工商管理专业外文文献翻译
工商管理专业英语有关英语论文及翻译
Benchmarking of human resource management in thePu b lic sector: Prospects, pro blems and challengesDavidM AkinnusiOrganisational/Industrial Psychology and Human ResourcesManagementNorth West UniversitySouth AfricaCorrespondence to: David M Akinnusie-mail: david.akinnusi@nwu.ac.zaABSTRACTThis paper reviews the role of humanresource management(HRM)which, today, plays a strategic partnership role in management. The focus of the paper is on HRM in the public sector, where much hope rests on HRM as a meansof transforming the public service and achieving muchneeded service delivery. However, a critical evaluation of HRM practices in the public sector reveals that these services leave much to be desired. The paper suggests the adoption of benchmarking as a process to revamp HRM in the public sector so that it is able to deliver on its promises. It describes the nature and process of benchmarking and highlights the inherent difficulties in applying benchmarking in HRM. It concludes with some suggestions for a plan of action. The process of identifying “best ” practices in HRM requires the best collaborative efforts of HRM practitioners and academicians. If used creatively, benchmarking has the potential to bring about radical and positive changes in HRMin the public sector. The adoption of the benchmarking process is, in itself, a litmus test of the extent to which HRM in the public sector has grown professionally.Keywords: benchmarking, benchmarking process, human resource management,public sector, public sector managementIn any organised human activity, human beings naturally take precedence over other resources, as it is they and they alone who are capable of directing and utilising other resources. Effective human resource management(HRM) has, therefore, becomecrucial and critical to the achievement of individual, organisational, community, national and international goals and objectives. Ironically, even though humanbeings are widely considered as the most important assets of any organisation or nation, their development, motivation and utilisation have not always occupied the central place in management(Bendix, 1996, p. 4-10). In the history of management hought, the neglect of the humanside of enterprise brought the scientific school of management to its knees and led to the rise of the humanrelations and the behavioural schools of thought which firmly succeeded in putting human beings as the core of management (Carrell, Elbert & Hartfield, 1995). In the practical world, the commodification or de-personalisation of human beings during the industrial revolution was also associated with the rise of trade union movements, leading to government interventions and regulations and the emergence of labour relations and personnel administration as fields of study (Bendix, 1995, p. 7). In the 1990s, personnel management metamorphosed into humanresource managementin clear recognition of its strategic role in the overall performance of organisations (Authur, 1994; Cascio, 1995; Huselid, 1995; Gerber, Nel & van Dyk, 1998).THE STATE OF HRM IN SOUTH AFRICAThe history of South Africa, rising from the ashes of the apartheid regime, is replete with cases of poor HRM, to the point of constrictingits development more than a decade after its independence (Deputy President, Phumzile Mlambo-Ngcuka, 2006). The Deputy President while launching the Joint Initiative for Priority Skills Acquisition (JIPSA) remarked that:Nothing short of a skills revolution by a nation united will extricate us from the crises we face. Weare addressing logjams, some ofwhich are systemic and therefore in some cases entrenched even in post-apartheid South Africa. The systemic nature of someof our challenges undermine our excellent new policies, at least in the short term, hence the need for interventions such as JIPSAto enhance implementation of our policies(.za/speeches/2006/06032810451001.htm)Historically, South Africa has performed very poorly in practically all the criteria on the liability side of human resources balance sheet as measured by the World Competitiveness Ratings (1998, 1999). Some of these include equal opportunity, skilled labour, Aids, worker motivation, brain drain, unemployment, alcohol and drug abuse, values of the society, illiteracy, dependency ratio, human development index and competent managers. The field of labour relations (LR), like its human resources counterpart, reflects the country 's socio -political history which wascharacterised by deep divisions along racial and political lines, discrimination, unfair labour practices and gross distortions in the labour market systems, resulting in serious confrontations between the social partners and perennial industrial unrest (Bendix, 1996, p. 71-104).These stark realities have prompted the democratic government to enact a series of laws designed to bring radical changes in the areas of HRM and labour relations. Some of these include:• Occupational Health and Safety Act No 85 of 1993• Labour Relations Act 66 of 1995 and Labour Relations AmendmentAct No 127 of 1998• South African Qualifications Act No 58 of 1995• Basic Conditions of Employment Act No 104 of 1997• Employment Equity Act No. 55 of 1998• Skills Development Act No 97 of 1998• Skills Development Levies Act No. 9 of 1999• Promotion of Equality and the Prevention of Unfair Discrimination Act 4 of 2000 • White Paper on Human Resource Management in the Public Service, 2000The intention of these Acts was to create a healthy, humane, justand equitable workplace or society, free from discrimination and oppression and in which people and workers are educated and continuously trained to meet the challenges of nationaldevelopment and globalisation in a peaceful industrial climate. In 2006, the nation launched the Joint Initiative on Priority Skills Acquisition (JIPSA) to develop skills that are most urgently needed as part of the Accelerated and Shared Growth Initiative for South Africa (AsgiSA), which was to propel South Africa at a development trajectory of6%GDPby 2010. The implementation and the realisation of these Acts and initiatives require, among other things, managers and, especially, human resource professionals, whose responsibility it is to effectively manage the human resources of their organisations. For its own part, the South African Board of Personnel Practice has proposed a bill, the HumanResource Profession Bill (2005), which intends to professionalise the practice of HRM in South Africa.The focus of this paper is on HRM in the public sector, where the challenges are most acutely felt. The Government White Paper on Human Resource Management in the Public Service (2000) notes that national departments and provincial administrations employ approximately 1,2 million people, who account for more than 50%of all public expenditure.It declares that “people are therefore the Public Service 's most valuable asset, and managing human resources effectively and strategically must be the cornerstone of the wider transformation of the Public Service ”. Appropriately, Government has embraced the shift offocus from personnel administration to HRM. Therefore, Government 'svision of HRMin the Public Service is that it will “result in a diverse, competent and well-managed workforce, capable of, and committed to, deliveri ng high quality services to the people of South Africa ”. Itfurther stressed that the practice of HRM would be underpinned by the following values which derive from the Constitution: fairness, accessibility, transparency, accountability, participation and professionalism.However, the White Paper on Human Resource Management in the Public Service (2000) was quick to point out the inadequacies and out-dated practices of HRM in the public sector, describing various aspects of it in the following ways: (It is) over-centralised, excessively bureaucratic and rule-bound. It is focused on form rather than substance and results. Human resource planning is weak; post-filling and promotion criteria over-emphasize educational qualifications and seniority and little or no emphasis is placed on the requirements of the job to be done. Performance management is also underdeveloped.All these inadequacies and the racial imbalance simply mean that Government's avowed desire to transform public service delivery by putting people first (via the “Batho Pele principles ”) would be greatly frustrated by an inefficient and ineffective management, in general, and lacklustre state of human resource management, in particular.More than a decade after independence, the state of HRM in SouthAfrica has not changed as drastically as expected at either the macro ormicro level. This is due to a number of factors including the following(Gerber, Nel and van Dyk, 1998; Bowmaker-Falconer, Horwitz, Jain & Taggar, 1998; White Paper on HRM,2000; Horwilt, Browning, Jain & Steenkamp, 2002;/ipp/guardian/2008/05/27/115219.html):1. Reluctance by corporations to embrace transformation and major changes impliedor required by the various legislations.2. Reluctance on the part of trade unions to buy into the perceived capitalist agendaof the newgovernment, leading to a shaky alliance between government and itsalliance partners, the Congress of South African Trade Unions (Cosatu) and South African Communist Party (SACP).3. Fear of reverse discrimination by whites, sparking off emigrationin large numbers and leading to only modest gains in the area of employment equity and diversity management.In short, although South Africa is armed with formidable legislative armoury to create a humane society and organisational environments conducive to HRM, the fact remains that it will take many more years to undo the legacy of apartheid in “creating structural inequalities in the acquisition of education, work skills and access to managerial, professional and occupational positions ” (Horwitz, Browning, Jain & Steenkamp, 2002). This situation, therefore, calls for innovative practices such as benchmarking, the focus of this studyAIMS AND STRUCTURE OF THE PAPERThe role of benchmarking will be discussed in the context of the above concerns. The aim of this paper is to advocate the adoption of benchmarking as a tool to revamp, in order for Government to be able to deliver on its promises. The objectives are to describe the nature and process of benchmarking, to highlight the inherent difficulties in applying benchmarking in HRMand to suggest a plan of action. Accordingly, the restof this paper is structured, first, to highlight the nature and process of benchmarking and then to review the literature on benchmarking as applied to the HRM function. The problems and prospects of benchmarking in HRM are highlighted and discussed. In conclusion, approaches andsuggestions for using benchmarking to improve HRMpractices in the public sector are made.BENCHMARKING OF HRMBest practice in the case of HRM refers to high performance work practices such as recruitment, selection, performance management and training that mayin turn have an impact on the institution 's performance and, ultimately, on the competitive advantage of an organisation (Huselid, 1995; Schuler & MacMillan, 1984). The search for the best practice in HRM is driven by two major considerations. The first is the fact that labour costs are generally high everywhere and South Africa is not an exception. The second is that evidence highlighting the value of HRM to an organisation mayhelp the humanresource function to gain strategic status (Torrington & Hall, 1996).A range of HRM practices often incorporated into these analyses includes the following: incentive plans, training and development, recruitment and selection, compensation, industrial relations and performance appraisals. These have been identified as high-performance work practices that can lead to lower employee turnover, greater productivity and better corporate financial performance (Huselid, 1995; Huselid & Becker, 1996). Other potential best practices are occupational health and safety (Nelson, 1994) and enterprise bargaining, reflecting management quality and Equal Employment Opportunities (EEO) and Affirmative Action (AA) policies as indicators of human resource utilisation. The ultimate benefit of strategic HRMto an organisation isits ability to facilitate HRM's contribution to the organisation in theacquisition and maintenance of a sustainable competitive advantage (Teo, 1998). One way to achieve improvements in competitiveness, which is the focus of this paper, is through benchmarking HRM best practices.The Rodwell, Lam and Fastenau (2000) paper is a significant contribution to benchmarking for two major reasons. Firstly, it is an attempt by academics to seek the“best ” set of HRM practices which distinguishes poor from better performing organisations. In this respect, their example is worth emulation, as the set of best practices is contingent on the nature of the industry and the environment investigated. Rodwell et al's (2000) study surveyed the financeindustry in Australia where, they found, counter-intuitively, that a lack of written policies on health and safety was one of the major “best ”practices. It is immediately apparent that the findings of this study are not only limited to the industry and the country studied, but also cannot be generalised to the finance industry of another country, say South Africa, where the issue of safety has taken on dramatic importance in that industry in the era of bombings of ATM cash points and cash-in-transit heists that are a daily occurrence in South Africa, with Crime Statistics reporting a 74% rise in cash-in-transit heists in June 2008(/stories/200609280232.html, accessed in July 13, 2008). SUGGESTIONS FOR BENCHMARKING HRM IN THE PUBLIC SECTOR Benchmarking presents managers of public sector institutions in South Africa with the challenge of venturing to compare their functions, not only internally among themselves, but also against other best-run government departments or best-run companies in South Africa. Admittedly, there are differences in the ethos and cultures of public and private sector organisations; nevertheless, the call for the public service to be more results oriented can only be met by understanding and learning frompractices of their private sector counterparts and initiating creative and appropriate changes. Benchmarking is no longer the monopoly of the private sector. Publicsector institutions in most of Western countries are using benchmarking to meet the enduring challenge to provide maximum value for money —i.e. highest quality at least cost (see, also Sedgwick, 1995; and Dorsch & Yasin, 1998).As for HRM managers in public sector institutions in South Africa, benchmarking presents them with the challenge of moving out of their cocoons. Benchmarkingpresents HRM professionals in the public sector with a golden opportunity to improve their image and deliver on the Government hope that: “Human resourcemanagement in the Public Service should become a model of excellenee, …..The management of people should be regarded as a significant task for those who havebeen charged with the responsibility a nd should be conducted in a professional manner ” (White Paper on Human Resource Management in the Public Service, 2000; italicised for emphasis)Research results have clearly indicated that investments in human resources are a potential source of competitive advantage, with increase in overall HRM effectiveness leading to increase in the performance of the institutions concerned (Huselid, et. al., 1997). The practical implication of this is that improving HRM efficiency and effectiveness will hold off the threat of downsizing, increase job satisfaction and servicedelivery. Benchmarking may be the technique which could bring about a true revolution in HRMin the public service. For this to happen, the following suggestions are made:1. Human resource managers in the public service must improve their skills instrategic human resource, since the adoption of benchmarking should focuson strategic rather than operationalobjectives, if it is to succeed.2. Academics in collaboration with public sector HR managers should searchfor the “best ” combination of HRM practices in theirrespective sectors.3. Meanwhile, there are benchmarking tools such as peer reviews, excellentmodels or even Investors in People, which could be adopted as ways ofstimulating creative changes in the human resource arenas.4. The Government of South Africa should follow the American, European,Canadian and Australian 's examples of instituting national awards for bestpractices in public sector managementin general or in HRM in particular.It is hoped that HRMdirectors and managers in national, provincial and municipal councils would embrace the challenge of benchmarking in order to make the desired impact on service delivery, productivity and job satisfaction of their employees. This challenge is enormous , considering the desperate state of human resource management problems enumerated at the beginning of this paper. It is aprocess of a guided tour and fundamental change. The adoption of the benchmarking process is, in itself, a litmus test of the extent to which HRM managers have grown professionally by implementing a set of internally consistent policies and practices, ensuring that the institution 's humancapital contributes to the achieve of government's objectivesREFERENCES[1] Arthur, J. B. (1994). The effects of human resources management systems onmanufacturing performance and turnover. Academyof ManagementJournal , 37(3), 670-687.[2] Auluck , R. (2002). Benchmarking: Atool for facilitatingorganisational learning.Public Administration and Development, 22(2), 109-2002.[3] Bendix, S. (1996). Industrial Relations in the new South Africa . Third Edition. CapeTown: Juta & Co.[4] Bowmaker-Falconer, A., Horwitz, F. A. Jain, H. & Taggar, S. (1998).Employment Programmes in South Africa: Current Trends. Industrial RelationsJournal, 29(3), 222-233.[5] Camp, R. C. (1989). Benchmarking: The search for industry best practices that leadto superior performance . Milwaukee: ASQC Quality Press.[6] Camp, R. C. (1992). Learning from the best leads to superior performance. Journal ofBusiness Strategy , 13(3), 3-6.[7] Lema, N. & Price A. (1995). Benchmarking - performanee improvement towardcompetitive advantage. Journal of Management Engineering , 11(1), 28-37.[8] Loffler, E. (2001). Quality awards as a public sector benchmarking concept in OECDmembercountries: some guidelines for quality award organizers.Public Administration and Development , 21(1), 27-40.[9] Republic of South Africa (1995). South African Qualifications Act No 58of 1995. Retrieved July 15, 2008, from the World Wide Web:http://llnw.creamermedia.co.za/articles/attachments/02709_saqualauth act58.pdf [10] Republic of South Africa (1998), Employment Equity Act No. 55 of 1998,Government Gazette No 19370, 19 October 1998.[11] Republic of South Africa (1998), Skills Development Act No 97 of 1998, RetrievedJuly 15, 2008, from the World Wide Web:http://llnw.creamermedia.co.za/articles/attachments/03387_sklldevac9 7.pdf [12] R epublic of South Africa (1999), Skills Development Levies Act No. 9 of 1999,Government Gazette No 1984, 30 April 1999.[13] Teo, S. T. T. (1998). Changing roles of Australian HRM practitioners.Research and Practice in Human Resources Management , 6(1), 67-84.[14] Torrington, D. & Hall, L. (1996). Chasing the rainbow: how seeking status thoughstrategy misses the point of the personnel function. Employee Relations, 18(6), 87-97.[15] Treadwell, J. & Maguire, J. (1995). Benchmarking corporate services:ASouth Australian publicsector case study. Australian Journal of PublicAdministration , 54(3), 408-514.[16] Watson, G. H. (1993). Strategic Benchmarking: Howto measure company'sperformance against the world 's best. Wiley: Chichester.[17] Zairi, M. & Ahmed, P. (1999). Benchmarking maturity as we approach the nextmillennium. Total Quality Management Journal , 4(5), 810-816.。
工商管理文献翻译
Understanding Customer Requirements1 Listening to Customers Through Research1.1Using Marketing Research to Understand Customer ExpectationsFinding out what customers expect is essential to providing service quality, and marketing research is a key vehicle for understanding customer expectations and perceptions of services, In services, as with any offering, a firm that does no marketing research at all is unlikely to understand its customers. A firm that does marketing research, but not on the topic of customer expectations, may also fail to know what is needed to stay in tune with changing customer requirements. Marketing research must focus on service issues such as what features are most important to customers, what levels of these features customers expect, and what customers think the company can and should do when problems occur in service delivery. Even when a service firm is small and has limited resources to conduct research, avenues are open to explore what customers expect.One of the biggest challenges facing a marketing researcher is converting a complex set of data to a form that can be read and understood quickly by executives, managers, and other employees who will make decisions from the research. For example, database management is being adopted as a strategic initiative by many firms, but merely having a sophisticated database does not ensure that the findings will be useful to managers. Many of the people who use marketing research findings have not been trained in statistics and have neither the time nor the expertise to analyze computer printouts and other technical research information. The goal in this stage of the marketing research process is to communicate information clearly to the right people in a timely fashion. Among considerations are the following: Who gets this information? Why do the need it? How will they use it? Does it mean the same thing across cultures? When users feel confident that they understand the data, they are far more likely to apply it appropriately. When managers do not understand how to interpret the data, or when they lack confidence in the research, the investment of time, skill, and effort will be lost.1.2 Using Marketing Research InformationConducting research about customer expectations is only the first part of understanding the customer, even if the research is appropriately designed, executed, and presented. A service firm must also use the research findings in a meaningfulway–to drive change or improvement in the way service is delivered. The misuse(or even nonuse)of research data can lead to a large gap in understanding customer expectations. When managers do not read research reports because they are too busy dealing with the day-to-day challenges of the business, companies fail to use the resources available to them. And when customers participate in marketing research studies but never see changes in the way the company does business, they fell frustrated and annoyed with the company. Understanding how to make the best use of research – to apply what has been learned to the business – is a key way to close the gap between customer expectations and management perceptions of customer expectations. Managers must learn to turn research information and insights into action, to recognize that the purpose of research is to drive improvement and customer satisfaction.The research plan should specify the mechanism by which customer data will be used. The research should be actionable: timely, specific, and credible. It can also have a mechanism that allows a company to respond to dissatisfied customers immediately.1.3Upward CommunicationIn some service firms, especially small and localized firms, owners or managers may be in constant contact with customers, thereby gaining firsthand knowledge of customer expectations and perceptions. But in large service organizations, managers do not always get the opportunity to experience firsthand what their customers want.The larger a company is, the more difficult it will be for managers to interact directly with the customer and the less firsthand information they will have about customer expectations. Even when they read and digest research reports, managers can lose the reality of the customer if they never get the opportunity to experience the actual service. A theoretical view of how things are supposed to work cannot provide the richness of the service encounter. To truly understand customer needs, management benefits form hands-on knowledge of what really happens in stores, on customer service telephone lines, in service queues, and in face-to-face service encounters. If gap 1 is to be closed managers in large firms need some form of customer contact.2Building Customer Relationships2.1Relationship MarketingRelationship marketing essentially represents a paradigm shift within marketing –away from an acquisitions/transaction focus toward a retention/relationship focus.Relationship marketing (or relationship management) is a philosophy of doing business, a strategic orientation, that focus on keeping and improving relationships with current customers rather than on acquiring new customers. This philosophy assumes that many consumers and business customers prefer to have an ongoing relationship with one organization than to switch continually among providers in their search for value. Building on this assumption and the fact that it is usually much cheaper to keep a current customer than to attract a new one, successful marketers are working on effective strategies for retaining customers.It has been suggested that firms frequently focus on attracting customer (the “first act”) but then pay little attention to what they should do to keep them (the “second act”). Ideas expressed in an interview with James L. Schorr, then executive vice president of marketing at Holiday Inns, illustrate this point. In the interview he stated that he was famous at Holiday Inns for what is called the “bucket theory of marketing.” By this he meant that marketing can be thought of as a big bucket: It is what sales, advertising, and promotion programs do that pours business into the top of the bucket. As long as these programs are effective, the bucket stays full. However, “There’s only one problem,”he said, “there’s a hole in the bucket,”When the business is running well and the hotel is delivering on its promises, the hole is small and few customers are leaving. When the operation is weak and customers are not satisfied with what they get, however, people start falling out of the bucket through the holes faster than they can be poured in through the top.The bucket theory illustrates why a relationship strategy that focuses on plugging the holes in the bucket makes so much sense. Historically, marketers have been more concerned with acquisition of customers, so a shift to a relationship strategy often represents changes in mind set, organizational culture, and employee reward systems. For example, the sales incentive systems in many organizations are set up to reward bringing in new customers. There are often fewer(or not) rewards for retaining current accounts. Thus, even when people see the logic of customer retention, the existing organizational systems may not support its implementation.Relationship value of a concept or calculation that looks at customers from the point of view of their lifetime revenue and/or profitability contributions to a company.The lifetime or relationship value of a customer is influenced by the length of an average “lifetime,” the average revenues generated per relevant time period over the lifetime, sales of additional products and services over time, referrals generated by the customer over time, and costs associated with serving the customer. Lifetime value sometimes refers to lifetime revenue stream only; but most often when costs are considered, lifetime value truly means “lifetime profitability.”If companies knew how much it