企業(yè)績效管理【外文翻譯】

1、精選優(yōu)質文檔-傾情為你奉上精選優(yōu)質文檔-傾情為你奉上專心-專注-專業(yè)專心-專注-專業(yè)精選優(yōu)質文檔-傾情為你奉上專心-專注-專業(yè)外文文獻翻譯譯文一、外文原文Corporate Performance ManagementAbstractTwo of the most important duties of a chief executive officer are (1) to formulate strategy and (2) to manage his companys performance. In this article we examine the second of these

2、tasks and discuss how corporate performance should be modeled and managed. We begin by considering the environment in which a company operates, which includes, besides outside stakeholders, the industry it belongs and the market it supplies, and then proceed to explain how the functioning of a compa

3、ny can be understood by an examination of its business, operational and performance management models. Next we describe the structure recommended by the authors for a corporate planning, control and evaluation system, the most important part of a corporate performance management system. The core com

4、ponent of the planning system is the corporate performance evaluation model, the structure of which is mapped into the planning systems database, simulation models and budgeting tools structures, and also used to shape information contained in the systems products, besides being the nucleus of the l

5、anguage used by the systems agents to talk about corporate performance. The ontology of planning, the guiding principles of corporate planning and the history of ”MADE”, the corporate performance management system discussed in this article, are reviewed next, before we proceed to discuss in detail t

6、he structural components of the corporate planning and control system introduced before. We conclude the article by listing the main steps which should be followed when implementing a performance planning, control and evaluation system for a company.IntroductionTwo of the most important corporate ta

7、sks for which a chief executive officer is primarily responsible are (1) to formulate strategy and (2) to manage the companys performance. In this article we examine the second of these tasks and discuss how corporate performance should be modeled and managed. To perform is to accomplish, to achieve

8、 (desired) results or outcomes. So, when talking about corporate performance, we are referring to the degree by which desired results or outcomes are achieved by a company. Managing corporate performance involves planning, controlling, analyzing and evaluating, not only the results achieved by the c

9、ompany, but also the means by which these results are reached. Among the results, or goals, pursued by most companies we can mention growth, market share, profitability and value creation; and the means to achieve these results include productivity, effectiveness, innovation and competitiveness. Tho

10、se are the type of things we should have in mind when specifying a corporate performance management system. Before discussing how to model corporate performance, it is convenient to consider the environment in which a company operates, which includes, besides outside stakeholders, the industry it be

11、longs and the market it supplies. The main aspects of an industry to be looked at when considering its influence on corporate performance are structure and regulation, the main competitors, entry barriers, substitute products and suppliers negotiating power. Associated questions are: How production

12、is organized, vertically or horizontally? How much competitive is the industry and who are the main competitors, those that capture the largest part of the market share? Is it unregulated, self-regulated or regulated by a government agency? How strong are barriers to the entry of new competitors? Ca

13、n products from other industries function as substitutes for the ones produced in the industry? What about the power industry suppliers have when negotiating prices and trade conditions?At the opposite side of the industry in the corporate environment we have the market where the company trades its

14、products, its main attributes being size, growth rate, segmentation, exit barriers and consumers negotiating power. Typical questions that should be asked when assessing its effect on corporate performance are: What is the market size, in dollars, for each of the companys products? What are the shor

15、t-term and long-term market growth rates? Is it a wholesale or a retail market? Are the sales cyclical? How can the market be segmented (by geography, purchasingpower, customer age, etc.)? Which barriers does a client run into when changing suppliers? Do clients have the power to impose prices and t

16、rade conditions?We call the people who have interest in or are affected by a companys performance its “stakeholders”, and group them in the categories of “insiders” and “outsiders”. The insiders are the companys entrepreneurs or controlling shareholders and its managers and employees. The outsiders

17、include customers, suppliers, minority shareholders, debt holders, the government in its roles of public goods supplier, regulator and tax collector, and also the communities where the company does business. It is important to note that stakeholders, besides being affected by, alsoinfluence corporat

18、e performance and it is often necessary to search for the effects of this influence when appraising performance. That is meant to increase the depth of this brief analysis of corporate structure and external relations.Microeconomic theory considers the company as a social production unit that uses a

19、 certain technology to produce a set of outputs from a set of inputs. The function that maps input quantities into maximum output quantities obtainable from the inputs is called the “production function” or “production frontier”. Knowledge of this function is important for measuring the technical ef

20、ficiency of a production unit, a very significant performance metric. Several techniques exist forthe specification of production functions or frontiers, grouped under the names of “Data Envelopment Analysis” and “Stochastic Frontier Analysis”.Companies are created by entrepreneurs, the agents that

