新产品开发策略中英文对照外文翻译文献
企业创新战略外文翻译文献
企业创新战略外文翻译文献(文档含中英文对照即英文原文和中文翻译)翻译之一：Choosing an innovation strategy: theory and practiceAuthor：Joseph T. GilbertNationality：AmericaDerivation：Business Horizons, Nov-Dec, 1994Innovations come as both inventions and adoptions. They come in many types and vary greatly in complexity and scope. Companies attempting tomake a profit cannot continue for long periods without innovating. If they try, their customers will leave them for firms with more up-to-date products or services. It is an observed fact that different companies take different approaches to the use of innovation in attempting to improve their performance.Both academic and practitioner publications in recent years have contained a great deal of writing about innovation, the subjects of which have ranged from comparisons of national patterns of innovation to studies of individual innovations. However, little has been published regarding one issue of both theoretical and practical importance: the innovation policy or strategy of individual firms.Business strategy as a field of study is concerned with how a company competes in its chosen business. It deals with the analysis of a firm's strengths and weaknesses and the opportunities and threats presented by the firm's environment. Strategy looks toward consistent execution of broad plans to achieve certain levels of performance. Innovation strategy determines to what degree and in what way a firm attempts to use innovation to execute its business strategy and improve its performance.To choose an innovation strategy, managers might logically start by thinking about various kinds of innovations and their requirements. We shall discuss three major features of innovation, and analyze each in terms of distinct opposites, even though innovations found in the real world more often appear at various points between these opposites.Innovation is sometimes used in a limited sense to refer only to inventions (products, services, or administrative procedures that no other firm has introduced). More often, however, it applies in a more general sense that includes both invention as described above and imitation (adoption by a firm of a product, service, or administrative procedure that is not an invention but is new to that firm). We use the term in this second sense.Innovations can be characterized in a variety of ways. In the followingsections we will review three ways of describing innovations: incremental/radical; first mover/late mover; and imitative/inventive. The three categories are not mutually exclusive. However, each points to a different feature of innovation and reveals insights not found as readily in the other two. DEGREE OF INNOVATION--FROM RADICAL TO INCREMENTALHow new or different does something have to be before it can be called an innovation at all? If a paint company that currently offers 12 shades of white adds a thirteenth, is this an innovation? If a store that is presently open from 8 a.m. to 6 p.m. adopts a policy of staying open around the clock, this would seem to be an innovation. But what if it changes its opening time from 8 a.m. to 7:45--is this an innovation? If an airline that now offers ten flights a day from New York to Chicago adds an eleventh flight, is this innovative?At the other extreme, if a flower shop owner decides there is no hope for her business, and so closes up her shop and reopens it a month later as a used book store, is this an innovation? How about when U.S. Steel decided to branch out into oil and natural gas and change its name to USX? Was that an innovation? These issues may appear to be so trivial as to involve only word games, but in all the writings on innovation we have found no clear definition of the concept. To think clearly about an issue, it is helpful to define its limits. There are some innovations that are so minor they are barely perceived as changes. Clearly they have no impact on a firm's basic strategies. At the other extreme, some innovations are so great that they result in a fundamental change in the very nature of a business, leaving behind nothing of the old business. Both these extremes are beyond the scope of our discussion; instead, we are concerned with the vast middle ground.Some innovations are dramatic in their scope and impact and clearly fall into the category of radical. For example, the introduction of automatic teller machines made a fundamental change in the availability of some retail banking services. The personal computer, though still a computer, is a radically different way of providing computing power to many people who previouslyhad access to it only through the medium of mainframes or minicomputers and the intervention of information systems professionals. The use of high-yield bonds to finance takeovers brought fundamental changes to corporate ownership in the 1980s.Several studies, such as Mitchell (1989) and Tushman and Anderson (1986), have indicated that radical innovations tend to be introduced by companies outside an industry or by newcomers rather than by industry incumbents. These authors demonstrate that radical innovations that enhance skills possessed within an industry tend to be introduced by incumbents, whereas those that destroy existing skills tend to be introduced by new firms or industry outsiders. They also have shown that the timing of the introduction of radical innovations presents different problems for the two groups (industry incumbents and outsiders).Innovations that are radical when first introduced appear less so after they have become popular and their adoption is widespread. Apple's introduction of the personal computer was a radical innovation. When IBM introduced its first PC several years later, the innovation was less radical. When Dell and Gateway 2000 began retailing personal computers, the product was commonplace, but the method of distribution (direct mail) was seen by some as a radical departure from previous sales methods.The slightest of incremental innovations begins at whatever point we decide there is an innovation at all. Because they build on existing products, services, or routines and modify them to some degree, incremental innovations are generally easier to plan and implement, and involve less change than radical innovations. This is not to say that they do not have strategic value, or that the total result of a series of incremental innovations cannot be quite impressive when compared to the starting point.The single lens reflex 35mm camera has been on the market for a number of years. Many small improvements have been made since its first introduction. And although each would qualify as an incremental innovation, today's 35mmSLR camera is nonetheless quite different from the first one introduced. STIMULUS FOR INNOVATION--FROM FIRST MOVERS TO LATE MOVERS Inventions are, by definition, only introduced by one firm, or at most by a small handful of firms that bring a new product or service to market simultaneously. Companies that attempt to introduce an invention should logically stand to gain some substantial advantage, because there is a real risk of coming late to the finish line and gaining no prize. Companies that succeed in commercializing an invention are sometimes known as first movers. There are three basic types of advantages that can go to first movers.If an invention involves proprietary technology (prescription drugs, computer software) then the first firm to obtain the patent or copyright wins the exclusive right to market the product. The lack of competition can be a definite strategic advantage. For instance, Xerox was the first to introduce plain paper copier technology. The company was so successful in patenting this technology that it was able to build up a huge competitive lead before its first competitor entered the market.Preemption of scarce assets can sometimes provide an advantage to one or a few first movers that will not be available to those that adopt the innovation later. Examples of this include scarce landing slots at a major airport and oceanfront property for real estate development.The creation of buyer switching costs can also provide an advantage to one or a few first movers that is denied to followers. Once people learn how to use a word-processing program, they will usually stay with that program even in the face of a new one with more features. Travelers who have accumulated frequent flier miles on one airline will not readily switch to another.选择创新战略：理论与实践作者：詹斯夫·吉尔伯特国籍：美国出处：商业视野，1994年11—12月期创新既是发明也是吸收采纳。
新产品开发整体流程介绍中英文
R&D 包括電子部門及工業設計部門,若只寫 HW (Hardware Design) 則指 電子部門,若只寫 ID (INDUSTRIAL DESIGN) 則指工業設計部門; 包括ME, Thermal, Packing design. 若只寫 SW (Software design) 則指軟體設 計部門有負責 BIOS, Driver 及 Pre-load 不同工作性質之軟體開發功能 . R&D 人員負責產品之開發、設計、測試規劃，包括 H/W、S/W及ID的開 發、設計、提出新發明及著作權揭露書.
COMPATIBILITY TEST, SOFTWARE TEST, S/W PRELOAD TEST, DIAGNOSTIC
PROGRAM TEST ,ETC.,
CE/Reliability
組件承認測試、不良品故障分析及其他附件等材料品質之管制及保證 產品相關之可靠度與環境實驗，以及可靠度工程之研究與制定.
