中英文对照外文翻译文献
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原文：
Profit Patterns
The most important objective of companies is to create, develop and maintain one or more competitive advantages in order to generate dividends for the shareholders. For a long time, it was simply a question of dominating the market, either by costs or by a policy of differentiation. As Michael Porter advid, it was esntial to avoid being “stuck in the middle”. This way of thinking t up competitive rivalry in a clod world, and tended towards stability. This model is less and less relevant today for
whole ctors of the economy. We e a multitude of strategic movements which defy the logic of the old system. “Profit Patterns”lists numerous strategies which have joined the small number that we knew before. The patterns often combine to give ri to strategic models which are better adapted to the new and changing needs of the consumer.
Increasing the value of a company depends on its capacity to predict Value migration from one econom
ic ctor to another or from one company to another has unimaginable proportions, in particular becau of the new phenomena that mass investment and venture capital reprent. The public is looking for companies that will succeed in the future and bet on the winner.本手妙手俗手高考作文
欲罢不能什么意思>春意盎然什么意思Major of managers have a talent for recognizing development market trends There are some changing and development trends in all business ctors. They can be erected into models, thereby making it possible to acquire a technique for predicting them. This consists of recognizing them in the actual economic context. This book propos thirty strategic prediction models divided into ven families. Predicting is not enough: one still has to act in time! Managers analyze development trends in the environment in order to identify
opportunities. They then have to determine a strategic plan for their company, and t up a system aligning the internal and external organizational structure as a function of their objectives.
退伙协议书For most of the 20th century, mastering strategic evolution models was not a determining factor, and formulas for success were fixed and relatively simple. In industry, the basic model stated that profit was a function of relative market share. T oday, this rule is confronted with more and more contradictions: among car manufacturers for example, where small companies like T oyota are more
profitable than General Motors and Ford. The highest ris in value have become the exclusive right of the companies with the most efficient business designs. The upstart companies have placed themlves in the profit zone of their ctors thanks, in part, to their size, but also to their new way of doing business –exploiting new rules which are sources of value creation. Among the new rules which define a good strategic plan are:
1. Strong orientation towards the customer地基基础加固处理方案
2. Internal decisions which are coherent with the overall activity, concerning the products and rvices as well as the involvement in the different activities of the value chain
物业管理案例3. An efficient mechanism for value–capture.
4. A powerful source of differentiation and of strategic control, inspiring investor confidence in future cash-flow.
5. An internal organization carefully designed to support and reinforce the company’s strategic plan.侧目而视什么意思
高音的歌Why does value migrate? The explanation lies largely in the explosion of risk-capital activities in the USA. Since the 40’s, of the many companies that have been created, about a thousand have allowe
d talented employees, the “brains”, to work without the heavy structures of very big companies. The risk–capital factor is now entering a new pha in the USA, in that the recipes for innovation and value creation are spreading from just the risk-capital companies to all big companies. A growing number of the 500 richest companies have an internal structure for getting into the game of investing in companies with high levels of value-creation. Where does this leave Eur ope? According to recent rearch, innovation in strategic thinking is under way in Europe, albeit with a slight time-lag. Globalization is making the acceptation of the value-creation rules a condition of global competitively .There is a cond phenomenon that has an even more radical influence on value-creation –polarization: The combination of a convincing and innovative strategic plan, strategic control and a dominant market share creates a terrific
increa in investor confidence. The investors believe that the company has established its position of strength not only for the current, but also for the next strategic cycle. The result is an exponential growth in value, and especially a spectacular out-distancing of the direct rivals. The polarization process typically has two stages. In pha 1, the competitors em to be level. In fact, one of them has understood, has “got it”, before the others and is investing in a new strategic action plan to take into account the pattern which is starting to redefine the ctor. Pha 2 begins when the conditions
are right for the pattern to take over: at this moment, the competitor who “got it”, attracts the attention of customers, investors and potential recruits (the brains). The inten public attention snowballs, the market value explodes to leave the nearest competitor way behind. Examples are numerous in various ctors: Microsoft against Apple and Lotus, Coca-Cola against Pepsi, Nike against Reebok and so on. Polarization of value rais the stakes and adds a n of urgency: The first company to anticipate market change and to take appropriate investment decisions can gain a considerable lead thanks to recognition by the market.
In a growing number of ctors today, competition is concentrated on the race towards mindshare. The company
