We-need-strategic-cost-management我们需要战略成本管理大学毕业论文外文文献翻译及原文
完善管理制度英文
完善管理制度英文IntroductionA well-structured and efficient management system is crucial for the smooth operation of any organization. It provides a framework for decision-making, ensures compliance with regulations and standards, and helps in achieving the organizational goals. In this report, we will discuss the implementation of a comprehensive management system within an organization, including the necessary steps, the key components, and the benefits of a well-implemented management system.The Implementation ProcessThe implementation of a management system requires careful planning, effective communication, and commitment from the leadership team. The following steps should be followed for the successful implementation of a management system:1. Identify the need: The first step in implementing a management system is to identify the need for it. This could be due to the organization’s growth, change in regulations, or the desire to improve operational efficiency. It is important to understand the specific requirements of the organization and the areas where a management system can make a significant impact.2. Set objectives: Once the need for a management system has been identified, the next step is to set clear and achievable objectives. These objectives should be aligned with the overall strategic goals of the organization and should address the specific needs identified in the previous step.3. Select a framework: There are several management system frameworks available, such as ISO 9001, ISO 14001, and OHSAS 18001. The organization should select a framework that best fits its requirements. It is important to understand the specific requirements of each framework and how they align with the organization’s objectives.4. Develop a plan: The implementation of a management system requires a detailed plan that outlines the steps to be taken, the timeline for implementation, and the resources required. The plan should also include a risk assessment and a mitigation strategy to address any potential challenges that may arise during implementation.5. Communication and training: Effective communication is crucial during the implementation of a management system. It is important to clearly communicate the objectives, the benefits, and the expectations from the management system to all the stakeholders within the organization. In addition, training should be provided to the employees to ensure they understand their roles and responsibilities in the new system.6. Implementation: The next step is the actual implementation of the management system. This may involve changes to processes, documentation, and the adoption of new tools andtechnologies. It is important to monitor the progress of the implementation and make any necessary adjustments to ensure a smooth transition.Key Components of a Management SystemA well-implemented management system should include the following key components:1. Policy and objectives: The management system should be based on a clear policy that outlines the organization’s commitment to quality, environmental sustainability, or occupational health and safety, depending on the specific focus of the system. In addition, specific objectives should be set to address the organization’s goals in these areas.2. Documentation: The management system should include a comprehensive set of documentation that outlines the processes, procedures, and work instructions to be followed by the employees. This documentation should be easily accessible and regularly updated to reflect any changes in the system.3. Risk management: The management system should include a robust risk management process to identify, assess, and mitigate any potential risks to the organization. This may involve conducting risk assessments, implementing controls, and developing contingency plans.4. Monitoring and measurement: The management system should include a process for monitoring and measuring the performance of the organization in relation to the objectives set. This may involve the collection of data, analysis of performance indicators, and regular reporting to the management team.5. Continual improvement: A well-implemented management system should include a process for continual improvement. This may involve conducting regular audits, seeking feedback from stakeholders, and identifying opportunities for enhancing the system.Benefits of a Well-implemented Management SystemA well-implemented management system can bring numerous benefits to an organization, including:1. Improved operational efficiency: A management system can help streamline processes, eliminate waste, and improve productivity, leading to overall operational efficiency.2. Enhanced compliance: A well-implemented management system can help an organization comply with industry regulations, standards, and best practices, reducing the risk of non-compliance.3. Better decision-making: A management system provides a framework for making informed decisions, based on data and analysis, leading to better outcomes for the organization.4. Increased customer satisfaction: A well-implemented management system can lead to improved product quality, faster delivery times, and better customer service, resulting in higher customer satisfaction.5. Reduced costs: A management system can help identify and eliminate unnecessary expenses, leading to cost savings for the organization.ConclusionThe implementation of a management system is a complex process that requires careful planning, effective communication, and commitment from the leadership team. However, the benefits of a well-implemented management system can far outweigh the effort involved in its implementation. A well-implemented management system can lead to improved operational efficiency, enhanced compliance, better decision-making, increased customer satisfaction, and reduced costs for the organization. Therefore, it is important for organizations to invest in the implementation of a comprehensive management system to achieve long-term success and sustainability.。
Business Case Analysis
Business Case AnalysisWhat is a Business Case?A business case is a tool used to manage business process improvement activities from inception through implementation. A business case is a document that identifies functional alternatives and presents economical and technical arguments for carrying out alternatives over the life-cycle to achieve stated business objectives or imperatives. Each business case will look different depending on its application. However, essential ingredients remain constant. Essential ingredients include functional process descriptions, technical architecture descriptions, cost projections, action plans, measuresof performance, and risk assessment for each alternative under consideration. Its focus is on process improvement and reengineering, not on technology insertion. Technology's role is to enable or support meaningful process change. To be effective as a management tool, a business case must never begin with any predetermined notions of the outcome or predetermined technological solution. It must be completely and totally unbiased in its conduct and presentation.Do We Need A Business Case?Yes. In most cases, projects are implemented to improve the efficiency of an existing business process, possibly in conjunction with a business process re-engineering effort. Both the costs and benefits are considered when making the financial analysis. Business cases should support the organizations' strategic goals and objectives.This guide's purpose is to bring consistency and understanding to business case development efforts within the SWRO. It highlights the process steps required to produce a simple, straightforward and easy to understand Business Case Model/Analysis (BCA). Its objective is to promote the useand consistent application of business cases as the tool for the evaluationand management of change within the SWRO Garrison Directorates to support the HQ-IMA PIR initiative.What is a PIR?A meeting of leaders, managers, and supervisors within an organization that addresses relevant cost and other performance data that focuses on a process, their relevant cost and performance with the goal of improving a process and driving down cost.Initiatives ConsideredDevelop high-level plans that describe new or different approaches to doing business according to performance targets and business objectives. It islikely that several improvement ideas and plans will be identified. However, not all of them can, or should, be put into place. Find possible ways to do each approach and then parse these into achievable packages of work and results. Project-level groupings of work that produce distinct deliverables are named initiatives. Initiatives can vary in scope and size. There must be a narration of each initiative included in the business case. Describe how strategies will be put into place in terms of specific actions, timeliness, and resources. Evaluate initiatives against demonstrated implementation experience or other's best practices. Identify and assess each candidate initiative's risks and define different paths to abate such risk. Match each candidate initiative to common barriers or characteristics.Barriers to successful implementation refer to those situations that tend to be outside the span of control of those making change, or that have prevented desired outcomes of previous attempts to adopt new ideas or technologies. Similar implementation efforts must find ways to overcome or bypass these barriers to achieve closure. For most individuals, change is difficult. Therefore, resistance may be encountered when gathering accurate information from individuals within the organization. These barriers are overcome with proper communication. Explain why certain questions that are being asked can promote a more open environment for dialog. Sometimes there is nothing to do except document within the business case, any issues relating to the people barrier.Each initiative must reflect progression (including phased achievement) toward affected performance targets. Convert performance targets into provisional performance objectives. These objectives can frame stepped-investment justification and selection decisions, and drive downstream development of the TO-BE process.Providing clearly defined initiatives give the decision-maker an understanding of what the business case is about, because in the end, the business case is about initiatives.How Do I Begin?Establish a dialog among all of the parties involved. Those designated to prepare the business case must know what is important to the decision-maker. They must also understand the initiatives and alternatives to be included in the business case and gain an understanding of how the business case will be used to come to a decision.The decision-maker should identify the critical elements of the decision process for those who will develop the model. Preferences for presentation of alternative comparisons should be discussed, agreed upon, and documented. Specialist and/or training, if any, required to support the process should beidentified and scheduled. Activity modeling, financial analysis and Activity Base Costing (ABC) are areas that are most likely to drive the need for training and or support from specialists. Business cases are about choice. They must present the decision-maker with alternatives and the consequences of those alternatives. In general, not less than three alternatives should be presented. The figure at right provides the general information that should be included for each alternative.What Should My BCA Include?Business cases are about choice. They must present the decision-maker with alternatives and the consequences of those alternatives. In general, not less than three alternatives should be presented. The following table provides the general information that should be included for each alternative.Who Should Prepare a Business Case and What Should They Know?The most important requirement is to be thoroughly versed in the organization's processes and activities, and corresponding goals and objectives as they relate to the business case. Know what is important to the decision-maker. Activity modeling and financial analysis skills are also required or alternatively, specialists may be used to assist in these areas. Use of specialists, when available, is highly recommended. They can significantly reduce the time required to prepare a business case.What Should the Decision-Maker Know?The decision-maker must have an understanding of how to use the business case and how it will apply to the expected change. The decision-maker does not need to understand the detailed analysis techniques; however, he or she should have a basic knowledge in financial areas such as return on investment and discounted cash flow. Matter-of-course knowledge of business process reengineering topics, such as activity modeling, aids in using the model to make good decisions.Business Case OutlineThe table displayed provides the recommended outline that all business cases should follow. Each outline element is briefly discussed to provide an understanding of needed content.2.0 Business Case Analysis2.1 Goals and ObjectivesAll business cases should support strategic goals and objectives. Business cases should support implementation of the TO-BE State identified within the Service or Agency vision, mission, goals, and objectives. Explain why the business case is being prepared. Identify sponsoring and funding organizations. This explanation of why the business case was done can reinforce the idea of aiding in the transition to a performance-based organization. The starting point for identifying the business case subject is usually a proposed or planned action, but the business case's subject ultimately is defined in terms of objectives.2.2 Functional Performance and MetricsPerformance measurement is the assessment of effectiveness and efficiency of activities, operations, and processes in support of achievement of an organization's missions, goals, and quantitative objectives through application of outcome-based, measurable, and quantifiable criteria, compared against an established baseline.There are four classes of performance measures used in both functional and economic analysis:1. An outcome measure assesses actual results, effects, or impacts of a program activity compared to its intended purpose.2. An output measure describes goods or services produced and the actual level of activity recorded or effort that was realized.3. An efficiency measure is a ratio of outputs to inputs.4. An effectiveness measure should identify critical characteristics of the output that meet customer requirements.Discuss what organizational performance measures are being used and how they are influenced by the initiatives.A performance indicator is a factor used to assess speed or responsiveness, quality, or cost of a process, input, output, or outcome. In effect, it is the unit of measure for a performance measure. Indicator definitions can be used to compare projected outcomes of each alternative, as well as how the indicator will be maintained for continued feedback into the success or failure of the selected alternative once implemented. A brief discussion on the costs and benefits of collecting this monitoring information should be included, especially if a method of collection must be set up to facilitate the new metric.2.3 Baseline/Alternatives ConsideredThe objective of functional process improvement is to achieve the objectives. Because each initiative considers only one or a few areas for improvement, analyze combinations of initiatives to address each goal. It is unreasonable to study all combinations, because there will be too many. A more practical method is to combine logical packages of initiatives that work well together or portfolios of a set of initiatives with common objectives or goals to form alternatives. As a rule, initiatives sharing common critical performance measures or objectives make the best business case for being put in one portfolio versus another. However, each set of related initiatives must put into place changes that handle the same predicted level of process workload within the planning horizon. Another point to consider is the decision-maker's focus on the business case and the corresponding emphasis to place on each element of analysis across all alternatives. Look at tuning the business case's emphasis in the same way the settings are adjusted on a sound system's graphic equalizer.The reference for measurement is the status quo, or the baseline. Baseline cost and performance provide threshold values for the cost and performance of alternatives. AS-IS costs and performance measurements revised to reflect any approved changes not yet implemented would provide this baseline. The business case should include at least three alternatives,including the status quo. Each alternative must give functional management a complete view of financial and operational impacts of proposed changes.Develop total investment cost flow and total anticipated process cost savings flow for each alternative. Quantify total risk assessments based on probability and consequence of failure for each principal initiative activity. Develop an action plan for each alternative, and assemble as a total package for review by the approval authority. Pre-test any controversial ideas with the approval authority or his or her peers.2.4 Key AssumptionsAssumptions are necessary in a business case because they are explicit statements used to describe present and expected future behavior upon which the business case is based. Since no one knows what the future holds, assumptions must be used to set boundaries for painting the business case. Example assumptions include future workload, estimated useful life of an investment or system, and the period over which alternatives will be compared.Summarize key economic indicators used for each alternative assessment; also briefly discuss what non-quantitative issues need consideration. Employ a sensitivity analysis or another method and focus on assumptions that are thought or historically demonstrated to cause the greatest amount of variation in costs and performance.2.5 AS-IS Activity ModelThe current