路漫漫其悠远
Role & Responsibility
- Wistron Case
Function
Responsibility
HW (Hardware Design)
* Hardware is responsible for Electronic Engineering Design * Co-works with S/W and QT to make sure that the every function works well
中国新技术企业在产品开发绩效营销策略创新的权变价值(英文中文对照翻译)
The contingent value of marketing strategy innovativeness for product development performance in Chinese new technology venturesAbstractThis study extends research on entrepreneurial behavior by investigating the relationship between the marketing strategy innovativeness (MSI)and new product performance in technology-based new ventures in China. Specifically, premised on contingent resource-based view we argue thatMSI is a firm capability that must be bundled with external managerial relationships and be deployed in the appropriate environment to ensure itssuccess. We found that the team's extra industry relationships and market dynamism enhanced the impact of MSI on new product performance. Incontrast, top management team's intraindustry relationships, financial relationships, and technology dynamism hindered the impact of MSI on newproduct performance.1. IntroductionThe vast majority of research on organizational innovationadopts a resource-based perspective that predicts positive returnsto organizational resources and capabilities. This work has beenrestricted, however, to the narrow context of product innovation.Although product innovation enhances firm performance onlywhen it is successfully commercialized, prior research tends topay little attention to accompanying marketing innovations(Shervani & Zerrillo, 1997). The current study concerns aneglected, yet potentially positive entrepreneurial strategicactivity —marketing strategy innovativeness (MSI) —whichrefers to the degree to which the marketing strategy whichaccompanies a new product differs from competing strategies andconventional practices (Andrews & Smith, 1996; Hambrick, Cho,& Chen, 1996; Menon, Bharadwaj, Adidam, & Edisonet, 1999;Sethi et al., 2001). Examples of MSI practices include the use ofnew packaging, new distribution methods and channels, new advertising media and content, ingenious pricing and paymentmethods. MSI ensures the new product enjoys a uniquecompetitive position because it is radical, departs from the statusquo, is proactive, unconventional and unpredictable (Andrews &Smith 1996; Hambrick et al., 1996; Menon et al., 1999). Thus,MSI is likely to strengthen the position of the new product in themarketplace above and beyond the value conveyed by its physicalcharacteristics (Andrews & Smith, 1996).MSI is classed as capability because it is the outcome of afirm's specialized knowledge, unique understanding of theenvironment and idiosyncratic processes (Eisenhardt & Martin,2000). As Verona (1999: 139) posits, the ability to creatively andimaginatively make strategic decisions regarding a product'sdevelopment and its marketing are rent-generating routines thatenhance performance. MSI may enhance product developmentperformance by creating uncertainties for competitors throughvariation in the bases of competition (Eisenhardt & Tabrizi,1995). Capturing the contribution of MSI at the product develop-ment level is also consistent with the idea that resources'contribution to performance should be investigated by disaggregating firm performance into processes which are less distalfrom the focal resources (Ray, Barney, & Muhanna, 2004).However, Eisenhardt and Martin (2000: 1110) suggest thatdespite their value, capabilities aresubstitutable because there aremultiple paths through which firms can acquire the same dynamiccapabilities independent of other firms. Hence, capabilities maybe necessary, but not sufficient, sources of sustained competitiveadvantage. This implies that a focal capability needs to be madeinimitable through combination with other organizational skillsand capabilities and deployment in the appropriate environment(Eisenhardt & Martin, 2000). As Barney (1991) argues, eventhough a firm's capability may be valuable, rare and inimitable, itsability to provide sustainable competitive advantage often lies inits configuration with complementary internal and externalresources. Teece, Pisano, and Shuen (1997: 515) also argue thatperformance outcomes of a firm's capability depend on its ma-nagement ability to deploy the capability in an appropriateenvironment. Finally, Porter (1991: 108) warns against internalfocus on resources because the competitive value of resources canbe enhanced or eliminated by changes in technology, competitorbehavior or buyer needs.Drawing on this contingent resource-based view of the firm,we advance and test the idea that, particularly in new ventures inan emerging economic environment, the impact of MSI on newproduct performance is conditional upon its top managementteam's external relationships and environmental conditions.New ventures tend to have higher failure rates than establishedfirms. Stinchcombe (1965) provided several reasons for thisliability of newness. They have limited resources, lack of infor-mation processing structures, and stable links with clients,supporters and customers. Given their liabilities of newness,new ventures need to be creative and learn new roles and tasksand this may conflict with constraints on their resources.Moreover, as a form of first-moving, MSI is inherently risky(Ketchen, Snow, & Hoover, 2004). First, it takes time andresources (i.e., increased salesforce efforts) to educate customersto the new marketing strategy features; further, MSI can exposenew ventures to strong and unpredicted reactions by incumbents; lastly, MSI can be imitated by competitors, who cancapitalize on the early errors made by the new venture. Thesecontrasting arguments reinforce the need to understand underwhich circumstances (i.e., on which internal and externalcontingencies) MSI will contribute to new product performance.In contrast to developed market economies, the complexityand dynamism of the transitional environment in China meansthat firms must confront the challenges of new (oftendysfunctional) competition and also collapsing capabilities (Li& Atuahene-Gima, 2001, 2002). Thus, scholars suggest thatsuccess in China market requires significant explorationinvolving experimentation and innovation (Luo, 2002; Luo &Park, 2001, p. 145). We contend that to sustain the viability oftheir innovative marketing strategies in China, new venturemanagers may need to leverage their external relationships.Research suggests that external relationships are particularlyimportant sources of valuable resources and information thatcan augment firm performance in transitional economies likeChina (Park & Luo, 2001; Peng & Luo, 2000). Because of theirliabilities of newness, we posit that a venture's top managementteam's external social capital (i.e., the ability to mobilizefinancial resources, information and support through externalrelationships with managers inside and outside the industry, andwith officials of government and financial institutions) maydetermine the degree of success of MSI. In support of this idea,Lee, Lee, and Pennings (2001) found that external relationshipswith venture capitalists and universities enhanced the perfor-mance effects of the entrepreneurial orientation and technologycapabilities of new ventures, respectively. Further, consideringthat the value of afirm's capabilities and resources is contextspecific (Eisenhradt & Martin, 2000; Porter, 1991; Teece et al.,1997), we propose that technology and market uncertainty willplay an important role in the effectiveness of MSI.This study contributes to the literature in three importantareas. First it contributes to the abovementioned debate on theinherent value of MSI and its relationship with performance.For example, prior research has assumed a positive relationshipbetween MSI and new product performance (Andrews & Smith,1996). However, such an assumption tends to ignore thetransaction costs associated with MSI and, more generally,overlooks the potential problems associated with the deviationfrom industry practices. Hence, determining when MSI willincrease new product performance offers a direct test of thecontingency view of internal firm capabilities espoused inresource-based theory (Barney, 1991; Teece et al., 1997).Second, despite recent theoretical developments (Blyler & Coff,2003), few empirical studies model the firm's social capital as apotential complement of internal capabilities; this study extendsour understanding by for the first time examining managerialrelationships both inside and outside the industry, as called forby Peng and Luo (2000). Finally, this study extends and lendssupport to recent work that integrates resource-based and socialcapital theories as an explanation for new venture performancein the Chinese context (Lee et al., 2001).2.Conceptual model and hypotheses2.1. Resource-based theory and MSI in technology-based newventures in ChinaAccording to the resource-based theory, performance differ-ences across firms are the result of variance in their resources and capabilities that are rare, valuableandinimitable(Barney,1991).This theory implies that to outwit competitors, new ventures needtodevelop distinct and innovative strategies and processes.Ensley, Pearson, and Amasone(2002:367) contend that, becauseof their liability of newness, “the task of the new venture TMT[top management team] is largely one of creativity and learning,where the ability to produce novel and integrated solutions is animportant attribute” for high performance. New ventures are at acompetitive disadvantage against large and established firms intheir traditional domains because of lack of resources, immatureorganizational processes and limited operational experience (Leeet al., 2001: 617). Hence, reliance on traditional products,marketing methods, and organizational processes is