商务分析 - Characteristics of Strategic Decisions
Business-strategy(英文版)-SWOT分析与安索夫矩阵
Mingxu Yang Jing Pang Lu Li
由NordriDesign™提供
Indentifying strategic options
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SWOT analysis
SWOT Analysis was developed by Albert Humphrey. It is a tool to find out the Strengths, Weaknesses, Opportunities, and Threats that are to be expected in a project or in a business venture or in something similar. It means that the marketing environment (internal and external to the organization or individual) is looked at.
confirm the ability and limit Use general matrix or a similar way to grade and
evaluate
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Put results on SWOT analysis matrix
Strength Weaknes
s
s
Opportuni ties
Threats
weak ness
opportunities
Reverse strategy
Line growth strategy
strength
Defensive Diversification Strategy
商务谈判战略技巧英文版
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
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)
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.。
商业策略分析 Business strategy
Strategic choices
Figure II.i Strategic choices
Strategic Choices 6: Business Strategy
Learning outcomes
• Identify strategic business units (SBUs) in organisations.
• Firms must consider their value chain of primary and secondary activities and link those activities to implement a cost leadership strategy.
Cost-leadership
• How organisations are creative and innovative.
• How organisations pursue strategies through organic development, acquisitions or strategic alliances.
• When firm is the market or cost leader (good strategy during a price war).
• If widespread competition exists, using low-cost strategies allows winning the war of attrition.
multiple businesses (SBUs) (e.g. Namco). • SBUs can be called ‘divisions’ or ‘profit centres’ • SBUs can be identified by:
商务谈判实训(双语) Unit 5 strategies and tactics for Business Negotiations
ACCA《商务分析》知识点：战略地位
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）。
商务谈判的战略战术与技巧
➢1、注意翻译的准确性 ➢2、确定谈判人 ➢3、准确理解合同条款 ➢4、在已成熟的FIDIC条款和在特殊条款基础上提出中肯的合 理的建议，找出可被我方利用的条件。 ➢5、透彻全面的对问题的理解和分析，多种选择性方案
➢6、对合同文件中的关键性条款及不合理的条款展开有理、有 利、有节的谈判。注意创造和谐、合作和互信的谈判氛围。建 设性谈判是运用创造性思维开发更多的可行设想，即选择方案， 创造共同探讨的环境，建设性的商谈方式。 ➢7、策略休会 --Tactical recesses ➢8、 私下接触 --Private Contact
➢ 相对稳定和确定性：策略战略大框架下展示其灵活性和多变性。 但保证万变不离其宗。
➢ 技巧（skills）则正是反映一个谈判者具有灵活运用策略的熟练技 能。
➢ 谈判程序：谈判内容和范围； ➢ 谈判过程控制：谈判思维； ➢ 谈判类型：谈判策略； ➢ 协调与控制限定谈判空间和时限
(A) 兼顾双方利益的原则 (To walk far, to walk together.) 指在谈判中，不能仅仅从自身的角度去考虑问题，而是要 兼顾双方的利益，从而达到双赢的结果 (B) 时间原则 -谈判中的关键因素--时间：急者败，慢者胜； -时间可以改变一切 -时间原则在谈判中的运用--“最后期限原则” (C) 方法： 1.游刃有余，收放自如 2.满足对方最敏感的心理需要（穿插于点评-授课中）
建设型谈判 (Constructive Negotiating) 国际工程谈判在基本阶段的各个节点所要采用的主要类型，主 要推荐类型： 特征：
当然，采用建设型谈判不意味着无原则的迁就和委曲求全，而 是以理服人，有理有利有节的争取自己的合理权益。
一个成功的，有备无患的谈判方案，必然还要在关键问题和细 微处考虑适当的策略和技巧的运用。
商务谈判实训(双语) Unit 5 strategies and tactics for Business Negotiations
2019/3/16
Business English for Economy and Trade
Unit 5 Strategies and Tactics for Business Negotiations
Knowing the strategic considerations
Knowing and applying five common negotiation strategies
任务目标
Knowing and applying negotiation tactics for five common negotiation strategies Developing and practicing negotiation strategies and tactics under different situations
Case 1
Now Orvel knew where the seller was vulnerable. “Here’s what I can do: I can give you $700 in cash right now, and I can have a truck and three of my friends here to move it out of your way by noon today.” The seller hesitated: “Well, I suppose that would work. I can always buy a new piano when we get settled.” Orvel left before the seller could reconsider. By the time the group returned with the truck, the seller had received three other offers at his asking price, but because he had accepted the cash, he had to tell them that the piano had already been sold.