21、organize and coordinate production with the help of professional managers. Entrepreneurs play a crucial role in shaping corporate performance. On one side, recognized entrepreneurial capacity and also large contact networks are vital for raising the financial capital necessary to build structural or

22、 physical capital. On another side, the entrepreneurs reputation and contacts are essential to attract the intellectual capital that, together with the structural capital, is the foundation of innovation capacity .A business model is a conceptual representation of the way a company does business. It

23、s main components, are: the companys value proposition; the targeted market segments; the distribution, marketing communications, and customer relationship channels; the core competencies needed; operating and management technologies; the partners network; and the revenue, cost and value creation mo

24、dels. Understanding the business model is the first step to implement a corporate performance management system. The model should indicate whether the company has a broad customer base or targets specific market segments, and in the second case, identify these segments. The goods and services provid

25、ed by the company and the commercial conditions under which they are sold (including such things as guarantees, technical assistance, etc.), comprise the value proposition. The channel used for product distribution can be a direct-tocustomer sales channel through the Internet, or be comprised of bri

26、cks and mortar companyowned stores, wholesale agents, retail companies, etc. The company can use several marketing channels to get messages through to its customers, such as TV and printed media, and employ a call center to give support and receive complaints and suggestions from them. Core competen

27、cies are the ones the company needs to master in order to gain a competitive advantage in relation to other companies in the same marketplace. These competencies should rest on proper operational and management technologies, and be supplemented by a network of partners, if necessary. As a final poin

28、t, a business model must include a revenue, a cost and a value creation model in order to be profitable to the companys shareholders. We can think of the operational model of a company as encompassing an organizational model, a functional model and a corporate data model . The organizational model d

29、epicts, in an inverted hierarchical tree, the roles of the agents involved in the companys operation. The functional model portrays all the activities that together form the whole to which we refer by the expression “companys operations”, structured in logical, sequential steps forming operational p

30、rocesses. At last, the corporate data model is an entity-relationship diagram that shows the main entities about which the company collects data with its attributes and the relationships between them.The last model we need to examine in order to understand the functioning of a corporation is the per

31、formance management model it uses, which is, in general, composed of four building blocks. The corporate governance system, the corporate performance planning, control and evaluation system, the individual managers performance planning, control and evaluation system and the management variable compe

32、nsation system (or bonus system). The corporate governance system comprises three well known actors, the chief executive officer, the directors and the shareholders, and is designed to mediate the relations between them. Under the governance system, we find two planning and control systems, having a

33、s its targets the performance of the company (as a whole and of its divisions) and the performance of its individual managers, respectively. Linking these two systems we find a compensation system that assigns fractions of a bonus pool, which is a function of the aggregate company performance, to it

34、s managers on the basis of their individual performances. An effective management model should be forward-looking, that is, centered on the improvement of future performance, and focused on value creation.A thorough understanding of all the models described above is a necessary prerequisite for one

35、to be able to plan, monitor, analyze, evaluate and control corporate performance. In the next section we will examine in more detail a crucial component of the management model previously described: the corporate performance planning, control and evaluation system.2. The Corporate Performance Planni

36、ng, Control and Evaluation System.That shows the structure recommended by the authors for a corporate planning, control and evaluation system, the most important part of a corporate performance management system. The core component of the planning system, as can be deduced from its central position

37、in the mentioned figure, is the performance evaluation model. The structure of this model is mapped into the systems database, simulation models and budgeting tools structures, and also used to shape information contained in the systems products, besides being the nucleus of the language used by the

38、 systems agents to talk about corporate performance. The corporate planning and control process is formed by the coordinated actions of the planning and control agents, whose aim is the generation of the systems outputs, which include assumptions, goals, forecasts, plans, budgets, investment project

39、s, performance valuations, variance analysis, etc. These products take the form of paper and electronic documents and spreadsheets, and of PowerPoint presentations. The agents follow an agreed upon time schedule and rely on a business intelligence (BI) software to support their actions. The BI softw

40、are implements the performance evaluation model for the purposes of representing and simulating corporate performance and provides the necessary tools for the systems agents to produce the systems outputs. Data used by the system comes from the accounting and other corporate databases. In the follow

41、ing sections of this article we will examine in detail each of the aforementioned planning system components. Before proceeding, however, we will make a pause to discuss the ontology of planning. One can readily identify in this figure three major structures: the strategic, the motivation and the ac