bound to leadto failure.The survival of new ventures depends largely on the intro-duction of new and differentiated products, processes andmarketing innovations. Such innovations may be rare andvaluable capabilities because the knowledge needed to developand successfully implement them involves socially complexlearning and relational skills in strategy making that are uniqueto the firm (Eisenhradt & Martin, 2000). For example, MSIinvolves the interaction of a group of individuals with differentexpertise and sources of knowledge, the use of integrativeprocedures to coordinate and combine their skills, knowledgeand abilities, and idiosyncratic reward, training and controlsystems. In addition, such a process involves firm's initiativesbased on managerial discretion formed on the basis ofunderstanding of the environment. Decision-makers attend tothe environment, interpret the conditions and assign meaning tothe actions they take in idiosyncratic ways (Verona, 1999).Furthermore, MSI is path dependent. It results from theidiosyncratic culture,experience,and history of the firm andfrom functional,educational,and tenure backgrounds of thedecision-makers(Andrews&Smith,1996;Hambrick et al.,1996).The availability of a group of executives with therequisite characteristics to develop innovative strategic actionsishighly constrained:it can neither be easily developed withinthe firm nor acquired from outside(Eisenhardt&Martin,2000).Following these arguments,the central premise of this study isthat MSI is a key capability of a new venture.New ventures must develop innovative strategies but thepossession of an innovative strategy does not assure commercialsuccess of a product.Rather,consistent with the contingentresource-based view of the firm,the productive capacity of MSIis determined by its congruency with other organizationalcapabilities and the environmental conditions.In particular,effective implementation of MSI and its effects on performancecannot be assumed by new ventures in a transitional economy,such as China.Market reforms in China have led to the entry ofa great number of foreign firms increasing the competitivepressures for local firms.This has led to increased control ofmarketing resources,such as outdoor advertising space,byforeign firms and increased marketing costs(EIU,2002).Also,Chinese consumers tend to perceive that foreign brands are ofhigher quality,reliability,and are more sophisticated thanlocally produced products(Li and Atuahene-Gima,2002).Further,given the transitional nature of the economy,the Chinese government plays an important role in regulating firms'marketing activities.For example,the pricing,packaging,distribution,and advertising of products are increasingly beingcontrolled by central and local governments with the objectiveof preventing activities or messages that contradict or divulgestate policies and secrets or may be harmful to the dignity of theChinese(People's Daily,2002);though public regulations onmarketing strategydomains(e.g.,packaging,advertising)existin developed market economies as well,the degree of controlput forth by Chinese authorities is tighter and highlydiscretional and therefore represents an additional constraintto the implementation of innovative marketing strategies in theChinese context.We believe that although these environmental conditionsmake it imperative for new ventures to develop innovativestrategies,they nevertheless pose significant obstacles in theimplementation phase.Chinese new ventures also facesignificant external obstacles in obtaining the resources thatmay be required to implement an innovative strategy.China'stransitional economy is characterized by weak capital marketstructures,institutional instability and lack of coherent businesslaws.In comparison with well-established firms,new ventureshave less legitimacy in terms of relationships with suppliers,customers,and government institutions.Under these circum-stances,new ventures have greater external difficulties inraising resources,licenses and approvals for their activities(Li&Atuahene-Gima,2001),and face increased uncertainty andcosts in consummating market exchanges(Xin&Pearce,1996).Following the contingent resource-based view,we argue that toharness the advantages of MSI,Chinese new ventures mustovercome these obstacles by relying on the external relation-ships of their top management(Lee et al.,2001)and bydeploying their resources in an appropriate technology andmarket environment(Teece et al.,1997).2.2.Moderating role of top management team externalrelationshipsExternal relationships are capabilities that are difficult toduplicate by competitors because they are socially complex.Hence,they constitute effective sources of information andresources for new ventures that augment their meager resourcesin implementing strategic innovations(Lee et al.,2001).Thus,external relationships contribute to the effectiveness oforganizational action by reducing transaction costs within andbetween firms,notably information search anddecision-makingcosts.The idea that external relationships may provide valuablesources of information and influence for organizations has beenparticularly important in work on transitional economies such asChina.Researchers have argued that guanxi relations in Chinaprovide vital sources of information and influence that can beused to promote company performance(Park&Luo,2001;Peng&Luo,2000).Pervasive uncertainties and high levels ofrisk associated with businesses in transitional economies can bebuffered by external relationships that can provide access totechnical and managerial expertise that may not readily beavailable through labor markets.Moderating roles of this type are commonly performed by impersonal agents in more highlydeveloped markets;however,transitional economies typicallylack the necessary social and institutional infrastructure for thattype of exchange and companies must rely on informal channels(Li&Atuahene-Gima,2001).Park and Luo(2001)found thatChinese firms pursuing creative strategies sought moreresources from external sources to mitigate the costs and risksassociated with such strategies.This research suggests amoderating role for such relationships in the use of innovativestrategies.Prior research suggests two main types of external relation-ships:(1)those with managers of other firms,and(2)those withofficials of government and financial institutions(Peng&Luo,2000).Relations with managers can be further categorized intotwo:relationships with managers outside the firm's industry(extraindustry relationships)and those with managers within thesame industry(intraindustry relationships)(Geletkanycz&Hambrick,1997).Our focus on these external relationships isnot to deny the importance of other specific managerial rela-tionships such as those with customers and employees.Rather,our focus responds to Peng and Luo's(2000:498)call for theneed to probe deeper into types of managerial relationships inChina and also recognizes the critical importance of governmentand financial relationships for new ventures in China(Park&Luo,2001;Peng&Luo,2000).2.3.Intra and extraindustry relationshipsExtraindustry relationships refer to the degree to which thetop management team has built connections with managers offirms outside its own industry,defined as the high-technologyindustry in which the new venture operates.Intraindustryrelationships refer to the degree to which the top managementteam has built connections with executives of other firmsoperating within the same industry as its own firm.The recentcontribution by Blyler and Coff(2003)has strongly advocatedthe central role of social capital in enabling dynamiccapabilities.However,different aspects of managers'connections to social networks may have opposite effects on thecontent of strategy formulation.Geletkancyz and Hambrick(1997)argued that while intraindustry relationships promoteconformity to industry norms and recipes,extraindustryrelationships provide a broader range of information andevoke strategies that deviate from prevailing practices.Theirresearch highlights an important connection between inter-firmrelationships and internal processes of information acquisitionand learning in strategic decision-making.Extraindustry relationships serve as conduits for newinformation and insights into the environment.Becausemanagers outside the focal new venture's industry operate indifferent competitive and resource environments they possessdifferent experiences and mental models,and have access tonew ideas about different strategies.These relationships informthe managers of the focal venture about potential new strategies,and allow greater speed,flexibility and efficiency in strategyimplementation.Hence,extraindustry relationships are likely toreduce the high cost and potential errors associated with the collection and use of new information in animmature socialinteraction context of a new venture.By eliminating thesetransaction costs,extraindustry relationships increase the typesof new information and insights such that top managers are ableto spot implementation problems in MSI they otherwise wouldhave missed.Intraindustry relationships,in contrast,help firms to acquiredeeper knowledge and understanding of the competitors'strategies.While knowledge of competitors may encouragenew ideas,such knowledge may actually harm the implementation of an innovative strategy in marketing.The logic isthat managers in the same industry are exposed to familiaropportunities and threats,and routines with which to handlethem.Hence,the top management team of the focal new ventureis less likely to discover novel insights and ideas for implementing an innovative strategy in marketing.Intraindustryrelationships provide mental models that are a misfit with thefocal venture's MSI and therefore may jeopardize its effectiveimplementation.H1a.When extraindustry relationships are high,MSI has apositive effect on new product performance.H1b.When intraindustry relationships are high,MSI has anegative effect on new product performance.中国新技术企业在产品开发绩效营销策略创新上的权变价值摘要本研究基于对中国营销策略创新之间的关系对创业行为研究（MSI）与新产品绩效技术为基础的新风险的研究。