process-flow of that piece of the organization that is being considered in the business case must be detailed to a level where all stakeholders can support conclusions drawn from the analysis. It also must be developed enough to understand areas affected by proposed initiatives. Finally, it must be detailed enough to assign costs and link performance measures. This step is also considered developing the baseline or baselining. It provides the picture of what is being changed that will be used to compare with the alternatives.3.0 Discussion of Alternatives3.1 Alternative 13.1.1 Functional Process DescriptionFunctional Analysis is about what is done. This should describe significant outcomes, outputs, measures, and inputs involved in executing this process. It must focus on efficiency (best use of inputs), effectiveness (best delivery of outputs and outcomes), and productivity (output over input). Sometimesthese differences in TO-BE versions tend to be very subtle, and this may require a greater focus on change in flows than on the processes themselves. Another approach is to build higher-level context models. These show how the change impacts upstream or downstream activities (that is, the outcome difference may not be within the scope of the activity model). Give attention to those actions that will eliminate or reduce excess and delay.3.1.2 Performance Impact and MetricsProvide the projected metrics that is expected to result from each alternative and indicate how the metrics compares to the baseline. At this level, we are talking about how mission requirements, strategic goals, expected outcomes, and expected performance will be met by this alternative. A conscious, focused effort should be made at each stage of the process to recognize and document the relationship of each requirement to the accomplishment of a higher-level goal or objective.3.1.3 Cost Projections (Economic Analysis)Economic Analysis is about the costs and benefits of how something is and will be done.The business case places emphasis on future economic benefit rather than on period costs, and on "value-added" as opposed to "cost savings." This section must focus on what investment option should produce the best use of investment capital.It should focus on productivity, and describe how it mitigates both initiative-fulfillment risk and organizational uncertainty stemming from the intended changes. It should offer the decision-maker multiple cash flow calculations.Underscore that there is no one right answer, only one best answer. The best course of action should blend the total cost of involved processes, output performance, and outcome impacts prevailing over all sub-optimal choices.The organizing backbone of the business case is a time line extending across months or years.This provides a framework for showing management how they can work to help put financial tactics into place: reduce costs, increase gains, and accelerate gains.The business case is not a budget, not a management accounting report, and not a financial reporting statement. This distinction is meaningful for deciding which kind of cost and benefit data go into the business case: incremental values or total cost and benefit figures. Incremental values are probably the right choice in decision support situations, notably where both costs and benefits will enter the business case.Cost Projections - InvestmentsThese costs should be the complete and total costs necessary to have the alternative turned into a reality. This includes training and needed purchases. Provide an aggregate, initiative-level mapping that would help view required cash flows over time as they relate to each alternative. This would also linkto activities that an alternative affects. At the heart of this mapping is a high-level course of action used to frame when and how a TO-BE state becomes operational. This is called an action plan. This should enable the decision-maker to see how cash spending increases until some point at which operations costs start decreasing.Prepare an action plan that specifies what needs to be done and when. A solid and complete action plan has each of the following characteristics:∙Each component action has a specific beginning and ending point.∙ A specific person or group of people does each component action.∙Responsible parties have authority, capability, and obligation to get the job done.∙Each component action has a tangible, clear result. Afterward, it is possible to know whether it was done or not.Cost Projections - OperationalAt a minimum, the business case should reflect the AS-IS cost of doing the whole activity, coupled with a targeted reduction percentage that can be applied over time (tied to its initiatives). This will show expected TO-BE activity costs once changes are put into place. Moving it to the next level of output costing, or better yet outcome costing would be desirable, because this is what most people can relate to.ABC relates cost of resources to activities that consume them. At a minimum, this information provides insight for calculating future out-year resource requirements and costs. ABC can provide calculations that will depict activity levels through the planning horizon. These costs should be ongoing operation costs directly contributing to activities defined within the activity model mentioned in the functional analysis.3.2 Risk AssessmentThis must be discussed with or without having quantifying information. Even with these categories, it cannot be assumed that some standard mitigation routine can be applied to every one of that type. Each identified risk needs to be separately looked at and handled. To avoid paralyzing the decision-making processes, rank these factors and address the most ominous of them.A proper study of risk should be addresses in any business case, but risk is perhaps the most difficult area to figure out. Risk should be viewed as “a n undesirable implication of uncertainty.” Risk can be quantified in terms of odds (probabilities) or remain non-quantified (uncertainty). In situations involving risk, probabilities of various outcomes are known. Under uncertainty, there is no knowledge of the probabilities of various outcomes are known. We can classify different categories of risk: Business Risk, Process Risk, and Organizational Risks.Recognizing risk does not have to hit an exact number, but instead distinguish one alternative from another by the degree of risk that separates them. This recognizes that not every decision carries an equal degree of failure or success. It allows the decision-maker to recognize the fact that estimates have varying degrees of becoming reality.3.3 Comparison of Alternatives - FunctionalDescribe the TO-BE activity models for each alternative and describe how they address performance measures vis-à-vis the AS-IS activity model. These TO-BE models should represent a different future state in line with each alternative. This should also point out why the alternative would achieve a distinctly different manner of doing business, rather than continuing with the AS-IS, or baseline. Annotate differences between each TO-BE diagram and the AS-IS diagram, and among TO-BE diagrams. These diagram comments can depict organizational and other resource volumes as well as volumes represented by the flow arrows. Tying initiatives to both AS-IS and TO-BE activities illustrates intended changes and helps visualize necessary project work.3.3.1 Comparison of Alternatives - CostsAs stated earlier, the organizing backbone of the business case is a time line extending across months or years, as the figure suggests. A graph of total investment and operational costs for the baseline and each alternative should be provided, as well as any other presentation helpful to the decision-maker.3.3.2 Comparison of Alternatives - Investment CostsCost measures gauge the number of investment dollars needed to achieve a particular milestone or activity level. For example, a performance measure can be the dollars necessary to move an effort through one phase. Thegranularity of a performance result is not as important as tying the investment of dollars to the achievement of some result. This task is decidedly different from measuring whether budgeted dollars were spent in a particular fiscal year. Schedule measures gauge the amount of time necessary to obtain a particular performance result. As stated above, a performance measure can be the amount of time needed to move an effort through a phase or the amount of time to do part of a phase. What is important is that the schedule measure is tied to the same performance result as the cost measure. Investment project baselines should contain major events that impact the effort. Achieving these events on time may demonstrate satisfactory progress. For each effort, establish a target date that is based upon contractual requirements or the need to complete an event before another can start. Thresholds for these events can be set by policy (e.g., 90 days beyond target) or by absolute need when there is no slack in the schedule.3.3.3 Comparison of Alternatives - Operational Cost SavingsExploit Activity Based Costing capabilities in the business case by assigning projected costs to various activities affected by each initiative. The change in activities from the AS-IS activity model to the TO-BE activity model should make up cost savings realized by that initiative. The TO-BE activity model should always represent increased value-added to the organization.4.0 Conclusions, Recommendations, and IssuesThis section should be prepared at the end of the business case development. Make an initial conclusion and recommendation to the decision-maker based on the findings. Conclusions, recommendations, and issues should be documented as an amendment to the business case as provided by the decision-maker.。
我对中国城市化的看法英语作文
我对中国城市化的看法英语作文1China's urbanization has been a remarkable phenomenon in recent decades. It has brought about numerous benefits and challenges.The improvement of urban infrastructure is undoubtedly one of the most significant achievements. Take transportation for example. The expansion of subways and high-speed railways has greatly enhanced the mobility of people and goods within cities and between different regions. Advanced communication networks have also facilitated information exchange and business development.However, along with the rapid urbanization, several problems have emerged. Environmental pollution has become a serious concern. The increase in factories and vehicles has led to deteriorating air and water quality. Moreover, the demand for resources such as energy and water has soared, causing shortages in some areas.To address these issues, we need to take a series of measures. Firstly, strict environmental regulations should be implemented to control pollution emissions. For instance, industries should be required to adopt cleaner production technologies. Secondly, efforts should be made to promote energy conservation and the development of renewable resources. Additionally, urban planning should be more scientific and rational, with afocus on creating sustainable and livable communities.In conclusion, while China's urbanization has brought great progress, it is crucial to find solutions to the associated problems to ensure a balanced and sustainable development for the future.2Urbanization in China has brought about both remarkable benefits and significant challenges. The movement of rural population to cities has been a notable phenomenon. This migration has not only provided a vast labor force for urban industries, fueling economic growth, but also facilitated the exchange of diverse cultures. For instance, people from different regions bring their unique customs and traditions, enriching the cultural fabric of cities.However, urbanization has also presented some drawbacks. The excessive expansion of cities has led to a reduction in arable land, threatening food security. Traditional cultures in some areas have gradually eroded as modernization sweeps through. Take some ancient towns for example; their original architectural styles and local customs have been overshadowed by the uniformity of modern urban development.In conclusion, while urbanization has driven China's rapid economic development and cultural integration, it is crucial to address the problems it has caused. We should strive for a more balanced and sustainable urbanization process that preserves our precious land and cultural heritagefor future generations. Only by doing so can we truly enjoy the fruits of urbanization without sacrificing our roots and resources.3Urbanization in China has brought about significant changes to the social structure, which cannot be ignored. One of the notable impacts is the widening gap between the rich and the poor in cities. For instance, in some metropolises, the wealthy enjoy luxurious lifestyles with high-end residences and exclusive amenities, while the less fortunate struggle to make ends meet, residing in cramped and poorly maintained accommodations. This disparity not only reflects economic differences but also poses challenges to social harmony and stability.Another issue is the differentiation of social classes. People are categorized based on their occupations, incomes, and educational backgrounds. This classification sometimes leads to a sense of isolation and limited social mobility, hindering the overall progress of society.The irrational urban planning also gives rise to various social problems. Congested traffic, insufficient public facilities, and environmental pollution are common occurrences. In some areas, rapid development has outpaced infrastructure construction, causing inconvenience and dissatisfaction among residents.In my opinion, to address these problems, the government should formulate and implement more equitable policies to narrow the wealth gapand promote social justice. Moreover, a more scientific and forward-looking urban planning approach is essential. This involves considering the long-term needs of the population, improving public transportation systems, and enhancing the provision of public services. Education and vocational training should also be emphasized to enhance the employability and income levels of the underprivileged, facilitating their upward social mobility. Only through these efforts can we ensure that urbanization brings about true benefits and a more balanced and harmonious social structure.4Urbanization in China has brought about significant changes that have deeply influenced my life and perspectives. Growing up in a rapidly urbanizing city, I have witnessed both the conveniences and the pressures that come with it.The conveniences are undeniable. The advanced transportation systems, such as subways and high-speed railways, have made it extremely easy for me to travel and explore different places. The availability of a wide range of educational resources and cultural activities has broadened my horizons and enriched my knowledge. Shopping malls and supermarkets are everywhere, providing us with a vast array of products and services.However, urbanization also brings along considerable pressures. The competition for jobs and educational opportunities is intense. The cost ofliving is constantly on the rise, especially in terms of housing. The fast-paced lifestyle often leaves me feeling stressed and exhausted.My hometown has also undergone remarkable changes during the process of urbanization. Previously a small and quiet town, it is now filled with modern buildings and busy streets. While this has brought economic growth and improved living standards, it has also led to the loss of some traditional features and a sense of community.In conclusion, urbanization in China is a double-edged sword. It offers numerous benefits but also poses challenges. We need to find a balance to ensure sustainable development and a better quality of life for all.5China's urbanization has been an undeniable force shaping the country's landscape in recent decades. It has brought about numerous benefits and challenges that warrant in-depth analysis.The development of smart cities is one of the promising directions. For instance, advanced transportation systems that utilize intelligent traffic management can significantly reduce congestion and enhance efficiency. Moreover, the integration of smart grids and energy-efficient buildings contributes to sustainable energy consumption. However, implementing these technologies requires substantial investment and coordination among various stakeholders.Sustainable development strategies are also crucial. This includespromoting green spaces and ecological conservation within urban areas. The creation of parks and wetlands not only beautifies the environment but also improves air quality and mitigates the heat island effect. However, there are challenges such as balancing economic growth with environmental protection and ensuring the participation of all citizens in these efforts.Looking forward, a successful urbanization process should focus on balanced regional development. Efforts should be made to avoid overconcentration of resources in a few major cities and promote the growth of smaller and medium-sized cities. This requires effective policy guidance and infrastructure investment.In conclusion, China's urbanization holds great potential but also faces significant challenges. By addressing these issues through innovative solutions and strategic planning, we can create more liveable, sustainable, and prosperous cities for the future.。
100句高级词组短句英文