really costs to lose a customer, they would be able to accurately evaluate investments designed to retain customer. One way of documenting the dollar value of loyal customers is to estimate the increased value or profits that accrue for each additional customer who remains loyal to the company rather than defecting to the competition. This is what Bain & Co. has done for a number of industries, The percentage of increase in total firm profits when the retention or loyalty rate rises by 5 percentage points. The increases are dramatic, ranging from 35 to 95 percent. These increases were calculated by comparing the net present values of the profit streams for the average customer life at current retention rates with the net present values of the profit streams for the average customer life at 5 percent higher retention rates.With sophisticated accounting systems to document actual costs and revenue streams over time, a firm can be quite precise in documenting the dollar value and costs of retaining customers. These systems attempt to estimate the dollar value of all the benefits and costs associated with a loyal customer, not just the long-term revenue stream. The value of word-of-mouth advertising, employee retention, and declining account maintenance costs can also enter into the calculation.The emphasis on estimating the relationship value of customers has increased substantially in the past decade. Part of this emphasis has resulted from an increased appreciation of the economic benefits that firms accrue with the retention of loyal customer. (Our Strategy Insight for this chapter describes ways that firms explicitly demonstrate this appreciation to customer.) Interestingly, recent research suggests that customer retention has a large impact on firm value and that relationship value calculations can also provide a useful proxy for assessing the value of a firm. That is, a firm’s market value can be roughly determined by carefully calculating customer lifetime value. The approach is straightforward: Estimate the relationship value of a customer, forecast the future growth of the number of customers, and use these figures to determine the value of a company’s current and future base. To the extent that the customer base forms a large part of a company’s overall value, such a calculation can provide an estimate of a firm’s value —a particularly useful figure for young, high-growth firms for which traditional financial methods(e.g., discounted cash flow) do not work well.2.2Customer Profitability SegmentsCompanies may want to treat all customers with excellent service, but they generally find that customers differ in their relationship value and that it may be neither practical nor profitable to meet (and certainly not to exceed) all customers’expectations. Federal Express Corporation, for example, has categorized its customers internally as the good, the bad, and the ugly ––based on their profitability. Ratherthan treating all its customers the same, the company pays particular attention to enhancing their relationship with the good, tries to move the bad to the good, and discourages the ugly. Other companies also try to identify segments —or, more appropriately, tiers of customers — that differ in current and/or future profitability to a firm. This approach goes beyond usage or volume segmentation because it tracks costs and revenues for segments of customers, thereby capturing their financial worth to companies. After identifying profitability bands, the firm offers service and service levels in line with the identifying segments. Building a high-loyalty customer base of the right customers increases profits.Although some people may view the FedEx grouping of customers into “the good, the bad, and the ugly” as negative, descriptive labels of the tiers can be very useful internally. Labels are especially valuable if they help the company keep track of which customers are profitable.Virtually all firms are aware at some level that their customers differ in profitability, in particular, that a minority of their customers accounts for the highest proportion of sales or profit. This finding has often been called the “80/20 rule”— 20 percent of customers produce 80 percent of sales or profit.In this version of tiering, 20 percent of the customers constitute the top tier, those who can be identified as the most profitable in the company. The rest are indistinguishable from each other but differ from the top tier in profitability. Most companies realize that there are differences among customers within this tier but do not possess the data or capabilities to analyze the distinctions. The 80/20 two-tier scheme assumes that consumers within the two tiers are similar, just as conventional market segmentation schemes typically assume that consumers within segments are similar.However, more than two tiers are likely and can be used if the company has sufficient data to analyze customer tiers more precisely. Different systems and labels can be helpful. One useful four-tier system, includes the following:1.The platinum tier describes the company’s most profitable customer, typicallythose who are heavy users of the product, are not overly price sensitive, are willing to invest in and try new offerings, and are committed customers of the firm.2.The gold tier differs from the platinum tier in that profitability levels are not ashigh, perhaps because the customers want price discounts that limit margins or are not as loyal. The may be heavy users who minimize risk by working with multiple vendors rather than just the focal company.3.The iron tier contains essential customers who provide the volume needed toutilize the firm’s capacity, but their spending levels, loyalty, and profitability are not substantial enough for special treatment.4.The lead tier consists of customers who are costing the company money. Theydemand more attention than they are due given their spending and profitability and are sometimes problem customers —complaining about the firm to others and tying up the firm’s resources.Not that this classification is superficially reminiscent of, but very different from, traditional usage segmentation performed by airlines such as American Airlines. Two differences are obvious. First, in the customer pyramid profitability rather than usage defines all levels. Second, the lower levels actually articulate classes of customers who require a different sort of attention. The firm must work either to change the customers’ behavior — to make them more profitable through increases in revenue —or to change the firm’s cost structure to make them more profitable through decreases in costs.Examples of effective use of the customer pyramid approach exist in a number of business contexts. Financial services firms are leading the way, perhaps because of the vast amounts of data already housed in those firms. In 1994 Bank One realized that all financial institutions had grossly overcharged their best customers to subsidize others who were not paying their way. Determined to grow its top-profit customers, who were vulnerable because they were being underserved, Bank One implemented a set of measures to focus resources on their most productive use. Next it identified the profit drivers in this top segment and thereby stabilized its relationships with key customers.Once a system has been established for categorizing customers, the multiple levels can be identified, motivated, served, and expected to deliver differential levels of profit. Companies improve their opportunities for profit when they increase shares of purchases by customers who either have the greatest need for the services or show the greatest loyalty to a single provider. By strengthening relationships with the loyal customers, increasing sales with existing customers, and increasing the profitability on each sale opportunity, companies thereby increase the potential of each customer.Whereas profitability tiers make sense from the company’s point of view, customers are not always understanding, nor do they appreciate being categorized into a less desirable segment. For example, at home companies the top clients have their own individual account representative whom they can contact personally. The next tier of clients may be handled by representatives who each have 100 clients. Meanwhile, most clients are served by an 800 number, an automated voice response system, or referral to a website. Customers are aware of this unequal treatment, and many resist and resent it. It makes perfect sense from a business perspective, but customers are often disappointed in the level of service they receive and give firms poor marks for quality as a result.Therefore, it is increasingly important that firms communicate with customers so they understand the level of service they can expect and what they would need to do or pay to receive faster or more personalized service. The most significant issues result when customers do not understand, believe they have been singled out for poor service, or feel that the system is unfair. Although many customers refuse to pay for quality service, they react negatively if they believe it has been taken away from themunfairly.The ability to segment customers narrowly based on profitability implications also raises questions of privacy for customers. In order to know who is profitable and who is not, companies must collect large amounts of individualized behavioral and personal data on consumers. Many consumers today resent what they perceive as an intrusion into their lives in this way, especially when it results in differential treatment that they perceive is unfair.Prudent business managers are well aware that past customer purchase behavior, although useful in making predictions, can be misleading. What a customer spends today, or has spend in the past, may not necessarily be reflective of what he or she will do(or be worth) in the future. Banks serving college students know this well — a typical college student generally has minimal financial services needs ( i.e., a checking account) and tends to not have a high level of deposits. However, within a few years that student may embark on a professional career, start a family, and/or purchase a house, and thus require several financial services and become a potentially very profitable customer to the bank. Generally speaking, a firm would like to keep its consistent big spenders and lose the erratic small spenders. But all too often a firm also has two other groups they must consider: erratic big spenders and consistent small spenders. So, in some situations where consistent cash flow is a concern, it may be helpful to a firm to have a portfolio of customers that includes steady customers, even if they have a history of being less profitable. Some service providers have actually been quite successful in targeting customers who were previously considered to be unworthy of another firm’s marketing efforts. Paychex, a payroll processing company, became very successful in serving small business that the major companies in this industry did not think were large enough to profitably serve. Similarly, Progressive Insurance became very successful in selling automobile insurance to undesirable customers — young drivers and those with poor driving records — that most of the competition did not feel had a sufficient relationship value. Firms, therefore, need to be cautious in blindly applying customer value calculations without thinking carefully about the implications.2.3Relationship ChallengesGiven the many benefits of long-term customer relationships, it would seem that a company would not want to refuse or terminate a relationship with any customer. Yet, situations arise in which either the firm, the customer, or both want to end (or have to end) their relationship.The assumption that all customers are good customers is very compatible with the belief that “the customer is always right,” an almost sacrosanct tenet of business. Yet any service worker can tell you that this statement is not always true, and in some cases it may be preferable for the firm and the customer to not continue their relationship.A company cannot target its services to all customers; some segments will bemore appropriate than others. It would not be beneficial to either the company or the customer for a company to establish a relationship with a customer whose needs the company cannot meet. For example, a school offering a lock-step, daytime MBA program would not encourage full-time working people to apply for its program, nor would a law firm specializing in government issues establish a relationship with individuals seeking advice on trusts and estates. There examples seem obvious. Yet firms frequently do give in to the temptation to make a sale by agreeing to serve a customer who would be better served by someone else.Similarly, it would not be wise to forge relationships simultaneously with incompatible market segments. In many service businesses(such as restaurants, hotels, tour package operators, entertainment, and education), customers experience the service t ogether and can influence each other’s perceptions about value received. Thus, to maximize service to core segment, an organization may choose to turn away marginally profitable segments that would be incompatible. For example, a conference hotel may find that mixing executives in town for a serious educational program with students in town for a regional track meet may not be wise. If the executive group is a key long-term customer, the hotel may choose to pass up the sports group in the interest of retaining the executives.3 Service Recovery3.1 The Impact Of Service Failure And RecoveryService recovery refers to the actions taken by an organization in response to a service. Failures occur for all kinds of reasons —the service may be unavailable when promised, it may be delivered late or too slowly, the outcome may be incorrect or poorly executed, or employees may be rude or uncaring. All these types of failures bring about negative feelings and responses from customers. Left unfixed, they can result in customers leaving, telling other customers about their negative experiences, and even challenging the organization through consumer rights organizations or legal channels.Research has shown that resolving customer problems effectively has a strong impact on customer satisfaction, loyalty, word-of-mouth communication, and bottom-line performance. That is, customers who experience service failures but who are ultimately satisfied based on recovery efforts by the firm, will be more loyal than those whose problems are not resolved. That loyalty translates into profitability, Customers who complain and have their problems resolved quickly are much more likely to repurchase than are those whose complaints are not resolved. Those who never complain are least likely to repurchase.Similar results were reported in a study 720 HMO members in which researchers found that those who were not satisfied with service recovery were much more likelyto switch to a different health care provider than were those who happy with how their problems were addressed. The study also found that satisfaction with service recovery was the second most important factor out of 11 service attributes in predicting overall customer satisfaction. The most important, not surprisingly, was perceived medical outcome.An effective service recovery strategy has multiple potential impacts. It can increase customer satisfaction and loyalty and generate positive word-of-mouth communication. A well-designed, well-documented service recovery strategy also provides information that can be used to improve service as part of a continuous improvement effort. By making adjustments to service processes, systems, and outcomes based on previous service recovery experiences, companies increase the likelihood of “doing it right the right the first time.”In turn, this reduces costs of failures and increases initial customer satisfaction.Unfortunately, many firms do not employ effective strategies. A recent study suggests that 50 percent of customer who experienced a serious problem received no response from the firm. There are tremendous downsides to having no service recovery strategies. Poor recovery following a bad service experience a service failure, they talk about it to others no matter what the outcome. That recent study also found that customers who were satisfied with a firm’s recovery efforts3.2How Customer Respond To Service FailuresSome customers are more likely to complain than others for a variety of reasons. These consumers believe that positive consequences may occur and that there are social benefits of complaining, and their personal norms support their complaining behavior. They believe they should and will be provided compensation for the service failure in some form. They believe that fair treatment and good service are their due, and that in cases of service failure, someone should make good. In some cases they feel a social obligation to complain —to help others avoid similar situations or to punish the service provider. A very small number of consumers have “complaining”personalities — they just like to complain or cause trouble.Consumers who are unlikely to take any action hold the opposite beliefs. They often see complaining as a waste of their time and effort. They do not believe anything positive will occur for them or others based on their actions. Sometimes they do not know how to complain —they do not understand the process or may not realize that avenues are open to them to voice their complaints. In some cases noncomplainers may engage in “emotion-focused coping” to deal with their negative experiences. This type of coping involves self-blame, denial, and possibly seeking social support. They may feel that the failure was somehow their fault and that they do not deserve redress.Personal relevance of the failure can also influence whether people complain. If the service failure is really important, if the failure has critical consequences for theconsumer, or if the consumer has much ego involvement in the service experience, then he or she is the more likely to complain. Consumers are more likely to complain about services that are expensive, high risk, and ego involving (like vacation packages, airline travel, and medical services) than they are about less expensive, frequently purchased services (fast-food drive-through service, a cab ride, a call to a customer service help line). There latter services are simply not important enough to warrant the time to complain. Unfortunately, even though the experience may not be important to the consumer at the moment, a dissatisfying encounter can still drive him or her to a competitor next time the service is needed.If customers initiate actions following service failure, the action can be of various types. A dissatisfied customer can choose to complain on the spot to the service provider, giving the company the opportunity to respond immediately. This reaction is often the best-case scenario for the company because it has a second chance right at that moment to satisfy the customer, keep his or her business in the future, and potentially avoid any negative word of mouth. Customers who do not complain immediately may choose to complain later to the provider by phone, in writing, or via the Internet. Again, the company has a chance to recover. Researchers refer to these proactive types of complaining behavior as voice responses or seeking redress.Some customers choose not to complain directly to the provider but rather spread negative word of mouth about the company to friends, relatives, and coworkers. This negative word-of-mouth communication can be extremely detrimental because it can reinforce the customer’s feelings of negativism and spread that negative impression to others as well. Further, the company has no chance to recover unless the negative word of mouth is accompanied by a complaint directly to the company. In recent years, customers have taken to complaining via the Internet. A variety of websites, including web-based consumer opinion platforms, have been created to facilitate customer complaints and, in doing so, have provided customers with the possibility of spreading negative word-of-mouth communication to a much broader audience. Some customers become so dissatisfied with a product or service failure that they construct websites targeting the firm’s current and prospective customers. On these sites, angry customers convey their grievances against the firm in ways designed to convince other consumers of the firm’s incompetence an evil.Finally, customers may choose to complain to third parties such as the Better Business Bureau, to consumer affairs arms of the government, to a licensing authority, to a professional association, or potentially to a private attorney. No matter the action (or inaction), ultimately the customers determine whether to patronize the service provider again or to switch to another provider.3.3Customers’ Recovery ExpectationsWhen they take the time and effort to complain, customers generally have high expectations. They expect the firm to be accountable. They expect to be helped。
工商管理外文文献及翻译
工商管理外文文献及翻译The Contractor's Role in Building Cost Reduction AfterDesignAuthor：Waddle,T odd W.Nationality：UKDerivation：Cost Engineering; Feb2008, Vol. 50 Issue 2, p14-21It has become evident from recent news articles that inflationary pressures and increased construction activity are causing many building projects to come in well over owner's budgets. This trend has increased dramatically over the past few years, as much of the construction industry has been impacted by an unprecedented increase in the cost of construction. The historical rate of increase in construction cost has been under five percent per year, as reported by the Engineering News Record. Over the last few years, the industry has seen a significant increase from historical escalation rates, up to 10-15 percent per year in many regions of the US. These increases have been caused by a variety of factors, including the following.Shortage of steel resulting from rapid growth in China.Demand for materials in the US resulting from increased hur ricane damage. ? Rising oil prices leading to higher manufacturing and transportation cost. ? Rising labor cost because of increased construction activity .To be successful in having over budget projects awarded, the building contractor has had to take a proactive role in working with owners and design teams to reduce project cost to amounts that owners are able to award. This cost reduction is normally accomplished through the following methods.value engineering;scope reduction;Value EngineeringValue engineering (VE) has been defined as a systematic method to improve the value of goods and services by using an examination of function. Value, as defined, is the ratio of function to cost. Value can therefore be increased by either improving the function or reducing the cost.It is a primary tenet of value engineering that quality not be reduced as a consequence of pursuing value improvements . VE is a process originating at General Electric Company (GE) during World War II. Because of shortages of skilled labor, raw materials, and component parts, engineers at GElooked for acceptable alternates and often found substitutions that resulted in reduced costs and/or product improvement.GE developed a systematic process that they called value analysis. Over the years the name gradually changed to VE. The basic steps of VE include the following：Information gathering: project requirements defined, function analysis.Alternates: various ways of meeting the requirements and functions.Evaluation: asses sment of alternates on how well they meet requirements and costs savings.Presentation: selection of best alternatives to be presented to client for decisions.True VE evaluates life cycle costs such as initial cost, maintenance cost, operational cost, life span, time value of money, replacement cost, and frequency of replacement. VE canbe undertaken at any stage of the building design process; however, it is most effective in the early stages, since it is less costly to make changes to preliminary documents .Scope ReductionScope reduction involves identifying areas of the project scope of work that can be reduced in quality, quantity, or both in a manner that is acceptable to the owner.Scope reduction items of work often consist of material or equipment substitutions that lower the cost of the project, but may not be an equal substitute. An example of quantity scope reduction would be to reduce the guttering system on a pitched roof from the entire roof perimeter to entrances only. A quality scope reduction example would be to provide vinyl composition floor tiles (VCT) in lieu of ceramic floor tiles.After a project has been determined to be out of budget because of high bids, the project is normally either cancelled, redesigned and re-bid, or negotiations are held with the low bidder to reach an acceptable contract amount. For the building contractor that is selected for negotiations, this is an opportunity to move toward project award and to also build a relationship of trust and openness with the owner and design team that could lead to future projects.First, the building contractor should meet with the owner and design team to fully understand the owners project requirements, priorities, life cycle considerations, and budget.Next, the building contractor's role is to use his estimating and construction expertise to analyze various components and systems within the project for alternate solutions. The contractor should also bring in key subcontractors and suppliers who are often able to identify alternate materials and/or systems withintheir specialties. Each division of work should be examined and evaluated for VE solutions. In past years, this process and service was considered part of the building contractors overhead. However, in today's market, some contractors will negotiate rates and be reimbursed for the time and effort that they spend in this process in the event that theproject is not awarded to them.The work breakdown structure (WBS) can be a helpful tool to the building contractor in analyzing the various components and systems within a building project. The WBS is a tree-type structure of functional systems used to classify the project on a level-by-level basis . This breakdown structure facilitates the evaluation of each system of the project from the building foundations to the completed sitework.Questions to Ask or Areas and/to Consider by WBSThis section provides a list of areas for the building contractor to examine and/or questions to ask in the WBS system level format for cost saving alternatives. Some of these changes can be accomplishedwithout major re-design cost and incorporated into the construction documents in the form of an addendum. Other changes listed would require extensive re-design and time delays.SUBSTRUCTURE—Have alternate types of foundation system been considered?wood piles in lieu of precast;drilled caissons vs. piles;mat foundations in place of piles or caissons.—Evaluate sand base in place of gravel or stone under slab on grade. SUPERSTRUCTURE—Have alternate types of building structures been evaluated?structural steel, precast concrete, cast in place concrete, light gauge steel framing or wood framing systems.—Compare Alternate Stair Systems.steel pan stairs vs. precast concrete or cast in place concrete.EXTERIOR CLOSURE—Evaluate exterior wall systems.Light gauge metal framing in lieu of reinforced concrete masonry units.Can wall widths or gauges be reduced?—Compare sheathing systems.Fiber sheathings in place of cement boards.—Review alternate wall insulation systems.Batt insulations, rigid insulation materials, loose fill block insulation.