新产品设计与开发程序（中英文）
新产品设计与开发程序（中英文）新产品设计与开发程序New Product Design & Development Procedure（ISO9001：2015）1. Purpose目的:Define a clear procedure for New Products Design and Development给新产品设计和开发定义明确的程序2. Scope范围Apply to all the products that STARRY develop and manufacture适用于所有本公司开发和生产的产品3. Reference Document参考文件3.1. Quality Manual质量手册3.2. ECN procedure工程变更通知程序3.3. BOM Creation procedure BOM制做程序4. Definition定义4.1. BOM –Bill of Material 物料清单4.2. ECN –Engineering Change Notice工程变更通知4.3. NPI –New Product Introduction新产品介绍会4.4. PR –Purchasing Requisition采购申请单5. Responsibility职责5.1. D&D manager开发部经理:5.1.1. Appoint product developer review and validate the projects.指定产品开发员进行项目评审及确认5.1.2. Review the design requirement, product specification and approve the design output.设计需求与产品规格评估及批准设计输出。
5.2. Product developer产品开发员:5.2.1. Prepare project plan and follow制定项目计划并跟进5.2.2. Prepare the design output完成设计输出5.2.3. Prepare all the project documents制定项目文件5.2.4. Coordinate NPI meeting组织NPI会议5.3. Sourcing采购开发:5.3.1. Find new supplier and material for the new products寻找新供应商和新产品物料5.4. Sample room Supervisor板房主管:5.4.1. Sample room management管理板房5.4.2. Technical orientation to sample development样品开发技术指导5.5. Pattern maker纸格师傅:5.5.1. Prepare new patterns制作纸格5.6. Graphic designer绘图员:5.6.1. Prepare new graphic according to the design input根据设计输入制作图稿5.6. Sample Room板房:5.6.1. Prepare new samples according to the product developer inputs.根据产品开发员需求制作新样品6. General procedure一般程序6.1. Design and development plan 设计和开发计划6.1.1. Customer or Designer T eam of D&D Dept. creates new project brief客户或设计开发部设计师制做新项目介绍.6.1.2. D&D manager shall review the received design requirements.开发经理评审设计要求6.1.3. D&D manager and appointed Product Developer makeProject Plan开发经理和项目产品开发员制做新《项目计划》6.2. Design and development inputs设计和开发输入6.2.1. Design and development inputs shall include (but not limited to) the requirements as following items: 设计和开发输入应包括(但不仅限于)以下要求:A. Brief, Drawing, Picture项目介绍，图纸，图片B. Material requirements and testing物料和相关测试要求C. Other related documents;其它相关文件6.2.2. All design and development inputs shall be reviewed by the D&D Manager and the Project Developer, communicate with the customer by Email, review the final information and confirm to move forward.所有设计和开发输入需由开发经理和产品开发员评审,通过邮件与客户沟通，评审最终资料并确认进行开发6.3. Design and development outputs设计和开发输出The design outputs include (but not limit to) material card, molds, graphics, patterns,samples, BOM. The detail working process as following:设计和开发输入应包括(但不仅限于)物料卡, 模具, 图稿, 纸格, 样品, BOM. 详细工作顺序如下:6.3.1. D&D manager and Product Developer review and confirm what materials and molds should be ordered 开发经理和产品开发员评审并确认需采购的材料和模具.6.3.2. Product Developer issue materials chemical and other legal requirements through Sourcing Department to supplier 产品开发员通过采购开发部通知供应商物料的化学和其它法规要求6.3.3. Product Developer issue Purchasing Requisition Form to Sourcing Department for sample materials 产品开发员填写《采购申请单》给采购开发部采购物料6.3.4. Graphic Designer prepare graphic works 绘图员制做图稿6.3.5. D&D manager and Product Developer review and approve graphic works, Graphic Designer instruct supplier to produce all the graphics works and molds开发经理和产品开发员评审并确认图稿后，绘图员通知供应商进行装饰物和模具的制做6.3.6. Product Developer prepare 4 set of sample material cards 产品开发员准备四份样品物料卡6.3.6. Product Developer issue Sample Request Form to the Sample Room产品开发员填写《样板制作单》并发给板房6.3.7. Pattern Maker prepare pattern 纸格师傅制做纸格6.3.9. Sample Room produce prototype (prototype only suitable for new sample). 板房制做试板（初板只适用于新结构样板）6.3.10. D&D manager and Product Developer review prototype, and if necessary, improving modification shall be carried out.开发经理和产品开发员评审试板，并在需要时修改试板6.3.11. After the prototype is accepted, Sample Room produces final samples试板确认后，板房制做确认板6.3.12. Make BOM according to BOM Creation Procedure根据《BOM制做程序》制做BOM6.4. Design and Development review 设计与开发的评审See 6.2.2 / 6.3.5 / 6.3.10 请看6.2.2 / 6.3.5 / 6.3.106.5. Design and Development verification: 设计和开发的验证Finished samples shall be verified by the product developer according to design inputs, and record in Design and Development Verification Report.确认板需由产品开发员根据设计输入要求进行验证，并记录在《设计开发验证报告》6.6. Product developer issues a development Debit Note request for all invested molds产品开发员填写开发请款单并发给客户请款6.6. Design and Development validation设计和开发的确认6.6.1. Product Developer gets final sample validation from customer. 产品开发员从客户得到样品最终确认。
3D打印外文文献翻译最新译文
3D打印外文文献翻译最新译文3D XXX years。
especially in the field of industrial product design。
The manufacturing of digital product models through 3D printing has e a trend and a hot topic。
With the gradual maturity of -level 3D printing devices。
the rise of the global 3D printing market has been promoted。
According to a research report by Global Industry Analysis Inc。
the global 3D printing market XXX n by 2018.2 The ns of 3D printingThe ns of 3D XXX。
In the medical field。
3D printing has been used to create prosthetics。
implants。
XXX industry。
3D printing has been used to create XXX industry。
3D printing has been used to create unique and XXX possibilities of 3D printing seem endless。
and it is expected to XXX industries.3 The future of 3D printingThe future of 3D printing is promising。
with the potential to transform the way we XXX 3D XXX advance。
中小企业营销创新和产品创新外文文献翻译中英文
中小企业营销创新和产品创新外文文献翻译中英文（节选重点翻译）英文How do innovation culture, marketing innovation and product innovation affect the market performance of small and medium-sized enterprises(SMEs)?Hasan AksoyIntroductionIt is known that innovation has a significant impact on the performance of firms. Most studies that focus on the relationship between innovation efficiency and firm size only sought to understand the findings in terms of the improvement of market performance and the exploitation of new market opportunities. This specific relationship was further established for small and medium-sized enterprises (SMEs), as well as large companies. Because of their number and the significant share of the workforce involved, SMEs play a crucial role in the economies. Thus, strengthening the innovative aspects and knowledge of SMEs brings major opportunities, as innovation is a key to long-term competitiveness and promises further gains regarding private sector performance and economic development.In this light, this paper aims to contribute to the literature by providing a better understanding of the links between the layers ofinnovation and market performance. Equally, the study empirically tests the resource-based view (RBV) and is extended from Terziovski's work. In contrast to numerous previous studies that indicate market performance as a dimension of the firm's performance, this study provides a clearer view upon the relationship between the constructs of innovation that drive market performance.The first objective implies highlighting the importance of market innovation and innovation culture on product innovation in SMEs. Thus, it should be mentioned that innovation is significant at all stages of competition and creates wealth in the business environment for companies. Some researchers argue that small firms invest more in product innovation than they do in process innovation. Therefore, this study approaches only the effect of product innovation on market performance. Companies need to apply innovation culture in their practices, such as to allow them to succeed in terms of innovative products and services. It is creativity, empowerment, and change of organizational culture that drives innovation. Empirical evidence suggests that it is important to build, maintain, and promote a culture of innovation, if companies want to remain successful and create new products. However, despite the attention towards the topic of marketing innovation and innovation culture in the literature, previous research did not sufficiently analyzed the contribution of innovation culture and theimpact of marketing innovation on product innovation.The second objective of the study is to address the importance of marketing innovation strategies and product innovation when considering superior market performance. The primary idea behind this research is that marketing innovation is a prerequisite when trying to improve market performance. Marketing and product innovation strategies are the key contributors to market performance. Competitiveness has become an indispensable element of survival in the marketplace, while innovation activities create superior value and benefits, such as allowing a company to differentiate itself from its' competitors. SMEs can effectively use market innovation to sell differentiated products and services in complex environments. The innovation literature suggests that product innovation affects performance. In the research, the focus was on the influence innovative activities have on market performance. This study contributes to the present literature by revealing the manner in which the development of a unique innovation culture and marketing innovation provides SMEs with product innovation success. It also sustains that the creation of innovative marketing strategies and product innovation capabilities maintain superior market performance on the part of SMEs.The researcher theoretically approaches the fact that an RBV plays a major role in explaining and answering the following questions in the model. Firstly, to what degree do marketing innovation and productinnovation efforts influence the market performance of SMEs? Secondly, how does innovation culture impact on both marketing and product innovation in SMEs? Thirdly, to what degree do marketing and product innovation interact with each other to affect the market performance of