Analysis of the Competitiveness of Chinese Film Industry in the New International Environment
英语作文-农业科学研究和试验发展行业的竞争态势分析
英语作文-农业科学研究和试验发展行业的竞争态势分析The agricultural science research and experimental development sector is witnessing a dynamic landscape of competition driven by various factors. This analysis delves into the current competitive state within this industry, examining key players, emerging trends, and challenges.One of the primary drivers of competition in agricultural science research and experimental development is the pursuit of innovation. Companies and research institutions constantly strive to develop new technologies, methodologies, and products to enhance agricultural productivity, sustainability, and efficiency. This relentless pursuit of innovation fosters a competitive environment where organizations vie to be at the forefront of scientific breakthroughs.Moreover, the increasing global demand for food security and sustainable agriculture further intensifies competition within the industry. As populations grow and environmental concerns mount, there is a pressing need for innovative solutions to address challenges such as climate change, soil degradation, and water scarcity. This demand creates opportunities for organizations that can offer effective solutions while also posing challenges for those unable to keep pace with the evolving needs of the agricultural sector.The competitive landscape of agricultural science research and experimental development is also shaped by regulatory frameworks and government policies. Government funding, subsidies, and regulations play a significant role in determining the resources available to organizations engaged in agricultural research and development. Moreover, policies related to intellectual property rights, biosecurity, and environmental protection can impact the strategies and competitiveness of industry players.Furthermore, partnerships and collaborations are increasingly important in driving innovation and competitiveness in the agricultural science sector. Collaborations betweenresearch institutions, private companies, and government agencies facilitate knowledge exchange, resource sharing, and access to complementary expertise. Strategic alliances can also enable organizations to pool resources and mitigate risks associated with research and development endeavors.In addition to traditional players such as agricultural biotechnology companies and research universities, new entrants and disruptors are reshaping the competitive landscape. Start-ups, incubators, and accelerators are bringing fresh perspectives and innovative technologies to the industry, challenging established norms and driving rapid change. Moreover, advancements in fields such as artificial intelligence, big data analytics, and precision agriculture are opening up new avenues for competition and collaboration.However, alongside opportunities, the agricultural science research and experimental development sector also faces significant challenges. These include resource constraints, regulatory hurdles, market volatility, and public skepticism towards genetically modified organisms (GMOs) and other novel technologies. Moreover, the COVID-19 pandemic has highlighted vulnerabilities in global supply chains and underscored the importance of resilience and adaptability in the face of unforeseen disruptions.In conclusion, the competitive landscape of the agricultural science research and experimental development industry is characterized by innovation, global demand, regulatory dynamics, partnerships, and emerging trends. Organizations operating in this sector must navigate these complexities while striving to leverage opportunities and overcome challenges to drive sustainable growth and impact in the agricultural sector.。
hhhh范文 我国家具出口贸易国际竞争力的实证研究
表11996-2007年我国家具出口增长情况（单位：亿美元、%）资料来源：中国海关、中国家具协会。
我国家具出口贸易国际竞争力的实证研究刘欣摘要：改革开放以来，我国的家具出口贸易发展迅速。
我国已成为全球家具的出口大国。
本文先从出口总量、产品结构和市场结构三个方面对我国家具出口贸易的现状进行介绍，然后选取贸易竞争指数和显性比较优势指数，对我国家具出口贸易的国际竞争力进行测算，最后分析制约我国家具出口的因素及相应对策。
关键词：家具业；出口贸易；国际竞争力；实证研究改革开放以来，我国的家具制造业获得了巨大发展，家具产业已初具规模。
据国家统计局数据显示，2007年我国家具的工业总产值达2416亿元，跃居世界首位，成为全球家具的生产大国和制造中心。
我国家具产业生产能力的增强也带动了家具出口贸易的快速增长，家具产业已成为我国出口创汇的重要行业。
因此，在经济全球化背景下，研究我国家具的出口贸易如何继续保持快速增长势头、如何提升国际竞争力具有很强的现实意义。
一、我国家具出口贸易的发展现状1.出口贸易总量分析随着家具行业的迅速发展，我国家具的贸易出口额一直保持快速增长态势（详见表1和图1）。
1996年，我国的家具出口额仅为12.98亿美元，而到2005年，我国家具出口额猛增至135亿美元，成为全球家具出口量最多的国家，高于第二大家具出口国意大利的108.97亿美元和第三大家具出口国德国的61.95亿美元。
2006年我国家具出口量达171.3亿美元，占全球家具贸易总量的1/5。
据中国海关最新统计数据显示，2007年1-12月我国家具出口总额达226.17亿美元，同比增长32%。
我国家具业的崛起，使得传统家具生产大国面临巨大的竞争压力。
在过去的5年中，波兰、墨西哥、马来西亚等新兴家具出口国的家具出口年均增长率仅为10%左右，而以意大利、美国、德国为代表的传统家具出口国的家具出口则基本上没有增长。
自1997至2007年，我国家具出口额的年均增长率保持在30%左右，远远高于传统的家具出口大国。
越南两廊一圈框架计划的内容
越南两廊一圈框架计划的内容The Two Corridors and One Circle Framework Plan in Vietnam is a strategic initiative aimed at promoting economic and social development in the country.越南的两廊一圈框架计划是一个战略性的举措，旨在促进该国的经济和社会发展。
The plan comprises two economic corridors – the North-South Economic Corridor and the East-West Economic Corridor – and the Ho Chi Minh City Metropolitan Area, which collectively form the "circle" for development.这一计划包括两个经济走廊——南北经济走廊和东西经济走廊，以及胡志明市都市圈，它们共同构成了一个发展的“圈”。
The North-South Economic Corridor connects Hanoi in the north to Ho Chi Minh City in the south, while the East-West Economic Corridor links Vietnam with its neighboring countries Laos, Cambodia, and Thailand.南北经济走廊连接了北部的河内和南部的胡志明市，而东西经济走廊连接了越南与其邻国老挝、柬埔寨和泰国。
The Circle refers to the Ho Chi Minh City Metropolitan Area, which serves as a socio-economic hub and plays a crucial role in the overall development of the country.“圈”指的是胡志明市都市圈，它是一个社会经济核心，对于该国的总体发展起着至关重要的作用。
competitive analysis
competitive analysisCompetitive Analysis，简称CA，是企业在进行市场营销活动前采取的一种分析方法，旨在了解和评估市场上的竞争对手，从而提供基础信息，有效地帮助企业设计出具有竞争力的产品和服务。
CA能够帮助企业弄清市场中各家公司之间的情况，以便根据市场营销策略来实施有效的市场营销战略。
Competitive analysis (CA) is a method of analysis that businesses undertake before embarking on their marketing activities. It aims to understand and evaluate the competition in the market in order to provide basic information that can effectively help businesses design competitive products and services. The CA helps businesses to get a clear picture of the situation between companies in the market, in order to implement an effective marketing strategy based on their marketing strategies.CA的内容包括对竞争对手的产品、服务、营销策略、价格、客户服务等方面的分析，以及市场的特点、趋势、机遇和威胁的分析。
Competitive analysis seeks toprovide an overall assessment of the competitive landscape in order to identify opportunities and threats in the market. This includes an analysis of competitive products, services, marketing strategies, pricing, customer service, and analysis of the characteristics, trends, opportunities and threats in the market.CA的目的是帮助企业制定有效的市场营销策略，使其能够在市场上保持竞争力。
Competitor Analysis
Topic:CompetitorAnalysisPublished in CADDealer Magazine Competitor Analysis. . . . Keeping Ahead Of The Game A recent survey of businesses in the USA on their approach to understanding the operations of their competitors identified two categories of company, eagles and ostriches. Eagles analyse their rivals, and assume these rivals are doing the same; and ostriches, well, they're just content to focus on their own affairs.Few companies can survive without some basic knowledge of their competitors, such as the products or services they sell and, crucially, the price they sell them at. Yet relatively few small and medium sized enterprises invest in a thorough analysis of their rivals,mainly due to a lack either of resources or an appreciation of how this can be carried out. As awareness of the benefits of gathering this information grows however, more and more businesses are investigating how to go about it.What Is Competitor Analysis?Competitor analysis ('CA') is the in-depth study of one or more rivals (or potential rivals) to gather information on their structure, strategies, strengths, weaknesses and futuredirections. This information is then used to make informed decisions about everything from marketing to long term business strategies.CA goes beyond the type of B2B research that most companies will already be engaged in to varying degrees, such as reading trade papers or obtaining rivals' sales literature - although the systematic gathering of information