—Consider alternate exterior wall veneers.Conventional stucco versus exterior insulation finish system.Brick or precast in lieu of stone.—Evaluate alternate glazing systems.Can exterior glazed areas be reduced?Storefronts in lieu of curtainwalls if code allows.Painted aluminum in lieu of stainless steel or brass framing.—Review exterior entrances.Manual entrance doors in place of automatic entrances.Automatic entrances in lieu of revolving doors.Cedar entrance doors rather than mahogany.—Examine exterior railing systems.aluminum or cable systems in lieu of glass;standard designs in place of custom elements;ROOFING—Evaluate the specified roofing with alternative materials.Combined metal decking/insulation systems in lieu of separate systems.Interior batt insulation in place of rigid roof insulation.Built-up roofing vs. single ply membranes.Fib erglass or concrete tiles in lieu of clay tiles.Painted metals in place of copper.Can the specified gauge of metal roofing be lowered?Eliminate or reduce the guttering system?Can skylights be reduced or styles changed?Are standard warranties specified?INTERIOR CONSTRUCTION—Examine interior wall systems.Can light gauge metal-framed walls be used in lieu of concrete masonry units?Can wall thicknesses or gauges be reduced?Are drywall systems being used in lieu of plaster? Examine inte rior doors and hardware.Are the specified doors standard sizes or custom?Have alternate wood door species been considered?Have alternate hardware styles or manufacturers been compared?Can manual doors be used in lieu of automatic?Are the doo rs pre-machined for hardware installation?Compare pre-finishing doors with finishing on-site.—Review interior specialties.Have alternate types of toilet partitions been considered?Prefinished metals vs. plastic laminates.Can vinyl corner guard s be used rather than metal?Metal lockers vs. wood.Have special partitions been evaluated?Plastic veneers in lieu of wood.Can the sound rating be reduced?Defer installation?Has the access flooring system been evaluated?Standard floor f inishes rather than custom?INTERIOR FINISHES—Evaluate interior wall finishes.Painted wall finishes in lieu of wallcovering.Epoxy coatings in place of tile finishes.FRP instead of stainless steel.Are textured drywall systems being used rather than plaster?—Examine interior floor finishes.Resilient flooring vs. ceramic or wood.Ceramic flooring in lieu of stone.Tile or stone in place of terrazzo.Alternate carpet manufacturers.—Review alternate ceiling finishes.Standard ceiling vs. custom.Fiber ceiling vs. metal.CONVEYING SYSTEMS—Review specified elevators and escalators.Have alternate manufacturers been considered?Are standard interior elevator cab finishes specified or custom?Can glass walls be eliminated?Are sta ndard warranties specified?SITE PREPARATIONHas a site work analysis been performed to balance cuts and fills.SITE IMPROVEMENTSCan paved areas be reduced or more economical paving materials used?? Has resurfacing existing parking areas been conside red rather than new parking construction?Have alternate types of enclosure walls been considered?Have landscaping alternatives or substitutions been considered?Seeding in place of sodding.Reduce or change tree and plant materials.Use existin g trees and other existing landscaping.SITE CIVIL/MECHANICAL UTILITIESHave alternate utility piping materials been evaluated?Can existing site utilities be abandoned rather than removed?SITE ELECTRICAL UTILITIESHave alternate exterior lighting p ackages been compared?Have alternate utility piping materials been evaluated?CONTRACTOR OVERHEAD AND PROFITCan phasing be reduced to shorten the project duration?Can the start of the project be timed to avoid cost impact of winter conditions?F or high-rise projects; have crane and hoisting options been compared? ? Can the Owner include the Builders Risk policy?.Breaking down and analyzing the components of a building project through the work breakdown structure can aid in reduction summaries also reveal that the mechanical, electrical and plumbing(MEP) systems typically offer the greatest opportunity for cost savings due to their total significance to a project. The MEP systems normally make up between 30 to 50 percent of a building project's cost.The owners of the illustrated projects accepted cost reducing changes ranging from 6 to 14 percent of the original low bids. These reductions allowed themto meet their particular budgets and have their projects constructed by incorporating the changes into addendums. Some projects may be so far over budget that substantial structural and/or building redesigns are unavoidable. However, building contractors can play a major role in bringing projects into budget—using their past experience along with their subcontractor and supplier networks to develop cost reduction alternatives that may not have been previously considered by owners and/or design teams.设计阶段后承包商在降低施工成本方面所扮演的角色作者：Waddle,Todd W.国籍：英国出处：营销的智慧与计划2008.11.05，第14-21页从最近的新闻报道中可以明显的看出，通货膨胀的压力和建筑产业的不断发展使很多工程项目超出了业主的预算。
工商管理文献翻译
工商管理文献翻译Understanding Customer Requirements1 Listening to Customers Through Research1.1Using Marketing Research to Understand Customer ExpectationsFinding out what customers expect is essential to providing service quality, and marketing research is a key vehicle for understanding customer expectations and perceptions of services, In services, as with any offering, a firm that does no marketing research at all is unlikely to understand its customers.A firm that does marketing research, but not on the topic of customer expectations, may also fail to know what is needed to stay in tune with changing customer requirements. Marketing research must focus on service issues such as what features are most important to customers, what levels of these features customers expect, and what customers think the company can and should do when problems occur in service delivery. Even when a service firm is small and has limited resources to conduct research, avenues are open to explore what customers expect.One of the biggest challenges facing a marketing researcher is converting a complex set of data to a form that can be read and understood quickly by executives, managers, and other employees who will make decisions from the research. For example, database management is being adopted as a strategic initiative by many firms, but merely having a sophisticated database does not ensure that the findings will be useful to managers. Many of the people who use marketing research findings have not been trained in statistics and have neither the time nor the expertise to analyze computer printouts and othertechnical research information. The goal in this stage of the marketing research process is to communicate information clearly to the right people in a timely fashion. Among considerations are the following: Who gets this information? Why do the need it? How will they use it? Does it mean the same thing across cultures? When users feel confident that they understand the data, they are far more likely to apply it appropriately. When managers do not understand how to interpret the data, or when they lack confidence in the research, the investment of time, skill, and effort will be lost.1.2 Using Marketing Research InformationConducting research about customer expectations is only the first part of understanding the customer, even if the research is appropriately designed, executed, and presented. A service firm must also use the research findings in a meaningful way–to drive change or improvement in the way service is delivered. The misuse(or even nonuse)of research data can lead to a large gap in understanding customer expectations. When managers do not read research reports because they are too busy dealing with the day-to-day challenges of the business, companies fail to use the resources available to them. And when customers participate in marketing research studies but never see changes in the way the company does business, they fell frustrated and annoyed with the company. Understanding how to make the best use of research –to apply what has been learned to the business – is a key way to close the gap between customer expectations and management perceptions of customer expectations. Managers must learn to turn research information and insights into action, to recognize that the purpose of research is to drive improvement and customersatisfaction.The research plan should specify the mechanism by which customer data will be used. The research should be actionable: timely, specific, and credible. It can also have a mechanism that allows a company to respond to dissatisfied customers immediately.1.3Upward CommunicationIn some service firms, especially small and localized firms, owners or managers may be in constant contact with customers, thereby gaining firsthand knowledge of customer expectations and perceptions. But in large service organizations, managers do not always get the opportunity to experience firsthand what their customers want.The larger a company is, the more difficult it will be for managers to interact directly with the customer and the less firsthand information they will have about customer expectations. Even when they read and digest research reports, managers can lose the reality of the customer if they never get the opportunity to experience the actual service. A theoretical view of how things are supposed to work cannot provide the richness of the service encounter. To truly understand customer needs, management benefits form hands-on knowledge of what really happens in stores, on customer service telephone lines, in service queues, and in face-to-face service encounters. If gap 1 is to be closed managers in large firms need some form of customer contact.2Building Customer Relationships2.1Relationship MarketingRelationship marketing essentially represents a paradigm shift within marketing –away from an acquisitions/transaction focus toward a retention/relationship focus.Relationship marketing (or relationship management) is a philosophy of doing business, a strategic orientation, that focus on keeping and improving relationships with current customers rather than on acquiring new customers. This philosophy assumes that many consumers and business customers prefer to have an ongoing relationship with one organization than to switch continually among providers in their search for value. Building on this assumption and the fact that it is usually much cheaper to keep a current customer than to attract a new one, successful marketers are working on effective strategies for retaining customers.It has been suggested that firms frequently focus on attracting customer (the “first act”) but then pay little attention to what they should do to keep them (the “second act”). Ideas expressed in an interview with James L. Schorr, then executive vice president of marketing at Holiday Inns, illustrate this point. In the interview he stated that he was famous at Holiday Inns for what is called the “bucket theory of marketing.” By this he meant that marketing can be thought of as a big bucket: It is what sales, advertising, and promotion programs do that pours business into the top of the bucket. As long as these programs are effective, the bucket stays full. However, “There’s only one problem,”he said, “there’s a hole in the bucket,”When the business is running well and the hotel is delivering on its promises, the hole is small and few customers are leaving. When the operation is weak and customers are not satisfied with what they get, however, people start falling out of the bucket through the holes faster than they can be poured in through the top.The bucket theory illustrates why a relationship strategy that focuses on plugging the holes in the bucket makes so muchsense. Historically, marketers have been more concerned with acquisition of customers, so a shift to a relationship strategy often represents changes in mind set, organizational culture, and employee reward systems. For example, the sales incentive systems in many organizations are set up to reward bringing in new customers. There are often fewer(or not) rewards for retaining current accounts. Thus, even when people see the logic of customer retention, the existing organizational systems may not support its implementation.Relationship value of a concept or calculation that looks at customers from the point of view of their lifetime revenue and/or profitability contributions to a company.The lifetime or relationship value of a customer is influenced by the length of an average “lifetime,” the average revenues generated per relevant time period over the lifetime, sales of additional products and services over time, referrals generated by the customer over time, and costs associated with serving the customer. Lifetime value sometimes refers to lifetime revenue stream only; but most often when costs are considered, lifetime value truly means “lifetime profitability.”If companies knew how much it really costs to lose a customer, they would be able to accurately evaluate investments designed to retain customer. One way of documenting the dollar value of loyal customers is to estimate the increased value or profits that accrue for each additional customer who remains loyal to the company rather than defecting to the competition. This is what Bain & Co. has done for a number of industries, The percentage of increase in total firm profits when the retention or loyalty rate rises by 5 percentage points. The increases are dramatic, ranging from 35 to 95 percent. These increases werecalculated by comparing the net present values of the profit streams for the average customer life at current retention rates with the net present values of the profit streams for the average customer life at 5 percent higher retention rates.With sophisticated accounting systems to document actual costs and revenue streams over time, a firm can be quite precise in documenting the dollar value and costs of retaining customers. These systems attempt to estimate the dollar value of all the benefits and costs associated with a loyal customer, not just the long-term revenue stream. The value of word-of-mouth advertising, employee retention, and declining account maintenance costs can also enter into the calculation.The emphasis on estimating the relationship value of customers has increased substantially in the past decade. Part of this emphasis has resulted from an increased appreciation of the economic benefits that firms accrue with the retention of loyal customer. (Our Strategy Insight for this chapter describes ways that firms explicitly demonstrate this appreciation to customer.) Interestingly, recent research suggests that customer retention has a large impact on firm value and that relationship value calculations can also provide a useful proxy for assessing the value of a fir m. That is, a firm’s market value can be roughly determined by carefully calculating customer lifetime value. The approach is straightforward: Estimate the relationship value of a customer, forecast the future growth of the number of customers, and use the se figures to determine the value of a company’s current and future base. To the extent that the customer base forms a large part of a company’s overall value, such a calculation can provide an estimate of a firm’s value —a particularly useful figure for young, high-growth firms for whichtraditional financial methods(e.g., discounted cash flow) do not work well.2.2Customer Profitability SegmentsCompanies may want to treat all customers with excellent service, but they generally find that customers differ in their relationship value and that it may be neither practical nor profitable to meet (and certainly not to exceed) all customers’expectations. Federal Express Corporation, for example, has categorized its customers internally as the good, the bad, and the ugly ––based on their profitability. Rather than treating all its customers the same, the company pays particular attention to enhancing their relationship with the good, tries to move the bad to the good, and discourages the ugly. Other companies also try to identify segments —or, more appropriately, tiers of customers — that differ in current and/or future profitability to a firm. This approach goes beyond usage or volume segmentation because it tracks costs and revenues for segments of customers, thereby capturing their financial worth to companies. After identifying profitability bands, the firm offers service and service levels in line with the identifying segments. Building a high-loyalty customer base of the right customers increases profits.Although some people may view the FedEx grouping of customers into “the good, the bad, and the ugly” as negative, descriptive labels of the tiers can be very useful internally. Labels are especially valuable if they help the company keep track of which customers are profitable.Virtually all firms are aware at some level that their customers differ in profitability, in particular, that a minority of their customers accounts for the highest proportion of sales or profit.This finding has often been called the “80/20 rule”—20 percent of customers produce 80 percent of sales or profit.In this version of tiering, 20 percent of the customers constitute the top tier, those who can be identified as the most profitable in the company. The rest are indistinguishable from each other but differ from the top tier in profitability. Most companies realize that there are differences among customers within this tier but do not possess the data or capabilities to analyze the distinctions. The 80/20 two-tier scheme assumes that consumers within the two tiers are similar, just as conventional market segmentation schemes typically assume that consumers within segments are similar.However, more than two tiers are likely and can be used if the company has sufficient data to analyze customer tiers more precisely. Different systems and labels can be helpful. One useful four-tier system, includes the following:1.The platinum tier describes the company’s most profitable customer, typicallythose who are heavy users of the product, are not overly price sensitive, are willing to invest in and try new offerings, and are committed customers of the firm.2.The gold tier differs from the platinum tier in that profitability levels are not ashigh, perhaps because the customers want price discounts that limit margins or are not as loyal. The may be heavy users who minimize risk by working with multiple vendors rather than just the focal company.3.The iron tier contains essential customers who provide the volume needed toutilize the firm’s capac ity, but their spending levels, loyalty,and profitability are not substantial enough for special treatment.4.The lead tier consists of customers who are costing the company money. Theydemand more attention than they are due given their spending and profitability and are sometimes problem customers —complaining about the firm to others and tying up the firm’s resources.Not that this classification is superficially reminiscent of, but very different from, traditional usage segmentation performed by airlines such as American Airlines. Two differences are obvious. First, in the customer pyramid profitability rather than usage defines all levels. Second, the lower levels actually articulate classes of customers who require a different sort of attention. The f irm must work either to change the customers’ behavior — to make them more profitable through increases in revenue —or to change the firm’s cost structure to make them more profitable through decreases in costs.Examples of effective use of the customer pyramid approach exist in a number of business contexts. Financial services firms are leading the way, perhaps because of the vast amounts of data already housed in those firms. In 1994 Bank One realized that all financial institutions had grossly overcharged their best customers to subsidize others who were not paying their way. Determined to grow its top-profit customers, who were vulnerable because they were being underserved, Bank One implemented a set of measures to focus resources on their most productive use. Next it identified the profit drivers in this top segment and thereby stabilized its relationships with key customers.Once a system has been established for categorizingcustomers, the multiple levels can be identified, motivated, served, and expected to deliver differential levels of profit. Companies improve their opportunities for profit when they increase shares of purchases by customers who either have the greatest need for the services or show the greatest loyalty to a single provider. By strengthening relationships with the loyal customers, increasing sales with existing customers, and increasing the profitability on each sale opportunity, companies thereby increase the potential of each customer.Whereas profitability tiers make sense from t he company’s point of view, customers are not always understanding, nor do they appreciate being categorized into a less desirable segment. For example, at home companies the top clients have their own individual account representative whom they can contact personally. The next tier of clients may be handled by representatives who each have 100 clients. Meanwhile, most clients are served by an 800 number, an automated voice response system, or referral to a website. Customers are aware of this unequal treatment, and many resist and resent it. It makes perfect sense from a business perspective, but customers are often disappointed in the level of service they receive and give firms poor marks for quality as a result.Therefore, it is increasingly important that firms communicate with customers so they understand the level of service they can expect and what they would need to do or pay to receive faster or more personalized service. The most significant issues result when customers do not understand, believe they have been singled out for poor service, or feel that the system is unfair. Although many customers refuse to pay for quality service, they react negatively if they believe it has beentaken away from themunfairly.The ability to segment customers narrowly based on profitability implications also raises questions of privacy for customers. In order to know who is profitable and who is not, companies must collect large amounts of individualized behavioral and personal data on consumers. Many consumers today resent what they perceive as an intrusion into their lives in this way, especially when it results in differential treatment that they perceive is unfair.Prudent business managers are well aware that past customer purchase behavior, although useful in making predictions, can be misleading. What a customer spends today, or has spend in the past, may not necessarily be reflective of what he or she will do(or be worth) in the future. Banks serving college students know this well — a typical college student generally has minimal financial services needs ( i.e., a checking account) and tends to not have a high level of deposits. However, within a few years that student may embark on a professional career, start a family, and/or purchase a house, and thus require several financial services and become a potentially very profitable customer to the bank. Generally speaking, a firm would like to keep its consistent big spenders and lose the erratic small spenders. But all too often a firm also has two other groups they must consider: erratic big spenders and consistent small spenders. So, in some situations where consistent cash flow is a concern, it may be helpful to a firm to have a portfolio of customers that includes steady customers, even if they have a history of being less profitable. Some service providers have actually been quite successful in targeting customers who werepreviously considered to be unworthy of another firm’s marketing efforts. Paychex, a payroll processing company, became very successful in serving small business that the major companies in this industry did not think were large enough to profitably serve. Similarly, Progressive Insurance became very successful in selling automobile insurance to undesirable customers — young drivers and those with poor driving records —that most of the competition did not feel had a sufficient relationship value. Firms, therefore, need to be cautious in blindly applying customer value calculations without thinking carefully about the implications.2.3Relationship ChallengesGiven the many benefits of long-term customer relationships, it would seem that a company would not want to refuse or terminate a relationship with any customer. Yet, situations arise in which either the firm, the customer, or both want to end (or have to end) their relationship.The assumption that all customers are good customers is very compatible with the belief that “the customer is always right,” an almost sacrosanct tenet of business. Yet any service worker can tell you that this statement is not always true, and in some cases it may be preferable for the firm and the customer to not continue their relationship.A company cannot target its services to all customers; some segments will bemore appropriate than others. It would not be beneficial to either the company or the customer for a company to establish a relationship with a customer whose needs the company cannot meet. For example, a school offering a lock-step, daytime MBA program would not encourage full-time working people to applyfor its program, nor would a law firm specializing in government issues establish a relationship with individuals seeking advice on trusts and estates. There examples seem obvious. Yet firms frequently do give in to the temptation to make a sale by agreeing to serve a customer who would be better served by someone else.Similarly, it would not be wise to forge relationships simultaneously with incompatible market segments. In many service businesses(such as restaurants, hotels, tour package operators, entertainment, and education), customers experience the service t ogether and can influence each other’s perceptions about value received. Thus, to maximize service to core segment, an organization may choose to turn away marginally profitable segments that would be incompatible. For example, a conference hotel may find that mixing executives in town for a serious educational program with students in town for a regional track meet may not be wise. If the executive group is a key long-term customer, the hotel may choose to pass up the sports group in the interest of retaining the executives.3 Service Recovery3.1 The Impact Of Service Failure And RecoveryService recovery refers to the actions taken by an organization in response to a service. Failures occur for all kinds of reasons —the service may be unavailable when promised, it may be delivered late or too slowly, the outcome may be incorrect or poorly executed, or employees may be rude or uncaring. All these types of failures bring about negative feelings and responses from customers. Left unfixed, they can result in customers leaving, telling other customers about their negative experiences, and even challenging the organization throughconsumer rights organizations or legal channels.Research has shown that resolving customer problems effectively has a strong impact on customer satisfaction, loyalty, word-of-mouth communication, and bottom-line performance. That is, customers who experience service failures but who are ultimately satisfied based on recovery efforts by the firm, will be more loyal than those whose problems are not resolved. That loyalty translates into profitability, Customers who complain and have their problems resolved quickly are much more likely to repurchase than are those whose complaints are not resolved. Those who never complain are least likely to repurchase.Similar results were reported in a study 720 HMO members in which researchers