SMEs? In this light, the SPSS Amos from listed Turkish SMEs was used to test the hypothesis.The study begins by discussing the literature and theoretical background of the model, followed by the description of the methodology and the examined samples and measures. The final sections present the results, while highlighting a critical review and possible avenues for future research.Innovation cultureThe findings in the literature indicate a significant relationship between culture and innovation [79], [80], [81], [82], [83]. Innovation is a crucial precursor to competition and generates wealth in the business environment [13], [14], [15]. However, the application of innovation is not easy to embrace without having a culture that encourages the organization to innovate [84]. Innovation occurs when firms motivate their employees to share their skills with the rest of the organization [47]. As such, values, beliefs, and behaviors are shared by organizational members in a manner that builds an innovation culture [85], [86]. This empowers company development and the obtaining of new knowledgethat improves the innovation [87], [88].Marketing innovationMarketing adds value to the sales interface and to the innovation performance of the company [103]. Market innovation focuses on developing the mix of a target market, while determining how companies can serve the target markets best [37]. It is also described as a progress in marketing mix [53], [61]. Nevertheless, innovation and marketing must go hand in hand. Innovation reveals the buyer's needs beyond the product, while marketing innovation has to evaluate customer value perceptions and generate opportunities for unmet customer needs, based on which companies may provide new innovative products [40], [104].Product innovation is significant in the marketing context because it attracts new customers by promising superior value and by enlarging market segments and product lines [91], [105]. Many studies support the positive relationship between marketing innovation and product innovation. For example, some indicate that marketing innovation has a positive effect on product innovation [106], [107]. Additionally, marketing innovation empowers the offer of cheaper and better quality products [108]. Marketing innovations produce a higher diversification of products [109], which helps companies expand their offerings, while acting as one of the important sources of competitive advantage [110]. As such, firms should use new methods and innovative marketing ideas topromote their products that are not well-known in the market [111].The marketing capability and innovation performance of companies are strongly related [112]. Innovation is also a significant function of marketing, as it is linked to firm performance. Thus, the remarkable interest on the part of researchers towards the ability of marketing innovation to increase firm performance is reasoned . Equally, marketing innovation has a positive effect on firm performance [117], [118] and an ability to improve, strengthen, and maintain the firm's competitive advantage.Product innovationAs innovation can be applied in different forms, the study regards product innovation as one of the significant types of innovation. There are several studies in the literature discussing product innovation . Product innovation is defined as the development and radical change in the performance attributes of the supplied product or service . The concept dominated most discussions on innovation; since it has the strategic importance to satisfy the customer's needs and enter into new markets. The innovation literature suggests that product innovation affects company performance. Despite SMEs' flexibility and ability to rapidly respond to market needs, the tendency for product innovation is higher in larger firms than is the case in smaller enterprises . Equally, while analyzing the SMEs associated with the development of productinnovation and the relationship between product innovation and firms' performance, a study reveals that the product innovation has a positive relationship with a firm's performance [. In addition, the positive relationship between new product development and performance is also supported.Discussion of the findings and conclusionInnovation is a prerequisite for being successful in a competitive environment. In SMEs, innovation culture is an important construct that can sustain product innovation and foster marketing strategies. As such, understanding marketing innovation can help to encourage product innovation and SME market performance. Terziovski's model ensures a framework for considering SME performance and the impact of innovation constructs on it. While building on this model, the present study considers in an empirical context how distinct layers of innovation can support SME market performance. The tests reported here indicate that innovation constructs support SME market performance.Theoretical implicationsThe study extends a model suggested by literature. In Terziovski's model, SME performance depends on strategies, capabilities, culture, relationships, and structure. In this paper, SMEs market performance depends on more focused constructs, in the form of innovation culture, market innovation, and product innovation.Thus, the findings of this study seek to bring several contributions to the literature with regard to organizational practices. It contributes to the overall understanding of market performance by analyzing the innovative structure of SMEs. The theoretical model investigates the relationships among innovation culture, product innovation, marketing innovation, and the market performance of SMEs. The findings show that innovation culture is an effective source of both marketing innovation and product innovation (H1aand H1b). Furthermore, there are some reasonable statements about these results. Firstly, innovation culture is a prior condition for achieving organizational, marketing, and managerial success in competitive markets. Although previous research revealed the importance of innovation culture in an organization, various questions remain regarding the relationships between innovation culture and the innovative marketing strategies of SMEs.SMEs' innovation culture not only positively impacts on marketing strategies, but also positively strengthens product innovation performance. When a firm's innovation culture is strong, it has the ability to sustain marketing strategies and foster the generation of new ideas and services to satisfy customers. Also, the creation of an innovation culture may help to develop the process of product innovation and performance.The study reveals that a marketing innovation strategy has a significant and positive relationship with both product innovation andmarket performance (H2a and H2b). In the same light, previous studies noted the important role of marketing innovation on market performance, business performance, and SME performance. However, this study extends previous research studies by testing marketing innovation in an integrated model, focusing on SME and market performance. New products are successful when the associated development and marketing activities are well performed. Nevertheless, potential customers know little about a product when it is initially released on the market. Therefore, companies need new tools to introduce and promote it, which will ultimately lead to marketing innovation.Numerous studies argued that product innovation plays a critical role in the development of new products, process efficiency, and sustained competitive advantage, in terms of extending market share. The findings show that product innovation has a significant and positive relationship with market performance (H3). Moreover, unique new products have the effect of enhancing performance.The results of the model highlight that innovation culture and marketing innovation in SMEs have a positive direct relationship with product innovation. The results of the study offer a valuable perspective for researchers, implying that innovation culture stimulates the SMEs to differentiate their organizational culture and products from those of their competitors. As such, the present study contributes to the innovationliterature by improving the understanding of the relationship between innovation and the market performance of SMEs. Mainly, it extends the understanding of the relationships between innovation and market performance by analyzing the impact of marketing innovation and product innovation.Managerial implicationsThe findings of the study point out some implications for managers in terms of the importance of SME marketing innovation strategies and product innovation, with regard to increasing the market share. Firstly, SMEs should improve marketing innovation to achieve a competitive advantage, by building an innovative culture within the company and following the trends. Marketing innovation is crucial for SME managers when it comes to creating new and unique products, and for attaining superior market performance.Secondly, the findings of the study also propose that SMEs should balance their investment in terms of an innovational learning culture, marketing, and innovation processes, as part of the pursuit of improving market performance. These results help managers to achieve superior market performance. Thirdly, SMEs should improve their product innovation capability, by investing in promotion techniques, and introducing innovative marketing programs within the company. Furthermore, SMEs should be responsive to this type of innovationresulting from their organization environment and marketing related activities, as improving such capability in order to encourage innovation can the develop market performance.As one can observe, the model described in the study opens the door for a new approach on the part of managers regarding the manner in which SMEs make use of marketing and innovative skills, ensuring successful market performance. Additionally, embedding an innovation culture in the organizational structure can support a higher level of marketing and product innovation. Thus, managers can guide employee behavior, conduct, and integrate their new ideas in such a way as to achieve better market performance outcomes.中文创新文化，营销创新和产品创新如何影响中小企业的市场表现？引言众所周知，创新对公司的绩效有重大影响。