100句高级词组短句英文1. It is essential to prioritize our tasks in order to maximize efficiency.2. The project requires a comprehensive analysis before any decisions can be made.3. He exhibited impeccable professionalism throughout the negotiation process.4. We need to devise a strategic plan to overcome the challenges ahead.5. The company's success can be attributed to its strong leadership and innovative thinking.6. The team displayed exceptional teamwork and collaboration during the project.7. The speaker delivered a compelling presentation that captivated the audience.8. The company is known for its commitment to fostering a positive work culture.9. We must leverage our resources to gain a competitive advantage in the market.10. The company's progress has been hindered by a lack of proper infrastructure.11. The CEO emphasized the importance of fostering a culture of continuous learning.12. It is crucial to establish strong relationships with our clients.13. The company's sustainability practices align with its core values.14. The board of directors is responsible for overseeing corporate governance.15. The new product launch resulted in a significant increase in sales.16. The company has established a robust customer support system.17. The sales team implemented a targeted marketing strategy to reach their goals.18. The company's expansion plan was executed flawlessly.19. The management team made a strategic decision to diversify the company's offerings.20. The conference provided a platform for industry experts to share their insights.21. The company's prudent financial management ensured its long-term stability.22. The marketing campaign utilized cutting-edge technology to reach a wider audience.23. The team's attention to detail was evident in their meticulous report.24. The company is committed to upholding the highest ethical standards.25. The project team demonstrated exceptional adaptability in the face of unexpected challenges.26. The CEO's vision and foresight guided the company through turbulent times.27. The company's innovative approach set it apart from its competitors.28. The internship program provides valuable hands-on experience for future professionals.29. The company's commitment to corporate social responsibilityis commendable.30. The marketing team's creativity and ingenuity resulted in a successful product launch.31. The company's revenue growth indicates a thriving business.32. The executive team displayed strong leadership and decision-making skills.33. The company's commitment to sustainability has garnered positive attention from stakeholders.34. The team's collaborative efforts led to the successful completion of the project.35. The company's strong brand presence contributes to its competitive advantage.36. The CEO's charisma and eloquence make him an effective public speaker.37. The company's innovative products disrupt the market.38. The team's analytical skills were instrumental in identifying new market opportunities.39. The company's commitment to quality sets it apart from its competitors.40. The employees' commitment to a healthy work-life balance is encouraged and supported by the company.41. The CEO's leadership style inspires trust and loyalty among employees.42. The company's performance metrics indicate steady growth.43. The team's efficiency and effectiveness resulted in cost savings for the company.44. The company's adherence to industry best practices ensures compliance with regulations.45. The CEO's strategic decision-making has propelled the company to new heights.46. The marketing team's creative campaigns have increased brand awareness.47. The company's commitment to diversity and inclusion fosters a positive work environment.48. The team's attention to detail and precision is reflected in theirhigh-quality deliverables.49. The company's expansion into new markets is a testament to its ambition.50. The executive team's transparent and open communication fosters trust among employees.51. The CEO's hands-on approach ensures that he is actively involved in day-to-day operations.52. The company's customer-centric approach sets it apart in the industry.53. The team's resilience and determination overcome challenges and achieve success.54. The company's cost-effective strategies result in improved profitability.55. The CEO's inspirational leadership motivates employees to go above and beyond.56. The company's commitment to innovation drives its competitive edge.57. The team's ability to think outside the box leads to creative solutions.58. The company's recruitment process focuses on attracting top talent.59. The CEO's visionary ideas shape the company's strategic direction.60. The team's problem-solving skills enable them to overcome obstacles.61. The company's commitment to employee development fosters career growth opportunities.62. The CEO's charisma and influential presence make him a respected industry figure.63. The company's customer loyalty program ensures repeatbusiness.64. The team's adaptability and flexibility facilitate quick decision-making.65. The company's financial stability provides a strong foundation for growth.66. The CEO's strong ethical values permeate throughout the organization.67. The company's dedication to continuous improvement results in increased efficiency.68. The team's ability to anticipate market trends positions them ahead of the competition.69. The company's transparent communication enhances trust among stakeholders.70. The CEO's strong negotiation skills result in beneficial partnerships and contracts.71. The company's pursuit of excellence drives continuous innovation.72. The team's diverse skill set enables them to approach challenges from different perspectives.73. The company's commitment to environmental sustainability sets an industry benchmark.74. The CEO's passion for the business inspires employees to exceed expectations.75. The company's strong financial performance indicates a solid market position.76. The team's ability to adapt to changing market dynamics ensures long-term success.77. The company's commitment to social responsibility enhances its reputation.78. The CEO's ability to inspire and motivate teams leads to highemployee morale.79. The company's market research helps identify potential growth opportunities.80. The team's strong work ethic and dedication drive results.81. The company's robust risk management practices mitigate potential threats.82. The CEO's strong sense of integrity and ethics guide decision-making.83. The company's customer feedback mechanism facilitates continuous improvement.84. The team's effective communication ensures alignment and collaboration.85. The company's investment in employee training and development improves overall performance.86. The CEO's strategic partnerships strengthen the company's market position.87. The company's commitment to quality control ensures the delivery of high-quality products.88. The team's attention to detail and precision drives customer satisfaction.89. The company's commitment to employee well-being enhances productivity.90. The CEO's ability to navigate complex regulations and policies ensures compliance.91. The company's investment in technology drives operational efficiency.92. The team's ability to adapt to changing customer demands ensures customer satisfaction.93. The company's commitment to innovation fosters continuous growth.94. The CEO's strong financial acumen guides resource allocation decisions.95. The company's continuous improvement initiatives drive increased productivity.96. The team's strong problem-solving abilities lead to efficient solutions.97. The company's ethical business practices set an industry standard.98. The CEO's effective delegation empowers employees and fosters growth.99. The company's commitment to community involvement enhances its reputation.100. The team's strong leadership and teamwork foster a positive work culture.。
商务英语阅读 第二版 王艳 习题答案之 句子翻译
Chapter 11.这一监控体系最终将取代美国政府对古巴雪茄进口的上限。
The monitoring system will finally substitute the U.S. government’s cap on cigar imports from Cuba.2.墨西哥和美国之间的争执不会有任何作用，并可能导致北美自由贸易协定中关税解除的中断。
The quarrel between Mexico and the U.S. will be of no avail and it may disrupt the lifting of the agricultural tariffs under the North American Free Trade Agreement.3.在召开部长级会议之前，将举行一次经济合作商业论坛，重点探讨如何减小全球经济失衡的纠正对中国的冲击。
An economic cooperation business forum, which will discuss how to minimize the negative impact of global economic imbalance adjustment on China, will take place shortly before the ministerial conference.4.只有少数美国人将此问题归咎于这些明显的因素，即美元贬值或经济周期。
Few Americans attribute this to such obvious causes as a devalued dollar or the business cycle.5.最新的科学研究揭示了这样的事实，即为减少温室气体排放所采取的必要措施会带来沉重的经济和政治成本。
Recent research has shed light on the fact that there are heavy financial and political costs associated with the measures necessary to reduce the emission of greenhouse gases.6.有传言称上个月政府和这家公司的总裁秘密达成一笔交易。
公司年度总结会议英文(3篇)
第1篇Ladies and gentlemen, esteemed colleagues,It is my great pleasure to stand before you today to present the annual summary of our company. This meeting marks the end of another successful year, and it is a perfect opportunity to reflect on our achievements, challenges, and future prospects.First and foremost, let us acknowledge the remarkable progress we have made over the past year. Our company has experienced significant growth, both in terms of revenue and market share. We have expanded our business operations to new markets and introduced innovative products that have gained widespread acclaim.One of the key factors behind our success is the unwavering commitment and dedication of our team members. Each and every one of you has contributed to our collective achievements, and I would like to extend my heartfelt gratitude for your hard work and perseverance.In terms of financial performance, our company has achieved a revenue growth of 20% compared to the previous year. This impressive growth can be attributed to our strategic expansion into new markets, successful product launches, and the strengthening of our customer relationships. We have also managed to maintain a healthy profit margin, which reflects our efficient cost management and operational excellence.On the product front, we have launched several new products that have been well-received by our customers. Our R&D team has worked tirelessly to develop cutting-edge solutions that address the evolving needs of our clients. We are proud to say that our products have gained a strong reputation for their quality, reliability, and innovative features.In terms of customer satisfaction, we have achieved a remarkable score of 95% in our annual customer survey. This high level of satisfaction is a testament to the hard work and dedication of our sales and customer service teams. We have always prioritized building long-lasting relationships with our clients, and this has paid off in spades.However, we must not be complacent. The past year has also presented us with several challenges that we have had to overcome. The global economic uncertainty has impacted our business operations, and we have had to adapt to changing market conditions. We have successfully navigated these challenges by adopting a proactive approach and maintaining a strong focus on our core values.Looking ahead, we are excited about the opportunities that lie ahead. The upcoming year promises to be another year of growth and innovation. We will continue to invest in research and development to bring new products to the market. We will also expand our presence in new markets and explore new business opportunities.In order to achieve our goals, we need to continue working together as a team. Our success depends on each and every one of us, and we must all contribute our best efforts to ensure that our company remains at the forefront of our industry.In conclusion, the past year has been a year of significant achievements and challenges. We have made remarkable progress, and we have a strong foundation to build upon. As we move forward, let us continue to work together, support each other, and strive for excellence. I am confident that our company will continue to thrive and achieve even greater success in the years to come.Thank you for your attention, and let us all look forward to a prosperous and exciting future.Best regards,[Your Name][Your Position][Your Company]第2篇Ladies and gentlemen, esteemed colleagues,As we gather here today, it is with great pleasure and a sense of accomplishment that I present to you the annual summary meeting of our esteemed company. The past year has been a year of challenges, opportunities, and growth, and I am honored to stand before you and share our achievements, lessons learned, and plans for the future.First and foremost, let me extend my heartfelt gratitude to all our employees for their unwavering dedication, hard work, and commitment. It is your collective efforts that have brought us to where we are today. Your passion, creativity, and resilience have been the driving force behind our success.Looking back at the past year, we have made significant strides in various aspects of our business. Here are some key highlights:1. Financial Performance:Our company has witnessed a remarkable growth in revenue and profitability. This can be attributed to our strategic focus on expanding our product line, enhancing customer satisfaction, and optimizing operational efficiency. We have successfully diversified our revenue streams, which has helped us weather the economic uncertainties.2. Product Development:We have launched several innovative products that have received overwhelming positive feedback from our customers. Our R&D team has been instrumental in driving this success, and we are proud to have a talented pool of professionals who continuously push the boundaries of technology.3. Market Expansion:We have successfully entered new markets, both domestically and internationally. Our strong brand presence and customer-centric approach have enabled us to capture a significant market share in these regions. This expansion has not only increased our revenue but also positioned us as a leading player in the industry.4. Customer Satisfaction:Customer satisfaction has been a top priority for us, and we are delighted to report that our efforts have paid off. Our customer feedback has been consistently positive, and we have received numerous testimonials praising our products and services. This recognition is a testament to our commitment to excellence.5. Employee Development:We have invested heavily in the growth and development of our employees. Through various training programs, workshops, and mentorship initiatives, we have empowered our team members to enhance their skills andcontribute more effectively to the organization. This has resulted in a more engaged and motivated workforce.While we have achieved much, we have also faced some challenges. The global pandemic has disrupted our operations, supply chains, and customer expectations. However, we rose to the occasion, adapting to the new normal and finding creative solutions to overcome these obstacles.Looking ahead, we have a clear vision and strategic plan to build upon our achievements. Here are some of our key priorities for the upcoming year:1. Innovation and R&D:We will continue to invest in research and development to bring innovative products to the market. Our R&D team will focus on emerging technologies and market trends to ensure that we stay ahead of the competition.2. Market Expansion:We will explore new markets and strengthen our presence in existing markets. Our goal is to become a global leader in our industry, and we are committed to achieving this vision.3. Customer Experience:We will continue to prioritize customer satisfaction and ensure that our products and services meet the highest standards of quality. Ourcustomer-centric approach will remain at the core of our business strategy.4. Employee Engagement:We will further invest in employee development and engagementinitiatives to foster a positive and inclusive work culture. Our employees are our most valuable asset, and we are dedicated to nurturing their growth and well-being.In conclusion, the past year has been a remarkable journey of growth and success. We have overcome challenges, achieved milestones, and laid a solid foundation for the future. As we move forward, we will continue to embrace change, innovate, and strive for excellence. Together, we will create a brighter future for our company and its stakeholders.Thank you for your dedication and commitment. Let us work hand in hand to achieve greater heights in the coming year.Thank you.第3篇Date: [Date]Location: [Venue]Introduction:Ladies and gentlemen, esteemed colleagues, and guests, welcome to the annual summary meeting of [Company Name]. It is with great pleasure that we gather here today to reflect on the past year, acknowledge our achievements, and set our sights on the year ahead. As we embark on this journey of reflection and planning, let us take a moment to appreciate the collective effort and dedication that has brought us to this point.Year in Review:1. Financial Performance:Over the past year, [Company Name] has demonstrated remarkable financial stability and growth. Our revenue has increased by[percentage], reaching [amount]. This growth can be attributed to our strategic expansion into new markets and the successful launch of [new product/service]. We are particularly proud of our cost optimization initiatives, which have resulted in a reduction of expenses by [percentage].2. Operational Efficiency:Our operational efficiency has been significantly improved through the implementation of lean management practices and the adoption of cutting-edge technologies. We have streamlined our supply chain, reducing lead times and increasing inventory turnover. Additionally, our customer service team has received commendations for their exceptional support and problem-solving skills.3. Innovation and Development:The past year has been marked by a surge in innovation at [Company Name]. Our research and development team has successfully launched [number] new products/services, each designed to meet the evolving needs of our customers. We have also invested heavily in training and development programs, ensuring that our employees are equipped with the latest skills and knowledge.4. Employee Engagement and Development:Employee satisfaction and engagement have been a top priority for [Company Name]. We have implemented several initiatives to foster a positive work environment, including regular team-building activities, wellness programs, and career development opportunities. The result has been a motivated and committed workforce that is driving our success.Achievements and Awards:In recognition of our collective efforts, [Company Name] has been honored with several awards, including:- Best Employer Award by [Awarding Body]- Innovation Award for [Product/Service Name] at the [Event Name]- Customer Service Excellence Award for [Service Name]Looking Ahead:As we look to the year ahead, [Company Name] is committed to maintaining our momentum and driving further growth. Here are some of our key focus areas for the upcoming year:1. Market Expansion:We will continue to explore new markets and expand our global reach, with a particular focus on [region/country].2. Product Development:Our R&D team will be working on [number] new projects, aimed at enhancing our product line and creating additional value for our customers.3. Customer Experience:We will invest in improving our customer experience by enhancing our digital platforms and strengthening our customer service infrastructure.4. Sustainability:Sustainability will remain a core value for [Company Name], and we will continue to implement environmentally friendly practices and support social responsibility initiatives.Closing Remarks:On behalf of the management team, I would like to extend my heartfelt gratitude to each and every one of you for your hard work, dedication, and unwavering commitment to [Company Name]. Together, we have achieved great things, and I am confident that we will continue to excel in the coming year.As we celebrate our achievements and set our sights on the future, let us remember that our success is a testament to our collective effort and shared vision. Here's to another year of growth, innovation, and success for [Company Name]!Thank you all for your presence and your continued support. Let us raise a toast to the year ahead and to the future of [Company Name]. Cheers!。