商业分析工具：战略分析与规划工具(精品)
市场吸引力
企业竞争优势
示例
战略分析与规划工具
BCG矩阵
资料来源： Tony Grundy, “Breakthrough Strategies for Growth”
市场增长率
4.0
2.0
1.0
0.5
0.25
1.5
10%
25%
明星 ☆
问题 ？
× 瘦狗
＄ 金牛
相对市场占有率
与政府/合作伙伴关系 品牌优势 技术能力 销售渠道
业务/产品自身能力
业务/产品吸引力 行业现有规模 行业今后发展潜力 行业结构 行业进入壁垒 行业整体经济效益 未来竞争格局
高
低
高
低
投资、建立相应的能力，力求发展
巩固地位，进一步发展
退出竞争或改善业绩，榨取利润
停止投资，榨取利润
战略分析与规划工具
GE矩阵
资料来源：Kreikebaum, “战略性公司管理”
某国内行业
国际拓展
新活动
期望值
差距
经营利润
时间
现在
未来
战略分析与规划工具
差距（GAP）分析
时间
销售/流程
新业务
基本业务的潜力
基本业务
发展范围
战略差距
经营差距
差距
在当前市场中提供已有产品/服务
带有支持措施的基本业务，例如：合理化、员工激励
利用未来所有可获得的潜力进行基本业务的扩张
行
业
思
维
行业思维 认识 期待 假设
战略分析与规划工具
洋葱模型
资料来源： Tony Grundy, “Breakthrough Strategies for Growth”
商务英语之商务策略
商务英语之商务策略（经典版）编制人：__________________审核人：__________________审批人：__________________编制单位：__________________编制时间：____年____月____日序言下载提示：该文档是本店铺精心编制而成的，希望大家下载后，能够帮助大家解决实际问题。
文档下载后可定制修改，请根据实际需要进行调整和使用，谢谢!并且，本店铺为大家提供各种类型的经典范文，如工作总结、策划方案、规章制度、演讲致辞、合同协议、条据书信、应急预案、教学资料、作文大全、其他范文等等，想了解不同范文格式和写法，敬请关注!Download tips: This document is carefully compiled by this editor. I hope that after you download it, it can help you solve practical problems. The document can be customized and modified after downloading, please adjust and use it according to actual needs, thank you!Moreover, our store provides various types of classic sample essays, such as work summaries, planning plans, rules and regulations, speeches, contract agreements, policy letters, emergency plans, teaching materials, complete essays, and other sample essays. If you want to learn about different sample formats and writing methods, please pay attention!商务英语之商务策略商务英语之商务策略在商务英语翻译实践的过程中，另一个很重要的翻译技巧就是词量增减。
商务谈判StrategyandTacticsofIntegrativeNegotiation
Strategy and Tactics of Integrative Negotiation
negotiate
• （1） vi. 谈判，协商，交涉 例句：It is not clear whether the president is willing to negotiate 还不清 楚总统是否愿意洽谈。 • （2）vt. 谈判达成；成功越过；议价出售 例句：I negotiated the corner 我顺利通过转角。 • negotiator 谈判者
contrast
• n. 对比，对照；差异；vi. 对比；形成对照 vt. 使对 照，使对比 • 同义词：compare • compare： 侧重比较两个或更多东西的异同优劣， 强调相同或类似之处。 contrast： 指比较两个或更多东西之间的差异，侧重 不同点。 词组： compare to：把(一物)比作(另一物)。 compare with： 指"把……用……作比较"以便找出差异 或好坏。 by contrast with 和某物比起来 in contrast to 和某物形成对比
• Those with an abundance mentality do not perceive a concession of monies,· · · · · · 那些有丰富思想的人不会觉得是对金钱· · · · 的让步。 • 9.perceive v.察觉，感知；领悟，理解 句型：perceive sb. do / doing sth. 察觉到某人做某事 举例：I don’t perceive anyone coming towards me . perception n. 感觉，感知 引申：sensation n. 感觉，知觉 intuition n. 直觉
国际商务 伍尔沃斯 pest分析
3、外部分析：①宏观环境分析：PEST③战略群组分析（战略管理54页）PEST 有时也被称为STEP、DESTEP、STEEP、PESTE、PESTEL、PESTLE 或LEPEST （政治、经济、社会文化Socio-cultural、科技、法律 Legal、环境Environmental）。
最近更被扩展为STEEPLE 与STEEPLED，增加了教育（Education）与人口统计（Demographics）。
▪政治因素包含了租税政策、劳工法律、环境管制、贸易限制、关税与政治稳定。
▪经济因素有经济增长、利率、汇率和通货膨胀率。
▪社会因素通常着重在文化观点，另外还有健康意识、人口成长率、年龄结构、工作态度及安全需求。
▪科技因素包含生态与环境方面，决定进入障碍和最低有效生产水平，影响委外购买决策。
科技因素着重在研发活动、自动化、技术诱因和科技发展的速度。
PEST分析与外部总体环境的因素互相结合就可归纳出SWOT分析中的机会与威胁。
PEST/PESTLE、SWO T与SLEPT可以作为企业与环境分析的基础工具。
宏观环境分析：PESTP:（Political Factors）1、由政府垄断交通，。