智能控制系统毕业论文中英文资料对照外文翻译文献
智能控制系统中英文资料对照外文翻译文献附录一：外文摘要The development and application of Intelligence controlsystemModern electronic products change rapidly is increasingly profound impact on people's lives, to people's life and working way to bring more convenience to our daily lives, all aspects of electronic products in the shadow, single chip as one of the most important applications, in many ways it has the inestimable role. Intelligent control is a single chip, intelligent control of applications and prospects are very broad, the use of modern technology tools to develop an intelligent, relatively complete functional software to achieve intelligent control system has become an imminent task. Especially in today with MCU based intelligent control technology in the era, to establish their own practical control system has a far-reaching significance so well on the subject later more fully understanding of SCM are of great help to.The so-called intelligent monitoring technology is that:" the automatic analysis and processing of the information of the monitored device". If the monitored object as one's field of vision, and intelligent monitoring equipment can be regarded as the human brain. Intelligent monitoring with the aid of computer data processing capacity of the powerful, to get information in the mass data to carry on the analysis, some filtering of irrelevant information, only provide some key information. Intelligent control to digital, intelligent basis, timely detection system in the abnormal condition, and can be the fastest and best way to sound the alarm and provide usefulinformation, which can more effectively assist the security personnel to deal with the crisis, and minimize the damage and loss, it has great practical significance, some risk homework, or artificial unable to complete the operation, can be used to realize intelligent device, which solves a lot of artificial can not solve the problem, I think, with the development of the society, intelligent load in all aspects of social life play an important reuse.Single chip microcomputer as the core of control and monitoring systems, the system structure, design thought, design method and the traditional control system has essential distinction. In the traditional control or monitoring system, control or monitoring parameters of circuit, through the mechanical device directly to the monitored parameters to regulate and control, in the single-chip microcomputer as the core of the control system, the control parameters and controlled parameters are not directly change, but the control parameter is transformed into a digital signal input to the microcontroller, the microcontroller according to its output signal to control the controlled object, as intelligent load monitoring test, is the use of single-chip I / O port output signal of relay control, then the load to control or monitor, thus similar to any one single chip control system structure, often simplified to input part, an output part and an electronic control unit ( ECU )Intelligent monitoring system design principle function as follows: the power supply module is 0~220V AC voltage into a0 ~ 5V DC low voltage, as each module to provide normal working voltage, another set of ADC module work limit voltage of 5V, if the input voltage is greater than 5V, it can not work normally ( but the design is provided for the load voltage in the 0~ 5V, so it will not be considered ), at the same time transformer on load current is sampled on the accused, the load current into a voltage signal, and then through the current - voltage conversion, and passes through the bridge rectification into stable voltage value, will realize the load the current value is converted to a single chip can handle0 ~ 5V voltage value, then the D2diode cutoff, power supply module only plays the role of power supply. Signal to the analog-to-digital conversion module, through quantization, coding, the analog voltage value into8bits of the digital voltage value, repeatedly to the analog voltage16AD conversion, and the16the digital voltage value and, to calculate the average value, the average value through a data bus to send AT89C51P0, accepted AT89C51 read, AT89C51will read the digital signal and software setting load normal working voltage reference range [VMIN, VMAX] compared with the reference voltage range, if not consistent, then the P1.0 output low level, close the relay, cut off the load on the fault source, to stop its sampling, while P1.1 output high level fault light, i.e., P1.3 output low level, namely normal lights. The relay is disconnected after about 2minutes, theAT89C51P1.0outputs high level ( software design), automatic closing relay, then to load the current regular sampling, AD conversion, to accept the AT89C51read, comparison, if consistent, then the P1.1 output low level, namely fault lights out, while P1.3 output high level, i.e. normal lamp ( software set ); if you are still inconsistent, then the need to manually switch S1toss to" repair" the slip, disconnect the relay control, load adjusting the resistance value is: the load detection and repair, and then close the S1repeatedly to the load current sampling, until the normal lamp bright, repeated this process, constantly on the load testing to ensure the load problems timely repair, make it work.In the intelligent load monitoring system, using the monolithic integrated circuit to the load ( voltage too high or too small ) intelligent detection and control, is achieved by controlling the relay and transformer sampling to achieve, in fact direct control of single-chip is the working state of the relay and the alarm circuit working state, the system should achieve technical features of this thesis are as follows (1) according to the load current changes to control relays, the control parameter is the load current, is the control parameter is the relay switch on-off and led the state; (2) the set current reference voltage range ( load normal working voltage range ), by AT89C51 chip the design of the software section, provide a basis for comparison; (3) the use of single-chip microcomputer to control the light-emitting diode to display the current state of change ( normal / fault / repair ); specific summary: Transformer on load current is sampled, a current / voltage converter, filter, regulator, through the analog-digital conversion, to accept the AT89C51chip to read, AT89C51 to read data is compared with the reference voltage, if normal, the normal light, the output port P.0high level, the relay is closed, is provided to the load voltage fault light; otherwise, P1.0 output low level, The disconnecting relay to disconnect the load, the voltage on the sampling, stop. Two minutes after closing relay, timing sampling.System through the expansion of improved, can be used for temperature alarm circuit, alarm circuit, traffic monitoring, can also be used to monitor a system works, in the intelligent high-speed development today, the use of modern technology tools, the development of an intelligent, function relatively complete software to realize intelligent control system, has become an imminent task, establish their own practical control system has a far-reaching significance. Micro controller in the industry design and application, no industry like intelligent automation and control field develop so fast. Since China and the Asian region the main manufacturing plant intelligence to improve the degree of automation, new technology to improve efficiency, have important influence on the product cost. Although the centralized control can be improved in any particular manufacturing process of the overall visual, but not for those response and processingdelay caused by fault of some key application.Intelligent control technology as computer technology is an important technology, widely used in industrial control, intelligent control, instrument, household appliances, electronic toys and other fields, it has small, multiple functions, low price, convenient use, the advantages of a flexible system design. Therefore, more and more engineering staff of all ages, so this graduate design is of great significance to the design of various things, I have great interest in design, this has brought me a lot of things, let me from unsuspectingly to have a clear train of thought, since both design something, I will be there a how to design thinking, this is very important, I think this job will give me a lot of valuable things.中文翻译：智能控制系统的开发应用现代社会电子产品日新月异正在越来越深远的影响着人们的生活，给人们的生活和工作方式带来越来越大的方便，我们的日常生活各个方面都有电子产品的影子，单片机作为其中一个最重要的应用，在很多方面都有着不可估量的作用。
品牌策略外文翻译