年终财务总结报告英文
IntroductionAs we come to the end of another financial year, it is essential to take a comprehensive look at our company’s financial performance. Thisreport aims to provide an overview of our financial activities, achievements, and challenges faced during the year. It also includes a forecast for the upcoming year, highlighting the strategies and initiatives we plan to implement to ensure continued growth and stability.Revenue and Profit Analysis1. Revenue GrowthDuring the past financial year, our company has experienced asignificant increase in revenue. This growth can be attributed to several factors, including:- Expansion into new markets: We successfully entered three new geographical markets, which resulted in a 20% increase in sales.- Product diversification: Our introduction of new product lines has broadened our customer base and contributed to a 15% rise in revenue.- Enhanced marketing efforts: Our targeted marketing campaigns have resulted in a 10% increase in brand awareness and customer engagement.The total revenue for the year stands at $15 million, marking a 25% increase from the previous year.2. ProfitabilityDespite the increase in revenue, it is crucial to note that our profitability has also improved. The net profit for the year was $2.5 million, a 30% increase from the previous year. This improvement can be attributed to:- Cost optimization: Through strategic cost-cutting measures, we were able to reduce operational expenses by 5%.- Efficient supply chain management: Our efforts to streamline oursupply chain resulted in a 10% decrease in logistics costs.- Improved sales conversion rates: Our sales team has been successful in converting a higher percentage of leads into sales, leading to increased revenue.Expense Analysis1. Operational ExpensesOur operational expenses have remained relatively stable over the past year, with a slight increase of 2%. This is primarily due to increased spending on marketing and technology upgrades. However, the cost optimization measures mentioned earlier have helped mitigate these expenses.2. Capital ExpenditureCapital expenditure has seen a significant increase of 15% this year. This is primarily due to the investment in new manufacturing facilities and technology upgrades. These investments are expected to yield long-term benefits, including increased production capacity and improved product quality.3. Research and Development (R&D) ExpensesOur R&D expenses have increased by 10% this year. This investment is crucial for maintaining our competitive edge and developing new products. We have successfully launched two new products during the year, and we are currently working on several other innovative projects.Financial Highlights- Revenue growth of 25%- Net profit increase of 30%- Reduction in operational expenses by 5%- Successful expansion into three new markets- Introduction of two new product lines- Investment in new manufacturing facilities and technology upgradesChallenges and OpportunitiesDespite our achievements, we have faced several challenges during the past year. These include:- Global economic uncertainty: The global economic environment has been unpredictable, leading to fluctuations in demand for our products.- Competitive pressures: The market is becoming increasingly competitive, and we need to continuously innovate and improve our offerings.- Rising raw material costs: The cost of raw materials has increased, which has put pressure on our profit margins.However, we also see several opportunities for growth and improvement:- Expansion into new markets: We plan to enter two additional markets in the upcoming year, which will further increase our revenue streams.- Product innovation: We are committed to developing new and innovative products that meet the evolving needs of our customers.- Strengthening our brand: We will invest in marketing and brand-building initiatives to enhance our market position.Forecast for the Upcoming YearFor the upcoming financial year, we are optimistic about our prospects. We anticipate a further increase in revenue and profitability, driven by the following strategies:- Continued expansion into new markets- Increased focus on product innovation- Strengthening of our sales and marketing efforts- Efficient management of our supply chain and operational expensesWe also plan to invest in talent acquisition and development to ensure we have the right people in place to drive our growth.ConclusionIn conclusion, the past financial year has been a successful one for our company. We have achieved significant growth in revenue andprofitability, and we have laid a strong foundation for future success. As we move forward, we are committed to leveraging our strengths and addressing our challenges to continue our upward trajectory. We look forward to a prosperous year ahead and are confident that our strategic initiatives will enable us to achieve our goals.。
管理专业英语关于控制的看法的英语作文
管理专业英语关于控制的看法的英语作文Title: A Perspective on Control in ManagementIntroduction:Management, as a field of study and practice, encompasses various elements and functions that are essential for the smooth running and success of an organization. One such crucial function is control, which plays a vital role in ensuring that the goals and objectives of an organization are achieved in an efficient and effective manner. In this essay, we will explore the concept of control in management and its significance in the modern business environment.Definition of Control:Control in management can be defined as the process of monitoring, evaluating, and regulating the activities and performance of individuals, teams, and departments within an organization to ensure that they align with the goals and objectives of the organization. Control involves setting standards or benchmarks, measuring actual performance against these standards, identifying deviations, and taking corrective actions to ensure that the organization's objectives are met.Types of Control:There are various types of control mechanisms that managers can use to monitor and regulate organizational activities. These include:1. Financial Control: This type of control involves monitoring and managing the financial resources of the organization to ensure that they are used effectively and efficiently. Financial control includes budgeting, financial reporting, and cost control.2. Strategic Control: Strategic control focuses on monitoring the implementation of the organization's strategic plans and initiatives to ensure that they are on track and aligned with the overall goals of the organization.3. Operational Control: Operational control involves monitoring the day-to-day activities and functioning of the organization to ensure that they are in line with the established procedures and standards.4. Human Resource Control: Human resource control focuses on monitoring the performance, behavior, and development of employees to ensure that they contribute effectively to the organization's success.Significance of Control in Management:Control plays a crucial role in management for the following reasons:1. Goal Achievement: Control helps in ensuring that the activities and performance of individuals and departments within the organization are aligned with the overall goals and objectives of the organization. By monitoring and regulating organizational activities, managers can ensure that the organization stays on track to achieve its goals.2. Performance Improvement: Control enables managers to identify deviations from standards or benchmarks and take corrective actions to improve performance. By monitoring performance, managers can identify areas of improvement and implement measures to enhance productivity and efficiency.3. Resource Optimization: Control helps in managing and optimizing the resources of the organization, including financial, human, and operational resources. By monitoring resource utilization, managers can ensure that resources are used effectively and efficiently to maximize productivity and profitability.4. Decision Making: Control provides managers with critical information and data on the performance of the organization, which helps in making informed decisions. By monitoringperformance and identifying deviations, managers can make timely and effective decisions to address issues and capitalize on opportunities.Challenges in Implementing Control:While control is essential for the success of an organization, there are several challenges in implementing control mechanisms effectively. Some of the challenges include:1. Resistance to Control: Employees may resist control mechanisms if they feel that they are being micromanaged or that their autonomy is being restricted. Managers need to strike a balance between control and employee empowerment to ensure that control mechanisms are accepted and embraced by employees.2. Complexity of Control: With the increasing complexity of organizations and business environments, implementing control mechanisms can be challenging. Managers need to design control mechanisms that are simple, transparent, and effective in monitoring and regulating organizational activities.3. Dynamic Environment: In a dynamic and rapidly changing business environment, control mechanisms may become outdated or ineffective. Managers need to continuously reviewand adapt control mechanisms to ensure that they remain relevant and aligned with the organization's goals and objectives.Conclusion:Control is a critical function in management that ensures the smooth running and success of an organization. By monitoring, evaluating, and regulating organizational activities, managers can ensure that the organization stays on track to achieve its goals and objectives. While control comes with its challenges, effective implementation of control mechanisms can lead to improved performance, goal achievement, resource optimization, and informed decision-making. In the ever-evolving business landscape, control remains a fundamental function that managers need to master to drive organizational success.。
商务英语常用口语1000句原文
商务英语常用口语1000句原文商务英语常用口语1000句（原文）：1. Hello, how may I assist you today?2. Good morning, Mr. Smith. How are you doing?3. How can I help you with your project?4. I'm sorry, but I don't have all the details yet.5. Could you please send me an email with the information?6. Thank you for your prompt response.7. I apologize for the delay in getting back to you.8. Can we schedule a meeting to discuss this further?9. Let's set up a conference call to go over the proposal.10. I appreciate your cooperation in this matter.11. Can you please provide me with a progress update?12. We need to find a solution to this problem as soon as possible.13. I'll get back to you as soon as I have more information.14. How soon can you have this task completed?15. I need you to review these documents and provide feedback.16. We have a tight deadline to meet for this project.17. Do you have any suggestions on how to improve this process?18. I recommend that we conduct a market analysis before proceeding.19. Let's plan a team-building activity for the staff.20. I'm sorry, but I won't be able to attend the meeting.21. Can we reschedule the meeting for a later time?22. I'll be out of the office for the rest of the week.23. Could you please prepare a report on the sales figures?24. Let's have a brainstorming session to generate new ideas.25. I suggest that we create a detailed action plan.26. We should allocate more resources to this project.27. It's essential that we meet our quarterly targets.28. I'll send you the agenda for the meeting tomorrow.29. We need to increase our customer satisfaction levels.30. I propose that we implement a customer loyalty program.31. Can you please arrange a business trip to London?32. How is the market responding to our new product?33. We need to conduct market research before launching the product.34. I recommend that we attend the trade show to promote our brand.35. I'm sorry, but I'm not available for a meeting today.36. Is it possible to reschedule the meeting for tomorrow?37. I'll check my calendar and let you know my availability.38. We need to minimize costs while maintaining quality.39. Let's organize a training session for the new employees.40. Can you please email me the financial report for last quarter?41. I suggest that we hire a new marketing manager.42. I'll contact the IT department to resolve the technical issue.43. We should invest more in research and development.44. I recommend that we outsource the manufacturing process.45. I apologize for the inconvenience caused.46. Can you please provide me with a breakdown of the costs?47. We need to negotiate better terms with our suppliers.48. Let's have a meeting to discuss the budget for next year.49. I'm sorry, but I don't have the authority to make that decision.50. Can you please provide me with a progress report for the project?51. We need to analyze the data before making any conclusions.52. I suggest that we explore new markets for growth.53. I'll send you the draft of the contract for review.54. It's essential that we adhere to all legal regulations.55. Let's have a training session on effective communication.56. Can you please prepare a presentation on the new product?57. We should establish a clear sales strategy.58. I recommend that we improve our customer service.59. I'll arrange a meeting with the production team.60. We need to resolve the issue before it escalates.61. Can you please provide me with a cost estimate for the project?62. I suggest that we collaborate with other departments.63. It's crucial that we meet the client's expectations.64. Let's schedule a meeting with the project stakeholders.65. I recommend that we conduct a performance evaluation.66. I'll follow up with you regarding the action items.67. We need to streamline our processes to improve efficiency.68. Can you please update the status of the project?69. I suggest that we implement a quality control system.70. It's essential that we meet the production deadline.71. Let's establish a sales target for the upcoming quarter.72. I recommend that we invest in employee training.73. I'll contact the supplier to negotiate a better price.74. We need to create a marketing campaign for the new product.75. Can you please provide me with a timeline for the project?76. I suggest that we reevaluate our pricing strategy.77. It's crucial that we maintain a strong company culture.78. Let's have a team meeting to discuss the project updates.79. I recommend that we conduct a competitor analysis.80. I'll send you the revised version of the contract.81. We need to monitor our expenses more closely.82. Can you please provide me with a progress update on the project?83. I suggest that we establish key performance indicators.84. It's essential that we provide excellent customer service.85. Let's set up a meeting with the marketing team.86. I recommend that we allocate more resources to research.87. I'll coordinate with the HR department to address the issue.88. We need to develop a strategic plan for the next fiscal year.89. Can you please analyze the market trends for our industry?90. I suggest that we improve our online presence.91. It's crucial that we meet the quality standards.92. Let's have a meeting to discuss the results of the market research.93. I recommend that we implement a team-building exercise.94. I'll contact the legal department regarding the contract.95. We need to enhance our supply chain management.96. Can you please provide me with a breakdown of the expenses?97. I suggest that we initiate a cost-cutting measure.98. It's essential that we comply with all industry regulations.99. Let's set up a training program for the sales team.100. I recommend that we develop a customer feedback system. 101. I'll arrange a meeting with the finance department.102. We need to improve our production efficiency.103. Can you please send me the sales report for last month? 104. I suggest that we conduct a risk assessment.105. It's crucial that we meet the project deadlines.106. Let's have a meeting with the senior management team. 107. I recommend that we expand our product line.108. I'll contact the customer to address their concerns.109. We need to improve our marketing strategy.111. I suggest that we implement a rewards program for employees. 112. It's essential that we maintain good relations with our clients. 113. Let's set up a meeting with the IT department.114. I recommend that we invest in new technology.115. I'll coordinate with the sales team to generate new leads. 116. We need to improve our customer retention rates.117. Can you please review the budget for the project?118. I suggest that we reevaluate our target market.119. It's crucial that we meet the industry standards.120. Let's have a meeting to discuss the marketing strategy.121. I recommend that we conduct a customer satisfaction survey. 