minor they are barely perceived as changes. Clearly they have no impact on a firm's basic strategies. At the other extreme, some innovations are so great that they result in a fundamental change in the very nature of a business, leaving behind nothing of the old business. Both these extremes are beyond the scope of our discussion; instead, we are concerned with the vast middle ground.Some innovations are dramatic in their scope and impact and clearly fall into the category of radical. For example, the introduction of automatic teller machines made a fundamental change in the availability of some retail banking services. The personal computer, though still a computer, is a radically different way of providing computing power to many people who previouslyhad access to it only through the medium of mainframes or minicomputers and the intervention of information systems professionals. The use of high-yield bonds to finance takeovers brought fundamental changes to corporate ownership in the 1980s.Several studies, such as Mitchell (1989) and Tushman and Anderson (1986), have indicated that radical innovations tend to be introduced by companies outside an industry or by newcomers rather than by industry incumbents. These authors demonstrate that radical innovations that enhance skills possessed within an industry tend to be introduced by incumbents, whereas those that destroy existing skills tend to be introduced by new firms or industry outsiders. They also have shown that the timing of the introduction of radical innovations presents different problems for the two groups (industry incumbents and outsiders).Innovations that are radical when first introduced appear less so after they have become popular and their adoption is widespread. Apple's introduction of the personal computer was a radical innovation. When IBM introduced its first PC several years later, the innovation was less radical. When Dell and Gateway 2000 began retailing personal computers, the product was commonplace, but the method of distribution (direct mail) was seen by some as a radical departure from previous sales methods.The slightest of incremental innovations begins at whatever point we decide there is an innovation at all. Because they build on existing products, services, or routines and modify them to some degree, incremental innovations are generally easier to plan and implement, and involve less change than radical innovations. This is not to say that they do not have strategic value, or that the total result of a series of incremental innovations cannot be quite impressive when compared to the starting point.The single lens reflex 35mm camera has been on the market for a number of years. Many small improvements have been made since its first introduction. And although each would qualify as an incremental innovation, today's 35mmSLR camera is nonetheless quite different from the first one introduced. STIMULUS FOR INNOVATION--FROM FIRST MOVERS TO LATE MOVERS Inventions are, by definition, only introduced by one firm, or at most by a small handful of firms that bring a new product or service to market simultaneously. Companies that attempt to introduce an invention should logically stand to gain some substantial advantage, because there is a real risk of coming late to the finish line and gaining no prize. Companies that succeed in commercializing an invention are sometimes known as first movers. There are three basic types of advantages that can go to first movers.If an invention involves proprietary technology (prescription drugs, computer software) then the first firm to obtain the patent or copyright wins the exclusive right to market the product. The lack of competition can be a definite strategic advantage. For instance, Xerox was the first to introduce plain paper copier technology. The company was so successful in patenting this technology that it was able to build up a huge competitive lead before its first competitor entered the market.Preemption of scarce assets can sometimes provide an advantage to one or a few first movers that will not be available to those that adopt the innovation later. Examples of this include scarce landing slots at a major airport and oceanfront property for real estate development.The creation of buyer switching costs can also provide an advantage to one or a few first movers that is denied to followers. Once people learn how to use a word-processing program, they will usually stay with that program even in the face of a new one with more features. Travelers who have accumulated frequent flier miles on one airline will not readily switch to another.选择创新战略：理论与实践作者：詹斯夫·吉尔伯特国籍：美国出处：商业视野，1994年11—12月期创新既是发明也是吸收采纳。