from published sources is an important element of it. It involves extracting and piecing together the inside information yourcompetitors really don't want you to get your hands on. The most effective technique to achieve this is the skilful interviewing of people connected with the company concerned - without alerting them to your motives. It's a highly specialised discipline, and whileincreasing numbers of very large companies are employing their own in-house competitor analysis professionals, for the vast majority of businesses the most practical option is to use specialist agencies.CA Or CI?Most of the literature on this topic refers to 'competitive intelligence' ('CI') - in many ways the terms CI and CA are interchangeable. CA can be viewed as a highly specialisedsubset of CI, as the latter covers a broader spectrum of activity to monitor aspects of competitive environment including general industry, economic and regulatory trends.Why Bother?There are various approaches to gaining and maintaining the edge over your competitors. At one level this can mean ensuring that your products and services are actually better than theirs. At another it can mean ensuring you are better at marketing yourproducts/services, even if they are very similar to those of your rivals. But succeeding in these areas requires you to actually know how your competitors are operating. Certain basic information about them - their products/services, list prices and the features/benefits they are pushing to clients - can be obtained relatively easily. This at the very least gives you a starting point for positioning your prices appropriately, and setting out your selling points. But it stands to reason that the more you know about your competitors, the better equipped you are to stay ahead of them. This is particularly true of CAD, which is a mature market where Resellers need to be innovative to remain competitive. However, if you try to dig out inside information yourself on competitors' strengths and weaknesses the barriers can go up; for example it is simply not in the best interests of a potential customer to tell you the exact price they paid for the product or service of your closest rival. Independent, external B2B research is usually more effective in producing accurate, unbiased responses.If......you had access to information on your main competitors on some or all of the following areas:o structure, strategy, motivations and objectiveso financial and operating analysis, eg. return on sales, gross profit margin etc.o marketing strategy, eg. messages and tactics, price flexibility, new services or products, distribution models used, names of key customerso market perception, eg. why their customers buy from them and their satisfaction levels i. e. what are your competitors' best practices and key strengths?o future directions... then you would be in a strong position to:o understand their mission and objectives and develop your own accordinglyo develop realistic sales targets through understanding the scale of their operations and turnovero implement product/service improvements to counter strengths/weaknesses and innovations in their product portfolioo position your prices appropriatelyo target your direct sales policies through knowing their distribution channelso offer competitive discounts and payment termso develop an appropriate marketing communications strategy in response to their messages and where they put them acrosso strengthen your products/services and marketing strategy by adopting and adapting the best practices observed in your competitors' armoury. Not in a blind'copy-cat' way, but creatively shaping those practices to your own circumstances In the CAD market, price tracking studies might prove particularly valuable to enable Reseller to keep abreast of price trends. Similarly an analysis of competitors' added value services (such as engineering drawing bureaux or e-commerce facilities) will pinpoint areas for service improvement. This is what CA is all about - enabling you to significantly improve your own performance by really targeting resources where they will have most impact.How Is It Done?The straightforward element of CA involves gathering information from publicly available sources; probing beyond this however needs to be conducted very carefully to avoid alerting a competitor to your interestand intentions. Before you decide to invest in any such analysis you should ask yourself some key questions.o What do we need to know?o What do we already know?o How much will it cost to get it?o What could it cost not to get it?Answering the question 'what do we already know?' will help to inform the parameters you set for the first question. It is important at an early stage to make sure you have pulled together all the existing knowledge you have gathered from trade papers, websites etc, plus the titbits gleaned through conversations with suppliers, sales people and so on - if you decide to bring in an outside specialist you don't want to pay for information you already have.While there are additional sources of recorded information that can be explored (such as commercial databases), speaking to people with inside knowledge is the most effective way to penetrate beneath the facade of the competitor. According to the information you want, these might include actual employees, ex-employees, industry experts, suppliers, customers and so on. Gathering information in this way is fraught with difficulties, and requires a creative mind and lateral thinking to overcome obstacles and avoid detection. CA professionals will not give away the tricks of the trade easily, but skilful interviewers are able to structure their approach and frame their questions in such a way as to elicit huge amounts of invaluable information.Case study 1. Company A, the market leader in sales for a type of computer hardware, was concerned over Company B’s aggressive pursuit of its market share. As a specialist agency, The Business Advantage Group Plc was commissioned to investigate Company B’s operations in several Europ ean countries, including their distribution models, profit margins, strategies, strengths and weaknesses. Numerous people were ‘interviewed’ in the information gathering exercise including Company B’s customer service personnel, sales representatives, senior managers and telephonists. Their distributors and resellers were also interviewed in depth. The resulting information and recommendations enabled Company A to reshape its marketing strategy, and re-structure its pricing matrix to counter Company B’s str engths and target their perceived weaknesses. Company A has since started to see an increase in their market share.Case study 2. A leading telecommunications manufacturer wanted a better understanding of six of its main competitors. A detailed study was carried out by Business Advantage which examined the following areas for each competitor:o company overview, structure and strategyo financial and operating analysiso current product rangeo new product developmentso key service provisionso pricing structureo quality issueso market perceptionso distribution and sales strategyo marketing communications strategy and tactical implementationo overall strengths and weaknessesWith an accurate assessment of their leading competitors, our client re-shaped some fine points of its overall marketing strategy and then implemented plans aimed specifically to counter competitive strength and exploit weaknesses.The outcome? Increased revenues and an enhanced market position.Ethical QuestionsCA should not be confused with espionage; almost all the information needed can be gathered by examining published sources, interviewing or other legal, ethical methods. There are certainly grey areas, both between what could be considered ethical and non-ethical, and legal and illegal - but the consequences of stepping over the line can be severe in terms of business reputation and punishment by law. Not that that prevents some companies from engaging in improper practices; last year in the USA the FBI investigated hundreds of cases under the Economic Espionage Act. The Society of Competitive Intelligence Professionals (SCIP), set up in the USA but now with a branch in London, was established with the goal of promoting CI as a discipline bound by a strict code of ethics.So Who's Doing It?As disciplines, CI and CA originated in the USA, and most of the new ideas and supporting technologies are coming from there. 