122. I'll contact the logistics team regarding the delivery.123. We need to enhance our online marketing efforts.124. Can you please provide me with a timeline for the tasks? 125. I suggest that we analyze the competition before launching. 126. It's essential that we meet our sales goals.127. Let's set up a meeting with the operations team.128. I recommend that we improve our product packaging.129. I'll contact the customer support team to address the issue. 130. We need to streamline our inventory management.131. Can you please send me the financial statements for the quarter?132. I suggest that we implement a performance evaluation system. 133. It's crucial that we meet the project milestones.134. Let's have a meeting with the engineering department.135. I recommend that we expand our distribution channels.136. I'll coordinate with the marketing team for the product launch. 137. We need to improve our communication with customers.139. I suggest that we establish a feedback mechanism for clients. 140. It's essential that we meet the production targets.141. Let's set up a meeting with the quality control team.142. I recommend that we invest in market research.143. I'll contact the finance department to discuss the budget. 144. We need to increase our brand awareness.145. Can you please provide me with a breakdown of the revenue? 146. I suggest that we analyze the market trends before making decisions.147. It's crucial that we meet the customer's expectations.148. Let's have a meeting to discuss the project timeline.149. I recommend that we conduct a SWOT analysis.150. I'll coordinate with the purchasing department to negotiate the price.151. We need to improve our customer relationship management. 152. Can you please send me the sales forecast for the year? 153. I suggest that we implement a project management tool. 154. It's essential that we meet the marketing objectives.155. Let's set up a meeting with the research and development team.156. I recommend that we invest in employee engagement initiatives.157. I'll contact the distribution team regarding the shipping. 158. We need to enhance our brand image.159. Can you please provide me with a timeline for the project tasks?160. I suggest that we create a customer segmentation strategy. 161. It's crucial that we meet the project requirements.162. Let's have a meeting with the customer service team.163. I recommend that we improve our product quality.164. I'll coordinate with the operations team to address the issue. 165. We need to streamline our project management processes. 166. Can you please provide me with a progress update on the team's performance?167. I suggest that we implement a customer relationship management system.168. It's essential that we meet the quality control standards. 169. Let's set up a meeting with the HR department.170. I recommend that we invest in digital marketing.171. I'll contact the legal team regarding the contract negotiations. 172. We need to enhance our customer experience.173. Can you please send me the sales figures for the quarter? 174. I suggest that we analyze the customer feedback before making improvements.175. It's crucial that we meet the project milestones on time. 176. Let's have a meeting to discuss the project risks.177. I recommend that we improve our online reputation management.178. I'll coordinate with the sales team for the product launch. 179. We need to improve our supply chain efficiency.180. Can you please provide me with a breakdown of the expenses for the project?181. I suggest that we implement a performance tracking system. 182. It's essential that we meet the production goals.183. Let's set up a meeting with the finance department.184. I recommend that we invest in market expansion.185. I'll contact the customer to gather feedback.186. We need to enhance our sales techniques.187. Can you please provide me with a revenue forecast for the year?188. I suggest that we analyze the industry trends for growth opportunities.189. It's crucial that we meet the project deadlines without compromising quality.190. Let's have a meeting to discuss the product development timeline.191. I recommend that we conduct a customer loyalty program. 192. I'll coordinate with the marketing team to improve brand awareness.193. We need to improve our customer support services.194. Can you please provide me with a progress report on the project tasks?195. I suggest that we establish a quality assurance process. 196. It's essential that we meet the market demands.197. Let's set up a meeting with the logistics team.198. I recommend that we invest in employee training and development.199. I'll contact the operations team to address the issue.200. We need to streamline our manufacturing processes for cost savings.201. Can you please send me the financial statements for the year? 202. I suggest that we implement a performance management system.203. It's crucial that we meet the project objectives.204. Let's have a meeting with the IT department to discuss the technical requirements.205. I recommend that we improve our online advertising efforts. 206. I'll coordinate with the customer service team to improve customer satisfaction.207. We need to enhance our product design and development. 208. Can you please provide me with a sales forecast for the quarter?209. I suggest that we analyze the market competition before launching the product.210. It's essential that we meet the project deliverables.211. Let's set up a meeting with the sales team.212. I recommend that we invest in research and development for innovation.213. I'll contact the supply chain team regarding the inventory management.214. We need to improve our customer acquisition strategies. 215. Can you please provide me with a timeline for the project milestones?216. I suggest that we establish a pricing strategy.217. It's crucial that we meet the customer's needs and preferences. 218. Let's have a meeting to discuss the marketing campaign. 219. I recommend that we conduct a market segmentation analysis. 220. I'll coordinate with the legal department for the contract review.221. We need to enhance our customer retention strategies.222. Can you please send me the sales report for the year?223. I suggest that we implement a project tracking tool.224. It's essential that we meet the marketing objectives and targets. 225. Let's set up a meeting with the research and development team.226. I recommend that we invest in employee training andmotivation programs.227. I'll contact the warehouse team regarding the inventory management.228. We need to improve our brand positioning.229. Can you please provide me with a timeline for the project tasks?230. I suggest that we create a market penetration strategy. 231. It's crucial that we meet the project requirements and specifications.232. Let's have a meeting with the customer support team. 233. I recommend that we improve our product features and benefits.234. I'll coordinate with the operations team to address the production issues.235. We need to streamline our project management processes for efficiency.236. Can you please provide me with a progress report on the team's performance?237. I suggest that we implement a customer satisfaction survey. 238. It's essential that we meet the quality control standards and regulations.239. Let's set up a meeting with the HR department for employee feedback.240. I recommend that we invest in digital marketing for brand visibility.241. I'll contact the legal team for the contract negotiations. 242. We need to enhance our customer experience for retention. 243. Can you please send me the sales report for the quarter?244. I suggest that we analyze the customer feedback for improvements.245. It's crucial that we meet the project milestones and deliverables.246. Let's have a meeting to discuss the project risks and mitigation strategies.247. I recommend that we improve our online reputation through effective communication.248. I'll coordinate with the sales team for the product launch and promotion.249. We need to improve our supply chain management for cost savings.250. Can you please provide me with a breakdown of the expenses for the project?251. I suggest that we implement a performance tracking system for evaluation.252. It's essential that we meet the production goals and targets. 253. Let's set up a meeting with the finance department for budget review.254. I recommend that we invest in market expansion for growth. 255. I'll contact the customer for feedback and testimonials. 256. We need to enhance our sales techniques and strategies. 257. Can you please provide me with a revenue forecast for the year?258. I suggest that we analyze the industry trends for competitive advantage.259. It's crucial that we meet the project deadlines and quality standards.260. Let's have a meeting to discuss the product development andinnovation.261. I recommend that we conduct a customer loyalty program for retention.262. I'll coordinate with the marketing team to improve brand visibility.263. We need to improve our customer support services for satisfaction.264. Can you please provide me with a progress report on the project tasks?265. I suggest that we establish a quality assurance process for consistency.266. It's essential that we meet the market demands and customer preferences.267. Let's set up a meeting with the logistics team for supply chain optimization.268. I recommend that we invest in employee training and development for growth.269. I'll contact the operations team to address the production challenges.270. We need to streamline our manufacturing processes for efficiency.271. Can you please send me the financial statements for the year? 272. I suggest that we implement a performance evaluation system for accountability.273. It's crucial that we meet the project objectives and scope. 274. Let's have a meeting with the IT department for technical support.275. I recommend that we improve our online marketing strategies. 276. I'll coordinate with the customer service team to enhancecustomer experience.277. We need to enhance our product design and innovation for competitiveness.278. Can you please provide me with a sales forecast for the quarter?279. I suggest that we analyze the market competition for strategic advantage.280. It's essential that we meet the project deliverables and milestones.我想提醒你注意的是这些句子仅供参考，根据具体的情况和上下文可能需要适当修改和调整。
总经理职务英语
总经理职务英语一、“总经理”的英语单词1. General Manager- 英语释义：A person who has overall responsibility for managing apany or organization.- 用法：可以作为主语、宾语、表语等。
例如：The general manager is in charge of the daily operation.（总经理负责日常运营。
） - 双语例句：The general manager decided to launch a new product line.（总经理决定推出一条新的产品线。
）2. Managing Director- 英语释义：A director who is responsible for the day - to - day management of apany.- 用法：同“General Manager”，在英式英语中更常用。
例如：The managing director will attend the important meeting.（总经理/常务董事将参加这个重要会议。
）- 双语例句：The managing director has extensive experience in the industry.（总经理/常务董事在这个行业有丰富的经验。
）二、与“总经理”相关的短语1. General Manager's Office- 英语释义：The office where the general manager works.- 用法：作为地点名词短语。
例如：You can find him in the general manager's office.（你可以在总经理办公室找到他。
） - 双语例句：The general manager's office is on the fifth floor.（总经理办公室在五楼。
公司预算报告英语作文
公司预算报告英语作文Company Budget Report。
Introduction。
This budget report outlines the financial performanceof our company for the past year and provides a forecastfor the upcoming year. The report includes an analysis of revenue, expenses, and profits, as well as an evaluation of the company's financial position and recommendations for future financial management.Revenue。
Our company's revenue for the past year was $10 million, which was a 5% increase from the previous year. Theincrease in revenue was due to the expansion of our product line and an increase in sales volume. Our company's sales team worked hard to establish new partnerships with clients, which helped to increase our customer base and revenue.Expenses。
Our company's expenses for the past year were $8 million, which was a 7% increase from the previous year.The increase in expenses was due to the expansion of our operations, including hiring new staff, opening new offices, and investing in new technology. Additionally, we experienced an increase in the cost of raw materials due to market fluctuations.Profits。
罗宾斯《管理学》第九版题库-8
Chapter 8 - Strategic ManagementTrue/False Questions3. The first step in the strategic management process is analyzing the external environment.False (difficult)6. Within an industry, an environment can present opportunities to one organization and pose threats to another.True (moderate)The final step in the strategic management process is implementing the objectives.False (difficult)TYPES OF ORGANIZATIONAL STRATEGIES11.Corporate-level strategics arc developed for organizations that run more than one type of business.True (moderate)The business group that is characterized by having low growth but high market share is known as a cash cow.True (moderate)According to the Boston Consulting Group matrix, question marks are businesses that generate large amounts of cash, but their prospects lor future growth are limited?False (moderate)According to Porter's competitive strategies framework, the cost leadership strategy would result in the best quality product at a justifiable cost.False (difficult)Multiple Choice38.The strategic management process is divided into which of the following sections?a.planning, implementation, and evaluation (easy)b.problem identification, planning, and implementationc.implementation, evaluation, and restructuringd.mission statement, environmental evaluation, and specific goalse.mission statement, environmental scoping, and evaluationIn the strategic management process, the defines the organizational purpose and answersthe question: "What is our reason for being in business?" a. objective b. evaluation c. strategyd.mission (easy)e.values statement41. Which of the following is not an example of an organization's mission?a.We believe our first responsibility is to doctors, nurses and patients, to mothers and all others who use ourproducts and services. (Johnson & Johnson).b.AMAX's principal products are molybdenum, coal, iron ore, copper, lead, zinc, petroleum and natural gas,potash, phosphates, nickel, tungsten, silver, gold, and magnesium.c.We at Xeren want to increase market share by 10% during the next fiscal year, (difficult)d.Wc are dedicated to the total success of Corning Glass Works as a worldwide competitor.e.Hoover Universal is a diversified, multi-industry corporation with strong manufacturing capabilities,entrepreneurial policies, and individual business unit autonomy.44.Which of the following is not part of the organization's external environment?a.what competition is doingb.pending legislation that might affect the organizationc.consumer trendsd.employees* education level (moderate)bor supplyWhat step in the strategic management process follows analyzing the external environment?a.identifying opportunities and threats (moderate)b.mission statementc.evaluationd.identifying strengths and weaknessese.formulating strategiesWhat step in the strategic management process follows analyzing the organization's resources?a.identifying opportunities and threatsb.formulating strategyc.mission statementd.implementing strategye.identifying strengths and weaknesses (easy)In the strategic management process, what step comes prior to evaluating results?a.identifying strengths and weaknessesb.formulating strategiesc.identifying opportunities and threatsd.implementing strategies (easy)f.analyzing the organization's resourcesWhat is the final step in the strategic management process?a.mission statementb.identifying opportunities and threatsc.implementing strategicsd.analyzing the organization's resourcese.evaluating results (easy)Which of the following is one level of strategic planning in large companies?a.management levelb.financial levelc.staff leveld.corporate level (easy)e.systems levelLower level managers in an organization are typically responsible for which of the following types of strategies?a.functional-level strategiesb.business-level strategiesc.corporate-level strategiesd.mergers and acquisitionsWhich of the following is associated with corporate-lcvcl strategies?a.They are needed if your organization is in more than one type of business, (moderate)b.They answer: "How should our business compete?"c.They represent a single business.d.They arc a method of support for the business-level strategics.e.They determine the operations of a single business unit.65.When PepsiCo seeks to integrate the strategies of Pepsi, 7-Up International, and Frito-Lay, it is developingwhat level of business strategy?a.functionalb.systemc.managementd.businesse.corporate (moderate)Examples of a corporate-level stability strategy include all of the following EXCEPT:a.continuing to serve the same clients by offering the same product or service.b.maintaining market share.c.sustaining the organization's return-on-investment results.d.implementing vertical or horizontal integration, (moderate)When should management pursue a stability strategy?anizational performance is slipping.b.The environment is changing.c.The organization's performance is satisfactory and the environment is stable, (moderate)d.The firm has valuable strengths.e.There are abundant environmental opportunities.76.In, the organization attempts to gain control of its inputs by becoming its own supplier.a.forward vertical integrationb.backward vertical integration (moderate)c.horizontal integrationd.related diversificatione.unrelated diversificationWhich of the following describes a company growing by combining with other organizations in the same industry?a.forward vertical integrationb.backward vertical integrationc.horizontal integration (moderate)d.related diversificatione.unrelated diversificationWhich of the four business groups in (he corporate portfolio matrix has high growth and high market share?a.cash cowb.stars (difficult)c.question marksd.dogse.elephantsMichael Porter's competitive strategies framework identifies three generic competitive strategies: cost leadership, differentiation, and.a.depth.b.breadth.c.revenue growth.d.focus, (moderate)e.acquisition.102.Porter's competitive strategies framework describes a strategy whereby an organizationwants to be unique in its industry along dimensions