企业管理的英文文献Enterprise management is an important aspect of any successful business. It involves the efficient allocation of resources, effective decision-making, and the ability to adapt to changes in the market. There are a variety of English-language sources that discuss different aspects of enterprise management. In this article, we will examine some of the key texts in this field.Step 1: IntroductionThe first step in any enterprise management is understanding the importance of effective leadership. A classic text in this area is Peter Drucker's "The Practice of Management." This book has been called the "Bible of modern management" and is essential reading for anyone interested in understanding the principles of good management.Step 2: StrategyDeveloping a sound strategy is another essential component of enterprise management. A key text in this areais Michael Porter's "Competitive Strategy." This book provides a framework for understanding the competitive dynamics of different industries and how companies can position themselves to gain an advantage.Step 3: OperationsEffective operations management is crucial for ensuring that a business is able to deliver products or services efficiently and at a high level of quality. "The Goal" by Eliyahu Goldratt is a classic text in this area that provides a practical approach for improving production processes andreducing waste.Step 4: MarketingMarketing is a critical component of enterprise management that involves understanding customer needs and creating products or services that meet those needs. "The Art of Possibility" by Rosamund Stone Zander and Benjamin Zander provides insights into how to create a compelling vision for a business and communicate that vision effectively to customers.Step 5: Human ResourcesManaging human resources is another important aspect of enterprise management. "The Fifth Discipline" by Peter Senge provides a framework for creating a learning organizationthat encourages innovation, collaboration, and continuous improvement.Step 6: FinanceEffective financial management is essential for ensuring that a business is sustainable in the long term. "Financial Statements" by Thomas Ittelson provides a practical guide to understanding financial statements and using financial datato make informed decisions.Conclusion:In conclusion, enterprise management is a complex and multi-faceted discipline that involves a number of different areas, including leadership, strategy, operations, marketing, human resources, and finance. By studying the key texts in each of these areas, business leaders can gain a deeper understanding of the principles of effective management and apply these principles to their own organizations.。

企业发展战略英文文献企业发展战略是企业制定和实施的一系列战略计划，旨在实现长期竞争优势和可持续发展。

以下是一些关于企业发展战略的英文文献：1. Kotler, P., & Keller, K. L. (2012). Marketing management: analysis, planning, implementation, and control. Pearson Education India.这部经典的市场营销管理书籍详细介绍了企业如何制定和实施有效的营销战略。

它强调了市场分析、目标市场选择、产品定位、促销策略等方面的关键要素。

此外，书中还提供了许多实用的工具和技巧，帮助企业制定营销计划并监控其执行情况。

2. Porter, M. E. (1985). Competitive strategy: techniques for analyzing industries and competitors. Free Press.这部作品是迈克尔·波特教授的代表作之一，它提出了五种竞争力模型，即进入壁垒、替代品威胁、买方议价能力、卖方议价能力和现有竞争对手之间的竞争。

