企業(yè)利潤分析中英文對照外文翻譯文獻

中英文對照外文翻譯(文檔含英文原文和中文翻譯)原文：ProfitPatternsThemostimportantobjectiveofcompaniesistocreate,developandmaintainoneormorecompetitiveadvantagesinordertogeneratedividendsfortheshareholders.Foralongtime,itwassimplyaquestionofdominatingthemarket,eitherbycostsorbyapolicyofdifferentiation.AsMichaelPorteradvised,itwasessentialtoavoidbeing“stuckinthemiddle”.Thiswayofthinkingsetupcompetitiverivalryinaclosedworld,andtendedtowardsstability.Thismodelislessandlessrelevanttodayforwholesectorsoftheeconomy.Weseeamultitudeofstrategicmovementswhichdefythelogicoftheoldsystem.“ProfitPatterns”listsnumerousstrategieswhichhavejoinedthesmallnumberthatweknewbefore.Thesepatternsoftencombinetogiverisetostrategicmodelswhicharebetteradaptedtothenewandchangingneedsoftheconsumer.IncreasingthevalueofacompanydependsonitscapacitytopredictValuemigrationfromoneeconomicsectortoanotherorfromonecompanytoanotherhasunimaginableproportions,inparticularbecauseofthenewphenomenathatmassinvestmentandventurecapitalrepresent.Thepublicislookingforcompaniesthatwillsucceedinthefutureandbetonthewinner.MajorofmanagershaveatalentforrecognizingdevelopmentmarkettrendsTherearesomechanginganddevelopmenttrendsinallbusinesssectors.Theycanbeerectedintomodels,therebymakingitpossibletoacquireatechniqueforpredictingthem.Thisconsistsofrecognizingthemintheactualeconomiccontext.Thisbookproposesthirtystrategicpredictionmodelsdividedintosevenfamilies.Predictingisnotenough:onestillhastoactintime!Managersanalyzedevelopmenttrendsintheenvironmentinordertoidentifyopportunities.Theythenhavetodetermineastrategicplanfortheircompany,andsetupasystemaligningtheinternalandexternalorganizationalstructureasafunctionoftheirobjectives.Formostofthe20thcentury,masteringstrategicevolutionmodelswasnotadeterminingfactor,andformulasforsuccesswerefixedandrelativelysimple.Inindustry,thebasicmodelstatedthatprofitwasafunctionofrelativemarketshare.Today,thisruleisconfrontedwithmoreandmorecontradictions:amongcarmanufacturersforexample,wheresmallcompanieslikeToyotaaremoreprofitablethanGeneralMotorsandFord.Thehighestrisesinvaluehavebecometheexclusiverightofthecompanieswiththemostefficientbusinessdesigns.Theseupstartcompanieshaveplacedthemselvesintheprofitzoneoftheirsectorsthanks,inpart,totheirsize,butalsototheirnewwayofdoingbusiness–exploitingnewruleswhicharesourcesofvaluecreation.Amongthenewruleswhichdefineagoodstrategicplanare:1.Strongorientationtowardsthecustomer2.Internaldecisionswhicharecoherentwiththeoverallactivity,concerningtheproductsandservicesaswellastheinvolvementinthedifferentactivitiesofthevaluechain3.Anefficientmechanismforvalue–capture.4.Apowerfulsourceofdifferentiationandofstrategiccontrol,inspiringinvestorconfidenceinfuturecash-flow.5.Aninternalorganizationcarefullydesignedtosupportandreinforcethecompany’sstrategicplan.Whydoesvaluemigrate?Theexplanationlieslargelyintheexplosionofrisk-capitalactivitiesintheUSA.Sincethe40’s,ofthemanycompaniesthathavebeencreated,aboutathousandhaveallowedtalentedemployees,the“brains”,toworkwithouttheheavystructuresofverybigcompanies.Therisk–capitalfactorisnowenteringanewphaseintheUSA,inthattherecipesforinnovationandvaluecreationarespreadingfromjusttherisk-capitalcompaniestoallbigcompanies.Agrowingnumberofthe500richestcompanieshaveaninternalstructureforgettingintothegameofinvestingincompanieswithhighlevelsofvalue-creation.WheredoesthisleaveEurope?Accordingtorecentresearch,innovationinstrategicthinkingisunderwayinEurope,albeitwithaslighttime-lag.Globalizationismakingtheacceptationofthesevalue-creationrulesaconditionofglobalcompetitively.Thereisasecondphenomenonthathasanevenmoreradicalinfluenceonvalue-creation–polarization:Thecombinationofaconvincingandinnovativestrategicplan,strategiccontrolandadominantmarketsharecreatesaterrificincreaseininvestorconfidence.Theinvestorsbelievethatthecompanyhasestablisheditspositionofstrengthnotonlyforthecurrent,butalsoforthenextstrategiccycle.Theresultisanexponentialgrowthinvalue,andespeciallyaspectacularout-distancingofthedirectrivals.Thepolarizationprocesstypicallyhastwostages.Inphase1,thecompetitorsseemtobelevel.Infact,oneofthemhasunderstood,has“gotit”,beforetheothersandisinvestinginanewstrategicactionplantotakeintoaccountthepatternwhichisstartingtoredefinethesector.Phase2beginswhentheconditionsarerightforthepatterntotakeover:atthismoment,thecompetitorwho“gotit”,attractstheattentionofcustomers,investorsandpotentialrecruits(thebrains).Theintensepublicattentionsnowballs,themarketvalueexplodestoleavethenearestcompetitorwaybehind