2、发达的资本主义国家，出口总额巨大，贸易额巨大澳大利亚的租税政策：澳大利亚的企业所得税率为34%，员工的工资调节税率为：6000澳元以下0%，6000-20000澳元17%，等等。
对高收入人群的高税收政策补贴了对国民的福利支持，并且有养老金、休假准备金、医疗保险等，满足了国民的消费需求。
同时实行高税率，国民纳税意识强，支撑和完善社会机制/view/8c6ba24bf7ec4afe04a1dfb3.html劳工法律：雇员的工作条款和条件由联邦协议书、州协议书、注册和约以及雇佣合同的具体条款、有关就业条款和条件的立法组成。
详细规定了职工的薪酬待遇、解聘限制、享受年假和工龄休假权利的立法。
并且每个州的最低工资标准各不相同、一周的标准工作时间为38小时，即每周工作5天，每天工作8小时，并每月有一天时间轮休实行周薪制，每到周六日人们开始尽兴消费，导致消费欲望强烈。
2019年商务谈判必需的八种能力NO TRICKS-范文word版 (2页)
本文部分内容来自网络整理，本司不为其真实性负责，如有异议或侵权请及时联系，本司将立即删除！== 本文为word格式，下载后可方便编辑和修改！ ==商务谈判必需的八种能力NO TRICKS众所周知，在商务活动中，商务谈判占着重要的地位，每个商务从业人员都应该在这方面下功夫，下面是小编搜集整理的谈判必需的八种能力NO TRICKS，欢迎阅读。
关于商业经营中的诚信原则，中国自古就有"货真价实，童叟无欺"的八字经典，有趣的是，在英文中也有一个八字真言：NO TRICKS.从字面看来，与中文的意义非常相近。
不过"NO TRICKS"并不仅仅代表字面的意思，每一个字母还有更深一层的含义——谈判中的八种能力。
谈判能力在每种谈判种都起到重要作用，无论是商务谈判、外交谈判，还是劳务谈判，在买卖谈判中，双方谈判能力的强弱差异决定了谈判结果的差别。
对于谈判中的每一方来说，谈判能力都来源于八个方面，就是 NO TRICKS 每个字母所代表的八个单词——need， options， time， relationships，investment， credibility， knowledge， skills.一、NO TRICKS中的"N"代表需求(need)对于买卖双方来说，谁的需求更强烈一些?如果买方的需要较多，卖方就拥有相对较强的谈判力，你越希望卖出你的产品，买方就拥有较强的谈判力。
二、NO TRICKS中的"O"代表选择(options)如果谈判不能最后达成协议，那么双方会有什么选择?如果你可选择的机会越多，对方认为你的产品或服务是唯一的或者没有太多选择余地，你就拥有较强的谈判资本。
三、NO TRICKS中的"T"代表时间(time)主要是指谈判中可能出现的有时间限制的紧急事件，如果买方受时间的压力，自然会增强卖方的的谈判力。
著名的SWOT和PSETEL分析注解——西方商业常用的两个Marketing analysis 的方法
PESTEL and SWOT AnalysisPESTEL:Political Factors:•Government in power with huge majority and a developing agenda for improving the delivery of fire related issues.•Range of new legislation being proposed that will impact on the provision and legislative basis fora fire service.•Regional Assembly and Unitary authority debates.•“Distinctiveness” issue very important but may divert attention and resources if seen as isolationist.•“Hung Council” may not be most appropriate form for delivering policy change.Economic Factors•Interest rates low but competition from retirees and second home owners pushing prices up and affecting the sustainability of local retained fire-fighting units.•Employment prospects improving, creating the potential for difficulty in recruiting retained firefighters.•Objective One seen as big hope to create 21,000 new jobs; impacts on sustainability of local retained fire-fighting units.•Rises in Council Tax, to improve services, are unpopular.•Pay issues for fire service are based on a national basis.•Low skills in growth sectors.•Increased pressure on transport system has created an increase in Special Service and Rescue calls.Social-Cultural Factors•Cornish identity strong.•Cultural diversity almost non- existent.•Retired and older generation creating increased demand for services.•“Quality of life”.•No big towns requiring a more diverse spread of fire cover.Technological Factors•Internet developments of on-line services.•Wireless and mobile telephony.•Technologi cal aids for developing service delivery.Environmental Factors•Need for new housing, affordable housing and the impact on the provision of fire cover.