该模型为企业提供了分析行业结构和竞争态势的工具，帮助企业制定有效的竞争战略。

3. Ansoff, H. I. (1965). Corporate strategy. McGraw-Hill Book Company.这部作品提出了著名的“多元化战略”和“协同效应”等概念。

它强调了企业需要制定长期发展战略，并寻求多元化发展以降低风险并提高盈利能力。

此外，书中还介绍了如何通过协同效应实现资源共享和成本节约，从而提高企业的整体竞争力。

综上所述，这些文献为企业提供了宝贵的战略规划和实施指南。

它们强调了市场分析、竞争态势评估以及多元化发展等关键要素在企业战略制定中的重要性。

企业战略研究外文文献翻译Brand Strategy ResearchResource: Kapferer, J.H Strategic Brand Management[J]. Kogan Page, LondonEconomic globalization, how to adapt to international trends, establish a strong brand and enhance our competitiveness, have become pressing issues facing enterprises. Based on the analysis of the development of corporate marketing brand strategy, based on the content of brand strategy an its functional significance, to discuss the brand strategy in enterprise marketing role. Enterprise needs to use a variety of means of competition to increase brand awareness, improve brand positioning, an create a good brand image.First, Japanese brands across the board defeatNovember 22, 2006 morning, NEC announced that it would withdraw from 2G and 2.5G mobile phone market, which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market, today any different from ten years ago, I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, thefollowing main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market, it is difficult to adapt to the rapidly changing Chinese market; 2 is weak in marketing, product planning capacity is not strong, it is difficult to judgeaccording to their marker launch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance .Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation? To take the international route and whether the enterprise of “Japanese Company” to the lessons learned behind?Second, the brand strategy implementation in China the Current SituationMany old famous “flash in the pan”Chinese and foreign enterprises in the Chinese market the brand war; just grow up to be a great impact on national brands. The last century, a little-known 80’s brand, not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited. Here a typical case, the last century 80s to early 90s, he worked in air conditioning sector hit wonders of the Warburg in 1998, was acquired Kelon, the subsequent decline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up, China’s socialist economic construction has made remarkable achievements. From a planned economy to market economy era Chinese companies, brand management has grown out of nothing.Information, local governments at all levels of emphasis on brand-name, organization promoting the efforts, policiesmeasures have greatly enhanced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous enterprises incentives to 100 million, on Dali an 3 million Yuan, on brand-name companies have been cities for the 100000yuan reward-200000yuan..January 8th 2009 year to January11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Venetian hotel opening. National enterprises in the CES, we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES, including manufacturers, media and spectators, in the exhibition hall, there are 327 exhibitors. Haier is the world’s most authoritative consumer electronics industry media “TWICE” named for the Chinese consumer electronics brand.3.The status of foreign brands in most sectors is still difficult to shakeHowever, we should also see the face of numerous products on the market, allows consumers blurted out genuinely few domestic brands. With the opening up further, to a number of big companies have to squeeze into the Chinese market, Chinese market, a time filled with “Sony”,“Coca-Cola”, “Rejoice”, “Benz”and various other international brands, many of these names foreign brands violently hitting the national brand in China .Although the appliance industry, led by Haier brand, “Konka”, “Changhong” , “TCL” and other domestic br ands have developed well, but with the “Sony” , “Panasonic”“Samsung” and other brands, they are still there competitive disadvantage; in the IT industry, “Lenovo” , “Founder” , “Great Wall” and the brand’s competitivenesshas improved significantly, but with Europe and the United States, Japan and other countries compared to, brand awareness is still insufficient; in Consumer Goods market, “P&G”, “Oliver”, “Henkel”, and other international companies have formed the three pillars.Third, the brand strategy implementation in China Problems and Errors Currently, Chinese brands have a huge international marker opportunity and space for international brands has been inevitable, but there are also brand building is not unsatisfactory.Our Enterprise Brand Building ProblemsFactors from the point of micro-enterprises themselves: there is a lace of technology development, brand competitiveness is not strong; brandpersonality, lack of innovation and development capacity; small-scale production and management, brand development lack of overall planning; ability of weak exports and international operations, Brand awareness is not strong; brand positioning is not clear, there is a large range of factors such as blindness. Speaking from the macro social factors: social mechanisms need to be improved, policies and regulations support the need to further strengthen the country’s industrial policy, export-oriented policies for different sectors play different role in the promotion and limitation, the financial environment for business investment capacity and market expansion ability and the important influence. The establishment of market system in China has for many years, despite a significant improvement but still not perfect, there still has not really adapt to the market economy, consumer psychology has not yet fully mature.2. The current situation of global economic integration, the error of the brand strategy implementation(1) Ignore the brand investment, profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupation of the international market, it is no exaggeration to say that now, the brandhas achieved global strategic objectives of transnational corporations sharp weapon, is an important means to achieve capital expansion.Rome was not built in a day cold. Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point, attempt to create a brand in a short time, but ignored the long-term planning and strategy.(2) Brand strategy is a systematicThe implementation of brand strategy is a systematic, enterprise strategy and the overall development of an important component of competitive strategy. The implementation of brand strategy is to rely on their overall quality and overall image enhancement, the need for scientific management idea and superb operational skills, but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development, practical work in the emergence of many such errors: If that job is to create a brand to take a good name to the product, improve product awareness, or what the product packaging; good brand is drawing a satisfactory visual signs only; Advertising is the only way to cultivate well-known brands, inaddition to advertising in the media, big, the other no attention; scale enterprise product once formed, well-known brands on the naturally established; well-known brand is equivalent to high price, to be unrealistically improve the product price. Some companies even go further in the brand Wrong Operation not hesitate to give up theirown brand business, with foreign companies, brands, or to sell its own brand low-cost transfer, such as our present more than 20 million “three capital” enterprises, there 90% of the joint venture using the foreign brands; clean silver toothpaste factory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands, is one such outstanding example of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand, product and intellectual property rights, national industrial competitiveness lie!(3) Product is the enterprise competitive advantage in the market can be quickly imitated by competitors, beyond, the brand is insurmountable, real and lasting competitive advantage comes from innovation, in order to “change” should be “status quo”Brand is the concentrated expression of the core competitiveness. The market is constantly changing face of any brand at any time to be out of danger. Too much emphasis on the existing achievements, do not attach importance to innovation, leading to a lot of brand-name “dismount”the major reason. Coca-Cola’s former chief marketing officer Sergio Zyman, “The br and is only the company logo products and services are different from competitors, is the most effective weapon to open up the market, excellent brand can make yourproduct stand out .”Products physical properties, quantity, price, quality, service is very easy to imitate competitors, Er brands, along with the product itself, also includes anattached product to cultural background, emotional, consumer cognition invisible things, so that enterprises Yong Yuan Li in the competition undefeated. Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness. Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a corporate restructuring and reallocation of resources an important mechanism.Fourth, national enterprises in brand internationalization process of how to brand positioningBacked by science and technology, establish a “quality first, winning by quality” business philosophy, the brand’s fashion elements, the outstanding individualProduct quality is the cornerstone of creating brand. Competitiveness of their products performance in the competition for the brand, and brand competition while relying on the inherent quality of products. Growth for the brand through a brand is the quality of a brand in the market down are also in most of a problem because of the quality. Therefore, it can be said, quality is the brand of life depends.In addition, enterprises should learn from successful experiences abroad to enhance their design and development capability. Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness; we must work hard in thetransformation. Personalization trend in the world changes, the value of customer experience and the value of differentiationhas been directly determined to achieve the final product sales, personal services are indispensable!2. To strengthen marketing, improve brand awareness, brand strategy will be organically integrated in their overall strategy to promote the overall development strategyThe implementation of brand marketing is an important part of the strategy. By choosing the right marketing approach can be effectively used to brand a household name brand, expand market share. Brand strategy is not an isolated task, but the overall development strategy and business are closely related. A successful brand names more than just a brand its own thing, related to business management of all major strategic decision, these major strategic decisions were consciously carried out around the brand to expand.3. Follow the laws of the brand design, brand image, brand and accurate market positioning, brand performance and outstanding value emotional communicationBrand competition is not all-round competition; each brand has its own market position. The basic method is not positioning to create a novel or unique issues, but to manipulate what already exists in the heart, the eyes of potential customers to buy soon tapped desire to make it into consumerimpulse. Enterprises should take the market as guide, technology as a means to adapt to changes in its requirements, such as the establishment of 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 good position in the competition.The world has entered the 21st century brand internationalcompetition, branding has become a new international language into millions of households. To establish the brand products in the market position establish a corporate image, is effective competition in the market means business. Brand is the core product; brand marketing is to defy the other. Enterprise management system must be adopted, technological innovation, and constantly improve the quality of products and services. At the same time to increase the international competitiveness of the strategic brand research and planning, and the comprehensive to enhance the brand’s international competitiveness. Most Chinese enterprises in the growth stage now, brand strength is weak, it is undoubted fact, however, based on industry, market and enterprise resources, while avoiding disadvantages, choose the best brand strategy is a wise choice. Such as is now more prevalent and has a well-known brand outside the company’s co-production, reverse merger; use the link strategy to redefine the brand image; with two or more brands collaborate effectively formed alliances to improve their social acceptance。