widely valued by buyers.a.differentiation (moderate)b.fbcusc.cost leadershipd.depthe.defenderAccording to the boxed feature, "Managing in an E-Business World? all of the following are mentioned as major implications of the increasingly dynamic and uncertain environments on e-business strategies EXCEPT:a.environmental analysis will become an important part of everyone's job.b.strategy will become increasingly long term in orientation, (moderate)c.barriers to entry are practically nonexistent.d. a sustainable competitive advantage will be harder to achieve.ScenariosA Large Taco (Scenario)It is now ten years later and, as the original owner of Taco Rocket, you have seen your business holdings grow substantially. You now need to decide how to best manage and utilize the large number of assets represented by the companies you own. You called the Boston Consulting Group (BCG), and they have offered you some advice based on their corporate portfolio matrix.117.Your oldest holding, Taco Rocket, has not grown much in recent years but, due to low debt, generates a hugeamount of cash. Taco Rocket would be considered, according to BCG, a.a.cash cow. (moderate)b.star.c.question mark.d.dog.e.does not fit with their matrix-Recently, you also purchased a company that manufactures a new satellite dish, allowing you to enter into the cable television market. The business is profitable and growing, but the technological unknowns make it risky. BGC considers it a.a.cash cow.b.star.c.question mark, (moderate)d.dog.e.does not fit with their matrix-Another purchase you made was to acquire a local coffee-cart chain with thirty locations around the city. You don't see it growing very much, bui then, ii doesn't cost much (o operate. BGC has labeled this venturea.cash cow.b.star.c.question mark.d.dog. (moderate)e.does not fit with their matrix118.You also got somewhat lucky with an investment made a few years ago. You were an original investor in a computer chip company that took off quickly and now dominates the market. While growing quickly, it docs not tend to generate positive cash flow and is in continuous need of reinvestment of equipment and product development. BGC considers this a. a. cash cow.b.star, (moderate)c.question mark.d.dog.e.does not fit with their matrix-Essay QuestionsTHE STRATEGIC MANAGEMENT PROCESSIn a short essay, list and discuss the eight steps in the strategic management process.123.In a short essay, list and discuss the three levels of strategy that an organization must develop.Answer Corporate-level strategy - this strategy seeks to determine what businesses a company should be in or wants to be in. Corporate-level strategy determines the direction that the organization is going and the roles that each business unit in the organization will plan in pursuing that direction.a.Business-level strategy - this strategy seeks to determine how an organization should compete in each ofits businesses. For a small organization in only one line of business or the large organization that has not diversified into different products or markets, the business-level strategy typically overlaps with (he organization's corporate strategy. For organizations with multiple businesses, however, each division will have its own strategy that defines the products or services it will offer and the customers it wants to reach.b.Functional-level strategy - this strategy seeks to determine how (o support (he business-level strategy. Fororganizations (hat have traditional functional departments such as manufacturing, marketing, human resources, research and development, and finance, these strategies need to support the businesslevel strategy(moderate)In a short essay, discuss the Boston Consulting Group (BCG) matrix and explain its usefulness in segmenting businesses. Include a discussion of the characteristics for each of the four categories based on the BCG matrix.Answer The Boston Consulting Group matrix introduced the idea that an organization's businesses could be evaluated and plotted using a 2 x 2 matrix to identify which ones offered high potential and which were a drain on organizational resources. The horizontal axis represents market share, which was evaluated as either low or high; and the vertical axis indicates anticipated market growth, which also was evaluated as either low or high. Based on its evaluation, the business was placed in one of four categories:a.Cash cows (low growth, high market share) - businesses in this category generate large amounts of cash,but they prospects for future growth are limited.b.Stars (high growth, high market share) - these businesses are in a fast-growing market, and hold a dominantshare of that market. Their contribution to cash flow depends on their need for resources.c.Question marks (high growth, low market share) - these businesses are in an attractive industry, but holda small market share percentage.d.Dogs (low growth, low market share) - businesses in this category do not produce, or consume, much cash.However, they hold no promise for improved performance.(easy)In a short essay, list and discuss the five competitive forces, according to Porter, which determine industry attractiveness and profitability.Answer Threat of new entrants - determined by the height of barriers to entry which includes factors such as economies of scale, brand loyalty, and capital requirements determine how easy or difficult it is for new competitors to enter an industry.a.Threat of substitutes - factors such as switching costs and buyer loyalty determine the degree to whichcustomers are likely to buy a substitute product.b.Bargaining power of buyers - factors such as number of customers in the market, customer information,and the availability of substitutes determine the amount of influence that buyers have in an industry.c.Bargaining power of suppliers - factors such as the degree of supplier concentration and availability ofsubstitute inputs determine the amount of power that supplier have over firms in the industry.d.Existing rivalry - factors such as industry growth rate, increasing or falling demand, and product differencesdetermine how intense the competitive rivalry will be among firms in the industry.(moderate)In a short essay, list and discuss the three competitive strategics, according to Porter. Include specific examples of companies that pursue each of the three competitive strategies.Answer Cost leadership strategy - when an organization sets out to be the lowest-cost producer in its industry, it's following a cost leadership strategy. A low-cost leader aggressively searches out efficiencies in production, marketing, and other areas of operation. Overhead is kept to a minimum, and the firm does everything it can to cut costs. For example, Wal-Mart,s headquarters in Bentonville, Arkansas, office furnishings are sparse and drab but functional. Although low-cost leaders don't place a lot of emphasis on "frills,“ the product or service being sold must be perceived as comparable in quality to (hat offered by rivals or al least be acceptable (o buyers. Examples of companies that have used the low-cost leader strategy include Wal-Mart, Hyundai, and Southwest Airlines.a.Differentiation strategy - the company that seeks to offer unique products that are widely valued bycustomers is following a differentiation strategy. Sources of differentiation might be exceptionally high quality, extraordinary service, innovative design, technological capability, or an unusually positive brand image. The key to this competitive strategy is that whatever product or service attribute is chosen for differentiating must set the firm apart from its competitors and be significant enough to justify a price premium that exceed the cost of differentiating. Practically any successful product or sen ice can be identified as an example of the differentiation strategy: Nordstrom's (customer service); Sony (reputation for quality and innovative design); Coach handbags (design and brand image); and Kimberly-Clark's Huggies Pull-Ups (product design).b.Focus strategy - the aim of the focus strategy is at a cost advantage or a differentiation advantage in anarrow segment. That is, managers select a market segment or group of segments in an industry and don't attempt to serve the broad market. The goal of a fbcus strategy is to exploit a narrow segment of a market.These segments can be based on product variety, type of end buyer, distribution channel, or geographical location of buyers. Research suggests (hat (he focus strategy may be (he most effective choice lor small businesses because they typically do not have the economies of scale or internal resources to successfully pursue one of the other two strategies.(moderate)。
战略管理 Strategy Management
12
Why Are Strategies Needed?
Power school
Constrained and influenced by
Planning School Strategic Program
Decomposition
Strategy implementation
Cultural School Learning School
cognitive school Environmental School
第三阶段 核心竞争力建立 全球配置资源 世界一流航运公司
300 亿 美 元
第二阶段 经营规模成长 进入世界500强 第一阶段 明确战略方向 确定业务发展
2年 3-5年
时间安排
5-10年
缺口分析与预测：如果以2015年进入世界500强为目标，则 中国海运集团营业收入未来三年的复合增长率需要达到40%
远景性企业的竞争优势
愿景性企业（Visionary Firm）：所有活动都围绕使命而展开的企业。
愿景企业： 3M American Express Boeing Ford General Electric IBM Johnson & Johnson Sony
投资回报
1926
1995
时间
Missions vs. Strategic Visions
• To proactively shape how a company’s business will be conducted • To mold the independent actions and decisions of managers and employees into a coordinated, company-wide game plan
毕业论文外文文献翻译We-need-strategic-cost-management我们需要战略成本管理
毕业设计（论文）外文文献翻译文献、资料中文题目：我们需要战略成本管理文献、资料英文题目：We need strategic cost management 文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14本科毕业论文（设计）外文翻译原文：We need strategic cost managementWe need strategic cost management? As noted earlier, the global financial crisis continues to wantonly slightly, off-season already unsolicited, but also to a year was bad, but even worse this year, Xi. Improve efficiency, reduce costs, many companies have become one of the ultimate weapon. Consequently, from Europe to the Americas, from global to domestic, sounded a dismissal, caused many large and small vibration. Various enterprises began Wujin their own property, to control expenditure, lowering of standards, so these are all related to the cost of this topic.In fact, the companies cut costs, all costs should not be without identification, "indiscriminate white uniform." If a business manager to every expenditure appears to cut off the excess, it is likely this weakened the competitiveness of enterprises and thus affects the business, results of more harm than good. Therefore, managers should be the perspective of corporate strategy to control costs and avoid damage to the value of those core elements of the decision. Consequently, cost-plus strategy, it leads to strategic cost management topics.He suggested approach for dedicating resources to supplier cost management may seem cost prohibitive. However, the organizations studied unanimously agree that they receive extremely high returns on their investments in supplier cost management efforts. The money spent on supplier cost management efforts. The money spent on supplier should-cost analysis, supplier development, and other tools and approaches pays for itself many times over in terms of reducing costs and bottom-line prices paid to suppliers. for large fortune 500 companies, successful strategic cost management may mean the addition of dedicated personnel to focus on supplier cost management. for smaller organizations which might not have as great an on-going need, or as great an asset base.So, what is strategic cost management? Strategy can be defined as the establishment of their fundamental long-term goals and to achieve the goals to take the necessary action planning and resource allocation, is to guide the overall plans and strategies. The so-called strategic cost management from a strategic perspective to study the formation and control costs. In established under the principle of corporate strategy, in terms of cost management for the strategic choice and design, it will lead to the final delivery of business products and services to lower costs, not every part of Shang Du Zhuiqiu lowest cost. Includes two levels of content: one from a cost perspective, the selection and optimization of business strategy; Second, the implementation of cost control strategies. Strategic cost management thinking on strategic cost management theoretical framework of the general and summary, which determines the strategic cost management theory and methodology to start the basic ideas.In the background of the crisis under the cost-cutting, more Xuyao follow strategic cost management thinking, to have a choice cut, not important link in the conduct of large Ke Yi drastic cuts; and the related core competitive Li's Guanjianyaosu, but not rule out the possibility of expanding into so targeted, there are tight with loose, smart, cost-cutting, a square is not only lower costs, but also without prejudice to the company health and even enhance the core competitiveness of the ideal choice.The basic tools of strategic cost management cost management strategy has three elements: value chain analysis, strategic positioning analysis and cost driver analysis. They also analyzed in the framework of strategic management and cost factors closely related to the three basic analysis tools.(A) of the value chain analysis of each end product from initial raw materials into the hands until it reaches the final consumer, intermediate to go through numerous interrelated operating procedures, these operating procedures is both a product of the production process, but it is also a value formation and value-added process to form the value chain (Value-chain). Value chain analysis can be divided into industry specific value chain analysis, value chain analysis and value chainanalysis of competitors. Through the analysis of the industry value chain, we understand the position of enterprises in industry and trade situation and prospects; through its own analysis of the value chain, eliminate non-value-added factors, we can not affect the decline in cost competitiveness of the premise; by value chain analysis of the competitors, you can know ourselves and insight into the situation, and the resulting business cost management strategies.(B) the strategic positioning analysis. Strategic positioning means of selecting the means of competition, and compete with rivals. Enterprises should first of all the internal and external environment in which their own detailed investigation of; then Queding enterprises are entering the Xing Ye Ying, based on the market by Shige Yijisuoxu Kaifa of products; finally determine to what strategy to ensure that enterprises in the selected industry, market and product stand firm in the defeat, to obtain profits above the industry average. To illustrate, such as cost leadership strategy, which is all a strategy most clearly? Under the guidance in this strategy, Enterprise's goal is to become of its properties to low-cost, Sheng Chan (services) Chang Shang, that is, offerings (or service) features, little quality difference in the conditions, cutting costs gain a competitive edge. If enterprises can create and maintain a comprehensive cost leader. That is as long as the price control in the industry average or close to the average level, we can obtain better than average results of operations. With opponents equal to or lower price, the cost leader in low-cost advantage will translate into higher earnings. The difference between strategic requirements of enterprises leading the extensive attention on some aspects of customers in unique within the industry, or the difference in cost is difficult to further expand the circumstances, the production of more powerful than the competition, better quality, service and better products to show the difference between operating . Of course, this difference should the buyer want or willing to accept. If a leader can be different, you can get the price premium paid, or in a certain price to sell more products, or cyclical, seasonal market access, such as shrinking the buyer loyalty during the corresponding benefits. Requirements between the logic of a leading strategic business choices that are conducive to competition and make theirown unique nature of the business, focusing on innovation. In addition to these, other common gathering strategies targeted strategic positioning, life cycle strategy and integration strategy and so on.(C) Cost Driver Analysis. Cost drivers is the driving force caused by production costs and causes of occurrence. Strategic cost driver is mainly a strategic cost management perspective, research on the company's cost structure and cost behavior of long-term impact of cost drivers. Theory of competitive strategy to create a business management scientist Michael * Porter will be divided into ten areas of these factors, namely economies of scale, learning curve, production capacity, use the form, contact, mutual relations, joint, select the time, independent policy, geography factor in location and form of government. Some scholars further strategic structural cost drivers and cost driver is divided into two types of implementation of cost drivers. The case of structural cost control, such as Southwest Airlines in response to competition, positioning its service route rather than the full route in a particular short-distance flights to avoid engaging in large-scale airport operations, to cancel dinner, reservation and other special services, and the establishment of automatic ticketing system and other measures to reduce costs. The results of many of its daily flights and low issue price attracted a lot of short-range travelers, lead to the establishment of the final cost.Source:Shank. J.K and V. Govindarajan,1993.”We need strategic cost management” . Harvard business review. August.pp.112-135.译文：我们需要战略成本管理我们需要战略成本管理？就像之前提到的，全球的金融危机继续，金融危机的时段过去后，提高效率，降低成本，已成为许多公司的最终武器。
战略性资产管理框架的发展【外文翻译】