'The UK and Europe are lagging behind in terms of the numbers of companies actively engaged in analysing their rivals', explains Annemarie Jago, EMEA Knowledge Manager and CI professional for Arthur Andersen.'Most companies are still just waking up to the many justifications for putting resources into Competitive Intelligence. SCIP has a lot of members from the pharmaceutical and telecommunication industries, but representation in the IT sector is growing.' Annemarie feels this trend will continue: 'With business becoming ever more competitive and global, companies are recognising that in order to gain and maintain competitive advantage, they must understand what their competitors are doing and formulate a strategy that exploits their rivals' weaknesses and compensates for their strengths.'The Final Word...No literature on CI or CA is complete without reference to the words of Sun Tzu, the great Chinese military strategist of the 5th Century BC. His pearls of wisdom on the art of war have been adopted universally by business people seeking supremacy over competitors. 'If you are ignorant of both your enemy and yourself, then you are a fool and certain to be defeated in battle. If you know yourself, but not the enemy, for every battle won, you will suffer a loss. If you know your enemy and yourself, you will win every battle.'For Further Information:Tel: +44 (0)1689 873636; Fax: +44 (0)1689 878070E-mail: info@For further information about SCIP, please contact the SCIP Office, 15 Greycoat Place, London SW1P 1SB, tel: 0171 233 3646, website: 。
2024美赛c题词典解释
2024美赛c题词典解释English Answer：Task A: Morphological Analysis.Morphological analysis involves breaking down wordsinto their constituent morphemes, which are the smallest units of meaning. The goal is to identify the base form or stem of the word and any prefixes or suffixes that have been added to it. This analysis can provide insights into the word's meaning, origin, and grammatical function.Task B: Syntactic Analysis.Syntactic analysis focuses on the structure of sentences and how words are combined to form phrases and clauses. It involves identifying the parts of speech of each word, as well as the grammatical relationships between them. This analysis can help to determine the meaning of a sentence, identify its subject and predicate, andunderstand its overall structure.Task C: Semantic Analysis.Semantic analysis examines the meaning of words and sentences. It involves understanding the literal and figurative meanings of words, as well as the broader context in which they are used. This analysis can help to determine the overall message or theme of a text, identify any ambiguities or contradictions, and make inferences based on the information provided.Task D: Pragmatic Analysis.Pragmatic analysis considers the context in which language is used and the intentions behind it. It involves understanding the speaker's or writer's goals, the relationship between the participants, and the social and cultural factors that influence communication. This analysis can help to interpret the meaning of utterances, identify any hidden messages or assumptions, and understand the overall communicative purpose of the text.Task E: Discourse Analysis.Discourse analysis examines the structure and organization of texts or conversations as a whole. It involves identifying the different sections or paragraphs, the progression of ideas, and the overall coherence and cohesion of the text. This analysis can help to understand the author's purpose, the intended audience, and theoverall impact of the text on the reader.Task F: Stylistic Analysis.Stylistic analysis focuses on the language choices made by the author or speaker and their impact on the text. It involves examining the use of figures of speech, rhetorical devices, sentence structure, and vocabulary. This analysis can provide insights into the author's style, tone, and overall aesthetic choices.Task G: Interaction Analysis.Interaction analysis examines the dynamics of conversations and other forms of interaction. It involves identifying the different roles played by participants, the patterns of communication, and the overall quality of the interaction. This analysis can help to understand thesocial dynamics of the group, identify any conflicts or misunderstandings, and assess the effectiveness of the communication process.Task H: Genre Analysis.Genre analysis examines the characteristics ofdifferent genres of writing or speech. It involves identifying the conventions and expectations of each genre, as well as the ways in which authors or speakers use these conventions to achieve their communicative goals. This analysis can help to understand the purpose and structure of different genres, identify the intended audience, and make comparisons between different texts or performances.Task I: Critical Analysis.Critical analysis involves evaluating the strengths and weaknesses of a text or performance. It involves considering the author's or speaker's purpose, the intended audience, the overall impact of the text, and the broader context in which it was produced. This analysis can help to identify any biases or limitations of the text, make informed judgments about its quality, and develop a deeper understanding of its meaning and significance.Task J: Comparative Analysis.Comparative analysis examines the similarities and differences between two or more texts or performances. It involves identifying the shared features and unique characteristics of each text, as well as the ways in which they interact with and influence each other. This analysis can help to understand the relationships between different texts, identify patterns and trends, and gain a broader perspective on the topic being discussed.Chinese Answer：任务 A，形态分析。
discourse analysis名词解释
discourse analysis名词解释Discourse Analysis: Exploring the ConceptDiscourse analysis refers to a research method that examines how language is used to construct meaning and shape social interactions. It involves the study of both spoken and written communication, aiming to understand how language reflects and influences social structures, power dynamics, and cultural values.Analyzing discourse involves examining various elements such as the choice of vocabulary, grammatical structures, and rhetorical devices used in a text or conversation. Through this analysis, researchers uncover patterns, ideologies, and underlying motives that may be embedded within the language.This methodology is interdisciplinary, drawing from fields such as linguistics, sociology, psychology, anthropology, and communication studies. Its applications are widespread, as discourse analysis can be utilized in studying a wide range of social settings, including politics, education, media, healthcare, and everyday interactions.One fundamental concept in discourse analysis is the notion of discourse community.A discourse community consists of a group of people who share a common goal, knowledge, vocabulary, and ways of communication. By understanding the discourse community, researchers can analyze how language is used within the community to establish and maintain boundaries, power dynamics, and social hierarchies.Another essential aspect of discourse analysis is the examination of discourse markers. These are linguistic devices that help structure conversations and signify the relationships between ideas, opinions, or participants. Discourse markers include phrases like "on the other hand," "actually," or "in conclusion." By analyzing the usage of these markers, analysts can identify the patterns of interaction and narrative structure within a discourse.Discourse analysis also considers the role of context in shaping language use. The social, cultural, and historical context in which communication occurs can significantlyinfluence the meaning and interpretation of a discourse. Researchers analyze contextual factors such as social norms, power relations, cultural values, and historical events to gain a comprehensive understanding of how language is employed and understood.In conclusion, discourse analysis is a research method used to examine how language constructs meaning in social interactions. By analyzing linguistic elements, discourse communities, markers, and contextual factors, researchers gain insights into the social structures, ideologies, and power dynamics that underlie communication. This methodology is interdisciplinary and applicable in various fields, contributing to a deeper comprehension of how language shapes our social world.。