中英文对照外文翻译文献(文档含英文原文和中文翻译)On Certain EnterpriseLow-Value Consumption Management Method Low-value consumption goods management is the process of efficiently o verseeing the constant flow of units into and out of an existing Low-value consumption goods. This process usually involves controlling the transfe r in of units in order to prevent the Low-value consumption goods from b ecoming too high, or dwindling to levels that could put the operation of th e company into jeopardy. Competent Low-value consumption goods man agement also seeks to control the costs associated with the Low-value con sumption goods, both from the perspective of the total value of the goods included and the tax burden generated by the cumulative value of the Low-value consumption goods.Balancing the various tasks of Low-value consumption goods manageme nt means paying attention to three key aspects of any Low-value consump tion goods. The first aspect has to do with time. In terms of materials acq uired for inclusion in the total Low-value consumption goods, this means understanding how long it takes for a supplier to process an order and exe cute a delivery. Low-value consumption goods management also demand s that a solid understanding of how long it will take for those materials to transfer out of the Low-value consumption goods be established. Knowin g these two important lead times makes it possible to know when to place an order and how many units must be ordered to keep production runnin g smoothly.Calculating what is known as buffer stock is also key to effective Low-va lue consumption goods management. Essentially, buffer stock is additiona l units above and beyond the minimum number required to maintain prod uction levels. For example, the manager may determine that it would be a good idea to keep one or two extra units of a given machine part on hand , just in case an emergency situation arises or one of the units proves to be defective once installed. Creating this cushion or buffer helps to minimiz e the chance for production to be interrupted due to a lack of essential par ts in the operation supply Low-value consumption goods.Low-value consumption goods management is not limited to documenting the delivery of raw materials and the movement of those materials into operational process. The movement of those materials as they go through the various stages of the operation is also important. Typically known as a goods or work in progress Low-value consumption goods, tracking mater ials as they are used to create finished goods also helps to identify the nee d to adjust ordering amounts before the raw materials Low-value consum ption goods gets dangerously low or is inflated to an unfavorable level.。