42、tion frameworks. In the strategic framework, which is chiefly related to the risk versus return dialectics, we can identify the external influences to corporate performance, comprising both opportunities and threats, and the internal ones, materialized by strengths and weaknesses. Suppliers and cons

43、umers negotiating power, entry and exit barriers, competitors and substitute products are the main determinants of external influences. Technological change has also a pervasive influence on corporate performance. Comparing the motivation (ends) and action (means) frameworks, we can associate variou

44、s levels or layers in which corporate aims are defined to the corresponding action classes, that is, vision to mission, long term goals to strategy, short term goals to tactics and actual results to actual actions. Policy and business rules are restrictions under which strategy and tactics, respecti

45、vely, must be formulated, and actual action carried out.It may be convenient, at this point, to give a general definition of the terms “planning” and “control”. Corporate planning is a process by which management define the desired future performance of a corporation, and identify and decide on the

46、actions that need to be taken in order to achieve that performance. The main steps comprising a planning cycle are exposed . Corporate control, on the other hand, is an operational process which aims to check whether the actual performance is in accordance with the planned one, and, eventually, to m

47、odify the planned actions in order to guarantee that the final desired performance will be met. The corporate budget is one of the most important outputs of the corporate planning and control process. It is the prime management tool used to improve corporate performance and to align management inter

48、ests with those of the shareholders. We can conclude this section by stating the nine guiding principles of corporate planning and control:i. Planning is concerned in first place with results and in second place with the means to achieve these results.ii. Planning is concerned with the present value

49、 of costs and benefits to be incurred in the future as a consequence of decisions undertaken in the present.iii. The main objective of planning is to create value for the corporations shareholders.iv. For the above goal to be met, it is necessary to fulfill customers expectations concerning quantity

50、, price and quality of marketed products at the least possible cost, and to maintain a skilled and fully motivated workforce.v. Planning and control activities should be organized through a system whose components are the planning and control agents, process, time schedule, products, models & tools,

51、 and database.vi. The corporate budget should be the planning and control systems product that consolidates the results which the company plans to achieve in the next period and the actions it should undertake in order to meet them.vii. The corporate budget must contain all the information necessary

52、 for the evaluation of the short term planned performance of the company, its marketing, operational, economic, patrimonial and financial aspects being dully considered.viii. The corporate budget should not be viewed exclusively as a means of cost reduction or control, but mainly as a tool to enhanc

53、e performance and increase the companys economic value.ix. The planning process in itself is as important as its outputs, and should contribute to leverage managements knowledge about the companys internal workings, and also to help focus its efforts on the critical areas of corporate performance.So

54、urce: Pedro Ges Monteiro de Oliveira STARPLAN Consultoria Empresarial Ltda. ,2009. “Corporate Performance Management” . Working Paper , vol.41, no.4, pp.1-7.二、翻譯文章譯文： 企業(yè)績效管理摘要行政總裁兩個最重要的職責是：制定戰(zhàn)略和處理他的公司表現(xiàn)。在這篇文章中，我們研究了這些任務和談論企業(yè)業(yè)績應該如何進行建模和管理。我們首先考慮的是一間公司的經營環(huán)境，其中包括的，除了外部利益相關者，其所屬的行業(yè)和市場的實用品，然后進行解釋如何運作的公司可

55、以通過業(yè)務考試的理解，操作和性能，管理模式。接下來，我們描述了企業(yè)結構的規(guī)劃、控制和評價體系是企業(yè)績效管理系統(tǒng)中最重要的一部分。創(chuàng)辦者建議：該規(guī)劃系統(tǒng)的核心部件是企業(yè)績效評價模型，它的結構映射到規(guī)劃系統(tǒng)的數(shù)據(jù)庫，仿真模型和預算編制工具的結構，也可用于塑造系統(tǒng)的產品中包含的信息作者的代理人系統(tǒng)所使用的語言談論公司業(yè)績。在這篇文章中討論整體的規(guī)劃，企業(yè)規(guī)劃，企業(yè)績效管理系統(tǒng)，在歷史的指導原則的審查下，在我們開始詳細討論的企業(yè)計劃和控制系統(tǒng)的結構組件出臺之前，我們的結論是通過列出所應遵循的演出策劃實施，控制和評價系統(tǒng)的主要步驟。一、介紹行政總裁最重要的兩項企業(yè)任務，主要是：（1）制定戰(zhàn)略和（2）管理