黄芪的国际贸易现状及问题探析
2019年4月第21卷第4期
・专论・
中国现代中药 Mod Chin Med
Ape. 2019 Vol. 21 No.4
黄罠的国际贸易现状及问题探析 "
程蒙，池秀莲，王慧，杨光*
中国中医科学院中药资源中4/道地药材国家重点实验室，北京100700
［摘要］黄便为我国大宗常用中药材，主产于山西、甘肃、内蒙古等地，产品远销海外。本文通过对黄便出口 国家（地区）、出口数量、出口金额及出口单价的统计分析，发现2011-2016年，我国黄便的出口额和出口量波动 幅度较大，但未表现出明显波动趋势。6年间黄便年均出口量为3 903.50 t,年均出口额为2 104. 15万美元，但黄便 的出口单价呈明显上涨趋势，2016年的出口单价相比2011年上涨了 75. 14%（出口至各个国家（地区）的黄便单价差 异较大，出口至日本的单价最高，其次为新加坡，越南的出口单价最低。2016年黄便的出口涉及21个海关口岸， 其中深圳海关口岸的出口量最大，成都海关口岸的出口量最少，杭州海关口岸的出口单价最高（为进一步提升黄便 的国际竞争力，需要注重黄便生产加工过程中的标准制定、国际市场培育及产品深加工能力的提升。
the laraest export volume and the Chengdu port had the smallest export volume. The export unit-ቤተ መጻሕፍቲ ባይዱrice of A.
关于竞争力的英语作文
关于竞争力的英语作文Competitiveness is the key to success in today's fast-paced world. It is the driving force behind innovation, growth, and progress. In order to stay ahead in the game, individuals and organizations must constantly strive to improve their skills, products, and services.One of the most important aspects of competitiveness is the ability to adapt to change. In today's rapidly evolving market, those who are able to embrace new technologies and trends will have a significant advantage over their competitors. This requires a willingness to learn and a proactive approach to seeking out new opportunities.Another crucial factor in competitiveness is theability to think creatively and outside the box. Those who are able to come up with innovative solutions to problems and think of new ways to meet customer needs will stand out in the crowd. This kind of forward thinking is essentialfor staying ahead of the curve.In addition to adaptability and creativity, strong communication skills are also essential for maintaining competitiveness. The ability to effectively convey ideas, negotiate deals, and build relationships with clients and colleagues is crucial for success in any industry. Those who are able to communicate clearly and persuasively will have a distinct advantage over their peers.Furthermore, a strong work ethic is essential for maintaining competitiveness. Those who are willing to putin the time and effort to constantly improve their skills and deliver high-quality work will always have an edge over those who are content to coast by on minimal effort. Hard work and dedication are key components of staying competitive in any field.In conclusion, competitiveness is essential for success in today's world. Those who are able to adapt to change, think creatively, communicate effectively, and work hard will always have an advantage over their peers. It is important for individuals and organizations alike toconstantly strive to improve and stay ahead of the competition.。
人们的竞争意识的英语作文
人们的竞争意识的英语作文Competition is an inherent part of human nature. It is the driving force behind progress and innovation, and it is what motivates individuals to strive for excellence. However, competition can also have negative consequences, such as stress, anxiety, and even aggression. In this essay, we will explore the various aspects of competition and its effects on individuals and society.One of the most obvious benefits of competition is that it encourages individuals to work harder and achieve more. When people are competing against each other, they are more likely to put in extra effort and take risks in order to gain an advantage. This can lead to increased productivity, innovation, and creativity, which can benefit not only the individuals involved but also society as a whole.Competition can also be a source of motivation and inspiration. When we see others achieving great things, it can inspire us to push ourselves to do better. This can beparticularly true in sports, where athletes often use their rivals' success as motivation to train harder and improve their performance.However, competition can also have negative effects, particularly when it becomes too intense or focused solely on winning. When individuals are under too much pressure to succeed, they may become stressed, anxious, or even depressed. This can lead to burnout, which can have long-term consequences for their mental and physical health.Moreover, competition can sometimes bring out the worst in people. When individuals are competing against each other, they may resort to unethical or even illegal tactics in order to gain an advantage. This can lead to cheating, sabotage, and other forms of aggressive behavior, which can harm not only the individuals involved but also society as a whole.In conclusion, competition is a complex and multifaceted phenomenon that has both positive and negative effects. While it can be a source of motivation andinspiration, it can also lead to stress, anxiety, and aggression. Therefore, it is important to strike a balance between healthy competition and excessive pressure, and to promote ethical and fair practices in all competitive endeavors.。
竞品分析英文演讲稿范文
Good morning/afternoon, esteemed colleagues and guests. Today, I am honored to present a comprehensive competitive analysis of our industry. As we navigate the ever-evolving market landscape, understanding our competitors is crucial for our strategic planning and long-term success. In this presentation, I will delve into the key players in our industry, their strengths, weaknesses, opportunities, and threats, and how we can capitalize on these insights to stay ahead.---IntroductionOur industry is characterized by rapid technological advancements, changing consumer preferences, and intense competition. To maintain our competitive edge, it is imperative that we not only understand our own strengths and weaknesses but also those of our competitors. This analysis will provide a detailed overview of the competitive landscape, highlighting the key players and their strategic positioning.---Market OverviewTo begin, let's take a look at the market overview. Our industry has seen significant growth over the past few years, driven by factors such as technological innovation, increasing consumer awareness, and favorable economic conditions. However, this growth has also attracted new entrants and intensified competition.Key Competitors1. Company A- Strengths: Company A is known for its innovative products, strong brand reputation, and extensive market reach. Their customer service is exceptional, and they have a loyal customer base.- Weaknesses: Despite their strengths, Company A faces challenges in terms of high production costs and limited product customization options.- Opportunities: By investing in research and development, Company A can expand its product line and cater to a wider audience.- Threats: The company is at risk of losing market share to moreagile competitors who can quickly adapt to market changes.2. Company B- Strengths: Company B has a robust distribution network andefficient supply chain management. They offer competitive pricing and have a strong presence in emerging markets.- Weaknesses: The company's product offerings are limited, and they lack a strong brand identity compared to their competitors.- Opportunities: By focusing on product innovation and enhancingtheir brand value, Company B can attract more customers and increase market share.- Threats: The company is vulnerable to fluctuations in raw material prices and supply chain disruptions.3. Company C- Strengths: Company C is renowned for its customer-centric approach and exceptional product quality. They have a strong focus on sustainability and social responsibility.- Weaknesses: The company's pricing is higher than its competitors, which may limit its appeal to price-sensitive consumers.- Opportunities: By leveraging their strong brand and reputation, Company C can expand into new markets and diversify their product offerings.