外文文献翻译译文一、外文原文原文：DEVELOPMENT OF A STRATEGIC ASSET MANAGEMENTFRAMEWORKAbstract: Success of an asset intensive organization is based on adoption of high quality asset management practices and systems. A strategic asset management framework (SAMF), ties an asset management organization from end to end, and is targeted at improving efficiencies, effectiveness and overall performance whilst meeting the business objectives. A SAMF relies on three critical components – People, Process and Technology (Tools and Systems). Appropriate level of maturity is required in all the three aspects to ensure consistency and sustainability of the asset management outcomes. The development and maintenance of a SAMF is a continuous process and needs to be executed over the entire life cycle of an organization. A sound approach has to be followed to ensure that an appropriate framework on asset management exists and is practiced and maintained by the organization. Apart from a thorough understanding of the business objectives, a SAMF ensures harmonious operation of an organization (consistency) and continual improvement (sustainability). This ultimately leads an organization a step closer to achieving business excellence. The paper defines a strategic asset management framework and discusses steps involved in the development and implementation of such a framework. The approach presented in this paper can be applied to any asset management organization.1 .STRATEGIC ASSET MANAGEMENTThe term asset management has differing meanings to different organizations. The definition of asset management may vary even within the same organization. To some, asset management is just a means to an end, whilst to others it is the core mission. Asset management exists in one form or other in all aspects of life – be itmanaging one’s real estate assets or industrial assets. The term ‘strategic asset management’ is proposed instead of the more loosely used term –‘asset management’.There are various definitions to the strategic asset management. These can be found in numerous strategic asset management plans developed by building, university, utility, industrial and other infrastructure organizations. Each of these plans has defined the strategic asset management based on their organizations drivers and the needs. One of these definitions [1] is –“Strategic Asset Management can be defined as the planned alignment of physical assets with service demand. It is achieved by the systematic management of all decision-making processes taken throughout the lif e of the asset.” Most of the other definitions closely align with this definition. These definitions assume a certain maturity level of the organization, whilst may not ideally provide an environment of a complete assessment of the framework, process maturity and integration systems. This does not mean to say that there is any deficiency in this definition or associated management plans.For the purpose of this paper we define strategic asset management as –“A process of developing, creating, maintaining and disposing assets through a complex series of interlinked well-defined processes that are continually improved, over the life cycle of an organization, with an aim of achieving the objectives of the organiz ation.” This definition takes asset management beyond mere operation and maintenance, and incorporates the creation of new assets as well. Traditionally asset management is only related to managing here and now assets –but this is not adequate in terms of ensuring long-term viability of the organization. Strategic asset management is therefore beyond what is being done or how it is being done.Just like parts of a body need honing and ongoing management to ensure sustainability, asset management processes also require continual development. Strategic asset management also involves this continual improvement of the processes, by monitoring and measurement. In a nutshell, strategic asset management matches the organizations assets (physical, human and resource) to its strategic directions. It develops the relationship between the strategic directions and the operational works.2. STRATEGIC ASSET MANAGEMENT FRAMEWORK (SAMF)One of the definitions on Strategic Asset Management Framework (SAMF) “Strategic Asset Management Framework (SAMF) is an integrated pol icy strategy developed to improve asset management and capital investment across the State public sector. The SAMF is designed to ensure that the Government can continue to successfully manage its capital program while meeting its financial targets.”The Strategic Asset Management Framework as discussed in this paper is considered a more enhanced version of this definition. For the purpose of this paper we define “Strategic asset management framework (SAMF) as a tool that ties an asset management organizat ion’s entire business operations from end to end. The framework forms the foundation on which the entire organiz ation operates.” The key objectives of the framework are to ensure that –• The objectives of the organi zations stakeholders (shareholders, customers, regulators, employees, contractors and the community) are met.• The pe rformance of the organization is continually improved.• Long-term viability and sustainability of the organization is ensured.• The organi zation is advancing towards a business excellence framework.The discussion below presents a very fundamental view of the SAMF. and technology (see figure 1) and on this integration resides the delivery systems of the entire organization.The balance between the people, process and technology is achieved through an adequate understanding of the three links, and ensuring that an appropriate framework exists to retain the bond between these links.People – The people aspect of the asset management framework is one of the most critical. From this comes the power of an organiz ation to ‘think’ and ‘act’. It is the people of an organization that conduct the process formulation and improvement, by applying the technology (tools and systems). Having said this, it is vital to recognize that, an organization should render its processes and systems matured enough so that it could sustain itself even when the people turn-around is high.Process – This is the second link of the SAMF. An organization should endeavorto formalize all its key processes. This should be undertaken to drive value and ensure long-term sustainability. The formalization of processes does not tend to limit the continual improvement of the organization or enforce any form of bureaucracy. It provides a common meaning and direction to its internal and external customers, whilst presenting an orderly and matured image of the organization. Formalization of process also enables a framework for formal measurement of the performance of these processes and evaluation as to when the time is opportune enough to modify the processes or retain the good performing ones.Technology –The third link of the SAMF is ‘technology’. This can also be called as ‘tools’ and/or ‘systems’. This link is made up of the tools and systems that enable the processes of the organization. The technology arm binds the people and process links and is vital to consistency and sustainability while ensuring governance and control. The various systems deployed by an organization need to be thoroughly integrated to ensure a smooth transition between the individual processes and deliver maximum efficiencies and effectiveness. The systems link is also the source of the critical information on which people of an organization rely to make their decisions. Asset Management Information System (AMIS) is the key system within this link. Growing importance of the AMIS around the globe and its increasing application and maturity levels are example of the criticality of this link.3. DEVELOPMENT OF A STRATEGIC ASSET MANAGEMENT FRAMEWORK (SAMF)The complexity of the process of development of SAMF should not be underestimated. It may appear to be a simple concept, but in practice it requires careful planning, management and adequate steering to enable its success. There is no rules book to the development of the SAMF. The International Infrastructure Management Manual (IIMM) is an accepted industry ‘best practice’ guide to asset management and has been known to be a reference document adopted by regulators and many other industry participants. This manual develops some basic concepts upon which an organization can develop sound asset management fundamentals. Whilst these principles can be adopted in development of SAMF, it is to be acknowledged,that an organization over the time develops its own useful and practical approach to asset management. Various factors need to be considered and analyzed in this process.This paper presents a methodology that could be applied by organizations. The most appropriate methodology has to be decided based on a critical assessment of the present state of operations. Whilst presenting the various options (where they are known to exist), it is assumed that the organizations do not have an existing formal SAMF.An organization could embark on the development of the SAMF, regardless of its age. However, the younger organizations (with some years of operational experience) are more ideally placed to development of a SAMF. This is assuming that the organization has had a holistic experience of all aspects of its internal and external operating environment. As puts it “In the early stages of evolution, companies that have adopted the strategic asset management business model see it first as a catalyst for organizational strategic co st reduction.” For other org anizations, the case will more be of development with continual refinement until the most appropriate framework is developed. Nevertheless, it is important to realize that the framework is not static and needs continual review and refinement as operating environment changes and organizations performance/ performance driver changes. An organization that has undergone a major structural review, a strategic ownership, a major merger, strategic regulatory environment, strategic supplier/ resource environment, can also be treated as a “young” organi zation and has a greater chance of seamless introduction of a SAMF. For older organizations, (with minimal recent changes), the road to introduction of the framework may be more complex and will require deployment of m ore complex ‘strategic management’ techniques than those that may be req uired for younger organizations. This is based on an assumption that older organizations have established traditional processes that will be hard to break or change. However, this may not hold true for all older organizations.4. DELIVERY OF THE STRATEGIC ASSET MANAGEMENT FRAMEWORKAn open-learning environment within the organization is a pre-requisite to the successful implementation of an initiative like SAMF. Based on the complexity of theinitiatives resulting from development of the SAMF, the following steps are required to ensure their successful delivery –• Delivery of a formal SAMF report.• Briefing on the findings during the SAMF d evelopment to the entire organization. This briefing should include the objectives of the SAMF, information on how the SAMF was developed, the target levels for each process (and the rationale/ objective behind this improvement exercise), expected business environment (during and after the implementation of the improvement initiatives), time frames and the overall impact on the business.• A program management schedule should be prepared –with individual projects (improvement initiatives) clearly identified. Clear deliverables and expected quality levels of the deliverables must be prescribed.• During the entire program, strategic management techniques should be planned and implemented. The strategic management techniques should focus not only on the implementation phase, but also on the benefits realization phase (post implementation).• A steering committee including a program manager and associated project team structure should be set up. Ideally, the implementation team should have a greater representation from the internal staff/ end users of the process.• Monitoring of the program should ensure that the benefits are being realized during and after implementation.• It should be possible to monitor the performance of the enhanced/ new processes and such information should be fed back to include in the overall framework.4.1 Post implementation reviewsPost implementation reviews are critical for ongoing success of the SAMF. It should be remembered that, the development of SAMF is not an end of the journey. This is a never-ending journey and must involve periodic (preferred biennial) assessments of process maturity. This will ensure that best practices are continuously identified (and embraced) and any performance issues are actively addressed through feedback loop.5 .EXPERIENCES AND CONCLUSIONSThe proposed process of development of SAMF has been successfully utilized by a regulated, monopoly utility. It is acknowledged that the process is easy to use, but requires careful planning and adaptation to individual organiz ation’s environment.Development and implementation of a strategic asset management framework is critical for long-term success of asset intensive organizations. A process for development of the SAMF has been discussed in details, including the key aspects to be applied during implementation of this SAMF. This framework is based on the key concepts as discussed in the International Infrastructure Management Plan and been practically implemented in a regulated monopoly utility.Strategic Asset Management Framework development could result into useful insights to the business model (and its processes) and is a vital input to strategic business planning exercise. The SAMF development, implementation and continual review will assist organizations to unleash maximum value out of its resources and deliver best returns to its stakeholders.Source: Ankur Maheshwari.Development of a Strategic Asset Management Frame work[J].Engineering Asset Management.2006: 596-605．二、翻译文章译文：战略性资产管理框架的发展资产密集型企业的成功是基于采用高品质的资产管理方法和制度。
Strategy Management-Individual Reflection 战略管理个人总结
1.Knowledge ReflectionWu YanfeiStrategic Management is the spirit for a corporation all over the world. A corporate’s strategy mainly based on three steps: Identify the strategic position, make strategic choice and make strategic actions. Each step includes different aspects. When we identify the strategic position, we should analyses both internal and external environment, consider the purpose, capability and culture. After we identified the strategic position, we should make strategic choices, and when we are making strategic choices, we should consider from the business level, corporate level, innovation, evaluation and international. Actually, considering from the business level means the corporation should have its different factors among its competitors, which could help them to gain competitive advantages. There are mainly five types of business-level strategies for exploiting different competitive advantages within a specific competitive scope. The five types of business-level strategies are cost leadership, differentiation, focused cost leadership, focused differentiation and integrated cost leadership/differentiation. All these types are based on its analysis result of the internal and external environment. However, the corporate level is mainly focus on choosing and managing a group ofdifferent business in a number of different consumer product markets to gain competitive advantages. And if we consider from the corporate level, we should identify the levels and types of diversification first, and then we know how we can create value from different diversification according to the value based research. And if we want to gain larger market share, it is essential for the corporation to identify the international opportunities and try to seize the opportunities by exploiting the resources and capabilities. After the firm identified the strategic position, made the strategic choices, it is the time that they should consider doing the strategy actions. In the actions level, we should know the process of the strategic management, resourcing, policies, changing and organizing. During the strategic process, we should use the SWOT method to analyze the external environment and the internal environment. By using the SWOT analysis, we mainly analyze the strength, weakness, opportunities and threaten of the analysis. As for the key issues we mainly use the current strategy and identify the current objectives. In this way, we both do the long-term analysis and short-term analysis in order to prepare for the next steps which are strategic options and strategy implementations. In fact, there are together five tasks for people to do the strategic management to gain the competitive advantages. The five tasks are developing a strategicvision and business mission, setting objectives if revise is needed, creating a strategy to achieve the objectives, implementing and exploiting the strategy if the improvement and change is needed, evaluating performance, monitoring new developments, and initiating correctives adjustments if recycle of the former four steps are needed. And as for the change part, we should know the key elements in managing the strategic change, which means there are several factors for us to consider about the change situation. They are types of change, context of change, culture web and force field analysis. According to the differences of the scope and nature of the changes, there are together four types of change: adaptation, evolution, reconstruction and revolution. Different changes need different movements. Those different movements are the context of changes: time, scope, preservation, diversity, capability, capacity, readiness, power. Each of the eight elements have its meaning respectively, time means how quickly the change is needed. Scope means how much change is required. Preservation means what organizational resources and characteristics need to be maintained. Diversity means how homogeneous are the staff groups and divisions within the organization. Capability means what is the managerial and personal capability to implement change. Capacity means what is the degree of change resource available. Readiness meanshow ready for change is the workforce. Power means what power the change leader has to impose change. Among the change section, technology plays an important role in the strategic change process. However, the technology strategy has its own process, the process includes selecting portfolio, Matching technology capacity, evaluation and strategy implementation. And generating the ideas and evaluating individual project is essential when selecting the portfolio, while creating strategic context and providing leadership, doing basic framework for technology strategy is also fundamental for matching technology capacity.2.Individual Experiences on Strategic Management ReflectionDuring my three year working in the Telecom industry as a junior manager, I was given many opportunities on taking the training courses related to our corporation’s strategy. When I just enter the telecom corporation, we are given the introduction of our corporation’s mission and vision. Our corporation’s mission is Be world-class integrated information service provider, and the vision of our corporation is Let the customer enjoy new life based on information. And in order to fulfill the vision and mission of our corporation, the company emphasis ontechnology innovation. Because the technology innovation is the essential choice for the company to gain sustainable development, and by using innovated technology, the corporation can enhance the productivity and decrease the operation cost, and gain competitive advantages based on cost effective method. What’s more, innovation can help the corporation develop new products, and those new products will offer the customers with better quality and services, and help the corporation become leaders in the particular market. Also, the differentiation in the operational management and business model could help the corporation gain competitive advantages and become the leader of its strategy management.Due to its successful position, choices and actions, the telecom corporation performs well in the market and gain big competitive advantages in the field among the competitors.3.Future ExpectationsAfter learning the strategy management, we should know how to position that is know who you are and where you are going to, and we should know how to make choices that is what you want and why you do this, and we also should know how to make actions that is when to do,because time is important, and how to achieve the first five steps that is how to study, how to work and how to live the life. And this is mainly what I have learnt from the strategy management, it gives me a guide during my future life, work and study.。