•Concern over impact of additional infrastructure. developments on service delivery.•Key CCC policy is for sustainable development.•Promoting local distinctiveness.•Regeneration of redundant buildings and open spaces.Legal Factors•New legislation for the provision and delivery of a fire service.•Duty of Best Value.•Development of integrated fire ris k management practices and policies.SWOT AnalysisStrengths•Established as sole provider of a fire service paying national rates.•Established name - everyone knows there is a Fire Brigade.•Well-trained workforce and external validation of quality.•Services immediately available to everyone in the County.•Satisfaction levels of fire service users very high.•Many new and younger County Councillors keen to tackle big issues and meet communities.Weaknesses•Pay subject to national negotiations.•Not everyone aware of the range and availability of services provided by Fire Brigade.•Constant talk of reorganisation at a national/regional level affects morale.•Some areas of the County feel they are neglected and the resources are concentrated in other areas.•Under investment in services over decades might mean expectations are low.Opportunities•Modernisation agenda provides chance to become the key player in all servicedelivery/partnership arrangements.•ICT development at the heart of Economic Development Strategy for Cornwall and links to e-government.•Developing new services based on virtual offices, further on-line services 24/7 availability.•Fire service staff to take more of a community representational role and provision of a wider range of services.•Opportunity to develop a wider integrated response in meeting risks through collaboration with other fire services within the region.Threats•Potential loss of integration, currently through a county wide based provision through the County Counci l, if two or more unitary authorities proposed.•Potential for loss in community focus with a move to a regional fire service provision.•Difficult to provide level of response expected and required to meet all threats without the participation and support from other Fire Brigade’s within the region.。
第8章国际商务谈判者行为的分析及预测
与力量型沟通原则
不要直接提出忠告和建议； 仅仅给予暗示，即使他听从了你的建议，也要说明是他本人的 决策，而且肯定不会错. 不爱听直接奉承的话 (触龙说赵太后 晏子进谏)
2010-11-15
和平型的倾听风格
人际关系型倾听风格 善于察言观色，对别人的感情非常重视 和关注。不会立刻下判断，不会迅速提供 反馈和语言、非语言的信息。过分关注人， 反而忽略了任务和事，可能缺乏效率。
2010-11-15
第一节
人行为的分析
一、人类行为是本能，还是理性 二、人行为的可预测性 三、人行动的原因
2010-11-15
一、人类行为是本能，还是理性
(一)解释人类行为的不同派别 应该如何去研究人的行为?用什么方式去进 行测试或实验?我们研究方法的实质又是什 么?五十年来，对这类问题的回答，经历了 巨大的变化。
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完美型人物的职业取向
计划、策划（爱分析） 目标明确、严肃认真 喜欢清单、报表、数据、图示 财务人员、品管人员、审计、市 场策划、市场分析 不适合对外工作—人事、公关
2010-11-15
力量型人物的职业取向
天生的实干者 坚强的意志和决策能力 工作目标主导型 喜好处理紧急情况 销售人员、生产现场管理人员、 消防队员、军人、一线组织人 员 不适合保守的工作、与人打交 道的工作—人事、政界（仕途）
2010-11-15
四种典型的人际风格
D（Dominance)-支配 I (Influence)-影响 S(Steadiness)-支持 C(Compliance)-遵循 力量型 活泼型 和平型 完美型
2010-11-15
活泼型人物的职业取向