- Threats: The company may face challenges in maintaining its product quality and meeting increasing customer expectations.---SWOT AnalysisTo further understand the competitive landscape, let's conduct a SWOT analysis for our company.Strengths- Innovative product offerings: Our products are designed to meet the evolving needs of our customers.- Strong R&D capabilities: We invest heavily in research and development to stay ahead of the curve.- Skilled workforce: Our employees are highly trained and committed to delivering exceptional service.Weaknesses- Limited market presence: We have a smaller market share compared to our competitors.- High production costs: Our production costs are higher than those of some competitors.- Limited distribution network: Our distribution network is not as extensive as some of our competitors.Opportunities- Emerging markets: There is significant growth potential in emerging markets.- Collaborations: Partnering with other companies can help us expand our market reach and diversify our product offerings.- Technological advancements: New technologies can help us improve our product offerings and reduce production costs.Threats- Intense competition: The industry is highly competitive, with new entrants and established players vying for market share.- Economic downturns: Economic instability can affect consumer spending and our bottom line.- Regulatory changes: Changes in regulations can impact our operations and profitability.---Strategic RecommendationsBased on our analysis, here are some strategic recommendations to enhance our competitive position:1. Focus on product innovation: Continue to invest in research and development to create unique and high-quality products.2. Expand our market reach: Identify and enter new markets to increase our market share.3. Enhance our brand: Develop a strong brand identity to differentiate ourselves from competitors.4. Optimize our supply chain: Streamline our supply chain to reduce costs and improve efficiency.5. Leverage technology: Utilize new technologies to improve our product offerings and customer experience.---ConclusionIn conclusion, understanding our competitors is crucial for our success in this dynamic industry. By analyzing the strengths, weaknesses, opportunities, and threats of our competitors, we can develop effective strategies to stay ahead. Let us work together to capitalize on these insights and achieve our strategic goals.Thank you for your attention, and I am now open to any questions you may have.。
第12章 the Analysis of Competitive Markets
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall • Microeconomics • Pindyck/Rubinfeld, 8e.
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12.1 MONOPOLISTIC COMPETITION
Chapter 12: Monopolistic Competition and Oligopoly
Under monopolistic competition, price exceeds marginal cost.
Thus there is a deadweight loss, as shown by the yellowshaded area.
The demand curve is downward-sloping, so the zero profit point is to the left of the point of minimum average cost.
CHAPTER
12
The Analysis of Competitive Markets
Prepared by: Fernando & Yvonn Quijano
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall • Microeconomics • Pindyck/Rubinfeld, 8e.
12.1 MONOPOLISTIC COMPETITION
Equilibrium in the Short Run and the Long Run
Figure 12.1 (continued)
中国产业的出口竞争力评估外文文献翻译最新译文
文献出处：Fetscherin M, Alon I, Johnson J P. Assessing the export competitiveness of Chinese industries[J]. Asian Business & Management, 2010, 9(3): 401-424.原文Assessing the export competitiveness of Chinese industriesMarc; Ilan; JohnsonIntroductionCompetitiveness has been assessed and studied at various levels: country (Jones, 1994; Murtha and Lenway, 1994; Enright et al , 1999), region (Uysal et al , 2000), industry (Roth and Morrison, 1992; Mitchell et al, 1993; Contractor et al, 2005; Fetscherin and Alon, 2007) and network/group (Peng et al, 2001). Country-level assessments are provided in The Global Competitiveness Report(World Economic Forum, 2008), the World Competitiveness Yearbook(Institute for Management Development, 2008) and elsewhere (Eckhard, 2006), but are often too general to be applied to a single country (Krugman, 1994). In contrast, individual company cases and studies are too specific and may not be applicable to an entire industry or to all industries from a single country (Peng et al , 2001). Analyzing competitiveness at the industry level, however, provides greater detail and a better understanding of the competitive dynamics of an industry than the country or company level, for several reasons: (i) examining the degree of specialization for a given industry can identify the comparative (dis)advantage of a national industry; (ii) industry-specific analysis permits international comparisons of an industry's degree of specialization and rate of growth; and (iii) an industry-level analysis permits comparisons with other industries.One dimension of industry competitiveness is export competitiveness. A key indicator of the extent of export competitiveness of an industry is the degree of its participation in international trade. According to data published by the World Trade Organization (WTO, 2007), the volume of world merchandise trade in 2006 grew by 8 per cent to about US$11.8 trillion, compared to world gross domestic product growth ofjust 3.5 per cent. In the past two decades, world trade has grown much faster than world GDP, suggesting that the international economy is a source of dynamism and opportunity.The theory of comparative advantage (Smith, 1776; Ricardo, 1871; Ohlin, 1933; Heckscher, 1949) underscores the importance of specialization and trade in enhancing productivity and consumer well-being. Smith (1776) argued that, under free unregulated trade, each nation should specialize in the production of the goods that it can make most efficiently, and import those goods in which it has a comparative disadvantage. In order to sustain export competitiveness in an industry, companies operating within that industry must understand the concept of revealed comparative advantage, because it allows them to understand and benchmark their position within an industry in terms of, for example, specialization, growth rate and export market share. How to model the export competitiveness of an industry has hitherto remained unresolved, however, particularly when comparing across industries within one country. The purpose of this article is to present a framework that measures, illustrates and compares the export competitiveness of an industry compared to other industries from the same country. Although this framework can also be applied to compare a single industry across various countries, cross-country comparison is not the focus of this article.China‟s globalization has been one of the most dramatic economic evelopments of recent decades (Alon and McIntyre, 2008). During the period 1979–2005, China‟s annual growth rate averaged 9.6 per cent, and its integration into the world trading system has been remarkable. Its share in world merchandise trade increased from less than 1 per cent in 1979 to 7.4 per cent in 2005. In the same year, China became the third largest trading nation after the United States and Germany (Greene et al, 2006). The expansion of China‟s international trade has been the key to its rising prominence in the world economy, and China‟s economy has a strong potential to becom e the world‟s top exporter by the beginning of the next decade (Greene et al, 2006). Currentstudies investigating and assessing Chinese export competitiveness can be grouped into two main research streams. One stream focuses on the relationship between FDI and China‟s trade performance (for example Liu et al, 2001; Khun and Xing, 2007; Xing, 2007). This is an important topic, and most of these studies use the country as the unit of analysis, although some studies use China‟s provinces. The other stream focuses on the export performance of industries (for example Greene et al, 2006; Van Assche et al, 2008). As the unit of analysis of this study is the industry, its contribution is to the second stream of research.Greene et al (2006) provide an overview of C hina‟s trade policy environment and examine China‟s impact on