found that those who were not satisfied with service recovery were much more likelyto switch to a different health care provider than were those who happy with how their problems were addressed. The study also found that satisfaction with service recovery was the second most important factor out of 11 service attributes in predicting overall customer satisfaction. The most important, not surprisingly, was perceived medical outcome.An effective service recovery strategy has multiple potential impacts. It can increase customer satisfaction and loyalty and generate positive word-of-mouth communication. A well-designed, well-documented service recovery strategy also provides information that can be used to improve service as part of a continuous improvement effort. By making adjustments to service processes, systems, and outcomes based on previous service recovery experiences, companies increase the likelihood of “doing it right the right the first time.”In turn, this reduces costs of failures and increases initial customer satisfaction.Unfortunately, many firms do not employ effective strategies.A recent study suggests that 50 percent of customer who experienced a serious problem received no response from the firm. There are tremendous downsides to having no service recovery strategies. Poor recovery following a bad service experience a service failure, they talk about it to others no matter what the outcome. That recent study also found that customers who were satisfied with a firm’s recovery efforts3.2How Customer Respond T o Service FailuresSome customers are more likely to complain than others for a variety of reasons. These consumers believe that positive consequences may occur and that there are social benefits of complaining, and their personal norms support their complaining behavior. They believe they should and will be provided compensation for the service failure in some form. They believe that fair treatment and good service are their due, and that in cases of service failure, someone should make good. In some cases they feel a social obligation to complain —to help others avoid similar situations or to punish the service provider.A very small number of consumers have “complaining”personalities —they just like to complain or cause trouble.Consumers who are unlikely to take any action hold the opposite beliefs. They often see complaining as a waste of their time and effort. They do not believe anything positive will occur for them or others based on their actions. Sometimes they do not know how to complain —they do not understand the process or may not realize that avenues are open to them to voice their complaints. In some cases noncomplainers may engage in “emotion-focused coping” to deal with their negativeexperiences. This type of coping involves self-blame, denial, and possibly seeking social support. They may feel that the failure was somehow their fault and that they do not deserve redress.Personal relevance of the failure can also influence whether people complain. If the service failure is really important, if the failure has critical consequences for theconsumer, or if the consumer has much ego involvement in the service experience, then he or she is the more likely to complain. Consumers are more likely to complain about services that are expensive, high risk, and ego involving (like vacation packages, airline travel, and medical services) than they are about less expensive, frequently purchased services (fast-food drive-through service, a cab ride, a call to a customer service help line). There latter services are simply not important enough to warrant the time to complain. Unfortunately, even though the experience may not be important to the consumer at the moment, a dissatisfying encounter can still drive him or her to a competitor next time the service is needed.If customers initiate actions following service failure, the action can be of various types. A dissatisfied customer can choose to complain on the spot to the service provider, giving the company the opportunity to respond immediately. This reaction is often the best-case scenario for the company because it has a second chance right at that moment to satisfy the customer, keep his or her business in the future, and potentially avoid any negative word of mouth. Customers who do not complain immediately may choose to complain later to the provider by phone, in writing, or via the Internet. Again, the company has a chance to recover. Researchers refer to these proactive types of complaining behavior as voice responses orseeking redress.Some customers choose not to complain directly to the provider but rather spread negative word of mouth about the company to friends, relatives, and coworkers. This negative word-of-mouth communication can be extremely detrimental because it can reinforce the customer’s feelings of negativism and spread that negative impression to others as well. Further, the company has no chance to recover unless the negative word of mouth is accompanied by a complaint directly to the company. In recent years, customers have taken to complaining via the Internet. A variety of websites, including web-based consumer opinion platforms, have been created to facilitate customer complaints and, in doing so, have provided customers with the possibility of spreading negative word-of-mouth communication to a much broader audience. Some customers become so dissatisfied with a product or service failure that they construct websites targeting the firm’s current and prospective customers. On these sites, angry customers convey their grievances against the firm in ways designed to convince other consumers of the firm’s inc ompetence an evil.Finally, customers may choose to complain to third parties such as the Better Business Bureau, to consumer affairs arms of the government, to a licensing authority, to a professional association, or potentially to a private attorney. No matter the action (or inaction), ultimately the customers determine whether to patronize the service provider again or to switch to another provider.3.3Customers’ Recovery ExpectationsWhen they take the time and effort to complain, customers generally have high expectations. They expect the firm to be。
工商管理专业企业薪酬管理中英文对照外文翻译文献
企业薪酬管理中英文对照外文翻译文献(文档含英文原文和中文翻译)Enterprise Salary Reward Management Salary the overall function of function and the management of human resource that rewards is consistent also for is can attract and encourage the human resource needed by enterprise from labor economy angle speak salary reward have 3 great merits can: guarantee function, encourage function and regulation function. Referring to the angle of the management of human resource salary reward should embody and play mainly it's encourage function the salary with reasonable establishment reward management system is every problem that enterprise needs solve. In recent years, as enterprise manages , mechanism change and establish modern enterprise system step by step needs, the built-in wages degree of assignment system of enterprise the self who changes enterprise into gradually from government behavior. Therefore how to meet market needs establish with modern enterprise system appearance the supplemental salary, that suits enterprise self development reward management system and distribution scheme, high limit land development enterprise human resource Ian can, become every important program of current Chinese enterprise.Salary the substance that rewarded , it is that enterprise, for employee, is the contribution done by enterprise that function and purpose salary reward , include realization Jig effect , the corresponding repayment and that effort, time, knowledge, ability, experience and creation pay that paid out or thank. Essentially, it is a kind of fair distribution principle that exchanges or trades and has embodied socialist market economy. And according to contribution distribution for implicit the meaning of the exchange of equal value of intrinsic, have reflected the law of value of the market of labor force.Salary the overall function of function and the management of human resource that rewards is consistent, it is also to be able to attract and encourage the human resource needed by enterprise. Say from labor economy angle, salary reward have 3 great merits can ─ guarantee function, encourage function and regulation function. Referring to the angle of the management of human resource salary reward should embody and play mainly it's encourage function.The existent problem of the traditional wages degree of assignment system is internal to lack fair sense, the external income degree of assignment system that lacks the traditional state-owned enterprise of competition ability major special Zhen is implement planned instruction and policy regulation, wages management system from in the restriction that gets planned economy , employee Ian can reality play will not often arouse the notice of people, so, the distribution of wages is major to wait according to standing, educational background, title and administrative rank, and overlook as every employee does , work analysis, do not more consider the discrepancy of working post and the contribution of employee.For realizing enterprise goal fully. It is very fair that this kind of system look , but actually is for working value negate , is hard to embody trunk the good dry difference of bad, horizontal difference in degree, its result can only be the "everybody eating from the same pot" of equalitarianism. Therefore under market economic condition continue this kind of practice Hour fruit is enterprise recruit do not enter person also reserve do not live person, is internal to lack fair sense , is external to lack competition ability.Salary reward is the contribution that enterprise does for employee for enterprise, include realization Jig effect, the time, knowledge, ability, experience and creation and effort that paid out are corresponding as paying to repay or thank , are a kind of fair distribution principle that exchanges or trades and has embodied socialist market economy essentially, and according to contribution distribution for implicit the meaning of the exchange of equal value of intrinsic, have reflected the law of value of the market of labor force.On knowledge with the mistake district in operation pass , the function understanding that rewarded for salary on pass frequently in quite, notice salary only the function of health protection that rewards , and have overlooked salary reward encourage function. No matter going to work , do not perform duty from time to tome , have to enterprise to make contribution, " go to work to take money" have become perfectly justified; Bonus in considerable level on have lost the meaning of award, become regular additional wages. What enterprise employee accumulates for a long period is that inertia and safe sense make salary reward and have lost, should be some to encourage function. Though along with enterprise, being thorough as reforming , the manager of human resource also begins to explore new method on salary rewards system , but when designing distribution scheme often lack for modern salary reward the knowledge of theoretical and design method, make scheme deviate from the law of value of the market of labor force.Now, in the wages system of state-owned enterprise and the most of domestic joint stock companies, do not consider that outside and the internal balance of distribution are balanced. The management of human resource replace labor personnel management not the simpledisplacement of noun, it signifies that from thought and theory, the method of arriving is basic as utilizing to change. Thus each manager must meet the development of socioeconomic culture; system accepts new management thought, theory and method, sets up the brand-new management concept of human resource.Design salary scientifically to reward the distribution scheme Japanese economic friendship association of central section encourage condition for the first big small and medium sized business to third production department carry out investigation, show as a result: In initiating vigor factor wages the only row position of 8th, and in weakening vigor factor, wages row is in the first place. It is been wages high that this explains and can not initiate vigor, and wages low definite reduction, vigor, therefore the difference in degree of pay for promote employee enthusiasm aspect influence great. Now a lot of western companies in salary reward aspect the experience of having explored some successes , share for example profit , profit share , stock option, employee holds share plan ( EOSP ) , is balanced to tally to block , key Jig effect index and group team spirit, and when establishing salary to reward policy, have considered the relation of short period, mid-term and long-term pay fully , and design for special talent " special salary reward scheme ", purpose is to make salary reward distribution scheme with encourage machine made , arouse creativity and the working enthusiasm of employee group team fully.Reward salary to fit into market economic category manage will salary reward fit into market economic category manage , from the distribution mechanism, 3 distribution management big aspects and degree of assignment system, carry out bold innovation. The degree innovation of assignment system is basic, distribution machine made innovation is crucial, management innovation is basic.Establish in order to press Lao distribution is main part. According to the salary the distribution of factor of production reward distribution structure establishment press Lao distribution with press factor of production distribution combination get up salary reward the degree of assignment system, it is the inevitable requirement of the development of socialist market economy, therefore modern enterprise salary reward distribution structure should be with press Lao distribution is main part , press Lao distribution with press factor of production the basic general layout distribution. Part is the income degree of assignment system in the row in cost, part is in tax Hour the degree of essential factor of assignment system of row in profit, make salary reward the technical, knowledge capital profit of distribution scheme design and employee labor income and employee appearance suit.Lead into market distribution mechanism, make the market and price of labor force conform the market price of labor force is the market labor rate that forms through marketcompetition, is decided by the supply demand relations of labor force. Therefore when designing salary to reward distribution scheme, will consider the market price of labor force, establish the price system of labor force of different post, post and related enterprise, regard it as the basic salary of enterprise inside to reward San shine standard, with the fully embodiment value of labor force, guide the reasonably floating and optimization disposition of labor force.Consider both enterprise benefit, establish the high benefit capital of senior engineer, the distribution idea of low being it low wages press Lao distribution must be the benefit distribution that created according to labor, if a product that worker offers (service) the needs that can not satisfy society, that Me him can not get the labor pay that reflects with market price, therefore must consider both the economic benefits of enterprise.According to employee working ability and accomplishment, pull open distribution gap reasonably, hang pay and contribution ability finger working complete level, through the goal reached or the effect realized, the latent ability that reflects and has denotes knowledge with ability synthesize to gr asp level as well as experience accumulation level. Salary the role that rewards for is will encourage employee all abilities of having self play, but these abilities must be level and the knowledge of place post first needs. Work accomplishmentwork Jig the size of effect, from the difference in ability can difference. Therefore the pay that worker gets should not be also identical. It is for enterprise, what is beneficial to it really is that the actual labor accomplishment of worker, therefore contribute big have to serve move should get higher pay.Establishment the salary " found on people " reward the system Japanese Hamburg shop of McDonald’s can give employee family members every year always the bonus of a considerable number; When they pass birthday, can send person to send last fresh flower. American chain hospital company in salary reward payment in much a extra bonus ─ " have oxygen sport challenge plan ", employee must reach every month minimum standard as jog 30 miles, play wall ball for 15 hours above etc., can be just qualified bonus. Haier in salary reward the system design of payment aspect is difference " the horse in 1000 the competitive platform " it is not same to put up and have built " ", as ordinary employee carries out , " 3 works coexist , development conversion " ─ excellent worker, qualified worker and trial worker, enter factory worker all recently have certain probation period , expire acceptable turn for qualified worker, otherwise, excellent worker turns probably because of working fault, is qualified worker or trial worker. It is 4 level development checks that according to excellent middle-level administrator, what Haier carry out is taking regularly check result as basis, it is " give your a ship, advance or retreat to float Sheen lean self " to design for the base salary ofbrainpower, according to the commission of economic benefits that new product gets in the market, get salary to reward.It is identical that the effect of leading work depends on the campaign in subordinate mainly, but each subordinate does not let in the aspects such as ability and wishes. Therefore leader must so implement different leading way as subordinate is going to analyze and find out discrepancy carefully , then can get the leading effect of the best. It is also such toreward systematic design for salad rye, employee demand has discrepancy, different employee or same employee in not at the same time wait demand possible difference. Forlow wages crowd, the role of bonus is very important; For taking in higher crowd especially knowledge share is with management cadre , promote post , respect personality, appointment title and encouragement the freely degree etc. of innovation and work look more important; For being engage in , it is heavy, dangerous. The physical labor with bad environment staff, the possibilities such as labor protection, labor condition and post subsidy are effective. Therefore to make salary reward system to develop larger effect, first want the needs for employee have ample understanding. If leader wants to make encouraging level for subordinate reach the biggest demand that melts and must value them, knows the variation of demand and makes positive reaction, embody really found on people thought.企业薪酬管理薪酬管理的功能和人力资源管理的功能总体来说是一致的。
工商管理专业外文翻译--企业公民的阶段
外文原文Stages of Corporate CitizenshipBusiness leaders throughout the world are making corporate citizenship a key priority for their companies.1 Some are updating policies and revising programs; others are forming citizenship steering committees, measuring their environmental and social performance, and issuing public reports. Select firms are striving to align staff functions responsible for citizenship and move responsibility—and accountability—into lines of business. Vanguard companies are trying to create a broader market for citizenship and offer products and services that aim explicitly to both make money and make a better world.Amid the flurry of activity, many executives wonder what’s going on and worry whether or not their myriad citizenship initiatives make sense. Is their company prepared to take appropriate and effective actions on transparency, governance, community economic development, work-family balance, environmental sustainability, human rights protection, and ethical investor relationships?Is there any connection between, say, efforts in risk management, corporate branding, stakeholder engagement, supplier certification, cause related marketing, and employee diversity? Should there be? Studies conducted by the Center for Corporate Citizenship at Boston College suggest that the balance between confusion and coherence depends very much on what stage a company is in its development of corporate citizenship.Comparative neophytes, for instance, often lack understanding of these many aspects of corporate citizenship and have neither the expertise nor the machinery to respond to so many diverse interests and demands. Their chief challenges are to put citizenship firmly on the corporate agenda, get better informed about stakeholders’ concerns, and take some sensible initial steps.At the other extreme are companies that have already made a full-blown foray into citizenship. Their CEO is typically leading the firm’s position on social and environmental issues, and their Board is fully informed about company practices. Should these firms want to move forward, they might next try to connect citizenship to corporate branding and everyday employees through a “live the brand” campaign like those at IBM and Novo Nordisk or establish citizenship objectives for line managers, as DuPont and UBS have done.When it comes to making sense of corporate citizenship, much depends on what acompany has accomplished to date and how far it wants (and has to) go. The Center’s surveys of a random sample of American businesses find that roughly ten percent of company leaders don’t understand what corporate citizenship is all about. On the other end of the spectrum, not quite as many firms have integrated programs and are setting new standards of performance. In the vast majority in between, there is a wide range of companies in transition whose knowledge, attitudes, structures, and practices represent different degrees of understanding of and sophistication about corporate citizenship.Knowing at what stage a company is, and what challenges it faces in advancing citizenship, can clear up an executive’s confusion about where things stand, frame strategic choices about where to go, aid in setting benchmarks and goals, and perhaps speed movement forward.Stages of DevelopmentWhat does it mean that a company is at a “stage” of corporate citizenship?The general idea—found in the study of children, groups, and systems of all types, including business organizations—is that there are distinct patterns of activity at different points of development. Typically, these activities become more complex and sophisticated as development progresses and therefore capacities to respond to environmental challenges increase in kind. Piaget’s developmental theory, for example, has children progress through stages that entail more complex thinking and finer judgments about how to negotiate the social world outside of themselves. Similarly, groups mature along a developmental path as they confront emotional and task challenges that require more socially sensitive interaction and sophisticated problem solving.Greiner, in his groundbreaking study of organizational growth, found that companies also develop more complex ways of doing things at different stages of growth. They must, over time, find more direction after their creative start-up phase, develop an infrastructure and systems to take on more responsibilities, and then “work through” the challenges of over-control and red-tape through coordination and later collaboration across work units and levels.Development of CitizenshipThere are a number of models of “stages” of corporate citizenship. On a macro scale, for example, scholars have tracked changing conceptions of the role of business in society as advanced by business leaders, governments, academics, and multi-sectorassociations. They document how increasingly elaborate and inclusive definitions of social responsibility, environmental protection, and corporate ethics and governance have developed over recent decades that enlarge the role of business in society. Others have looked into the spread of these ideas into industry and society in the form of social and professional movements.At the level of the firm, Post and Altman have shown how environmental policies progressively broaden and deepen as companies encounter more demanding expectations and build their capability to meet them. In turn, Zadek’s case study of Nike’s response to challenges in its supply chain highlights stages in the development of attitudes about social responsibilities in companies and in corporate responsiveness to social issues. Both of these studies emphasize the role of organizational learning as conceptions of company responsibilities become more complex at successive stages of development, action requirements are more demanding, and the organizational structures, processes, and systems used to manage citizenship are more elaborate and comprehensive.What such firm-level frameworks have not fully addressed are the generative logic and mechanisms that drive the development of citizenship within organizations. Here we consider the development of citizenship as a stage-by-stage process where a combination of internal capabilities applied to environmental challenges propels development forward in a m ore or less “normal” or normative logic.Greiner’s model of organizational growth illustrates this normative trajectory. In his terms, the development of an organization is punctuated by a series of predictable crises that trigger responses that move the organization forward. What are the triggering mechanisms? They are tensions between current practices and the problems they produce that demand a new response from a firm. For instance, creativity, the entrepreneurial fire in companies in their first stage, also generates confusion and a loss of focus that can stall growth. This poses a “crisis of leadership” that is resolved—and a stage of orderly growth results—once the firm gains direction, often under new leadership and with more formal structures. A later tension between delegation and its consequences, sub-optimization and inter-group conflict, triggers a “crisis of control” and moves toward coordination. In development language, companies in effect “master” these challenges by devising progressively more effective and elaborate responses to them.The model presented here is also normative in that it posits a series of stages in thedevelopment of corporate citizenship. The triggers for movement are challenges that call for a fresh response. These challenges center initially on a firm’s credibility as a corporate citizen, then its capacities to meet expectations, the coherence of its many subsequent efforts, and, finally, its commitment to institutionalize citizenship in its business strategies and culture.Movement along a single development path is not fixed nor is attaining a penultimate “end state” a logical conclusion. This means that the arc of citizenship within any particular firm is shaped by the socio-economic, environmental, and institutional forces impinging on the enterprise. This effect is well documented by Vogel’s analysis of the “market for virtue” where he finds considerable variability in the business case for citizenship across firms and industries and thus limits to its marketp lace rewards. Notwithstanding, a company’s response to these market forces also varies based on the attitudes and outlooks of its leaders, the design and management of its citizenship agenda, and firmspecific learning. Thus, there are “companies with a conscience” that have a more expansive citizenship profile and firms that create a market for their good works.Dimensions of CitizenshipTo track the developmental path of citizenship in companies, we focus on seven dimensions of citizenship that vary at each stage:Citizenship Concept: How is citizenship defined? How comprehensive is it? Definitions of corporate citizenship are many and varied. The Center’s concept of citizenship considers the total actions of a corporation (commercial and philanthropic). Bettignies makes the point that terms such as citizenship and sustainability incorporate notions of ethics, philanthropy, stakeholder management, and social and environmental responsibilities into an integrative framework that guides corporate action.Strategic Intent: What is the purpose of citizenship in a company? What it is trying to achieve through citizenship? Smith observes that few companies embrace a strictly moral commitment to citizenship; instead most consider specific reputational risks and benefits in the market and society and thereby establish a business case for their efforts. Rochlin and Googins, in turn,see increasing interest in an “inside-out” framing where a value proposition for citizenship guides actions and investments. Leadership: Do top leaders support citizenship? Do they lead the effort? Visible, active, top level leadership appears on every survey as the number one factor drivingcitizenship in a corporation. How well informed are top leaders are about citizenship, how much leadership do they exercise, and to what extent do they “walk the talk”? Structure: How are responsibilities for citizenship managed? A three-year indepth study of eight companies in the Center’s Executive Forum on Corporate Citizenship found that many progressed from managing citizenship from functional “islands” to cross-functional committees and that a few had begun to achieve more formal integration through a combination of structures, processes, and systems.Issues Management: How does a company deal with citizenship issues that arise? Scholars have mapped the evolution of the public affairs office in corporations and stages in the management of public issues. How responsive a company is in terms of citizenship policies, programs, and performance?Stakeholder Relationships: How does a company engage its stakeholders? A wide range of trends—from increased social activism by shareholders to an increase in the number of non-governmental organizations (NGOs) around the world—has driven major changes in the ways companies communicate with and engage their stakeholders.Transparency: How “open” is a company about its financial, social, and environmental performance? The web sites of upwards of 80% of Fortune 500 companies address social and environmental issues and roughly half of the companies today issue a public report on their activities.Citizenship at Each StageThe model in Figure 1 presents the stages in the development of corporate citizenship along these seven dimensions. We illustrate each stage with selected examples of corporate practice. (Note, however, that we are not implying that these companies currently operate at that stage; rather, at the times noted, they were illustrative of citizenship at that development stage.) A close inspection of these companies reveals instances where they had a leading-edge practice in some dimensions but were less developed in others. This should come as no surprise. For example, the pace of a child’s physical, mental, and emotional development is seldom uniform. One facet typically develops faster than another. In the same way, the development of group and organizational capabilities is uneven. Firm-specific forces in society, industry dynamics, and other environmental influences feature in how citizenship develops within a firm.Stage 1. ElementaryAt this base stage, citizenship activity in a company is episodic and its programs are undeveloped. The reasons are straightforward: scant awareness of what corporate citizenship is all about, uninterested or indifferent top management, and limited or one-way interactions with external stakeholders, particularly in the social and environmental sectors. The mindset in these companies, and associated policies and practices, often centers on simple compliance with laws and industry standards.Responsibilities for handling matters of compliance in these firms are usually assigned to the functional heads of human resources, the legal department, investor relations, public relations, and community affairs. The job of these functional managers is to make sure that the company obeys the law and to keep problems that might arise from harming the firm’s reputation. In many cases, they take a defensive stance toward outside pressures—e.g., Nike’s dealings with labor activists in the early 1990s.Some corporate leaders, for example, have espoused economist Milton Friedman’s notion that their company’s obligations to society are solely to“make a profit, pay taxes, and provide jobs.”20 Others, particularly those heading smaller and mid-size businesses, comply willingly with employment and health, safety, and environmental regulations but have neither the resources nor the wherewithal to do much more for their employees, communities, or society.Former General Electric CEO Jack Welch is an exemplar of this principled big-business view. “A CEO’s primary social responsibility is to assure the financial success of the company,” he says. “Only a healthy, winning company has the resources and capability to do the right thing.”21GE’s financial success over the past two decades is unquestioned. However, the company’s reputation suffered toward the end of Welch’s tenure when it was revealed that that one of its business units had discharged tons of the toxic chemical PCB into the Hudson River. When challenged, Welch was defensive and pointed out that GE had fully complied with then existing environmental protection laws.This illustrates one of the triggers that move a company forward into a new stage of citizenship. Welch’s sta nce was plainly out of touch with changing expectations of corporate responsibilities and the contradiction between GE’s success at wealth creation and loss of reputation was palpable. Welch’s successor,Jeffrey Immelt, reversed this course, accepted at least partial financial responsibility for the clean up, and thereafter reprioritized citizenship on the company’s agenda.中文译文企业公民的阶段全世界的商界领袖都认为企业公民是他们公司的一个优先环节。
工商管理外文参考文献翻译
工商管理外文参考文献翻译外文参考文献翻译题目: 城市之星客户服务管理浅析学院: 经济管理学院专业:工商管理班级: 0601学号: 200607080130学生姓名: 雷月茜导师姓名: 胡琳完成日期: 2010年04月23日一、外文参考文献原文All too often, marketers of homogenous products fail to identifytheir competitive advantage, resulting in dismal results. Similarly, SME participants find it difficult to identify such competitive advantages. Fortunately, the Franchise Model facilitates the notion of ‘ being in business for yourself, but not on your own’. The reason for this caseis to facilitatecompetitive advantage within a Home Entertainment SME Franchise environment, enabling participants to successfully compete with thecorporate environment. The outcome is to identify and implement Service Profit Chain (Heskett et al, 1997) initiatives, linking customer service to long term profitability and growth.The home video industry is a product of technology. Prior to the introduction of the home VCR in 1976, there was no way to watch movies at home, except as shown on broadcast television, and no one had thought of a retail store where movies could be rented for the night. In the course of the past quarter-century, those VCR's and those video rental stores became the foundation for a US$ 17 billion industry.This study researches the Home Entertainment Video Rental industry, consisting predominantly of SME home entertainment outlets. The particular analysis is in a leading South African Franchise system, consisting of family owned ‘Franchisees’.The service profit chain will centre on analysis from the 'gurus' on the topic, specific reference to " The Service Profit Chain- how Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value, as depicted by Heskett. J, Sasser. W, Schlesinger. L, (1997). Concepts, models and frameworks will also be researched from leading customer service oriented organizations, including Southwest Airlines, Xerox, Wal-mart, Taco Bell, Au Bon Pain Restaurants, British Airways, and other relevant leaders in their respective fields.The service profit chainwill be analysed from the above sources, whereby customer satisfaction, customer loyalty and customer value are linked to the long term profitability and growth of Blockbusters Video.CRM systems have become the rule for customer service centers. Now managers are taking the next step; to arm their agents with a knowledge base that can deliver fast, accurate answers. They are reaping the benefits of integrating a true knowledge management system with CRM - such as decreasing escalation rates, shorter call times and increased first call resolution.Customer relationship management (CRM) solutions have been widely accepted by1global enterprises seeking to improve customer satisfaction and retention. But it takes more than just technology to maintain customer relationships. It takes improved business processes and a method for providing customers with the information that they demand in anefficient and effective manner. This is where knowledge management (KM) comes in to play in the customer interaction center.Today, industry experts recommend customer service and support knowledge bases as a critical component of successful CRM. According to Tim Hickernell, senior analyst with the META Group, "Service strategies that include knowledge bases, accessible to both agents and customers across all deployed points of interaction, can optimize cost of service and increase customer satisfaction by providing a more consistent customer experience." META concludes that by 2004, companies seeking customer service superiority will add cross-channel knowledge bases and escalation capabilities .Knowledge management is often an enterprisewide initiative...a discipline that encompasses managing and sharing knowledge across all departments within an organization. However, quite often organizations choose to kick-off KM on a departmental basis. With customersatisfaction as a mission-critical driver for all businesses, especially today when repeat business from existing customers can make or break a company, many companies are choosing to invest in knowledge managementfor their customer contact centers. Other common implementations occur within IT help desks, human resources departments and sales organizations. It's important to remember that organizations must tailor KM processes and tools to the specific needs and goals of each department.Today, knowledge management is not just for agents accessing a knowledge base. Allowing customer access to self-service knowledge bases is a must. The bonus of Web self-service (also referred to as e-service or online self-help) is that customers are happier with your company if they can quickly and easily find answers without having to contact the call center, and companies can reduce operating expenses by deflecting queries to the Web.It's not enough, however, to put the information on the Web and ask your customer to go find it. You need to make the information timely, accurate, easy to find and in the format that most customers want. By knowledge-enabling your online customer service, you empower customersto find answers quickly through dynamic FAQs or knowledge search engines.Both FAQs and search engines must generate dynamic responses in order to be useful, meaning that they must learn and adapt from usage. This type of technology is referred to as a self-learning2search engine. To be considered a true self-learning search, the system must learn from previous experiences had by customers withsimilar issues. It must be self-organizing, in that it is always moving the most relevant information to the top of the search results. It also must be tied into a reporting system that monitors knowledge usage - which items in the knowledge base are being used most frequently and which are not being accessed.At its simplest, customer service is being influenced andrevitalized by information technology. Regardless of how one visualizes customer service, either from a logistics or marketing perspective, information technology now assumes an important role in customer service. Information technology is a powerful tool or enabler in the arena of customer service. Information technology is essentially in the processof migration, from the support function to the front-line functions where the customer is served, as indeed is customer service itself.In particular, the degree of marketing orientation and itsrelationship to both customer service and information technologyrequires further quantitative measurement. A greater understanding would facilitate marketing managers in identifying other areas in which information technology may be of use.One of the most remarkable features of the debate on workplaceskills over the last few years has been the increasing emphasis placedon soft skills and attitudes. In part this is because work itself is changing. The rise of the service sector has meant that increasing numbers of people in employment are (at least in part) delivering a service and are themselves part of the process being sold. This is perhaps most dramatically apparent where the ‘service’ is itself entertainment. In Disneyworld staff are expected to be physically attractive, friendly, helpful, smiling and able to follow scripted exchanges (Van Maanen, 1991). But these dramatic elements and the emphasis on aesthetic and emotional ‘skills’ are not restricted to the entertainment industry, rather they are increasingly accepted as a‘normal’ aspect of servicework (Hancock and Tyler, 2000). So staff in restaurants, bars and hotels are hired on (and groomed in) aspects of their looks (Nickson et al., 2001); flight attendants are monitored onlooks, weight and consistent helpfulness (Hochschild, 1983); andcall centre workers are expected to infuse their voice with appropriate emotions (Callaghan and Thompson, 2002; Wray-Bliss, 2001; Taylor andT yler, 2000). Even official reviews of the state of the nation’s skills emphasis personal qualities and attributes (Skills Task Force). Work, it seems, is increasingly about appearing, being andfeeling as well as doing.The picture presented in these organisations is not one of opening the public sector to3market forces or responsiveness to customers but of confusion. Here additional levels of monitoring and new performance measures are introduced and customer service was emphasised often over areas where those serving have little control. As might be predicted, the implications for employee skills are also mixed. At one level training, at least in areas relevant to customer service, is increasing at others technical skills still needed to complete the work are not being reproduced and it is difficult to see, rhetorical or structurally, many incentives for them to be developed in the future.Most chief executives say that customer satisfaction is a number-one priority for their companies. Given a little background information on what has really transpired in their companies, however, many will admit that pressures for short-term results create thinking processes and decisions that often negatively impacts customer service. Management needs to carefully and critically assess how their companies have performed at developing and implementing a customer-focused service strategy.Too many companies limp along with less than top-notch customer service.Well-intentioned goals to achieve and sustain a high level of customer service often exist. Yet, customer service is often one ofthose perpetual problems in the process of being solved, but without measurable results. Executive management is often very frustrated with the seeming inability to solve the customer service competitive dilemma once and for all.Customer service is a competitive weapon that can easilydifferentiate one supplier from another. A lot of talk today is centered on quality, new processes and systems, continuous improvement and the like, b ut it must be aimed at customer satisfaction or it isn’t worth muchover the longer term. The same old way of doing business is just not good enough; the complex job of redefining and implementing new processes, policies, systems and measurement are mandatory to solidify your company’s future.In most industries, customers have become more sophisticated and demanding of their supply chains. Suppliers that offer the most in customer-defined quality products, pricing and quickorder turnaroundwill outperform their competitors and easily gain more marketshare in the future as customers clamor for more. For management, a high level of customer service must become a measurable result.The discipline to adhere to a good customer service and operational strategy can create substantial rewards. A notable example of effective strategy and disciplined adherence is Dell Computer. Dell provides its customers with a quality product, flexible product configurations,4quick response and a reasonable price. The marketplace responded by buying more and more product from Dell and its stock went up 10.000 percent over the past five years.World class companies have taken more market share by providing notably better customer service. Executives know that to stand out in a crowded field of competitors, customer service is a very critical component in achieving and maintaining a high level of customer satisfaction. When pressures move the organization to meet only performance goals and measurements such as overhead absorption, shipping dollar targets, labor efficiency, purchase price variance and the like, however, customer service often takes a back seat to these other concerns. The result can be a plunge in customer satisfaction and ultimately, if allowed to continue, an erosion in market share.Finally, and in broad terms, the evolution and revolution of customer service will continue and therefore deserves further investigation. Specifically, empirical research should aim tocrystallize the transitional process and variables necessary for an organization to broaden its definition and understanding of customer transaction service to customer relationship service. This should assist marketing academics and managers face the competitive challenges of a new century.二、外文参考文献翻译很多时候，营销的同质产品不能确定自己的竞争优势，在令人沮丧的结果产生。
外文文献翻译-工商管理企业管理创新
外文翻译Analysis of enterprise management innovation measures FORM:Elliott Renwick.Analysis of enterprise management innovation measures[J].Journal of Enterprise Reform and Management,2016(08):180-182. Abstract：The effective management of the scientific enterprise is an important factor in the development of enterprises and innovation. Now with the continuous improvement and development of the international market economy, China's enterprises in the development of continuous innovation and change. How to improve the ability of management innovation, how to promote the development of enterprises is an important issue in the development of enterprises at present. This article from the aspects of how to carry out the innovation of enterprise management is analyzed, to provide a scientific theoretical basis for enterprise management, make a contribution to the innovation of enterprise management.Keyword：enterprise management; innovation; measures;浅析企业管理创新的措施来源：Elliott Renwick.浅析企业管理创新的措施[J].企业改革与管理杂志，2016(08):180-182.摘要：企业科学有效的管理是企业发展和创新的重要因素。
工商管理专业外语翻译
The concert of utility效用概念Economists first began to analyze consumer behavior over a century ago when it was fashionable in psychological circles, to assert that much of human behavior could be explained by people’s desire to realize as much “pleasure” and to avoid as much “pain” as possible. The pleasure-pain doctrine was quickly borrowed by economists and applied to the sphere of consumer expenditures in what became the first systematic theory of motivated consumer behavior; the basic economic thesis was that rational consumers would ,quite intentionally ,manage their purchases of goods and services so as to realize the greatest possibleamountofoveralltotal“satisfaction”.Eco nomistslabeledthewant-satisfying power of goods and services as “utility”.经济学家最开始研究消费者行为学是在一个多世纪前当心理学界流行一种说法：人们的很多行为可以解释为人们为了尽可能获得更多的幸福、规避更多的痛苦而做的努力。
工商管理外文翻译外文文献英文文献企业文化的变革
The Evolution of the Culture of EnterpriseAbstractAt the top echelons of contemporary business, managers are becoming concerned with the unsustainability of the way companies now operate. A transformation of basic business strategies appears more and more indicated. For such transformation to be effective, the culture of the enterprise--the goals it pursues and the vision of these goals entertained by managers and collaborators--needs to change. Consequently there is a growing questioning of the viability of the typical culture of today's enterprise, and a search for more functional and timely concepts for creating anew and more timely cultural pattern.The leading edge of the globally operating world of business is becoming keenly concerned with changes in today's social, economic, and ecologic environment. At the top echelons of management an intense search is under way for up-to-date modes of thinking and acting. It comes to the fore in the emphasis managers place on corporate strategy, corporate identity, corporate philosophy, even corporate ethics. An organizational revolution is underway, as managers seek to communicate their vision with their collaborators. The importance of communication among all branches and levels of the enterprise is becoming recognized. It is also recognized that the company can only function when people under-stand what goals management pursues, and what their own role is in the achievement of the goals.Enterprise cultureThe ongoing transformation of the enterprise culture is a positive factor in our changing and unpredictable world. It means that companies are becoming moresensitive to the changes that obtain in their environment, and more ready to respond to them. The new emphasis on management and company ethics also suggests that businesses are willing to assume the responsibility that goes with their larger role in society. Global enterprises wield unprecedented power and influence, and the transformation of their culture will be a critical factor in deciding the evolution of our interdependent socio-economic and ecologic systems–and therewith our individual and collect future.The transformation of the enterprise culture is timely: the company culture dominant for most of this century became obsolete. It focused on the workings of the enterprise without much regard for its social and ecologic environment; it operated on the premise that the business of business is business--if it comes up with good products or services, it fulfills all its obligations vis-a-vis society and nature. The self-centered methods of the traditional management philosophy no longer produce acceptable results--they are like concentrating all one's skills on flying an airplane and paying scant attention to the airspace in which one is flying. The captains of contemporary business cannot be solely concerned with the internal functioning of their aircraft: they must also set a course in reference to climatic conditions, current position and projected destination, and the traffic on the network of routes criss-crossing the globe. That traffic is diversified and complex. It includes, in addition to customers, suppliers, distributors, R&D partners, technology subcontractors, and governmental departments and ministries, and numerous other cooperative and competitive aircraft, together with the social, ecologic, and even cultural milieu of the various bases of operation.Global companies no longer resemble a giant mechanism, controlled by those on top. This is new in the history of modern business. For most of the 20th century, top management could command the company structures without being influenced by, or even much concerned with, its lower echelons. Motivation for task-fulfillment wascreated by material incentives bolstered by threats; individual creativity and initiative were dismissed as unnecessary nuisance. Power was concentrated, together with responsibility and overview; middle management had access only to the information that was immediately relevant to its tasks. Following the recipes prescribed in Frederick Taylor's "scientific management", the distribution of tasks was established at headquarters and the company's functions were divided into individual work components. Planning was based on a belief in control and predictability, effects were traced to causes, and causes were quantitatively analyzed. Company operations based on cause-effect chains were given value independent of time and place: as in a machine, it was held that the same input would always produce the same output. This was the philosophy of the leading companies of the 20th century; the model for success at General Motors and Standard Oil, and the rest of the Fortune 500 group.The economic growth-environment of the post-war period did not provide grounds to modify, or even question, this philosophy. Almost anything an enterprising manager would try had a knack of succeeding; he could even engage in personal bravado. Technological progress seemed assured, and expanding markets seemed to distribute the benefits of growth. The post-war economy welcomed all entrepreneurs; they could grow as the economy did. Long-term costs, if any, were hidden in the long term. In that regard businessmen were fond of quoting Keynes: in the long term we shall all be dead. If things get better and better, why bother to look further than one's nose? There was no need to worry whether or not there would be progress, it was enough to guess what shape it would take, and how the company could benefit from it.In the 1970s and '80s the situation had changed. The economic growth curve flattened out and optimistic extrapolations failed to come true. Social alienation and anomie rose, and technology produced unexpected side-effects: scares and catastrophes at Three Mile Island, Bhopal, and Chernobyl, the ozone hole over theAntarctic, recurrent instances of acid rain and oil spill, and worsening environmental pollution in cities and on land. Belief in progress was shaken. Intellectuals and youth groups found it necessary, and some segments of society fashionable, to espouse the view that technological advance is dangerous and should be halted. Environmental effects and social value-change began to enter as factors in the equations of corporate success, and leading managers, together with consultants and management theorists, began to reexamine their operative assumptions.By the late 1980s further changes occurred in the operating environment. Environmental concerns moved from the fringes of society into the marketplace; people proved amenable to paying higher prices for products they deemed environmentally friendly; and they were known to boycott companies that remained environmentally polluting or unresponsive. New information and communication technologies came on line, markets became integrated and internationalized, product cycles became shorter and product lines diversified, and clients and consumers demanded shorter delivery times and higher quality. Competition moved into the global arena. Under these circumstances classically run hierarchical enterprises proved unable to cope. The centralization of information and its slow one-way penetration to lower echelons produced fatal mistakes-and then terminal rigidity. The companies that survived did so by transforming themselves into team-oriented multi-level decision-making and implementation structures, often in the nick of time.In the late 1990s the diffusion of information and the growth in the intensity and number of interfaces between people, departments, and divisions have radically changed the company's operative structures. Not only information, also people emerged as the key