运营的英语表达方式
运营的英语表达方式篇一：运营的英语表达方式可以根据不同的情境和目的来选择。
下面是一些常用的运营英语表达方式：1. 'Operational efficiency': 运营效率。
指运营团队或企业如何更高效地完成任务和达到目标。
例如：We need to improve our operational efficiency to reduce costs.2. 'Key performance indicators (KPIs)': 关键绩效指标。
用于衡量运营绩效和业务发展的重要指标。
例如：Our KPIs for this quarter are revenue growth and customer satisfaction.3. 'Customer retention': 客户保留。
指通过提供优质产品和服务来留住现有客户。
例如：Our customer retention rate has increased by 10% compared to last year.4. 'Supply chain management': 供应链管理。
指管理从原材料采购到最终产品交付的整个供应链过程。
例如：We need to optimize our supply chain management to ensure timely delivery.5. 'Data-driven decision making': 数据驱动决策。
指基于数据分析和洞察来做出决策，以提高运营效果。
例如：Our company has implemented a data-driven decision-making approach to improve our marketing strategies.6. 'Continuous improvement': 持续改进。
swot测试题
swot测试题SWOT Analysis: A Comprehensive TestIntroduction:In today's rapidly changing business environment, it is crucial for organizations to assess their internal and external factors to stay competitive. One effective tool for analyzing these factors is the SWOT analysis. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, which collectively provide a deeper understanding of a company's current position and future prospects. In this article, we will conduct a comprehensive SWOT analysis to evaluate the strengths, weaknesses, opportunities, and threats of a hypothetical company.1. Strengths:The first element of a SWOT analysis is identifying the strengths of a company. These are the internal factors that give the organization an edge over its competitors. In the case of our hypothetical company, some strengths may include:- Strong brand reputation: The company is renowned for its quality products and excellent customer service, which has built a loyal customer base.- Experienced management team: The company boasts a team of skilled professionals with extensive industry knowledge and expertise, driving innovation and growth.- Robust financial position: Through effective cost management and consistent revenue generation, the company maintains a stable financial foundation to support its operations and expansion.2. Weaknesses:Next, we need to examine the weaknesses of the company. These are areas where the organization is at a disadvantage compared to its competitors. Some potential weaknesses for our hypothetical company could be:- Limited product portfolio: The company relies heavily on a particular product line, making it vulnerable to market fluctuations and consumer trends.- Inadequate online presence: In today's digital age, the company lacks a strong online presence, negatively impacting its reach and customer engagement.- Organizational silos: There is a lack of collaboration and communication between departments, leading to inefficiencies and a slower response to market changes.3. Opportunities:After assessing internal factors, it is crucial to analyze the external opportunities that can potentially benefit the company. These are external factors that the organization can leverage to its advantage. Some opportunities for our hypothetical company may include:- Emerging markets: The company can expand its operations into emerging markets, where there is a growing demand for its products.- Technological advancements: Embracing new technologies can enhance operational efficiency, streamline processes, and offer innovative solutions to customers.- Strategic partnerships: Collaborating with complementary businesses can open doors to new markets, distribution channels, and resources.4. Threats:Finally, we must identify the potential threats that may hinder the company's growth or performance. These threats are external factors beyond the organization's control. Some threats for our hypothetical company might be:- Intense competition: The market is saturated with competitors offering similar products and services, posing a threat to the company's market share.- Economic downturns: Economic instability or recessions can negatively impact consumer spending, affecting the company's sales and revenue.- Changing regulations: Evolving laws and regulations in the industry may require the company to adapt its operations and compliance practices.Conclusion:Conducting a SWOT analysis provides businesses with valuable insights into their current position and future prospects. By understanding their strengths, weaknesses, opportunities, and threats, organizations can developeffective strategies to capitalize on advantages, address weaknesses, seize opportunities, and mitigate threats. It is essential to review and update the SWOT analysis regularly as the business environment evolves. Armed with this knowledge, our hypothetical company can make informed decisions and navigate the challenges ahead, ultimately achieving sustainable growth and success.。
kpi工作总结英文
kpi工作总结英文Title: KPI Work Summary。
As the end of the year approaches, it is important to reflect on the key performance indicators (KPIs) that have guided our work and measure our progress. KPIs are essential in helping us track our performance and ensure that we are on the right path towards achieving our goals. In this KPI work summary, we will review the progress we have made, identify areas for improvement, and outline our plans for the future.Throughout the year, we have diligently monitored our KPIs to gauge our performance in various areas such as sales, customer satisfaction, productivity, and efficiency. By regularly analyzing these KPIs, we have been able to identify trends, make informed decisions, and take corrective actions when necessary. This has enabled us to stay focused on our objectives and maintain a high level of performance.In reviewing our KPIs, we have identified several areas where we have excelled. Our sales team has consistently met and exceeded their targets, resulting in increased revenue and market share. Our customer satisfaction KPIs have also shown positive results, indicating that our efforts to improve the customer experience have been successful. Additionally, our productivity and efficiency KPIs have demonstrated that we are effectively utilizing our resources and optimizing our processes to achieve maximum output.However, we have also identified areas where there is room for improvement. Our KPIs related to employee engagement and retention have shown a decline, highlighting the need to focus on enhancing our workplace culture and implementing strategies to support and motivate our team. Furthermore, our KPIs for cost control and budget management have revealed that we need to be more vigilant in managing our expenses and finding opportunities for cost savings.Looking ahead, we are committed to addressing these areas for improvement and taking proactive measures to ensure that we continue to meet and exceed our KPIs. Wewill implement targeted initiatives to boost employee engagement, invest in training and development programs, and streamline our processes to reduce costs and improve efficiency. By doing so, we aim to strengthen our performance and achieve even greater success in the coming year.In conclusion, our KPI work summary has provided valuable insights into our performance, highlighting our achievements and areas for improvement. By leveraging the power of KPIs, we have been able to measure our progress, make data-driven decisions, and drive continuous improvement. As we move forward, we are committed to using our KPIs as a guide to steer our efforts and achieve our strategic objectives.。
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毕业设计（论文）外文文献翻译文献、资料中文题目：我们需要战略成本管理文献、资料英文题目：We need strategic cost management 文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14本科毕业论文（设计）外文翻译原文：We need strategic cost managementWe need strategic cost management? As noted earlier, the global financial crisis continues to wantonly slightly, off-season already unsolicited, but also to a year was bad, but even worse this year, Xi. Improve efficiency, reduce costs, many companies have become one of the ultimate weapon. Consequently, from Europe to the Americas, from global to domestic, sounded a dismissal, caused many large and small vibration. Various enterprises began Wujin their own property, to control expenditure, lowering of standards, so these are all related to the cost of this topic.In fact, the companies cut costs, all costs should not be without identification, "indiscriminate white uniform." If a business manager to every expenditure appears to cut off the excess, it is likely this weakened the competitiveness of enterprises and thus affects the business, results of more harm than good. Therefore, managers should be the perspective of corporate strategy to control costs and avoid damage to the value of those core elements of the decision. Consequently, cost-plus strategy, it leads to strategic cost management topics.He suggested approach for dedicating resources to supplier cost management may seem cost prohibitive. However, the organizations studied unanimously agree that they receive extremely high returns on their investments in supplier cost management efforts. The money spent on supplier cost management efforts. The money spent on supplier should-cost analysis, supplier development, and other tools and approaches pays for itself many times over in terms of reducing costs and bottom-line prices paid to suppliers. for large fortune 500 companies, successful strategic cost management may mean the addition of dedicated personnel to focus on supplier cost management. for smaller organizations which might not have as great an on-going need, or as great an asset base.So, what is strategic cost management? Strategy can be defined as the establishment of their fundamental long-term goals and to achieve the goals to take the necessary action planning and resource allocation, is to guide the overall plans and strategies. The so-called strategic cost management from a strategic perspective to study the formation and control costs. In established under the principle of corporate strategy, in terms of cost management for the strategic choice and design, it will lead to the final delivery of business products and services to lower costs, not every part of Shang Du Zhuiqiu lowest cost. Includes two levels of content: one from a cost perspective, the selection and optimization of business strategy; Second, the implementation of cost control strategies. Strategic cost management thinking on strategic cost management theoretical framework of the general and summary, which determines the strategic cost management theory and methodology to start the basic ideas.In the background of the crisis under the cost-cutting, more Xuyao follow strategic cost management thinking, to have a choice cut, not important link in the conduct of large Ke Yi drastic cuts; and the related core competitive Li's Guanjianyaosu, but not rule out the possibility of expanding into so targeted, there are tight with loose, smart, cost-cutting, a square is not only lower costs, but also without prejudice to the company health and even enhance the core competitiveness of the ideal choice.The basic tools of strategic cost management cost management strategy has three elements: value chain analysis, strategic positioning analysis and cost driver analysis. They also analyzed in the framework of strategic management and cost factors closely related to the three basic analysis tools.(A) of the value chain analysis of each end product from initial raw materials into the hands until it reaches the final consumer, intermediate to go through numerous interrelated operating procedures, these operating procedures is both a product of the production process, but it is also a value formation and value-added process to form the value chain (Value-chain). Value chain analysis can be divided into industry specific value chain analysis, value chain analysis and value chainanalysis of competitors. Through the analysis of the industry value chain, we understand the position of enterprises in industry and trade situation and prospects; through its own analysis of the value chain, eliminate non-value-added factors, we can not affect the decline in cost competitiveness of the premise; by value chain analysis of the competitors, you can know ourselves and insight into the situation, and the resulting business cost management strategies.(B) the strategic positioning analysis. Strategic positioning means of selecting the means of competition, and compete with rivals. Enterprises should first of all the internal and external environment in which their own detailed investigation of; then Queding enterprises are entering the Xing Ye Ying, based on the market by Shige Yijisuoxu Kaifa of products; finally determine to what strategy to ensure that enterprises in the selected industry, market and product stand firm in the defeat, to obtain profits above the industry average. To illustrate, such as cost leadership strategy, which is all a strategy most clearly? Under the guidance in this strategy, Enterprise's goal is to become of its properties to low-cost, Sheng Chan (services) Chang Shang, that is, offerings (or service) features, little quality difference in the conditions, cutting costs gain a competitive edge. If enterprises can create and maintain a comprehensive cost leader. That is as long as the price control in the industry average or close to the average level, we can obtain better than average results of operations. With opponents equal to or lower price, the cost leader in low-cost advantage will translate into higher earnings. The difference between strategic requirements of enterprises leading the extensive attention on some aspects of customers in unique within the industry, or the difference in cost is difficult to further expand the circumstances, the production of more powerful than the competition, better quality, service and better products to show the difference between operating . Of course, this difference should the buyer want or willing to accept. If a leader can be different, you can get the price premium paid, or in a certain price to sell more products, or cyclical, seasonal market access, such as shrinking the buyer loyalty during the corresponding benefits. Requirements between the logic of a leading strategic business choices that are conducive to competition and make theirown unique nature of the business, focusing on innovation. In addition to these, other common gathering strategies targeted strategic positioning, life cycle strategy and integration strategy and so on.(C) Cost Driver Analysis. Cost drivers is the driving force caused by production costs and causes of occurrence. Strategic cost driver is mainly a strategic cost management perspective, research on the company's cost structure and cost behavior of long-term impact of cost drivers. Theory of competitive strategy to create a business management scientist Michael * Porter will be divided into ten areas of these factors, namely economies of scale, learning curve, production capacity, use the form, contact, mutual relations, joint, select the time, independent policy, geography factor in location and form of government. Some scholars further strategic structural cost drivers and cost driver is divided into two types of implementation of cost drivers. The case of structural cost control, such as Southwest Airlines in response to competition, positioning its service route rather than the full route in a particular short-distance flights to avoid engaging in large-scale airport operations, to cancel dinner, reservation and other special services, and the establishment of automatic ticketing system and other measures to reduce costs. The results of many of its daily flights and low issue price attracted a lot of short-range travelers, lead to the establishment of the final cost.Source:Shank. J.K and V. Govindarajan,1993.”We need strategic cost management” . Harvard business review. August.pp.112-135.译文：我们需要战略成本管理我们需要战略成本管理？就像之前提到的，全球的金融危机继续，金融危机的时段过去后，提高效率，降低成本，已成为许多公司的最终武器。