world prices and the deterioration of its own terms of trade. The study by Van Assche et al (2008) focused on export market share only and concluded that China continues to have a comparative advantage in low-technology activities and a comparative disadvantage in high-technology activities. Our study contributes to this literature by providing a multi-dimensional framework that allows us to measure, identify and compare which Chinese industries have a comparative advantage/disadvantage, which are growing faster or slower than the world average, and their relative importance in international trade.Measuring export competitivenessThe industry is the location where firms win or lose market share and it is the industry level that permits an examination of the dynamic nature of industrial evolution and reformation in the global business environment (Passemard and Kleiner, 2000). In the academic literature, there is still a general paucity of research on industry export competitiveness, with previous studies consisting mostly of examinations of a single domestic industry and the use of subjective measures (Makhija et al , 1997). Multiple measures have been suggested: Mandeng (1991) examined the size or increase of export market share, while others have used export competitiveness (for example Balassa, 1965; Balassa and Bauwens, 1987), price ratios (for example Durand and Giorno, 1987) and cost competitiveness (for example Siggel and Cockburn, 1995). Our conceptualization of export competitiveness attempts to combine appropriate elementsfrom previous studies and follows the recommendation of Buckley et al (1992) and Porter (1990) for the use of multiple indicators. Specifically, the framework that we present here contributes to existing literature as it not only uses multi-dimensional measures, but also allows an examination of industry export competitiveness using either an intra- or inter-country analysis. The use of multiple dimensions is superior to the use of single measures as it puts into better perspective an industry's export competitiveness (Balassa Index), dynamism (growth rate) and importance (export market share) in comparison with other industries. For example, an industry that is highly specialized but not important in terms of export market share can be compared with one that might be less specialized but has a larger world export market share. Having only one dimension might lead to a wrong assessment and conclusion. The proposed framework tries to address some of those issues.Industry specialization (IS )The concept of comparative advantage has been widely accepted as one of the foundations for international trade. A country has a pattern of specialization that is determined by what goods it exports and the volume of each good it exports, both of which change over time (Vernon, 1966; Hoskisson and Yiu, 2003; Kelleher, 2003). Krugman (1994) argues that international trade is not a zero-sum game and that the rise or fall of particular industries and nations reflects changing factor endowments and the need to shift to new areas of competitive advantage. When a nation enjoys a comparative advantage in a particular industry, it is natural that firms make investments in order to profit from this advantage, resulting in a relatively high degree of specialization within that industry (Dunning, 1993). A commonly used measure of industry specialization, based on export data, is revealed comparative advantage, often referred to as the Balassa Index ( BI ) (Balassa, 1965). Richardson and Zhang (1999) used the Balassa Index for the United States to analyze variations in patterns of trade across time, sectors and regions. They found that patterns differed by region and over time and also for different levels of aggregation of the export data.Industry growth (IG )Studies of industry competitiveness have tended to take a static rather than dynamic or longitudinal perspective, and have provided little insight into globalization trends. As we want to assess the past, present and future export competitiveness of Chinese industries, an assessment of industry trends can shed light on the manner in which Chinese industry as a whole is globalizing and at what pace (Makhija et al, 1997). Our framework includes industry export growth because, over time, a country may start to specialize more in some industries and less in others, thus changing its pattern of specialization. This also highlights the difference between dynamic and static industries. Some studies (for example Hinloopen and van Marrewijk, 2001; Alessandrini et al, 2007) measure this change of pattern of specialization by using Shorrocks‟ (1978) mobility index. However, the mobility index does not provide sufficiently detailed information, as it just ranks industries or sectors of a country according to export volume, groups them into quintiles and calculates the net change between quintiles; industries that do not have a net change between quintiles are considered to be static rather than dynamic. Other studies (for example Baldwin and Gu, 2004; Amador et al, 2006; Cooper, 2006) have used a simpler but perhaps more precise measure of changes in specialization by calculating the compound annual growth rate (CAGR) of exports in certain sectors over a certain period of time. It can be assumed that export growth in a given industry and country, particularly growth that is higher than the average global industry growth, implies a greater degree of globalization for that industry. However, this measure suffers from the weakness that domestic production and consumption, which are important for competitiveness, are omitted. Nevertheless, given the focus of our framework on export competitiveness, this weakness is not significant. Therefore, we use CAGR as a measure of growth in exports.Methodology and data collectionWe used data from the UNCTAD and the WTO for the years 2001-2005. The 5-year time period in our data allows for an analysis of changing global dynamics, especially important in the case of China. During the period of our investigation, Chinaundertook many market reforms and joined the WTO in 2001, events which changed the competitive position of its industries.We first provide a brief overview of the overall pattern of international trade for China compared to other Asian countries. Then, for the 97 Chinese industries, we calculate the degree of industry specialization and the industry growth rate in terms of exports over the selected period of time. Finally, we apply our framework to assess the degree of export competitiveness of the various industries in China.ResultsInternational trade comparisonTable 1 provides an overview of the total export value in US dollars for various countries from Asia for the years 2001-2005 as well as the corresponding CAGR.Overall, during the period 2001–2005, all countries in Table 1 registered a positive CAGR in terms of exports, ranging from 10 per cent in the case of Japan to 30 per cent in case of China (with India the next highest, with 4 per cent). In absolute terms, the highest value of exports for the main Asian countries in 2005 was recorded by China with US$762 billion, followed by Japan with US$595 billion and Hong-Kong (SAR) and South Korea with US$292 billion and US$284 billion, respectively. In the same year, India had only US$103 billion worth of exports, positioning it as a relatively weak exporting country.It also shows that countries from Asia, and specifically China, continue to gain importance in the global market as, for most of these countries, the average growth rate of exported products is higher than the average global export growth rate of 14 per cent between 2001 and 2005. The main product groups exported by China were 'Electrical, electronic equipment' (US$172.3 billion); 'Boilers, machinery, nuclear reactors' (US$149.6 billion); 'Articles of apparel, accessories not knit or crochet' (US$35 billion); 'Articles of apparel, knit and crochet' (US$30.8 billion) and 'Optical, photo, technical, medical apparatus' (US$25.4 billion).However, understanding international trade data in terms of absolute and relativevalues at the country level is necessary (Table 1), it is insufficient for assessing the export