resource of the enterprise; teamwork proved to be the best way this resource could be tapped. The boundary between the company and its economic, social, and ecologic environment turned fuzzy. Within the business sphere fusions, alliances, and partnerships became commonplace. In many cases the core activities ofthe enterprise came to be sub-contracted, and work relations with other firms became as operative as company-based organizational structures. Reliance on distributors and suppliers, and linkage to local communities and ecologies turned into standard parameters of corporate functioning.Under these circumstances, there is a dire need for new and adapted management concepts. There is no dearth of advice. Theorists speak of activity bundling and the company' capacity to sustainably capture the highest portion of the total industry value-added chain's profit margin; strategy specialists emphasize the need for management to focus on dynamic competitive positioning and customer-driven processes; technology consultants stress the importance of anticipatory R&D in both products and processes; and organizational experts insist on the need for learning within net-worked teams operating beyond established company structures. Leading managers realize that their vision of the company's functioning within its global environment, and its adaptability to changes and trends in that environment, is at least equal in importance to their ability to formulate strategy and carry out operations.Management guru Tom Peters called intellectual capital a company's greatest resource, and consultants Gary Hamel and named future vision its greatest competitive advantage, more valuable than a large bank account or a lean organization. Managers who possess intellectual capital and future vision have a sense of purpose, avoid wasting time on useless experiments and dead-ends, and elicit deep commitment from their collaborators. In today's world effective leadership calls for a sound knowledge not only of current company operations and resources, but of its ability to reach strategic, financial, and organizational objectives in the years ahead. This requires considerable acumen. Because the future, as Charles Handy pointed out, could be most anything, but is not likely to be a continuation of the past.Though the enterprise needs a new and different culture, that culture must be efficient: it must enable executives to cope with ever less predictable economic conditions; offer sufficient flexibility to use new technologies as they come on line; develop adaptability for the company to enter new fields of activity and leave old ones as the opportunities present themselves; and keep track of the growing interdependence of the company with its partners and competitors and its economic and financial environment. But the new culture must also be ethical. It must recognize the impacts of the enterprise on society and on nature, and even on the conditions that we bequeath on future generations. And it must be ready to accept responsibility for these impacts.Accepting responsibility in the sphere of society and nature is not only good common sense, it is also good business sense. There are no longer definite boundaries where where a company ends and society and nature begins. The basic enduring interests of the enterprise and its social and ecological environment coincide. What is good for society and for nature is also good for the company--hence what is ultimately good for the company must also be good for society and for nature. This coincidence of interests will not change in the future; on the contrary, it will become more pronounced. The successful managers of the future will be those that recognize this fact and act on it. They will be effective as well as ethical: leaders of responsible corporate citizens in the global socio-economic-ecological system that is already emerging worldwide.Corporate cultureCorporate culture is the glue, if you will, that holds an organization together. It incorporates an organization’s values, its norms of behavior, its policies and its procedures. The most important influence on corporate culture is the national culture of the country in which the corporation is based. That may seem obvious, but thereare other factors that also help to shape a corporation’s culture—its views of and its interactions with the “outside world.” The ownership structure of the company will go a long way in defining a corporate culture. For example, the culture of a family-owned firm is likely to be quite different from that of a publicly held company. Also, the industry that the corporation is part of will help shape its cultural values. For example, a high-tech computer software firm (a relatively young industry) is likely to have a much more informal and entrepreneurial culture than say that of an investment bank (a mature industry). And, likewise, an organization in a service industry will have a different culture than that of a manufacturing or mining company. Differences in the corporate culture of organizations in the same home culture and industry may still be profound—sometimes as profound as the differences between national cultures themselves.Corporate-culture componentsLike national culture, corporate culture has some basic components that make up the whole. While national cultural components include such things as language, religion, and humor, the components of corporate culture tend to be more utilitarian. No one single component can reveal the true internal make-up of a corporation but when they are taken as a whole, they present a clear picture of a company’s values and goals. The key corporate cultural components are:●The system of rewardsWhat type of employee behavior is appreciated and rewarded? Do risk takers move up in management ranks or does the corporation reward loyalty and long-term service instead?●Hiring decisionsThe type of individual a company hires says much about its culture. Is a company ready to grow and accept new ideas by hiring a diverse workforce or is it content tokeep hiring the same type of individual to build a homogeneous workforce?●Management structureDoes the corporation have a rigid hierarchical structure? Is it managed by an executive committee or a dominating chairman?●Risk-taking strategyWhat is the corporation’s view of risk? Does it encourage taking chances, trying new products and markets? Or is it content with well-established markets and products?●Physical settingIs the office an open plan that encourages communication and a sense of egalitarianism? Or are management offices segregated from the staff workplace? Is headquarter a monument to ownership or a functional working environment?National cultural influencesAs explained previously, Asians place a high value on concept associated with social harmony, while Westerners put greater emphasis on individuals’ rights and responsibilities. It is no surprise to find that Japanese corporations almost always place great emphasis on group harmony in their corporate cultures. They design a system that rewards conformity, hire staff that is relatively homogeneous and tend to shy away from risk-taking and the entrepreneurial spirit. By the same token, it should be no surprise that many American corporations are likely to hire an entrepreneurial type and reward risk. There is no escaping the fact that a national culture shapes corporate responsibilities, practices and traditions.A pair of studies, one regarding six Asian nations completed in 1996 by Wirthlin Worldwide, and one regarding North America conducted in 1994 by David I. Hitchcock of the center for strategic and International Studies, revealed striking differences between the most cherished values of Asian and North American businessexecutives. These studies underscore the point that national cultures do have paramount influence on the formation of corporate cultures.In Asia the top seven values listed by executives were:1.hard work2.respect for learning3.honesty4.openness to new ideas5.accountability6.self-discipline7.self-relianceThe top seven north American (United States and Canada)values were:1.freedom of expression2.personal freedom3.self-reliance4.individual rights5.hard work6.personal achievement7.thinking for one’s selfCause and effectIf you look at the traits emphasized by the business executives, you can begin to build a corporate culture—albeit a stereotype—of an Asian firm and a North American firm and to understand the differences in management technique and skills between Asian corporations and North American ones. In Asia, there is no mention of individual rights or any hint of reward for “thinking for one’s self.” Hence, the type of organizational structure that5 has emerged across Asia is one of a very hierarchical, bureaucratic corporation that values such int angibles as “respect for learning” and“honesty.” By the same token, taking the values stressed by North American executives, you would expect to find corporations that are less structured and more entrepreneurial than Japanese ones—and, in general, that is very much the case. Remember, though, that within the same home culture, you still get vast differences in corporate culture. While IBM and Compaq may be in the same country and in the same industry, their corporate cultures in many ways are different.One interesting footnote from these studies was that female Asian executives had a value profile that more closely resembled that of North American. Asian women focus more on independence and self-reliance while Asian men focus more on harmony and order. This difference may be due to the fact that women have been shut out of the “old boys’ network” and have been forced to rely more on entrepreneurial skills than Asian males to succeed.Profitable corporate cultureThe concept of corporate culture is all well and good but does the concept have any measurable impact on a corporation’s bottom line or on staff behavior? It certainly does, though the impact is difficult to quantify. Having a strong corporate culture provides a clear sense of identity for staff, clarifies behavior and expectations and usually makes decision making fairly easy because so much is already defined. People know where they stand and what is expected of them. However, a strong corporate culture also has a downside. Any corporation that has an entrenched culture will find change difficult. The inabilities to be flexible, to act quickly and to change rapidly are all competitive disadvantages in the global market economy. A weak corporate culture will simply have little influence on employee behavior.Then it comes to the bottom line, it is important for a corporation to have a culture of accountability. With a strong accountability culture, a corporation can avoid imposing a costly monitoring system which often hurts employee morale anddiminishes productivity.Finally, if you have a weak or mistrusting corporate culture, employees will vote “with their feet.” In a tight labor market the bad workers will drive out the good and the situation gets even worse. A corporation will always need some type of controls but the goal is to have as few controls as possible—just enough to ensure that people don’t violate the rules.Employee reactionsIn truth, measuring the positive or negative impact of a corporate culture on a company’s bottom line re mains an elusive goal. Most companies do not quantify the effects of corporate culture. According to a 1996 global survey of business executives in Australia, Canada, France, Germany, Holland, the United Kingdom and the United states done by the consultants Proudfoot PLC, only38 percent of companies indicated that they measured the effects of their efforts to change corporate culture. Yet 86 percent claimed their culture change programs are successful. Methods of measurement included employee surveys the most common practice overall), meetings, independent surveys and informal feedback. Despite the inability to measure impact, more than half of all executives surveyed (52percent) felt that corporate culture contributes a great deal to the success of their companies. They just couldn’t say how much with any great amount of certainty.Views of successThe main goal of any corporation is to be successful. But how you define success will, of course, have an impact on how you organize our business and its culture. Again, the influence of national culture and local expectations play a paramount role in determining the corporate view. Wirthlin Consulting’s Worldwide Monitor finds what consumers in 13 countries view as for a corporation. Most consumers saidproducing the very best products and services defined success (indicating their individualistic cultures). However, in Japan, the most notable attribute was caring about the country’s social and environmental needs—a throwback to the culture’s emphasis on the importance of the group over the individual. In Italy, if a company was well run and well managed, then it was thought to be successful--an indication of concern about that culture’s history of chaotic politics and business management. In Mexico, a stable and profitable corporation was the benchmark of success. From these responses you can see the difficulties of attempting to set up a corporate culture that can effectively move across borders and meet the diverse needs of consumers in different countries.The ideal corporate cultureIt would be impossible to give precise detail on what the perfect type of corporate culture should be for a global company. It depends so much on the cultures you are operating in, the subject industry and the basic cultural components. However, there are some basic traits:Any culture needs to develop a sense of accountability among staff and employees.It needs to be coherently transmitted across cultures. If it is too akin to the headquarters’ culture, employees simply won’t accept it.Think locally, act consistently. While flexibility is important, there must be a consistent application of principles across cultures.It must be attuned to the competitive requirements of the world market and be able to change to adapt to new market conditions.Ervin Laszlo， The Journal of General Evolution. 1998, Vol. 52. pp. 181-186.企业文化的变革艾尔文.拉兹洛在当代商业的高层阶级中，经理们开始考虑不能保持公司现在的运行模式。
工商管理专业Strategic-marketing营销策略大学毕业论文英文文献翻译及原文
毕业设计（论文）外文文献翻译文献、资料中文题目：营销策略文献、资料英文题目：Strategic marketing文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：工商管理（金融企业方向）班级：姓名：学号：指导教师：翻译日期： 2017.02.14外文翻译专业：工商管理（金融企业管理方向）外文原文：Strategic marketing①No matter how good the organization's products or services, unless their value can be communicated to potential customers, the organization will fail in its mission. This co mmunication is the responsibility of the marketing function within the organization. A ccording to the American Marketing Association, marketing is "an organizational func tion and a set of processes for creating, communicating and delivering value to custo mers and for managing customer relationships in ways that benefit the organization an d its stakeholders." Strategic marketing examines the marketplace to determine the ne eds of potential customers and the nature of the competitors in the market, and attemp ts to develop a strategy that will enable the organization to gain or maintain acompetit ive advantage in the marketplace. Operational marketing is built upon the foundation set by the strategic marketing function and implements various plans and strategies (in cluding a development of the appropriate marketing mix) to attract customers and fost er customer loyalty.Methods for Product & Service MarketingThere a number of ways to market one's products or services including advertising, di rect response, sales promotions, and publicity. However, unless one understands the n eeds of the customer, the market, and the industry as well as the strengths and weakne sses of the competition, these approaches are unlikely to be successful. Strategic mark eting helps an organization sharpen its focus and successfully compete in the marketpl ace. Strategic marketing is concerned with two components: The target market and the①Marketing strategy (Research: A. Ruth marketing organization and marketing, America press 2008: 1-1)best way to communicate the value of one's product or service to that market. The de velopment of a viable marketing strategy depends on several key dimensions. First, as with any global strategy within the organization, a successful marketing strategy need s to be endorsed by top management within the organization. Marketing strategy is als o political in nature: Powerful units within the organization may disagree on the best marketing strategy and an accord may need to be negotiated. Marketing strategies ma y also be affected by organizational culture and the assumptions that this engenders. F or example, if the organization has always marketed its widgets to business executives , it may fail to see the potential for marketing to lower level personnel within the orga nization or even for personal use to adults or teenagers.Factors that Implement Strategic Marketing Plan DevelopmentThere are a number of factors that should impact the development of a strategic mark eting plan for the organization. The first of these comprises the assets and skills that th e organization already possesses or that it can readily acquire. For example, if an orga nization has a significant programming department on the payroll, it would be feasible for it to make and market application software. However, if these personnel are alrea dy involved in other work and are not free to work on a new software project and the organization cannot afford to hire additional programmers, starting a new software lin e would be inadvisable at best. The second factor that must be considered when devel opinga marketing strategy is the market drivers. These are various political, economic, sociocultural, and technological forces that can influence the wants and needs of the c onsumer base. For example, the need to be able to handle increasing volumes of infor mation and data has led to widespread use of information technology in many industri es. Similarly, the need for a college education for an increasing number of jobs has led to a proliferation of for-profit institutions of higher education. Factors Impacting Marketing StrategyMarket drivers, however, are not the only external force that shapes one's market strat egy. The nature of the competition in the marketplace is also very important in determ ining whether or not a marketing effort will be successful. Virtually no business is wit hout competition. When buying a computer, one must choose between Mac and PC.Most soft drinks on the market are manufactured by one of two companies who offer very similar products. There is a variety of choices available when deciding where to f ill up one's car, yet most of the fuels available at the pump are virtually the same. Eac h of these businesses has its own market position and strives to keep its market share t hrough marketing efforts. Part of the strategic marketing effort is to decide how best t o differentiate oneself from the competition.Another external factor that impacts how one can best position oneself in the market i s the stage of the market or the industry life cycle. Some organizations excel, for exa mple, at being the first on the market with an innovation or new product. Others excel at taking the innovation and adapting it to the needs of the marketplace (e.g., lower pri ce, different features). In addition, there are various strategic windows that affect an or ganization's ability to successfully compete in the marketplace. A strategic window is a limited time period during which there is an optimal fit between the needs of the ma rketplace and the competencies of the organization. For example, as computer storage technology continues to evolve, the methods by which people store data and informati on change. Punch cards and magnetic tape gave way to 5.25 inch and 3.5 inch disks. T oday, more and more people are storing data and information on memory sticks instea d, and many computers are not even made with disk drives. The concept of using pun ch cards is as foreign and antiquated in most people's minds as using an abacus. Once the strategic window begins to close, it is typically best that the organization look for another opportunity.Development of Competitive StrategyTo help meet their goals and objectives, many businesses develop a competitive strate gy that will increase their competitive advantage. There are three generic approaches f or competitive strategies: (1) the provision of low cost products or services, (2) differe ntiation of products from those of the competition, and (3) focus on the market niche. Low Cost StrategyThe goal of the low cost strategy is to gain a larger market share. This is done by offer ing acceptable quality products or services at prices lower than those of the competitio n. The expectation in this strategy is that the organization will earn an acceptable return on investment by increasing volume of sales. The basic methods used in low-cost le adership strategies include reduction of overhead, buying or production costs and focu sed marketing strategies. For example, a restaurant may reduce the price of wine with the intention of making up the shortfall in profits by selling more than they did at the higher price. Similarly, a big box store may use a combination of effective manageme nt and information technology practices to reduce operation costs in order to deliver t he lowest possible prices on its merchandise.Product DifferentiationA second generic approach to competitive strategy is product differentiation. In this a pproach, the business attempts to differentiate itself from its competitors by producing a product or offering a service whose quality is perceived by customers to have uniqu e features or characteristics that set it apart from similar offerings. This strategy attem pts to build customer loyalty by offering something of value that is offered by no one else in the marketplace. In this strategy, the necessity of keeping the price of the produ ct or service down becomes less important because customers are frequently willing t o pay more to get their favorite brand. However, value can be a subjective quality and brand loyalty is not necessarily sufficient to make this strategy successful. There is a p oint beyond which most customers are no longer willing to pay a premiumprice. How ever, if carefully managed, a differentiation strategy can be highly successful. For exa mple, Merrill Lynch was able to differentiate itself from its competitors by offering int egrated financial services to attract the most desirable investors. This strategy yielded not only a well recognized and highly valued brand that differentiated Merrill Lynch f rom its competitors, but also resulted in substantial customer loyalty and a competitiv e advantage in the marketplace.Niche MarketingAnother generic approach to competitive strategy is niche marketing. In this approach , the organization seeks to gain a proportion of the total sales of a given type of produ ct or service within the marketplace. This strategy requires a concentration on one or more specific market segments based on characteristics such as buyer group, portion o f a product line or market, or geographical area. For example, rather than marketing itself as a generalist, a management consulting firm might specialize in working with th e telecommunications industry or only with businesses on the west side of metropolita n Chicago. A niche market strategy is indicated in situations where the business believ es that it can better serve a segment of the market rather than the entire market. For ex ample, in the illustration of the management consulting firm, the founding partners ma y have come out of the telecommunications industry and, therefore are more familiar with the nuances of the industry than they are with other industries. This approach put s the organization in a unique position (through a type of differentiation) to be better a ble to market to that focused segment than to the market as a whole. Consideration of Competitors in the MarketplaceTo be successful, analysis of the marketplace needs to consider not only the needs of t he customer base and the relationship between these needs and the value that can be o ffered by the organization's product or service, but also the state of the industry as a w hole as well as the position of the organization's competition within that industry. As o pposed to a market that can be defined as a group of customers with similar buying ne eds, an industry is a group of organizations (i.e., competitors) that offer similar produc ts or services to the market. Different organizations offering similar products or servic es, however, will not necessarily have the same window of opportunity. Therefore, it i s important to understand how competing firms view the market in order to develop a strategic marketing plan that will yield a significant competitive advantage. Factors that Influence Industries & the Competition within ThemThere are several factors that influence industries and competition within industries. G overnment regulation can significantly influence the profitability of an industry. Withi n the parameters set by this factor, however, there are additional factors that influence how competition works within an industry. If a number of organizations all offer simil ar products or services, for example, competition within the industry will typically be more intense. This is illustrated, for example, by the marketing slogans of two car rent al agencies several years ago. "We're number one!" exclaimed Hertz. "We try harder!" rejoined Avis. Customers, too, can influence the nature of competition within an indu stry. If the industry becomes larger, it will become more attractive to new entrants offe。
工商管理专业论文的英语翻译