外文文献翻译Nike, lining, for everyone, is a familiar sports brand. In the United States, have high amounted to 70% Teen Dream is to have a pair of Nike shoes. Lining is the China sporting goods industry leader. In this paper we will from Nike, Nike lining lining the development the core value to discuss the lining and Nike in the cultural difference.We then aiming at the Nike lining the politics, economy, culture, technology and other aspects of the macroscopic environment analysis. In the brand positioning, Nike and lining are only used a self-expression positioning, Nike 's slogan is" Just do it", lining was replaced with a new slogan" Make the Change ( make change happen )" replaced the original" Anything is possible ( everything is possible. )".There is also the opportunity to develop products such as sport wear, sunglasses and jewellery. Such high value items do tend to have associated with them, high profits. The business could also be developed internationally, building upon its strong global brand recognition. There are many markets that have the disposable income to spend on high value sports goods. For example, emerging markets such as China and India have a new richer generation of consumers. There are also global marketing events that can be utilised to support the brand such as the World Cup (soccer) and The Olympics.Product development offers Nike many opportunities. The brand is fiercely defended by its owners whom truly believe that Nike is not a fashion brand. However, like it or not, consumers that wear Nike product do not always buy it to participate in sport. Some would argue that in youth culture especially, Nike is a fashion brand. This creates its own opportunities, since product could become unfashionable before it wears out i.e. consumers need to replace shoes.Lining, Nike is take self-expression way of positioning, can exhibit the unique brand image, promote a unique personality, so that the brand has become the expression of consumer personal values, self expression of a carrier and media. Lining and Nike target customers are young people, is a similar consumer groups. But they all have their own one is from the United States foreign brands, is a domestic national brand is they can be successful, because they are used for their own variouspositioning and marketing strategies.The market for sports shoes and garments is very competitive. The model developed by Phil Knight in his Stamford Business School days (high value branded product manufactured at a low cost) is now commonly used and to an extent is no longer a basis for sustainable competitive advantage. Competitors are developing alternative brands to take away Nike's market share.As discussed above in weaknesses, the retail sector is becoming price competitive. This ultimately means that consumers are shopping around for a better deal. So if one store charges a price for a pair of sports shoes, the consumer could go to the store along the street to compare prices for the exactly the same item, and buy the cheaper of the two. Such consumer price sensitivity is a potential external threat to Nike.If you have a body, you are an athlete - Bill Bowerman said this a couple of decades ago. The guy was right. It defines how he viewed the world, and it defines how Nike pursues its destiny. Ours is a language of sports, a universally understood lexicon of passion and competition. A lot has happened at Nike in the 30 years More ……So we discussed below lining Nike market positioning and their respective market differentiation strategy. It is because they each find themselves in the market are in the best position and strategy, it is the two brand to become the leader of the important reasons.李宁、耐克都是采取自我表现的定位方式，可以展示品牌的独特形象，宣扬独特个性，让品牌成为消费者表达个人价值观、表现自我的一种载体和媒介。
市场营销外文文献翻译 定义“新产品策略” 中英文版
中文翻译：定义“新产品策略”罗伯特G·库珀摘要：新产品对于大多公司的成长和生存至关重要。
新产品策略是公司的主要计划，它指导公司的产品创新力度，并链接企业的新产品开发计划。
本文首先探讨什么是产品创新策略，其在公司中的作用，以及为什么创新策略是一个有效的新产品计划必不可少的一部分。
接下来，本文着重于一个新产品策略的发展过程，从开发目标产品开始和再到产品开发领域的选择。
文章使用到矩阵方法去定义和选择产品开发的领域。
来源于笔者的实证研究数据在优先选择新产品开发的领域的模型中将会被用到。
一、简介新产品是现代企业发展和繁荣的核心。
越来越多的有见地的管理者认识到，一个新产品或新技术战略应该成为企业策略的明确和中心要素。
这篇文章是关于在企业层面上的新产品策略——关于对一个新的产品策略的需求和关于定义和开发这样一个战略。
二、新产品策略的重要性新产品开发和技术通过帮助定义公司决策的范畴，对公司的战略性思维起到支撑性的完整的关系作用。
对于许多公司来说，新的产品和技术已成为企业战略、开辟新的市场、新的商业机会的先驱。
无数在办公室的未来，生物工程，微电子，机器人快速增长的公司表明，一个精心构思的新产品战略具有潜在发展势头。
同样地，今天的许多企业巨头，如IBM，施乐，宝丽来德州仪器，在几十年前羽翼未丰的公司，如今能成为伟大的公司，就是因为管理者在早期做出了新产品决策。
在开发和推出新产品上最有可能取得成功的公司就是那些明确核心新产品策略，为之实施公司的具体做法，驱使和带动企业目标及策略的公司。
这些都是一些布兹- 艾伦和汉密尔顿的关于商业惯例的研究结论。
还有其他发现，在企业成功要素上，产品创新策略也起到至关重要的作用。
有些公司制定这样的策略。
例如，克劳福德在研究了125家公司后的研究结果中提出了产品创新章程。
他指出，公司现在开始在一个文件中一起推出一个具有多功能元素的新产品策略，这个策略指定了市场类型，产品，技术和公司在新产品项目上追求的方向。
毕业设计论文外文文献翻译计算机科学与技术微软VisualStudio中英文对照
外文文献翻译（2012届）学生姓名学号********专业班级计算机科学与技术08-5班指导教师微软Visual Studio1微软Visual StudioVisual Studio 是微软公司推出的开发环境，Visual Studio可以用来创建Windows平台下的Windows应用程序和网络应用程序，也可以用来创建网络服务、智能设备应用程序和Office 插件。
Visual Studio是一个来自微软的集成开发环境IDE（inteqrated development environment），它可以用来开发由微软视窗，视窗手机，Windows CE、.NET框架、.NET精简框架和微软的Silverlight支持的控制台和图形用户界面的应用程序以及Windows窗体应用程序，网站，Web应用程序和网络服务中的本地代码连同托管代码。
Visual Studio包含一个由智能感知和代码重构支持的代码编辑器。
集成的调试工作既作为一个源代码级调试器又可以作为一台机器级调试器。
其他内置工具包括一个窗体设计的GUI应用程序，网页设计师，类设计师，数据库架构设计师。
它有几乎各个层面的插件增强功能，包括增加对支持源代码控制系统（如Subversion和Visual SourceSafe）并添加新的工具集设计和可视化编辑器，如特定于域的语言或用于其他方面的软件开发生命周期的工具（例如Team Foundation Server的客户端：团队资源管理器）。
Visual Studio支持不同的编程语言的服务方式的语言，它允许代码编辑器和调试器（在不同程度上）支持几乎所有的编程语言，提供了一个语言特定服务的存在。
内置的语言中包括C/C + +中（通过Visual C++）,（通过Visual ），C＃中（通过Visual C＃）和F＃（作为Visual Studio 2010），为支持其他语言，如M,Python,和Ruby等，可通过安装单独的语言服务。
新产品开发之管制程序-中英文对照
Revision History1.0 PURPOSE目的1.1 This document outlines the Product Development process for the design and development ofproducts at SUNMING. This procedure is to be followed for all new product developmentactivities to ensure specified requirements are achieved, meeting cost and quality objectives.It applies to design activities and spans to the complete design cycle from initial productdefinition to end of the pre-production cycle and to sustaining activities that occur afterintroduction of a product to mass production.此文件概括了SUNMING产品设计开发的产品开发制程。
所有新产品开发活动都应遵守此制程以确保指定需求的实现，符合成本及品质目标。
它应用于设计活动及持续到最初产品定义到预生产周期结束的设计周期的完成，及产品进入量产后持续发生的活动。
2.0 SCOPE 范围2.1 The NPD (New Product Development) procedure details the product development process. Itdetails the various development cycles and their inputs and outputs. It addressesdevelopment planning, design requirements, design procedures, design guidelines, designreviews, test requirements and practices, deliverable, organizational interfaces, projectteams, responsibilities and development cycle gates and reviews to evaluate compliance ofthe development activities to requirements.新产品开发程序(NPD) 详细说明了产品开发制程，指出了不同的开发周期及其输入与输出。
新产品开发专业英语翻译
New Product Development新产品开发1.Introduction产品战略、精心计划的投资组合、便利的明确客户的需求的组织结构、明确的产品理念以及项目计划的整合失败可能会严重阻碍新产品的开发。
很多企业在制定产品策略时，通常选择新的产品概念，并计划新产品开发项目。
然而，当被问及产品创新的最大弱点是什么时，这些公司的管理者指出是模糊的前端。
他们描述了一些常见的前端的故障征兆：1.新产品因为不“符合公司的发展战略”在中途突然被取消。
2.因为关键的人员“太忙”，没有时间花费给“重中之重”的新产品计划项目，导致这些项目的执行受到影响。
3.新产品因为产品概念目标不断的变化，导致新产品经常推出的比公布时间晚。
自从1983年唐纳德•舍恩把产品开发描述为“游戏”后，时代已经开始变了。
在“游戏”中，总经理把他们自己和产品开发固有的不确定因素保持距离…技术人员保护自己以免承担企业的损失。
自那时起，新产品的开发已经成为一个核心的业务活动，这个活动需要与经营战略密切相关同时该过程也必须通过分析和决策。
现在，一般的管理者不能与产品开发的不确定性保持距离，技术人员也不能保护自己免承担企业的责任或义务。
随着能力增强的并行工程、快速原型和与供应商的和谐伙伴关系对产品设计和开发时间的缩短，（产品开发）管理的注意力已经转向交叉职能性的、前期策略性的、概念性和规划性的活动。
这些活动通常在新产品的详细设计和开发之前（展开）。
在这里，新产品理念获得形状，论证，计划以及支持他们的认同通向后续的执行。
然而，尽管对前端重要性的认可非常广泛，但旨在提高其效力的有限的系统检查还是一直存在。
2.What is the “front-end”? 什么是“前端”？先前的研究一直专注于新产品开发的成功因素（NPD）。
虽然许多上述因素涉及到设计的执行与项目管理问题，有些还涉及到前端。
与罗伯茨的模型一样，我们分类确定了与前端相关的先前研究的基础和项目具体内容的两个方面的成功因素。
新产品导入之管制程序-中英文对照
Revision History1.0 PURPOSE目的1.1 This document outlines the roles and activities of New Products Introduction (NPI) atSUNMING. This procedure shall be applied to all new developed products to ensure theproducts are ready to be put into mass production. It covers the activities of sample build,Design For Manufacturing (DFM) review, Engineering Run (ER) and Pre-Production (PP).此文件概括了SUNMING新产品导入的角色和活动，适用于所有新开发产品以确保产品可以投入量产。
它包含了样品构建活动，生产设计评审，工程运行及预生产。
2.0 SCOPE 范围2.1 This document details the process of the following activities:此文件包含了以下活动的详细过程：2.1.1 Sample build 样品构建2.1.2 Engineering Run (ER) 工程运行2.2.3 Pre-Production (PP) 预生产3.0 ASSOCIATED DOCUMENTS 有关文件3.1 NP20001 Corporate Procedure for New Product Development (NPD)新产品开发之管制程序4.0 DEFINITIONS 定义BOM Bill Of Material 物料表CTP Compliant Test Plan 兼容测试计划ECN Engineering Change Notice 工程变更通知DCC Document Control Center 文控中心DFM Design For Manufacturing 可制造性设计ER Engineering Run 工程运行FCT Functional Test 功能测试FDR Final Design Review 最终设计评审MP Mass Production 量产NPD New Product Development 新产品开发NPI New Product Introduction 新产品导入PM Project Team Manager 项目团队经理PP Pre-Production 预生产VR Verification Review 验证评审5.0 GENERAL REQUIREMENT 一般要求：5.1 NPI INTRODUCTION 新产品导入介绍5.1.1 What is NPI 什么是新产品导入NPI is a series of activities managed by a specialized (NPI) team with the objective tobring a product from design documents to prototype and to ensure manufacturability involume quantity with performance compliant to design specification, cost and qualityobjectives.新产品导入是由一个专业的新产品导入小组管理的一系列活动。
开发新产品策略案例
开发新产品策略案例Developing a new product strategy requires careful consideration of several factors. In today's fast-paced and competitive market, it is crucial for companies to constantly innovate and bring new products to the market to stay ahead of the competition. Developing a successful product strategy involves understanding the market, identifying consumer needs, and aligning the company's objectives with these needs.制定新产品战略需要认真考虑几个因素。
在当今快节奏和竞争激烈的市场中，公司必须不断创新，推出新产品来领先竞争对手。
制定成功的产品战略涉及了解市场，确定消费者需求，并将公司目标与这些需求保持一致。
One key aspect of developing a new product strategy is conducting thorough market research. This involves gathering data on consumer preferences, market trends, and competitor offerings. By analyzing this data, companies can identify gaps in the market where new products can be introduced to meet unmet consumer needs. Market research also helps companies understand consumer behavior andpreferences, which can inform product design and marketing strategies.制定新产品战略的一个关键方面是进行彻底的市场调研。
英语作文-全球文教办公用品市场新产品开发与创新策略