competitiveness of industries because it lacks specificity and comparative data at the industry level across multiple indicators. Our proposed framework will take these factors into account and this will be discussed in the next section.Industry export competitivenessWe calculated values for the three key variables for each of the 97 Chinese industries. Figure 2 - See PDF, provides an overview of the different industries from China and their degree of export competitiveness in terms of industry specialization, growth and size. The reference point for the Balassa Index (horizontal axis) was a threshold value of 1 (which, as mentioned before, has been used in previous studies); while for industry growth (vertical axis), the reference point was the world average export growth of 14 per cent for the period 2001-2005.One interesting result is that the majority of Chinese industries (73 per cent) are categorized as …dynamic‟, either domestic (39 per cent) or global (34 percent), both having a higher than average export growth rate (30 and 28 percent, respectively) compared to the world average of 14 per cent. For the period of the investigation, most Chinese industries grew faster than their world counterparts, not surprisingly, given the higher relative GDP growth of China in general.In China, the 'global static' category consists of light manufacturing, such as travel goods, clocks, umbrellas, textiles and commodities such as wool, silk, bird skin, and salt, earth and stone. China has established a specialization in international markets for these types of products, thus exhibiting a high Balassa Index, but the growth rate of these industries lags behind the world average.Conclusions and Future ResearchThe purpose of this study was to present a novel framework that allows us to measure, illustrate and compare the export competitiveness of industries. The framework is innovative as it takes into account multiple measures: (i) the degree of industry specialization, (ii) the industry export growth rate and (iii) the export marketshare. Using these variables, this model provides a basis for intra-country comparisons of industries of various competitive postures. It could also be used for inter-country comparisons of one industry among countries (not shown in this article). The use of multiple variables in the framework provides more meaningful information than the single variable analyses which previous studies have generally used (for example Van Assche et al, 2008). The use of multiple measures, such as specialization, growth rate and export market share of an industry, allows us to put into perspective the competitiveness, dynamism and importance of one industry compared to others. Our framework also allows for a comparative analysis of sub-industries or product groups depending on the data set usedThe proposed framework has been applied to China, a leading emerging economy and one of the largest trading nations in the world. Most of China‟s industries (73 per cent) are dynamic, showing above-average export growth rates. Many reasons account for this rapid growth, including market liberalization, falling trade barriers and a favorable exchange rate. Our results show that most Chinese industries have increased their specialization over time, which is in line with various OECD studies (for example Greene et al, 2006). However, our study further reveals t hat less than half of these …dynamic‟ industries are globally competitive, according to the Balassa Index. China therefore still has a long way to go in fortifying its position as a leader in world exports across a spectrum of various industries.Two important relationships are confirmed by our study. First, there is a positive and significant correlation between degree of specialization and relative market share, and, secondly, there is no significant correlation between degree of specialization and export growth rate. In other words, industry specialization may affect the relative market share of Chinese exports, but not their rate of growth. Overall, 46 per cent of Chinese industries are categorized as …global‟ in our framework, with a world export market share of between 19 and 24 percent. This finding indicates that these industries are not only strong global players, but are also influencing the international competitive landscape. Over 70 per cent of those industries are also …dynamic‟, withexports growing on average at about 28 per cent annually, compared to the remaining 30 per cent, which are …static‟ and growing at 11 per cent on average over the period 2001–2005. This result further suggests that the more an industry is specialized, the higher its world market share in terms of exports.译文中国产业的出口竞争力评估马克；伊兰；约翰逊引言专家学者们对竞争力已经进行了多方面的研究：有国家层次的竞争力评估(琼斯，1994；恩莱特等，1999)，有地区层次竞争力的评估(索尔等，2000)、也有对行业竞争力的评估(罗斯和莫里森，1992；米切尔等，1993；菲斯坦因和艾伦，2007)等。
国家竞争优势【外文翻译】
外文翻译原文The Competitive Advantage of Nations Material Source:Harvard Business Preview Author：Michael E. PorterNation prosperity is created,not inherited. It does not grow out of a country's natural endowments, its labour pool, its interest rates, or its currency's value, as classical economics insists.A nation's competitiveness depends on the capacity of its industry to innovate and upgrade. Companies gain advantage against the world's best competitors because of pressure and challenge. They benefit from having strong domestic rivals, aggressive home-based suppliers, and demanding local customers.In a world of increasingly global competition,nations have become more,not less,important. As the basis of competition has shifted more and more to the creation and assimilation of knowledge, the role of the nation has grown. Competitive advantage is created and sustained through a highly localized process. Differences in national values,culture,economics structures,institutions,and histories all contribute to competitive success. There are striking differences in the patterns of competitiveness in every country; no nation can or will be competitive in every or even most industries because their home environment is the most forward-looking, dynamic,and challenging.These conclusions, the product of a four-year study of the patterns of competitive success in ten leading trading nations,contradict the conventional wisdom that guides the thinking of many companies and national governments and that is pervasive today in the United States. According to prevailing thinking, labour costs, interest rates, exchange rates, and economies of scale are the most potent determinants of competitiveness. In companies, the words of the day are merger, alliance, strategic partnerships, collaboration, and supranational globalization. Managers are pressing for more government support for particular industries. Among governments, there is a growing tendency to experiment with variouspolicies intended to promote national competitiveness from efforts to manage exchange rates to new measures to manage trade to policies to relax antitrust which usually end up only undermining it.These approaches, now much in favour in both companies and governments, are flawed. They fundamentally misperceive the true source of competitive advantage. Pursuing them, with all their short-term appeal, will virtually guarantee that the United States or any other advanced nation never achieves real and sustainable competitive advantage.We need a new perspective and new tools an approach to competitiveness that grows directly out of an analysis internationally successful industries, without regard for traditional ideology or current intellectual fashion. We need to know, very simply, what works and why. Then we need to apply it.Factor conditions. According to standard economic theory, factors of production-labour, land, natural resources, capital, infrastructure-will determine the flow of trade. A nation will export those goods that make most use of the factors with which it is relatively well endowed. This doctrine, whose origins date back to Adam Smith and David Ricardo and that is embedded in classical economics, is at best incomplete and at worst incorrect.In the sophisticated industries that form the backbone of any advanced economy, a nation does not inherit but instead creates the