工商管理专业论文的英语翻译On the Network Economy virtualization organization changesPapers Administration Papers - Enterprise Research PapersPost 8:43:00[Paper Keywords] Internet Economy organizational structure change virtual organizations[Abstract] With the development of information technology and the changing pattern of social development, the organizational structure and organization also follow the development of changesto the external environment, in particular the completion of their resources and capabilities to maximize utilization. This article as a basis, the Network Economy virtualization organizationchange issues systematic study first analyzes the characteristics of network economy, then discuss the network economy on the impact of the modern enterprise, the last from several differentsides given the economic environment, the network organizational structure changes trend.For modern enterprises, the competitiveness mainly through technical innovation, market development, risk prevention capabilities manifested and integrated use of these capabilities, based onthe formation of enterprise in the market long-term competitive advantage, so at any given time to enhance the competitiveness of enterprises, their resources and capabilities are required as astarting point for the organizational structure and management model for the carrier, in many ways to take measures in this case, the correct treatment and processing enterprise organizationalchange it is very necessary and innovation, enterprises must not only be a positive organizational innovation, but also a scientific attitude, and strengthen information transfer efficiency,enhance enterprise information collection, collation and use of the ability to make the organizational structure further perfect to be established between the external environment increasinglyclose relations and promote the development of enterprises, while the development of information technology and social development of the changingpattern of the organizational structure andorganization development and change are followed with a view to the external environment, in particular the completion of its own resources and capacities to maximize the utilization, while inthe present case, the network has been an unprecedented development of the economy, the impact on society and business and more profound, it is changing the enterprise human resources andmaterial resources of communication and flow patterns, and the behavior of enterprises - research and development, production, operation and management of such links has had a major impact onpaper as the basis for the network economy under the conditions of organization change issues virtualization conducted a systematic study first analyzes the characteristics of network economy,then discuss the network economy on the impact of the modern enterprise, the last from several different sides, giving the network economic environment changes in organizational structuretrends, the work for achieving organizational innovation of Chinese enterprises have certain practical significance.First, The Characteristics Of The Network EconomyA global feature in the network economy era, often in the form of business organization in the form of joint-stock enterprise management's main duty is to pursue the interest of theshareholders, improve economic efficiency of enterprises. Meanwhile, the management for sustainable development of enterprises , will be in a different country or region recruitment, if thecompany requires a specific talent, companies tend to make every effort to recruit and not pay attention in their country or region. further, corporate shareholder also has the characteristicsof globalization, They tend to come from a different country or region. This is because the shareholders concerned only with their own interests, so when they are optimistic about a company,they will put money into the company and more importantly, when the network economy era, a variety of economic resources on a global scale to get a more reasonable configuration, the globalmarket thus be formed. 2 quickness characteristics as a high-speed economic model, the network economy makes communication between businesses and customers time becomes shorter, so that thepace of life between people becomes more rapid Because of this, thenetwork economy era faster dissemination of information, companies in whichthe external environment is also changingrapidly, enterprises in order to be able to get in this market chance of survival, often changing its organizational structure in a flattened form and adapt the network economy, in which theorganizational structure, the product can be directly between producers and consumers conduct business contacts, convenience imagined. 3 win characteristics in the network economy, the marketcompetition is more intense. exists among enterprises in order to beable to survive in the market and development opportunities, you need tochange the past, strategic model, cooperation oralliances to gain a competitive advantage in the form of merger or split to seek economies of scale or self-help course, most major companies are competing relationship survival mode,enterprises and between enterprises through the production, distribution, exchange and marketing communication and cooperation, enhance the overall strength of the Alliance itself or to achieve"win-win" ultimate goal.Second, The Network Economy On A Modern Enterprise Organizational FormsAnd Modes Of ProductionOne pair of the impact of production methods in the network economy mode, the traditional enterprise production organization has undergone major changes, the virtual vertical integrationmodel has been more and more enterprise applications. This is because,in the network economy, businesses have not only limited to the existence ofthe scale of the size of the enterprise,because in this era of big backdrop, the threshold for enterprises to enter the virtual marketplace has become more and more low, any business canbe web-based, and other enterprises conductbusiness, to the global market to provide products and services, in the process, whether a company has its own production facilities and saleschannels have become less important. two pairs ofthe impact of organizational structure in the network economy mode, the company's organizational structure needs to make the necessary innovation, so as to make the management of the enterprisewith greater efficiency in the organizational structure, the traditional organizational model has been seriously challenged in the information technology and network technology togethersupport, the new non-hierarchical system showing a clear advantage, specifically for the enterprise to the network, flat, flexible and discrete in the direction of becoming, in the process,companies can be means of information and network applications which improve their organizational efficiency. 3 pairs fashion business impact in the network economy, enterprises due to theutilization of the supply chain to manage costs have been significantly reduced. Meanwhile, the enterprise customer relationship management is also therefore reached a new level, a number ofnew entrants into the business, because of geographical conditions and other factors, and ultimately be excluded from the market this end, the need to innovate their revenue streams, the onlyway to redefine their business the nature of the business, reduce costs and improve efficiency.Links to free downloadThird, The Network Structure Of The Economic Environment, The Change Trend Of Business OrganizationA flexible organizational structure in the network economy era, flexible organizational structure of the organization's main purpose is to make full use of resources, enhance the environmentdynamic adaptability. Flexible design needs in accordance with the organizational structure of the two principle, namely centralization and decentralization unity, stability and change ofunity. the former, the key lies between the upper and lower levels can establish effective communication channels to ensure the organization's strategic development goals and organization ofthe Specific activities of the coupling between the organic relationship between the latter, the need to establish Dual Organization, wherein a portion of tissue in order to complete theregular tasks, the other task will have to complete innovative and temporary work. 2 virtual enterprise organizations operate. emergence of virtual enterprise network economy is an importantperformance, but also changes in organizational structure is one of the most direct expression in the virtual mode, the organizational structure need to follow a specific logic evolution andprogress. More typical is the rise of e-commerce, it makes the transaction costs between business organization and coordination to achieve asubstantial reduction in costs, although e-commercetechnology in a way, improved organizational inefficiencies state, however, whether it is technical or management level, this low efficiency or enables organizations to actively participate inmarket transactions in the past, and in the process of setting up the competitive advantage. 3 organizational boundaries, open and virtual of This organizational boundaries, open andvirtualization refers to the organizational structure of the boundary with respect to the external environment in terms of organization, in a dynamic selection and penetration amongOrganizational borders open and make the organizational structure no longer is the company's own category should also include the possibility to associate with external organizations andstrength, these organizations and market forces so that enterprises become bigger part of this organization and the entire socio-economic system has been seamless large-scale systems.organization as a open systems, and through modern information network, to make their systems more easily in some elements of the system with other organizations certain elements combined toform a new function, the formation of new productivity.IV ConclusionIn the network economy, Chinese enterprises should be fully aware of the importance of information technology and e-commerce, they have urgent business in front of all walks of life into justin this case, the need to maximize the development of a strategic height and use of the Internet economy, and as an opportunity to enable enterprises to integrate into the global economy tidedetention, and constantly enhance their competitiveness, which is in the process of economic globalization, Chinese enterprises only and most direct choice of China's enterprises only able tolearn, understand and grasp the basic trend of the future society, adjustment and change their strategic thinking, organizational structure and profit model to a new round of competition andcooperation to achieve leapfrog development.References[1] Chenguang Yong, Zhang Jinlong. The organizational structure of the network economy era Evolution Analysis [J]. China University of Geosciences Social Sciences .2021 7:41 ~ 45[2] Xu water yet. Network Economy organizational structure analysis [J]. Information Development & Economy. 2021 11:209 ~ 211[3] Zhangjing Kun. Network Economy Analysis on the impact of modern enterprise [J]. Economics and Management. 2021 3:10 ~ 13[4] Wen Liping. Network economic environment enterprise development and change [J]. Social Sciences Journal of Colleges of Shanxi. 2021 eleven eighty-two to 84[5] Chang dry, Liu Feng. Analysis of network economic environment the organizational innovation [J]. Beijing Forestry Management Institute. 2021 1:12 ~ 14[6] Paul body. Organizational Innovation and Competitiveness [J]. Economics and Management. 2002 11:8 ~ 10Links to free download感谢您的阅读，祝您生活愉快。
工商管理外文翻译及译文
外文资料商管031 梅文飞 0364027Competing in the global economy: the innovation challengeRt. Hon. Tony Blair, Lord Sainsbury. Innovation Report.2003.12: 17-31，52-65. Chapter 1 The innovation challengeSummaryGlobal competition is increasing as a result of trade liberalization, technological change and reductions in transport and communication costs. UK based businesses will find it increasingly difficult to compete on low costs alone in labour intensive industries exposed to international competition. The challenge for businesses is to compete on the basis of unique value.We have defined innovation as the successful exploitation of new ideas and it is central to meeting this challenge. It involves investments in new products, processes or services and in new ways of doing business. Measures to develop the skills and creativity of the workforce are often an essential prerequisite. The speed of technological change and market responses make the challenge to innovate urgent and continuous.Overall UK innovation performance appears to be, at best, average compared to our major competitors. This is reflected in the large productivity gap that exists between the UK and its major competitors. Innovation performance accounts for a significant proportion of this gap. On the whole, UK firms face a challenge: how to raise their rate of innovation?Innovation is a complex process so understanding why the UK has a relatively modest innovation performance is not straightforward. We drew on an extensive review of the international innovation literature and consulted with a group of leading experts in the field.As a result we have identified seven critical success factors for innovation performance. They are:Sources of new technological knowledge；Capacity to absorb and exploit new knowledge；Access to finance；Competition and entrepreneurship；Customers and suppliers；The Regulatory environment；Networks and collaboration.They help us to identify current strengths and weaknesses of the UK innovation system. A highly abridged summary is provided in this chapter but the more detailedanalysis is contained in an accompanying economic report.Our vision is of the UK as a key knowledge hub in the global economy. A country that will have maintained its outstanding tradition in the advance of scientific and technological knowledge while developing a similar level of performance in turning knowledge into exciting and novel products and services.The Report complements the Lambert Review of University-Business links as well as the cross-Government Skills Strategy. It makes proposals to strengthen UK performance against all the success factors building upon initiatives that have gone before.What is innovation?1.1. Innovation in this Report is defined as the successful exploitation of new ideas. Ideas may be entirely new to the market or involve the application of existing ideas that are new to the innovating organization or often a combination of both. Innovation involves the creation of new designs, concepts and ways of doing things, their commercial exploitation, and subsequent diffusion through the rest of the economy and society. It is this last–diffusion–phase from which the bulk of the economic benefits flow. Most innovations are incremental–a succession of individually modest improvements to products or services over their life cycle. But a few will be dramatic, creating entirely new industries or markets.1.2. Innovation involves experimentation and risk taking. Some attempts to innovate will fail, but across the economy the successes outweigh the failures. And the failures themselves generate new knowledge, which if evaluated correctly, can improve the chances for future success. The risk of failure justifies the potentially high returns from successes, which provide the incentive to innovate in the first place. Successful innovation-led companies have a number of common characteristics (Box 1.1). Characteristics of innovation-led companies:A worldwide focus, often requiring early expansion overseas;A balanced growth strategy, based on organic growth and targeted acquisitions to enter new markets or acquire critical expertise;A balanced investment strategy;Above average investment in market led research and development;A focus on what really matters to the customer;An innovation culture with corporate leadership that expects growth through development of new products and services.Why is it important now?1.3. Innovation is vital to most businesses operating in the UK if they are to survive and grow in the long term. But there are five reasons why innovation matters more for businesses and the people who work in them today.Markets around the world are being liberalised. This brings opportunities from expanding trade. And firms can locate all or part of the production process or service wherever the economic advantage is greatest. But UK-based firms also face competition from firms in countries with relatively low labour costs and where education and skills levels are high. For example, hourly labour costs in South Korea are just over half UK levels, but the proportion of graduates in the working agepopulation is almost identical.Long-term reductions in the costs of transportation and communication have also opened up new markets and faster global communications mean that consumers learn about new fashions, ideas and products faster than ever before. The cost of sea freight has fallen by two-thirds since 1920, air transport by five-sixths since 1930. Transatlantic telephone calls are now almost free on the Internet.Science and Technology are providing new opportunities for businesses to compete based on exploiting knowledge, skills and creativity to produce more valuable goods and services. Industries are being created, such as Biotechnology, and traditional ones are being transformed (e.g. growth of technical textiles). Because they rely on knowledge and skills, they provide areas where high wage, developed economies can maintain a competitive advantage over low wage, unskilled ones.Services, accounting for over 70% of the economy, are becoming more technology intensive. Technology is being used to improve business processes and customer service in sectors such as retail, hotels and banking, and to develop new products combining creative strengths with the latest technology, such as computer games. Many high technology manufacturers now make more money from services than they do from manufacturing.Increasing environmental concerns are acting as a stimulus to innovation. Demand for environmental improvements– for example, reducing CO2 emissions and volumes of waste – may require changes in the economy and to the way we live. To deliver these changes the market has to generate innovative uses of technology, new ways of doing business and new consumer attitudes.1.4.The speed of changing technology and the extent to which new products and services can change market conditions mean that the challenge to innovate is urgent and continuous. UK-based businesses will find it increasingly difficult to compete on low costs alone in labour intensive industries exposed to international competition. The challenge for businesses is to compete on the basis of unique value.1.5. The UK is not alone in facing this challenge. European leaders agreed at Lisbon in spring 2000 to make the EU “the most dynamic, knowledge-driven economy in the world by 2010”. Innovation is integral to achieving this vision.How is the UK doing?1.6.We have consulted a distinguished panel of leading academic experts in drawing up the analysis underpinning this Report. This analysis has been published separately. The main points concerning the UK’s innovation performance are set out below.The latest international comparisons of data on business R&D show the UK well behind the US and roughly equal to the EU average. However, it is encouraging that after a steady period of decline from 1.5% of GDP in 1981 to 1.16% in 1997, we have seen a move in the right direction, to 1.24% in 2002.Adjusting for size of economy, UK firms’ patenting activity at patent offices in Europe, Japan and the US lies well behind firms in Japan, Germany and the US and is just below the European average.Although systematic data is lacking, it appears that the UK lags behind the US and major Organization for Economic Cooperation and Development (OECD) economiesin the take- up of best practice improvements such as lean manufacturing.Data from surveys, which rely on broader measures of innovation, paint a similar picture with UK performance weaker than its international peers.1.7.The analysis suggests that UK business faces a challenge: how to raise its rate of innovation?How did we try to explain the causes of UK performance?1.8. Innovation is a complex process so understanding why the UK has a relatively modest innovation performance is not straightforward. To help us do this we drew on an extensive review of the international innovation literature, aided by a panel of experts. We also drew heavily on analysis by the AIM Management Research Forum and the OECD.As a result we have identified seven critical success factors for innovation performance. They help us to identify current strengths and weaknesses of the UK innovation system and to develop proposals to improve its performance.Success factors for UK innovation performance1.9.What follows is a highly abridged version of the supporting analysis, summarizing the UK’s performance against the seven factors:Sources of new technological knowledge play an important role in shaping innovation systems. Science-based technologies are increasing in importance. New products and services tend to embody a wider range of technologies, increasing the complexity faced by individual firms. UK-based firms make extensive use of customers and suppliers as knowledge sources. The UK Science, Engineering and Technology (SET) base is highly productive and the UK has world-class design expertise.The capacity to absorb and exploit knowledge defines a firm’s ability to turn knowledge into new products, processes or services. Fundamentally it is people who create knowledge, manage businesses and innovate. Poor skills amongst managers and the workforce more generally have hindered performance. The culture within UK-owned firms appears to place less emphasis on creativity.All investments in innovation need access to finance. Relatively lower levels of innovation spend are probably more due to a lack of incentives and capacity than a shortage of funds, although some financing gaps exist.Competition provides a stimulus to innovation and helps determine the intensity of competition and the ability of firms to spot opportunities and manage risks. Customers and suppliers put pressure on firms to deliver better quality goods and services and provide opportunities for innovation. Many UK-based firms compete in global markets and the UK is an attractive market for innovative firms from abroad. The regulatory environment affects the possibilities and incentive structures for innovation. OECD comparisons show the UK to be relatively lightly regulated, although there are continuing business concerns about the impact of new regulations. And networks and collaboration are important means of accessing knowledge. Businesses are increasingly looking outside their sectors for opportunities to collaborate.Figure 1.4How Government policies influence innovationthrough which Government – at various levels – influences business innovation.1.11.The Government has already laid the foundations of an innovation-driven economy in areas such as macro-economic policy, fiscal policy, competition policy, trade policy and education and skills.1.12. Since 1997 we have produced three White Papers, “Our competitive future–Building a knowledge driven economy”(1998), “Excellence and Opportunity–a Science and Innovation Policy for the 21st Century” (2000) and “Opportunity for All in a World of Change–Enterprise, Skills and Innovation” (2001). In these we set in motion a series of micro-economic measures to stimulate innovation, such as increased investment in the science base, incentives to encourage research institutions and universities to commercialize their research, and measures to encourage more small businesses to start up and innovate.1.13. Policies and programmers affecting innovation are determined at a variety of levels. In some cases, the role of the UK Government is to influence developments on a European or global scale.Chapter 3 Technology innovationSummaryDeveloped countries around the world have recognized that success in the future will come from businesses increasing the added value from their products, processes and services. Government action to encourage businesses to develop and implement new products and services has become a high priority. Given this, the UK Government needs to harness its resources more effectively in promoting technological innovation. The need to improve the take-up of new technologies3.1.The end of the 20th century witnessed a wave of scientific discovery and technology innovation in a range of areas that have only just begun to change the waywe work and interact with our physical, natural and social environments. For example, the developments of the Internet and mobile communications have transformed people’s access to information.3.2.The pace of change is often quicker than anticipated and the impacts are fundamental. The growth of completely new industries such as biotechnology, software and the digital content industry in the UK, as well as the decline of more traditional sectors, bear very real testimony to this. For example during the 10 year period 1992-2002 the number of biotechnology businesses in the UK has increased from some 165 to 425, and turnover has increased by over six fold (from ￡0.5 billion to ￡3.2 billion).3.3.The UK has a strong indigenous knowledge source available to business through the Science, Engineering and Technology (SET) base and we do have a strong presence in some science-based technologies such as pharmaceuticals, telecommunications and aerospace.Promoting knowledge transfer3.4. The SET base makes a major contribution to knowledge transfer through the publication of research results and the supply of highly skilled people capable of transferring and adapting codified and tacit knowledge. However, there is an additional role that Government can play in providing the opportunities and incentives for translating quality UK science into commercially successful applications.3.5.To simplify arrangements for universities, Higher Education Institutions（HEIF）is to be consolidated into a permanent third stream of knowledge transfer funding to universities, alongside that for teaching and research. More money will be put into the second round of HEIF. The aim is to simplify the funding landscape and ensure that HEIs in England have greater discretion and the flexibility to develop their capacity in a way that best suits their needs and the needs of business.In future, support for technological innovation will be available through five products：Collaborative R&D support is available to meet some of the costs and risks associated with research and technology development, by facilitating collaboration between different businesses and between business and the SET base across the UK. Knowledge Transfer Networks will encourage the diffusion of new and existing technology.Grant for R&D from June 2003 this has been available for individuals and SMEs, and it enables them to meet some of the costs of investing in technology innovation. Grant for Investigating an Innovative Idea – this is a pilot, offering help to SMEs in England to look objectively at their ideas for innovative products, services or processes and to draw up an action plan to take the idea forward.Knowledge Transfer Partnerships provide direct support for knowledge transfer by enabling universities and others in the SET base across the UK to work with businesses using recently qualified people, like graduates, to undertake specific knowledge transfer projects in firms of all sizes.Technology IntermediariesTo complement the above actions, we will work more closely with technologyintermediaries, whose role in technology development and transfer has been undervalued in recent years in both policy development and implementation. Technology intermediaries also have an important role to play at regional level.The principal members of the technology intermediaries’ community are the Research and Technology Organizations. They are a private sector community of effective knowledge-transfer companies. Their objective is knowledge transfer to industry to fill knowledge gaps and to stimulate innovation leading to higher value added products and services.译文商管031 梅文飞 0364027在全球经济中竞争:创新挑战第一章创新挑战综述全球的竞争使贸易自由化的结果增加，技术变革以及运输和通讯费用减少。
《工商管理专业英语》翻译汇总