56、公司的業(yè)績。在這篇文章中，我們研究了這些任務和企業(yè)業(yè)績應該討論如何進行建模和管理。他要做到的是完成實現(xiàn)期望的結果或成果。所以，當有關公司績效時，我們指的程度，其中期望的結果或成果是由公司實現(xiàn)。企業(yè)績效管理涉及規(guī)劃、控制、分析和評價時，不僅是該公司取得的成績，而且其中達到這些結果的手段。其中的結果或目標在大多數(shù)公司，我們可以提到增長市場份額、盈利能力和創(chuàng)造價值追求的目標和手段，取得這些成果包括生產力、效率、創(chuàng)新和競爭力。這些都是對事物類型的研究，我們應該考慮到指定的企業(yè)績效管理制度。在討論如何塑造企業(yè)業(yè)績，可以很方便地考慮環(huán)境中一間公司經營，其中包括的，除了外部利益相關者，其所屬的行業(yè)和市場的實

57、用品。當對一個行業(yè)的主要方面加以研究時，考慮到其對企業(yè)業(yè)績的結構和管理，其主要競爭對手，進入壁壘，替代產品和供應商的談判能力。相關的問題是：如何組織生產，垂直或水平？行業(yè)有多少競爭力，誰是主要競爭對手，哪些是捕捉市場份額最大的一部分？它是不是受監(jiān)管，自我監(jiān)管或政府機構的監(jiān)管？多么強大是新的競爭者進入市場的障礙。從其他行業(yè)可以為產品功能的替代品在同行業(yè)中產生的？有什么關于電力行業(yè)的供應商進行談判時所需的價格和貿易條件。在本行業(yè)中的企業(yè)環(huán)境的對面，我們有市場，該公司交易的產品，其主要屬性是大小、生長速度、分割、退出壁壘與消費者的議價能力。評估其對企業(yè)業(yè)績影響的典型問題是：什么是市場規(guī)模？以美元為單

58、位計算公司的每一個產品，什么是短期和長期的市場增長率？它是一個批發(fā)或零售市場？是銷售周期？如何才能在市場的分割（按地域，購買力，客戶年齡等）？哪些障礙做了客戶端運行時將改變供應商？客戶是否有權征收價格和貿易條件？我們呼吁在“自己人”和“外人”的類別，有興趣的人或由一個公司的業(yè)績的“利益相關方”的影響，并分組。業(yè)內人士是公司的創(chuàng)業(yè)者或控股股東及其管理人員和雇員。外界包括公共物品的供應商，監(jiān)管和收稅，也是社區(qū)所在公司有業(yè)務往來中的作用的客戶、供應商、少數(shù)股東、債權人、政府。重要的是要注意的是利益相關者，除了受這個的影響，也影響企業(yè)業(yè)績，這一點是經常需要尋找性能評價的影響。為了增加這種企業(yè)結構和外部

59、聯(lián)系，微觀經濟理論簡析深入社會生產視為一個單位，使用一定的技術來生產的投入產出一套一套的公司。它認為將最大輸出量與輸入索取地圖輸入量被稱為“生產函數(shù)”或“生產前沿”功能。這個函數(shù)的知識是衡量一個生產單元，一個非常重要的性能指標技術效率的重要。存在的若干前沿技術規(guī)范生產功能或“分析，隨機分組前冠以”數(shù)據(jù)包絡分析“和隨機前沿分析”。公司也得到了企業(yè)經營者，代理人，組織，協(xié)調與生產的專業(yè)經理人的幫助。發(fā)揮企業(yè)家在塑造企業(yè)業(yè)績的關鍵作用。一方面，承認和創(chuàng)業(yè)能力也擴大了聯(lián)系網絡，為籌集財政資金，建立必要的結構或物質資本起到至關重要。在另一個方面，企業(yè)家的聲譽和接觸是必不可少的吸引智力資本，結構資本一起，

60、是創(chuàng)新能力的基礎。商業(yè)模式是對一家公司的經營方式的概念表示。它的主要成分在圖4中披露，主要有：公司的價值主張、目標細分市場、分銷、營銷傳播和客戶關系渠道的核心競爭力需要、經營和管理技術、合作伙伴的網絡、以及收入成本和價值創(chuàng)造模式。理解商業(yè)模式的第一步是實施企業(yè)績效管理系統(tǒng)。該模型應說明該公司是否具有廣泛的客戶群或特定的目標細分市場，而在第二種情況下，確定這些群體，本品及本公司所提供的服務和所依據(jù)的是銷售（包括這樣的事情作為擔保，技術援助等）的商業(yè)條件，包括價值主張。產品分銷為通道使用可以是直接擴展銷售渠道，通過互聯(lián)網，郵件或由磚塊和灰漿公司擁有的店，代理批發(fā)，零售公司等公司可以使用多種營銷渠道