most important factors of production-such as skilled human resources or a scientific base. Moreover, the stock of factors that a nation enjoys at a particular time is less important than the rate and efficiency with which it creates, upgrades, and deploys them in particular industries.The most important factors of production are those that involve sustained and heavy investment and are specialized. Basic factors, such as a pool of labour or a local raw-material source, do not constitute an advantage in knowledge-intensive industries. Companies can access them easily through a global strategy or circumvent them.Contrary to conventional wisdom, simply having a general work force that is high school or even college educated represents no competition. To support competitive advantage, a factor must be highly specialized to an industry's particular needs-a scientific institute specialized in optics, a pool of venture capital to fund software companies. These factors are more scarce, more difficult for foreign competitor to imitate-and they require sustained investment to create.Nations succeed in industries where they are particularly good at factorcreation. Competitive advantage results from the presence of world-class institutions that first create specialized factors and then continually work to upgrade them. Denmark has two hospitals that concentrate in studying and treating diabetes-and a world-leading export position in insulin. Holland has premier research institutes in the cultivation, packing , and shipping of flowers, where it is the world's export leader.What is not so obvious, however, is that selective disadvantages in the more basic factors can prod a company to innovate and upgrade-a disadvantage in a static model of competition can become an advantage in a dynamic one. When there is an ample supply of cheap raw materials or abundant labour, companies can simply rest on these advantages and often deploy them inefficiently. But when companies face a selective disadvantage, like high land costs, labour shortages, or the lack of local raw materials. They must innovate and upgrade to compete.Implicit in the oft-repeated Japanese statement, "We ate an island nation with no natural resources," is the understanding that these deficiencies have only served to spur Japan's competitive innovation. Just-in-time production, for example, economized on prohibitively expensive space. Italian steel producers in the Brescia area faced a similar set of disadvantages: high capital costs, high energy costs, and no local raw materials. Located in Northern Lombardy, these privately owned companies faced staggering Logistics costs due to their distance from southern ports and the inefficiencies of the state-owned Italian transportation system. The result: they pioneered technologically advanced minimills that require only modest capital investment, use less energy, employ scrap metal as the feedstock, are eddicient at small scale, and permit producers to locate close to sources of scrap and end use customers. In other words, they converted factor disadvantage into competitive advantage.Disadvantages can become advantages only under certain conditions. First , they must send companies proper signals about circumstances that will spread to other nations, thereby equipping them to innovate in advance of foreign rivals. Switzerland, the nation that experienced the first labour shortages after World War II, is a case in point. Swiss companies responded to the disadvantage by upgrading labour productivity and seeking higher value, more sustainable market segments. Companies in most other parts of the world, where there were still ample workers, focused their attention on other issues, which resulted in slower upgrading.The second condition for transforming disadvantages into advantages isfavorable circumstances elsewhere in the diamond-a consideration that applies to almost all determinants. To innovate, companies must have access to people with appropriate skills and have home-demand conditions that send the right signals. They must also have active domestic rivals who create pressure to innovate. Another precondition is company goals that lead to sustained commitment to the industry. Without such a commitment and the presence of active rivalry, a company may take an easy way around a disadvantage rather than using it as a spur to innovation.For example, U.S. Consumer-electronic companies, faced with high relative labour costs, chose to leave the product and production process largely unchanged and move labour-intensive activities to Taiwan and other Asian countries. Instead of upgrading their sources of advantage, they settled for labour-cost parity. On the other land, Japanese rivals, confronted with intense domestic competition and a mature home market, chose to eliminate labour through automation. This led to lower assembly costs, to products with fewer components and improved quality and reliability. Soon Japanese companies were building assembly plants in the United States-the place U.S. Companies had fled.The Diamond of National AdvantageWhy are certain companies based in certain nations capable of consistent innovation? Why do they ruthlessly purse improvements, seeking an ever more sophisticated source of competitive advantage? Why are they able to overcome the substantial barriers to change and innovation that so often accompany success?The answer lies in four broad attributes of nation, attributes that individually and as a as system constitute the diamond of national advantage, the playing field that cach nation establishes and operates for its industries. These attributes are:1.Factor conditions. The nation's position in factor of production, such as skilled labour or infrastructure, necessary to compete in a given industry.2.Demand conditions. The nature of home-market demand for the industry's product or service.3.Related and supporting industries. The presence or absence in the nation of supplier industries and other related industries that are internationally competitive.4.Firm strategy, structure, and rivalry. The condition in the nation governing how companies are created, organized, and managed, as well as the nature of domestic rivalry.These determinants create the national environments in which companies are born and learn how to compete. Each point on the diamond and the diamond as asystem affects essential ingredients for achieving international competitive success: the availability of resources and skills necessary for competitive advantage in an industry ; the information that shapes the opportunities that companies perceive and directions in which they deploy their resources on companies; and most important, the pressures on companies to invest and innovate.When a national environment permits and supports the most rapid accumulation of specialized assets and skills sometimes simply because of greater effort and commitment companies gain a competitive advantage. When a national environment affords better ongoing information and insight into product and process needs, companies gain a competitive advantage. Finally, when the national environment pressures companies to innovate and invest, companies both gain a competitive advantage and upgrade those advantages over time.译文国家竞争优势资料来源:哈佛商业评论作者：迈克尔.波特一个国家的繁荣是由后天创造出来的，而不是天生的。
试论国际竞争力的理论概念与分析方法
2002年4月第4期(总169期) 中国工业经济China Industrial EconomyApr.2002N o.4【国民经济运行】试论国际竞争力的理论概念与分析方法裴长洪 王 镭(中国社会科学院, 北京市 100732)[摘要] 所谓国际竞争力,有产品竞争力、企业竞争力、产业竞争力以及国家竞争力之分。
从经济学视角看,关于各类竞争力的讨论分别对应着微观、中观和宏观层次。
对各类竞争力主体内容的深入剖析更为清楚地表明,由于所分析的竞争力种类不同以及分析目的不同,对竞争力的分析范式也就相应不同。
在产业竞争优势理论框架下设立的经济分析范式既可以用于分析以国家为主体的产品国家竞争力,在一定意义上也可以用于分析企业国际竞争力。
价值链的分析方法则提供了评价一国某一产业中某种生产经营活动具有何种国际竞争力的思路。
各种显示性指标和分析性指标可以用来测度产品和产业国际竞争力,以及说明相对竞争优势和绝对竞争优势。
[关键词] 国际竞争力; 理论概念; 测度方法[中图分类号]F114 [文献标识码]A [文章编号]1006-480X(2002)04-0041-05市场竞争全球化是经济全球化的重要特征,市场竞争中各经济主体的经济利益在很大程度上取决于相关比较者国际竞争力的大小。
所谓国际竞争力,有国家竞争力、产业竞争力、企业竞争力以及产品竞争力之分。
竞争力的主体不同,其相应的理论定义、概念内涵与外延以及测度指标都有所不同。
将不同的事情混为一谈,就会文不达意,甚至产生谬误。
本文试图就国际竞争力的基本理论概念和有关分析方法作一些澄清与探讨。
一、竞争力的主体与分析范式从形式逻辑上看,企业竞争力和国家竞争力是有主体的概念,而产品竞争力和产业竞争力属无主体的概念。
从经济学的视角看,企业竞争力和产品竞争力是在微观层次上的一对关联性较强的概念。
但是,二者也有不同,因为一个企业可能生产多种产品,其竞争力状况可能取决于多元化经营。
因此,在关于国际竞争力的讨论中,企业竞争力是最具体的概念;而产品竞争力既可是具体的,即与企业相联系;也可是抽象的,即与国家相联系。