企业管理英文文献综述范文Corporate Governance: A Comprehensive Literature Review.Introduction.Corporate governance plays a pivotal role in ensuringthe transparency, accountability, and integrity of organizations. It encompasses the systems and processes by which companies are directed, managed, and controlled. This literature review examines the key aspects of corporate governance, including board structure, shareholder rights, executive compensation, and regulatory compliance.Board Structure.The board of directors is the highest decision-making body in a corporation. Its composition and structure are essential for effective governance. Research has shown that boards with a diverse range of perspectives, including independent directors, women, and members from differentethnic backgrounds, enhance decision-making and reduce the risk of groupthink (Adams & Ferreira, 2007; Carter & Lorsch, 2004).Additionally, the size and composition of the board can influence its effectiveness. Smaller boards may be more efficient, while larger boards may offer a wider range of expertise. However, excessive board size can lead to coordination issues and slower decision-making (Bebchuk & Cohen, 2005; Jensen & Meckling, 1976).Shareholder Rights.Shareholders are the owners of a corporation and possess certain rights, including the right to vote on corporate decisions, receive dividends, and accessfinancial information. Protecting shareholder rights is crucial for ensuring accountability and transparency.Research suggests that strong shareholder rights enhance firm value (Arya & Mittendorf, 2008; Shleifer & Vishny, 1997). Institutional investors, such as pensionfunds and mutual funds, play a significant role in protecting shareholder interests by actively monitoring board performance and exercising voting rights (Gillan & Starks, 2000; Gompers, 2003).Executive Compensation.Executive compensation is a contentious issue in corporate governance. Excessive executive pay can erode shareholder value and undermine public trust. Research has identified a strong correlation between CEO compensation and firm performance (Murphy, 1985; Jensen & Murphy, 1990). However, it is essential to balance the need to attract and retain talented executives with the interests of shareholders.Effective compensation systems align executive incentives with firm goals and promote long-term value creation. Performance-based pay and stock options are common mechanisms used to achieve this alignment (Malmendier & Tate, 2008; Jensen & Murphy, 1990).Regulatory Compliance.Corporate governance frameworks are often complemented by regulatory compliance requirements imposed by government agencies. These regulations aim to protect investors, promote market integrity, and prevent corporate misconduct.Compliance with regulatory frameworks is essential for maintaining public trust and avoiding legal penalties. Companies can implement compliance programs that establish clear policies, provide training, and monitor adherence to regulations (Proffitt & Margolis, 2007; Song & Shim, 2009).Codes of Conduct and Ethical Considerations.Codes of conduct and ethical considerations play a significant role in guiding corporate behavior. These guidelines establish standards of integrity, accountability, and ethical decision-making for employees and management.Research has shown that strong codes of conduct can enhance employee morale, reduce misconduct, and mitigatereputational risks (Crane & Matten, 2010; Johnson, Johnson, & Holloway, 2010). Ethical considerations are particularly important in industries where social and environmental factors are relevant (Gibson, 2000; Mackey, Sisodia, & Wolfe, 2013).Corporate Governance and Firm Performance.Empirical research has consistently demonstrated a positive relationship between strong corporate governance practices and firm performance. Companies with effective governance structures and policies tend to exhibit higher profitability, lower risk, and better long-term value creation (Aguilera & Jackson, 2003; Bhagat & Bolton, 2008; Claessens, Djankov, & Fan, 2002).Emerging Trends in Corporate Governance.Corporate governance is constantly evolving to address emerging challenges and opportunities. Key trends include:Sustainability and ESG considerations: Investors andstakeholders are increasingly demanding that corporations adopt sustainable practices and consider environmental, social, and governance (ESG) factors.Technology advancements: Advancements in technology, such as blockchain and artificial intelligence, are transforming corporate governance practices and enabling greater transparency and efficiency.Diversity and inclusion: Companies are recognizing the importance of diversity and inclusion in boardrooms and throughout the organization.Conclusion.Corporate governance is a critical aspect of modern business management. By fostering transparency, accountability, and ethical behavior, effective governance practices protect stakeholders, promote firm performance, and contribute to a stable and ethical business environment. As corporate governance continues to evolve, it is vitalfor organizations to stay abreast of emerging trends andbest practices to ensure the long-term success of their enterprises.。