英语作文-全球文教办公用品市场新产品开发与创新策略In the realm of educational and office supplies, the global market is a dynamic and competitive space where innovation and product development are crucial for success. The industry is not only about producing functional items but also about understanding the evolving needs of consumers and adapting to technological advancements.The development of new products in this sector often starts with identifying gaps in the market or specific needs that are not being met by current offerings. For instance, as digitalization transforms the way we work and learn, there is a growing demand for products that bridge the gap between traditional writing instruments and digital input devices. This has led to the creation of smart pens that can digitize handwritten notes and sync them with various digital platforms.Moreover, sustainability has become a significant factor in product development. Consumers are increasingly aware of environmental issues and seek products that align with their values. Therefore, companies are innovating with biodegradable materials, refillable options, and products made from recycled content to minimize environmental impact.Another aspect of innovation is the incorporation of ergonomic designs that enhance comfort and efficiency, especially for products that are used frequently, such as chairs and keyboards. Ergonomic research has led to products that reduce strain and the risk of repetitive stress injuries, which is a significant concern for both students and professionals.Collaboration tools have also seen a surge in innovation, with products designed to facilitate group work and idea sharing, both in physical and virtual spaces. Whiteboards that can be used as interactive screens and cloud-connected notepads that allow for real-time collaboration are examples of how products are evolving to meet the needs of modern teamwork.In terms of marketing strategies, understanding the target audience is key. For products aimed at younger demographics, such as school supplies, incorporating popular culture and trends can make the products more appealing. Meanwhile, for professional office supplies, functionality and quality are often the primary concerns.Product development must also consider the global nature of the market. With the ease of online shopping, consumers have access to products from around the world, which means that companies must be aware of international trends and preferences. Additionally, products must be adaptable to different educational and professional systems across various countries.In conclusion, the global market for educational and office supplies is one that demands continuous innovation and strategic product development. By focusing on consumer needs, sustainability, ergonomic design, collaboration, and global trends, companies can create products that not only meet the current demands but also shape the future of how we work and learn. The key to success lies in the ability to innovate and adapt in a market that is constantly evolving. 。
新产品开发用语中英文对照及全拼
新产品开发用语中英文对照及全拼KO-—-项目启动(Kick Off）TS—--主题确定（Theme Selection)CA-—-概念批准(Concept Approval）CC——-开发策划完成（Concept Complete ）AA———总布置批准（Architecture Approval）FER———设计发放（Final Engineering Release)PA-——工程批准（Program Approval ）RP———RP样车完成（Rapid Prototype）DC-——设计终冻结（Design Cut—off）SF--—试制样车完成（Sample Finish)ASO—-—A图签发（A—Sign Off)ESO——-工程签发（Engineering Sign Off)SOP-——生产启动（Start of Production)PT-——项目总签发（Program Transfer）DFMEA———设计失效模式分析PFMEA-—过程失效模式及后果分析DVP ---设计验证计划TTO———工装和工艺的连线调试PV—--生产验证计划PPAP———供应商生产件批准程序PP--—小批试生产PP签发--—小批量试生产确认S图-—-指通过初步设计评审，下发的工程图样和相关技术文件A图-—-指通过设计验证确认的图样及技术文件B图—-—指通过设计签发及RP样车---指在非工装件（快速成型样件）状态下进行的、验证产品设计关系的试制样车CP样车-—-指在工装件状态下进行组装的、可用于试验验证和零部件认证的试制样车S.E同步开发活动-—-指在新产品开发过程中，生产、质量、制造等部门与设计部门同步开展的相关活动。
新产品开发专业英语翻译
New Product Development新产品开发1.Introduction产品战略、精心计划的投资组合、便利的明确客户的需求的组织结构、明确的产品理念以及项目计划的整合失败可能会严重阻碍新产品的开发。
很多企业在制定产品策略时，通常选择新的产品概念，并计划新产品开发项目。
然而，当被问及产品创新的最大弱点是什么时，这些公司的管理者指出是模糊的前端。
他们描述了一些常见的前端的故障征兆：1.新产品因为不“符合公司的发展战略”在中途突然被取消。
2.因为关键的人员“太忙”，没有时间花费给“重中之重”的新产品计划项目，导致这些项目的执行受到影响。
3.新产品因为产品概念目标不断的变化，导致新产品经常推出的比公布时间晚。
自从1983年唐纳德•舍恩把产品开发描述为“游戏”后，时代已经开始变了。
在“游戏”中，总经理把他们自己和产品开发固有的不确定因素保持距离…技术人员保护自己以免承担企业的损失。
自那时起，新产品的开发已经成为一个核心的业务活动，这个活动需要与经营战略密切相关同时该过程也必须通过分析和决策。
现在，一般的管理者不能与产品开发的不确定性保持距离，技术人员也不能保护自己免承担企业的责任或义务。
随着能力增强的并行工程、快速原型和与供应商的和谐伙伴关系对产品设计和开发时间的缩短，（产品开发）管理的注意力已经转向交叉职能性的、前期策略性的、概念性和规划性的活动。
这些活动通常在新产品的详细设计和开发之前（展开）。
在这里，新产品理念获得形状，论证，计划以及支持他们的认同通向后续的执行。
然而，尽管对前端重要性的认可非常广泛，但旨在提高其效力的有限的系统检查还是一直存在。
2.What is the “front-end”? 什么是“前端”？先前的研究一直专注于新产品开发的成功因素（NPD）。
虽然许多上述因素涉及到设计的执行与项目管理问题，有些还涉及到前端。
与罗伯茨的模型一样，我们分类确定了与前端相关的先前研究的基础和项目具体内容的两个方面的成功因素。
新产品开发建议书
新产品开发建议书英文回答：New Product Development Proposal。
In today's highly competitive market, continuous innovation is crucial for businesses to stay ahead of the curve and meet the evolving needs of customers. Introducing new products that address unmet demands or offer improved solutions can be a powerful driver of growth and profitability. This proposal outlines a comprehensive plan for the development and launch of a new product that aligns with our strategic objectives and has the potential to establish a strong position in the market.Product Concept and Market Analysis。
After conducting extensive market research and customer surveys, we have identified a gap in the product offerings of our competitors. Our new product, [product name], willbe designed to cater to this underserved segment, offering unique features and benefits that address specific pain points experienced by target customers. We have analyzed industry trends, competitive landscapes, and customer demographics to ensure that [product name] has a clear market opportunity and aligns with current market demands.Target Market and Customer Persona。
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中英文对照外文翻译文献(文档含英文原文和中文翻译)对于新产品策略的研究和定义摘要：新产品对于大多公司的成长和生存至关重要。
新产品策略是公司的主要计划，它指导公司的产品创新力度，并链接企业的新产品开发计划。
本文首先探讨什么是产品创新策略，其在公司中的作用，以及为什么创新策略是一个有效的新产品计划必不可少的一部分。
接下来，本文着重于一个新产品策略的发展过程，从开发目标产品开始和再到产品开发领域的选择。
文章使用到矩阵方法去定义和选择产品开发的领域。
来源于笔者的实证研究数据在优先选择新产品开发的领域的模型中将会被用到。
一、简介新产品是现代企业发展和繁荣的核心。
越来越多的有见地的管理者认识到，一个新产品或新技术战略应该成为企业策略的明确和中心要素。
这篇文章是关于在企业层面上的新产品策略——关于对一个新的产品策略的需求和关于定义和开发这样一个战略。
二、新产品策略的重要性新产品开发和技术通过帮助定义公司决策的范畴，对公司的战略性思维起到支撑性的完整的关系作用。
对于许多公司来说，新的产品和技术已成为企业战略、开辟新的市场、新的商业机会的先驱。
无数在办公室的未来，生物工程，微电子，机器人快速增长的公司表明，一个精心构思的新产品战略具有潜在发展势头。
同样地，今天的许多企业巨头，如IBM，施乐，宝丽来德州仪器，在几十年前羽翼未丰的公司，如今能成为伟大的公司，就是因为管理者在早期做出了新产品决策。
在开发和推出新产品上最有可能取得成功的公司就是那些明确核心新产品策略，为之实施公司的具体做法，驱使和带动企业目标及策略的公司。
这些都是一些布兹-艾伦和汉密尔顿的关于商业惯例的研究结论。
还有其他发现，在企业成功要素上，产品创新策略也起到至关重要的作用。
有些公司制定这样的策略。
例如，克劳福德在研究了125家公司后的研究结果中提出了产品创新章程。
他指出，公司现在开始在一个文件中一起推出一个具有多功能元素的新产品策略，这个策略指定了市场类型，产品，技术和公司在新产品项目上追求的方向。
三、问题忽视新产品的重要性，管理者从传统的模式的文献得到关于新产品策略的帮助微乎其微。
很少指示被发展，用于协助管理者在新产品项目开发的领域和方向上做出。
也就是说，基本没有几个概念框架，或成熟的方法来帮助制定新产品策略。
此外，很少人做关于确定公司的新产品计划的组成和结果的实证研究：这就是，企业如何直接或间接地选择新的市场和技术领域，用不同方式组织和集中自己的研发成果。
虽然在今天有很多战略发展模式被使用到，但是大多至少被公司现有的业务单位，现有的发展产品线使用到，它们一般涉及资源分配和战略发展而已。
例如，各种组合模式被开发出来，基本变化遵循波士顿咨询集团模型——现金奶牛，明星，狗和野猫。
这些组合或资源分配模型被应用在产品开发的新领域的同时，这些模型也被主要开发应用在公司既有的产品或业务处理上。
同样，另一种流行的战略发展援助模型，PIMS模型，着眼于可供选择的战略及其对企业盈利能力的影响，同样也是主要针对在公司现有业务的。
总之，这些策略模型着重处理的是什么，而不是可能是什么。
这些方法是模型缺乏一个生成和选择新的战略选项的系统程序，其中包括新产品和新业务。
四、产品创新章程在商业竞争中，战略已被定义为“根据企业的资源和优势管理（部署）制定出的以诧异和超越竞争对手或利用机会的计划”。
更具体地说，随着公司的产品或市场环境重新调整，战略的变化也随之重新定义。
战略与产品和市场规范是紧密联系在一起的。
科瑞指出，市场选择和产品划分是企业战略的两个关键维度。
产品创新策略与企业策略密切相关，将变得更加具体。
近年来，“产品创新章程”或PIC精简版已经被使用。
PIC记录了企业新产品项目的所有策略。
在产品发展项目和该公司的企业战略中，这也是必不可少的联系。
4.1 PIC有两个关键要素：1、PIC指明了游戏的目标，产品创新在帮助企业实现其企业目标过程中扮演的角色。
它回答了这个问题：新产品和产品创新在哪里与公司的整体规划相契合？3这个角色然后被转化成新产品计划的具体目标。
报表，如“到1990年，我们的企业30％的销售额将来自新产品，我们将在未来五年的开发和推出这些新产品”，就是在PIC中发现的典型目标。
2、PIC指明了比赛进行的具体区域。
即，它定义了类型的市场，市场适应者，技术和新产品项目专注的产品。
这些领域为企业的产品开发项目提供了一个重点。
五、为什么会有产品创新章程？开发PIC是艰苦的工作。
它涉及到很多人，特别是高层管理人员。
那么，为什么会付出所有的努力？我们大多数人或许可以说出很多没有一个新产品项目总体规划的企业。
他们是如何做到的？5.1 没有创新章程下开展业务在没有PIC下运行一个创新项目就像在打一场没有重点军事战略的仗。
在没有舵，没有方向的时候，没到彼岸我们早已沉没。
一个没有PIC的新产品项目将不可避免地导致每个人做出一些各自独立的临时的决定。
新产品研发项目的启动仅仅参照各自的长处，很少考虑到他们是否适合宏大的项目。
其结果是，该公司发现自己身处无关或不必要的市场，产品和技术。
5.2 目标：与企业战略链接一个PIC给予公司的新产品项目什么类型的方向指引呢？首先，PIC的目标使得产品开发成功与公司战略紧密联系在一起。
新产品的开发，成为企业战略的核心组成部分，成为公司的整体战略平台一块关键的木板，往往是理所当然的。
预算费用承诺的问题正通过定义新产品项目的角色和目标来处理研发项目或新产品的产品预算问题在经济困难时期经常不能幸免于难。
在一些公司中，研发项目被认为是软金钱——一种奢侈品。
但是，随着产品创新作为公司战略中的核心面，产品创新的角色和目标牢固地确立起来，缩减这个预算会变得没那么随意。
要有连续性的利用资源致力于新产品。
5.3范畴指导规范游戏计划PIC的第二个方面，即范畴的定义，对于指导和专注于新产品成果非常关键。
新产品的开发过程中的第一步是创意产生。
但是，新产品的创意如何产生？除非限定范畴的，否则结果就像散射枪击打的结果一样，无方向，重点不突出，无效！在新产品开发过程中的第二个关键步骤的创意筛选。
早期筛选创意的第一标准是：“所提及的产品是否属于公司新产品项目的强制任务？这也可以解释成：我们作为一家公司什么样的市场，产品，技术，是否对我们公平？如果没有公平的游戏的定义——范畴——有利于对试图做出有效的创意筛选！范畴的定义也引导着资源和人力资源计划。
如果某些市场被指定为重点市场，那么企业可以收购资源，技能和知识，以能够更好地打开那些市场。
同样，如果目标技术被挑选出来作为重点，企业可以雇佣和获取资源，以加强其在这些领域的能力。
资源的建设不是一朝一夕的事。
在片刻的注意间人们不可能雇佣到一支销售队伍，没有人可以在当地的超市上获得大量重要的，在特定技术上有作为的研究人员或工程师。
把合适的人，资源和技能用到合适的地方，需要领先时间和方向，因此需要进行定义范畴重点。
5.4 证据在哪儿？PIC理论的论断，虽然有逻辑性，但看起来似乎还是有点学术性。
不禁会让人想起那些想那些没有宏伟的产品创新策略却已经成功的公司。
那么，哪来的证据支持PIC理论呢？，很遗憾的是并没有太多证据，原因之一是关于创新策略的作用和影响的研究调查并不是很多。
大多数关于产品创新的商业研究一直专注于以个别产品项目为单位来进行分析，例如，是什么让一个新产品成功，而不是对整个公司的新产品计划。
关于企业的新产品策略的研究，传递了一个清晰及一贯的信息：新产品策略在企业层面来说是成功的关键，而一些策略显然比其他策略做得更好。
业层面来说是成功的关键，而一些策略显然比其他策略做得更好。
1、布兹-艾伦和汉密尔顿的关于企业新产品策略实践的研究发现：“成功的企业更致力于通过内部的新产品来实现增长”，并认为“他们更容易有一个包括来源于新产品的若干部分发展的战略计划”。
研究的作者继续解释为什么成功与拥有新产品策略息息相关：新产品战略把新产品的开发过程链接到公司的目标，并为想法/概念的产生提供焦点和建立适当的筛选标准。
这一战略分析的结果是一组战略性的角色，不是用来产生特定的新产品的创意，但却可以帮助确定将新产品开发的市场。
这些市场机会提供产品组合和新产品创意的产生的市场需求。
此外，战略角色为新产品表现测评标准提供指引。
性能阈值和战略角色一起为筛选新的产品理念提供了更精确的手段。
2、PIMS研究（利润影响市场战略）考虑了新产品策略的影响，但仅限于在外围方法。
这些研究侧重于为什么某些特定业务单元比其他的更有利可图，并且试图把盈利能力与市场策略相连接起来等。
研发项目的支出和产品质量水平是在研究中众多被考虑到的策略因素中的两个变量，发现两个因素均与盈利能力紧密相连（虽然研究的反对者在因果关系的方向上有争论）。
3、奈斯特龙和爱德华松研究了大量的工业产品企业，并确定了各种新产品策略捆绑如何与企业表现相关联。
策略强调协同技术的运用，一个负责任的研发项目组织和一个外向型的研发成功一般比较顺利。
这项研究局限于只有极少数的战略维度，而且研发项目策略与新产品研发策略是有不同的。
尽管如此，该消息显示新产品策略和业绩表现密切相关。
4、我们自己的研究涉及到产品创新策略对120家企业表现的影响。
这项研究是少数考虑到大量策略维度，和在大量公司中，策略是如何与公司表现联系在一起的调查之一。
最重要的结论是，产品创新策略和业绩表现是强烈联系在一起的。
市场、产品和公司选择技术的类型、方位和他们的产品创新计划的方向对项目的成功和盈利能力有着明显的影响。
策略的确非常重要！5.5选择正确范畴的证据我们的调查提供远不止策略表现的强烈暗示。
该研究深入洞察一个成功的创新策略的成分：目标的类型是合理的和可测量的；有利于选择范畴的标准——产品、市场和公司选择成功的技术的种类。
下面是一些更重要的结论，我们稍后在范畴的选择的部分将会用到：1、大量影响公司新产品表现的策略因素被发现。
这些因素适合分为两类：一类是他们描述了公司已选择的新产品范畴的类型，一类是他们获得的公司如何完成任务的基础。
2、获得竞争基础的因素描绘了新产品项目的方向和目标。
他们包括诸如技术的侵略性和复杂性的因素，市场导向，项目的重点，研发支出等有利于指引如何在新的产品项目的进行导向和管理。
3、描述范畴选择的因素构成了第二类因素，影响着后续项目的表现。
这些可以被进一步细分为如下因素：1区域范畴的吸引力（例如，市场的需求，成长和规模，在区域范畴内技术的可操作性等）；2公司的利用区域范畴的实力或能力（例如，在公司资源和新产品开发区域范畴内的适应和协调能力）。
在随后的分析中，我们可以把不同因素赋予权重——每个因素在“成功等式”中有多重要。
这些因素和它们的权重我们如表1所示，我们用表1为选择争取的区域范畴提供的重要标准和权重。