1.现代管理学The modern era of management began early in the 20th century when classicaltheorists,economists,and industrial engineers offered a classical approach to increase the productivity of individuals and organizations.2.例如一种管理理论For example ,a management theory that emphasizesemployee satisfaction may be more helpful in dealing with a high employee turnover than with delays in production.3.甚至在今天Even today ,a great deal of what we know about management comesfrom the autobiographies and memoirs of men and women who are or have been practicing managers.4.尽管这些办法Although these approaches evolved in historical sequence ,laterideas have always replaced early ones.5.在过去的30年During the last 30 years or so ,there have been attempts tointegrate the three approaches to management—classical,behavioral,and management science.6.在这种情况下In this situation ,a compromise is necessary for the overall syetemto achieve its objective.7.例如严格的计划For example ,rigid plans,clearly defined jobs,antocraticleadership ,and tight controls have at times resulted in high productivity and satisfied workers.8.换言之In other words,the contingency approach seeks match differentsituations with different management methods.9.当然富有远见Of cause ,having a vision is no guarantee of success.10.通常一份任务A mission statement often focus on the market and customers thatthe company serves.11.这些管理人员These managers are the strategists who develop the plans thatguide the organization toward its goals.12.与其他人的沟通All the skills required to communicate with other people ,workeffectively with them , motive them ,and lead them are interpersonal skills.13.为了把梦想变成In order to transform vision to reality ,managers must definespecific goals and objectives.14.最好的企业目标The bestorganizational ,measurable ,relevant ,challenging ,attainable ,and time limited.15.折扣的发生A allowance occurs when a customer is not satisfied with a purchasefor some reason.16.企业在计算These refunds and price reductions must be considered when thefirm computers its net sales figure for the period.17.一系列这样的A series of these statement is a valuable tool for directing andcontrolling the business.18.商人们谈及Businesspeople commonly use accounting terms when talking aboutcosts ,prices ,and profit.19.一份损益表The basic components of an operating statement aresales ,costs ,and profit or loss.20.零售商们正在寻求Retailers are searching for new marketing strategies to attractand hold customers.21.零售商们必须对Retailers must decide on three major product variables :productassortment ,services mix ,and store atmosphere.22.多数零售商不能Too many retailers fail to define their target markets andpositions clearly.23.零售商的价格A retailer’s price policy is a crucial positioning factor and must bedecided in relation to its target market , its product and service assortment ,and its competition24.零售商使用Retailers use the normal promotion tools—advertising ,personalselling ,sales promotion ,and public relations—to reach consumers.25.零售商必须确定The retailers must determine both the product assortment’swidth and its depth.26.制定正确价格The first step in setting the right price is to establish pricing goals.27.对于产品和服务The basic ,long-term pricing framework for a good or serviceshould be a logical extension of the pricing objectives.28.因此，在销售Thus ,changing a pricing strategy can require dramatic alternationsin the marketing mix.29.低价格可以获取The low price designed to capture a large share of a substantialmarket , resulting in lower production costs.30.当生产由于技术Managers may follow a skimming strategy when productioncannot be expanded rapidly because of technological difficulties ,shortages ,or constraints imposed by the skill and time required to produce a product.31.低价格可以吸引Low price can draw additional buyers to enter the market.32.广告的基本功能The most basic function of advertising is to identify productsand differentiate them from others.33.为了提高销售额To increase their sales or profit,companies develop marketingstrategy by using various marketing elements.34.广告的另一个功能Another function of advertising to induce consumers to trynew products and to suggest reuse.35.广告涉及到通过Advertising involves presenting the message,usually through themass media,to a large group of people know as target audience.36.通过同时向许多人By informing many people at once about available productsand services,advertising greatly reduces the costs and higher profits,can ease the task of personal selling.37.广告的定义有许多The definitions of advertising are many and varied.38.广告是产品和服务Advertising is a very important tool that enables competitorsto enter the market place.39.市场营销组合是由The marketing mix includes a set of elements known as four Psand they are under the heading of product,price,place and promotion.1.The three ( T )2.In solving ( F )3.In order words ( T )4.The systems ( T )5.Managers around ( T )6.It seeks ( F )7.Between the ( F )8.Management is ( T )9.T o meet ( F ) 10.In order to ( T )11.As the ( T ) 12.A starting ( F ) 13.T echnical skills ( F ) 14.And using ( F ) 15.An operating ( F ) ually, however ( T ) 17.An allowance ( F ) 18.All this ( T ) 19.T oday, national ( T ) 20.They see ( F ) 21.Most retailers ( T ) 22.For all ( T ) rge retailers ( F )24.Small retailers ( T ) 25.A good ( T ) 26.A profit ( F ) 27.Theoretically ( T )28. A successful ( F ) 29.As a product ( T ) 30.A company’s ( T ) 31.Advertisingis ( T ) 32.Advertising can ( F ) 33.The first ( T ) 34.The freedom ( T )35.Advertising itself ( T )36.All advertising ( F ) 37.All forms of ( T ) 38.advertising has ( F )1. 古典方法Classical approach to Management2. 管理学行为方法Behavioral approach to Management3. 管理学科学方法Management science approach4. （管理学）权变情境方法Contingency or situational approach to Management 1. 远见，洞察力Vision 2. 任务表述Mission statement 3. 长期目标Goal1. 短期目标Objective2. 管理结构Management pyramid3.高层管理者Top managers 1. 战略目标Strategic goals 2. 中层管理着Middle managers 3.战术目标Tactical objectives 1.一线管理者First-line managers 2. 损益表Operating Statement1. 销售总额Gross sales 2 价格折扣Allowance 3 净利润Net profit1. 目标市场Target market2.市场定位Market positioning1. 中间商品牌Private brand or middleman brand2.价格策略Price strategy 1. 撇指定价Price skimming 2. 渗透定价Penetration pricing1. 基础价格Base price 2 促销活动Promotion campaign 3.目标受众Target audience1. 促销组合Promotional mix2.品牌忠诚Brand loyalty1.The managers described their ( generalize ) 管理者描述他们自己的管理经验，还尝试去概括他们认为可以被运用到相似情形中的那些准则。
工商管理中英互译文献
英文文献翻译专业：工商管理班级：1003班姓名：严永恒学号：100104190318High-tech enterprise marketing strategyA distinctive feature of the high-tech enterprises is closely integrated with modern science and technology, state-of-the-art technology and equipment level, and through the introduction of technology and technological innovation, so many new technologies, new processes and new equipment has been employed. It has to occupy a pivotal position in the national economy. Therefore, the marketing strategy of high-tech enterprises also on the agenda. High-tech rapid development of corporate marketing activities to new challenges1. Further shorten product life cycle, highlighting the uncertainty of market supply and demand. Product life cycle is usually after four stages of introduction, growth, maturity and recession, and the relationship between market supply and demand constitute the basic conditions for the marketing activities of the important content and implementation. In the dawn of the era of knowledge economy, the rapid development of science and technology, so as to continuously promote the upgrading of products, product life cycle showing a growing trend towards shorter, accelerate the conversion of the marketing strategy, increasingly increased the difficulty of marketing efforts.2. Sales channels change, to narrow the gap between marketing and marketing space to expand and extend. The era of knowledge economy approaches to promote the channel change, the initial impact from the new trade an electronic data interchange (EDI) via computer and communication networks to handle the file. This trade is also known as paperless trading. The Internet has opened up an unprecedented cyberspace in this by the tens of thousands of the host computer and fiber optic telephone line to connect the virtual space, it can be invasive T o receive goods, ordering, payment, delivery, advertising, market research, etc. a series of business activities. Highlight the advantages of this new channel in its convenience and transparency. Online sales, after all, is a new thing, inevitably there are various difficulties in its development. Including consumer psychological barriers, network congestion, payment security, service, and so on.3. More advanced research techniques, promotions richer, network marketing emerge.The past, companies conduct market research are often carried by an intermediary, or send researchers to the market access and manual collection of information, statistics, summary. The penetration of information technology has changed the traditional backwardness of research showing science and technology, convenience and accuracy, timeli ness. Throughout the research process are conducted online, the survey paperless, save a lot of access time and the cost of the investigation, the efficiency can be greatly improved to meet the requirements of business decision-making time limit, cost.More enterprises to use its own sales network directly to research and analysis. The world's largest retailer the operating income Wal-rtl997, nearly$ 120 billion, ranking the first one hundred of the world's largest 500 companies list in the application of information technology, it is not only historic, but also experienced. In thousands of stores all over the world through the use of computer detects goods bar code system, the store can keep abreast of goods in and out of the case, clearly each commodity inventory, prices and profits, selling the extent.The biggest difference between network marketing and traditional marketing is that it is using the network to study the customer requirements in order to establish marketing programs to achieve two-way interactive communication with consumers.4. Consumers into the production process, and demand personalization fully demonstrated. Advances in information technology for the production of the manufacturer CAD (Computer Aided Design), CAM (computer aided manufacturing), CIM (Computer Integrated Manufacturing System) and DSS (decision support system across product development, manufacturing, decision-making tools. Consumer and production the relationship between traditional compared to a subtle change, they are not just competing buyers and sellers in the economic relationship, and to some extent even both partners ingredients.5. Informative, comprehensive high-tech product that emphasizes service, intangible capital plays a vital role in the competition. , Knowledge-based industries in the gross domestic product (GDP) accounts for a significant proportion of the developed countries in Europe and the United States. Experts estimate that the 2010 Information Science and T echnology software, life sciences, technology, new energy and renewable energy, science and technology, new materials science and technology, marine science and technology and environmentally high-tech industry output value will be fully over the automotive, construction, petroleum, transportation and textile and other traditional industries. Product technology content increased, making the consumer demand for its services far more than the usual installation, maintenance is so simple.The essentials of the service is more extensive, means that runs through comprehensive pre-sale, sale and after-sale service. Good investment and the price is expensive, and enhance the services will naturally arise new problems.6. Marketing management organizations needs to be recycled, the needto strengthen the marketing team. The competitiveness of enterprises, competition in the market, so the core of modern management work is marketing. The marketing organization's ability to make quick, accurate response to the dynamic market, directly affecting the rise and fall of the entire enterprise. In the current information society, changes in the international economic environment, the expansion of the market space, marketing improvements in technology and distribution channels change, the corporate marketing organization put forward new requirements.T o ensure the smooth implementation of high-tech enterprise marketingmanagement responsesDevelop a good high-tech industrial development environment, the government should do the following:(1) implementation of the "industrialization" project. "Industrialization" in the end is not tax which department can do, it relates to all aspects of, and ultimately to return to the market, the government should do is fully committed to building a high-tech industry development environment of a quality and nurturing platform, the government's management positioned in the high-tech industry in the early-stage work, "downstream" thing is certain only to let the market do it.Guangzhou City to comprehensively push forward the reform of the science and technology system, to develop around the high-tech industrialization, as many as 13 government regulations, covering investment in science and technology, to attract talent, the whole process of technological innovation and other high-tech achievements into. Guangzhou City in strengthening the scientific and technological support system, break down departmental boundaries, give full play to the market inside and outside the large compound and high-tech advantage, to build a research base to achieve a breakthrough, to invest 10 million yuan Jinan University to build a"bio-pharmaceutical research base "investment of 700 million to support the South China Normal University, Guangzhou Economic Development Zone to build industrial test projects, promoting Huazhong University of Science andT echnology Jinpeng company set up communication technology.(2) to establish the mechanism of attracting foreign talent. Government policy as much as possible with international standards and the corresponding treatment to attract, retain a number of top-notch talent, talent development opportunities and space it clear that, in a knowledge-based shares, do not pay attention to the so-called "evaluation system", but stressed that the market Recognition Act, technology shares exceeded 35%, the two sides identified can be registered.2. Seize the key of "high-tech"(1) stages of technological development strategy. The new technology has just come out, and some still in the trial production stage, the technology is not yet know, many companies need to do a lot of publicity work, technology is new, but not necessarily practical, the costs and technical requirements, purchasing power companies do not , at this stage the strategy of technology owners:① "fast" strategy. As much as possible to shorten the period of research and development, in order to enter the market in the near future, including technology transfer market, technology product market, open up the situation, and to lay the foundation for the matured.②the development of the target market, the first business to ensure its leading position in the field. T echnology products is about to come out of the authorities and the news media, it is necessary to strive for the product launchpublicity, in the shortest possible time so that consumers understand and Familiar with this new technology products. Such as Bai Long mineral pot technology research and development at the same time to do everything possible to open up the market, when the success of product research and mass production, had been the target market, the products enter the market immediately. But start at the same time with the 100 Long spa pot northeast factory has just buried, to be studied after the success looked up and come to the market, and the market has been a hundred dragon first to occupy the the last plant White Dragon mergers.(2) the technology is mature stage strategy. T echnology has become more sophisticated and complete use costs also dropped significantly, more and more technical buyer, and more intense competition, when the technology seller should be taken to seize the opportunity to quickly transfer of technology strategy. Unwilling to bear the market risk technology products supplier, which is more suitable for good technical products may not be able to profit, and the management of the enterprise, it is also the ability to open up the market is closely related to the transfer of technology as soon as possible to benefit directly, is also a wise choice. For example, a new product patent "plastic Xiju of the invention in order to seize the opportunity to rapidly promotions, half a minute on television advertising, resulting in more than a dozen companies have to find him to require the transfer of technology, and it would open opportunities. The many enterprises attach great importance to the direct transfer of technology, such as McDonald's, Coca-Cola. Honda.(3) the aging stage strategy. When the newer technology to replace the technology or the technology has been in the community to promote, market capacity in the narrow, falling prices for the technology market near end of life.This phase of the marketing strategy:(1) focus on strategy. Centralized enterprise human, material and financial resources to concentrate on the most promising market segments, shortening the marketing front, further promotional efforts.(2) extend the life strategy. Through the transfer of technology to less developed countries or regions, many techniques can prolong life. Such as textiles, plastic products, electronic components production design technology in the United States and Europe and other developed countries have already eliminated the developed countries through investment or technology transfer technology transfer to Hong Kong, Korea and other newly industrialized countries and regions, when these technologies in emerging industrialized countries and regions to be eliminated, has been transferred to China, Vietnam and other developing countries.(3) discard strategy. Companies to stop marketing of backward technology, withdrawn from the market in a timely manner, the development of other newer technologies, to find and develop new market opportunities, in time to consolidate their market position in front of the competitors.3. Develop e-commerce, expand the network management and marketingspaceRevolution in network marketing is not just a technical means, but also contains a deeper concept of revolution, it is target marketing, direct marketing, decentralized marketing, customer-oriented marketing, the remote global marketing, virtual marketing a comprehensive variety of marketing methods .Internet marketing can be divided into four strategies:(1) The consumer needs and desires of strategy. Internet marketing is not only to take advantage a sound blind, images and other multimedia capabilities of the computer, display the product's performance, features, but also in understanding the individual needs of different consumers, more effort. (1) open up the online exchange stations, to understand consumer needs and market trends, looking for market opportunities: the establishment of the opinions message board, allowing consumers to order the color of the product online, design request; (3) provides service system, based on product sales varieties, For service information in a timely manner.(2) consumers are willing to pay the cost to meet their needs. For mature and rational modern consumers, the value of the goods and the expected price link has become a complex equation, so marketing efforts not only to consider the production costs and the market price of similar products, but also to understand the cost structure of different consumers , not only as far as surface phenomena to reduce or increase prices. Specific approach: (1) price, while also providing the market price of similar products for consumers to understand the market,Make rational judgments provide the necessary credit for; ② the establishment of the price forum, a number of new products or upcoming products acceptable to the consumer price survey, provide the basis for the agreed pricing.(3) to facilitate consumer strategy. Network marketing is not only to consignment or sales agent for the Q & product inquiries and ordering, but also to understand the different types of consumers prefer buying patterns, the development of different sales channels, the convenience of our customers. There are several approaches: (1) to provide a variety of after-sales service; ②new information network through a computer network as the main path, complemented by credit card and other convenient means; (3) to change the traditional one-time discount cards, applicable to commodities, valid for extended.4, the consumer two-way communication strategy. Network marketing not only by means of online advertising promotion, expand the corporate reputation, but also to equal two-way communication with consumers, according to consumer feedback their own investigations, and repeatedly, to achieve a win-win situation for consumers and the market. The main approach: (1) send direct mail, on holidays-mail to send holiday cards to the customer where Email deeper feelings; (2) to create a virtual office, the network has been announced in various activities organized by the company to establish agood image in the public.译文：高新技术企业的营销策略高新技术企业的显著特点是与现代科学技术紧密结合，企业技术装备水平先进，并通过技术引进和技术改造，使许多新技术、新工艺和新设备得到了采用。
工商管理毕业论文英文文献翻译(中英)[管理资料]
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本科毕业设计（论文）外文参考文献译文及原文学院管理学院专业工商管理年级班别2009级（4）班学号3209004550学生姓名李福珍指导教师吴小节2013 年6 月目录1 绪论 (3)2 为什么中小企业需要表达和使用SD商业计划？当全球化在社会生态增长的极限成为集成因素 (5)3可持续性中小企业的大型和小型之间的差异所导致的优势差异 (6)流线型的组织进程和商业模式 (7)中小企业暴露竞争力 (7)4 中小企业作为一个实验室沙箱提供了可持续发展战略和技术，然后跨国公司通过收购中小企业实现传统的内部融资的增长 (8)5 中小企业利用创造性破坏和信息技术的影响制造网络优势 (8)中小企业可持续和价值创造的战略发展，苏珊玛莎和斯宾塞爱商业学校，艾隆大学，美国摘要可持续战略为中小企业合作创造了许多协同效应，以及系统的公共效益。
通过对中小企业的商业案例提出可持续发展，考虑到中小企业相比于跨国公司的可持续发展优势，本文讨论几种不同为中小企业优化可持续发展的激励机制：（1）成为大公司有价值的可持续投资目标，（2）在大企业不太成功的市场空间建立可持续的中小企业的高度竞争网络，（3）通过可持续的做法在全球供应链上成为高效的供应商。
然而一些成功模式的中小企业可持续发展迅速，可能是中小企业的网络将成为必不可少的解决系统问题的基础，包括工业生态学，企业全球供应链弹性和可持续性。
中小企业代表了大部分的企业，快速发展的通信技术允许不同的航线网络的形成。
关键词：持续性，中小企业，可持续供应链管理，弹性，工业生态学1 绪论1990年代以来，无论对于任何规模大小的企业来说，环境和社会因素已经成为越来越重要的战略考虑。
21世纪新兴市场条件正在通过全球观察创造了新的视野。
由于忽视商业和环境之间的“隐藏连接”，业务缺少许多新的可持续发展(SD)的机会，那些能够阻止一个不可避免的社会崩溃的威胁[2]。
随着越来越多的公司认识到我们的“共同的旅程”[3]，它强调创建可持续发展的必要性，全球的企业都在有意发展战略计划使他们的公司具有可持续竞争力。
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Project Budget Monitor and ControlAuthor：Yin Guo-liNationality：AmericanDerivation：Management Science and Engineering. Montreal: Mar 20, 2010 .With the marketing competitiveness growing, it is more and more critical in budget control of each project. This paper discusses that in the construction phase, how can a project manager be successful in budget control. There are many methods discussed in this paper, it reveals that to be successful, the project manager must concern all this methods.1. INTRODUCTIONThe survey shows that most projects encounter cost over-runs (Williams Ackermann, Eden, 2002,pl92). According to Wright (1997)'s research, a good rule of thumb is to add a minimum of 50% to the first estimate of the budget (Gardiner and Stewart, 1998, p251). It indicates that project is very complex and full of challenge. Many unexpected issues will lead the project cost over-runs. Therefore, many technologies and methods are developed for successful monitoring and control to lead the project to success. In this article, we will discuss in the construction phase, how can a project manager to be successful budget control.2. THE CONCEPT AND THE PURPOSE OF PROJECT CONTROL AND MONITORErel and Raz (2000) state that the project control cycle consists of measuring the status of the project, comparing to the plan, analysis of the deviations, and implementing any appropriate corrective actions. When a project reach the construction phase, monitor and control is critical to deliver the project success. Project monitoring exists to establish the need to take corrective action, whilst there is still time to take action. Through monitoring the activities, the project team can analyze the deviations and decide what to do and actually do it. The purpose of monitor and control is to support the implementation of corrective actions, ensure projects stay on target or get project back on target once it has gone off target。
3. SETTING UP AN EFFICIENT CONTROL SYSTEMFor the purpose of achieving cost target, the manager need to set up an efficient management framework including: reporting structure, assessing progress, and communication system. The employees' responsibility and authority need to be defined in the reporting structure. The formal and informal assessing progress can help getting a general perspective between reality and target. It is significant to help identify what is the risk and should be monitored and controlled. Project success is strongly linked to communication. The efficient communication system benefit for teamwork and facilitate problem solving ( Diallo and Thuillier, 2005 ).4. COST MONITOR AND CONTROL4.1 Ranking the priority of monitoringIn construction phase, many activities are carried out based on the original plan. It is need to know what kind of activities or things are most likely to lead the project delay and disruption. Therefore, the first step is ranking the priority of the activities. Because the duration of a project is determined by the total time of activities on critical path, any delay in an activity on the critical path will cause a delay in the completion date for the project (Ackermann Eden, Howick and Williams,2000,p295). Therefore, the activities on critical path should firstly to be monitored and controlled. Secondly, monitoring the activities with no free float remaining, a delay in any activity with no free float will delay some subsequent activity inevitably. These subsequent delays will discomfit the resource schedule significantly. Some resources are unavailable because they are committed elsewhere. Thirdly, monitoring the activities with less than a specified float, because if an activity has very little float, it might use up the time before control decision is made once such an activities has a variance with the target. Fourthly, managers should monitor high risky activities. High risky activities are most likely to overspend. Fifthly, managers should monitor the activities using critical resource. Some resource is critical because they are very expensive or limited (Cotterell and Hughes, 1995).4.2Methods of cost controlThe main cost of a project includes staff cost, material cost and delay cost. To control these cost, managers should first set up a cost control system to: a) Allocate responsibilities for administration and analysis of financial datab) Ensure all costs are properly allocated against project codesc) Ensure all costs are genuinely in pursuit of project activitiesd) Check that other projects are not using the budget.Then, managers should monitor and control change to the project budget. It means the following things:a) Concerned with key factors that cause changes to the budgetb) Controlling actual cost changes as they occur- Monitor cost performance to detect variances- Record all appropriate changes accurately in the cost baseline- Preventing incorrect, unauthorized changes being included in the cost baseline- Determine positive and negative variances- Integrated with all other control processes (scope, change, schedule, quality) As a project is dynamic, sometimes the project managers know the project is going out off target by monitoring, but don't know the best action to take. In this circumstance, net present value (NPV) should be used as an ongoing monitor and control mechanism, because NPV takes account of the time element and discounts future cash flows, it is the result of the time effect on cash4.3 Change monitor and controlVoropajev (1998) states that dynamic changes of project environment will influence the process of project implementation, the project itself and may cause heightened risk. When carried out some activities, the methods different from that in the original plan must be used to keep the process moving forward (as experienced under practice). Therefore, changes are inevitable and need to be managed during project life-cycle (Voropajev. 1998,p 16- 17) .An effective change control system should be established to ensure change procedure is clear and unambiguous and easy for employee to request a change. And the following things need to be concerned:a) Monitoring and forecasting most probable changes Key factors that generate change to ensure good results; make sure that change must be checked by suitable person.b) Changes should take place once it is approved and be monitored to check whether it worked as expectedc) All changes in project should be recorded in the project documentation (Voropajev, 1998,pl8).5. CONCLUSIONThis article shows the best methods of budget control. First, an efficient control system must be set up. Secondly, It is required to recognize and rank the important factors affecting budget target. Thirdly, manager should combine different control techniques to reach the success of a project.项目成本减少与控制作者：Yin Guo-li国籍：美国出处：管理科学与工程．2010.03.20随着市场竞争的激烈性越来越大，在每一个项目中，进行成本控制越发重要。