企业环境管理—基于市场奖励的管理Madhu Khanna and Wilma Rose Q. Anton企业保护环境的办法已经从被规章条例驱动的被动模式演变为积极主动的方式，即通过自愿管理做法，将环境问题与传统的管理职能结合起来。

作为公司决策的一种行为模式，通过econometrically假设测试取得影响公司积极进行环境管理的因素。

对这些假设进行测试时，使用的样本是标准普尔500指数公司的调查数据。

分析结果表明，经济因素，如环境负债的威胁和符合预期规定的高成本以及生产最终消费品和拥有大量资本产出率给企业带来的市场压力，都在促使这些企业进行环境保护的过程中发挥了显著作用。

此外，企业外部关于企业转移有毒物质的报道和社会大众对企业内部有毒物质单位排放量的压力都对企业通过创新实现环境管理的实践有重大影响。

导论传统上，美国依赖强制性的指挥和环境控制的规章来保护环境质量。

这种做法虽然保护了环境，但是也导致了政策框架的僵硬和高昂的成本，并且还会降低长远上改进环境质量的效率。

这种认识已经导致越来越多基于市场的手段应用于为企业提供灵活选择用最低成本控制污染的环境保护方式，例如排污许可证制度、存款还款计划和公众的环境信息披露自愿程序。

在这些措施中，信息披露的自愿性程序通过非强制性的措施鼓励企业控制污染。

监管机构向社会提供的关于产品环境属性和公司环境绩效的信息能触发产品和资本市场的反应和社会的行动，建立以市场为基础的激励机制，帮助企业改进其环境绩效。

美国环保局每年向社会公布的有毒物质排放清单就是信息提供的一个例子。

此外，争取让企业在环境自我调节的自愿性项目已经成为美国环保局的一个主要政策工具。

1999年，在联邦级别上，这样的项目已经在短短的三年中由28项增长到54项。

这两种做法已经被很多政策分析家看成是对抗性超越“政府推动”的“下一代环境政策”，其依靠企业自身在环境友好政策上的积极努力和社会公众，例如公民和社区的积极参与，来达到保护环境的目的。