.Examplesarenumerousinvarioussectors:MicrosoftagainstAppleandLotus,Coca-ColaagainstPepsi,NikeagainstReebokandsoon.Polarizationofvalueraisesthestakesandaddsasenseofurgency:Thefirstcompanytoanticipatemarketchangeandtotakeappropriateinvestmentdecisionscangainaconsiderableleadthankstorecognitionbythemarket.Inagrowingnumberofsectorstoday,competitionisconcentratedontheracetowardsmindshare.Thecompanywhichleadsthisraceattractscustomerswhoattractothersinanupwardsspiral.Atthetransitionfromphase1tophase2,themanagingteam’stoppriorityistowinthemindsharebattle.Therearethreestagesinthisstrategy:mindsharingwithcustomersgivesanimmediatecompetitiveadvantageintermsofsales;mindsharingwithinvestorsprovidestheresourcestomaintainthisadvantage,andmindsharingwithpotentialrecruitsincreasesthechancesofmaintainingtheleadintheshortandthelongterm.Thistriplecapturesetsoffachainreactionreleasinganenormousamountofeconomicenergy.Marketstodayarecharacterizedbyastaggeringdegreeoftransparency.Successesandfailuresareinstantaneouslyvisibletothewholeworld.Theextraordinarysuccessofsomeinvestorsencouragesprofessionalandamateurstolookforthenexthentolayagoldenegg.Thisinvestmentmentalityhasspreadtotheemploymentmarket,wherecompensations(suchasstock-options)areincreasinglylinkedtoresults.Fromthesethreecomponents-customers,investorsandnewtalent–iscreatedtheacceleratingphenomenon,polarization:thousandsofinvestorslooktowardstheleaderatthebeginningoftherace.Thesharevaluegoesupatthesametimeastheriseincustomernumbersandthepublicperceptionthatthecurrentleaderwillbethewinner.Theriseinshare-pricegetsmoreattentionfromthemedia,andsoon.Howtogettheknowledgebeforetheothers,inordertolaunchthecompanyintoleadership?Thereareseveralattitudes,formsofbehaviorandknowledgethatcanbeused:beingparanoiac,thinkingfromdaytodaythatthecurrentmarketconditionsaregoingtochange;talkingtopeoplewithdifferentpointsofview;beinginthefield,lookingforsignsofchange.Andaboveall,buildingaresearchnetworktofindthepatternsofstrategicchange,notonlyinone’sparticularsector,butinthewholeeconomy,soasalwaystounderstandthepatternsabitbetterandabitsoonerthanthecompetitors.Experiencedmanagerscandetectsimilaritiesbetweenmovementsofvalueindifferentcircumstances.30ofthesepatternscanbedividedinto7categories.Somemanagersunderstandmigrationsofvaluebeforeothermanagers,allowingthemtocontinuallyimprovisetheirbusinessplaninordertofindandexploitvalue.Experienceisanobviousadvantage:situationscanrepeatthemselvesorbesimilartoothers,sothatexperiencedmanagersrecognizeandassimilatethemquickly.Thereabout30patterns.whichcanbeputinto7groupsaccordingtotheirkeyfactors.Itisimportanttounderstandthatthepatternshavethreegeneralcharacteristics:multiplicity,variantsandcycles.Theprincipleofmultiplicityindicatesthatwhileasectororacompanymaybeaffectedbyjustonesimplestrategicpattern,mostsituationsaremorecomplicatedandinvolveseveralsimultaneouslyevolvingpatterns.Thevariantstotheknownmodelsaredevelopedindifferentcircumstancesandaccordingtothecreativityoftheusersofthemodels.Studyingthevariantsgivesmorefinesseinmodel-analysis.Finally,eachmodeldependsoneconomiccycleswhicharemoreorlesslong.Thetimeapatterntakestodevelopdependsonitsnatureandalsoonthenatureofthecustomersandsectorinquestion.1)Thefirstfamilyofstrategicevolutionpatternsconsistsofthesix“Megapatterns”:thesemodelsdonotaddressanyparticulardimensionoftheactivity(customer,channelsofdistributionandvaluechain),buthaveanoverallandtransversalinfluence.Theyowetheirname“Mega”totheirrangeandtheirimpact(asmuchfromthepointofviewofthedifferenteconomicsectorsasfromtheduration).ThesixMegamodelsare:Noprofit,Backtoprofit,Convergence,Collapseinthemiddle,DefactostandardandTechnologyshiftstheboard.?TheNoprofitpatternischaracterizedbyazeroornegativeresultoverseveralyearsinacompanyoreconomicsector.Thefirstfactorwhichfavorsthispatternistheexistenceofasinglestrategicaplaninseveralcompetitors:theyallapplydifferentiationbypricetocapturemarket-share.Thesecondfactoristhelossofthe“crutch”ofthesector,thatistheendofasystemofthehelp,suchasartificiallymaintainedinterestlevels,orstatesubsidies.AmongthebestexamplesofthisintheUSAareinagricultureandtherailwayindustryinthe50’sand60’s,andintheaeronauticalindustryinthe80’sand90’s.?TheBacktoprofitpatternischaracterizedbytheemergenceofinnovativestrategicplansortheprojectswhichpermitthereturnofprofits.Inthe80’s,thewatchindustrywasstagnatinginanoprofitszone.ThevisionofNicolasHayekallowedSwatchandotherbrandstogetbackintoaprofit-makingsituationthankstoaproductspyramidbuiltaroundthenewbrand.Theauthorsrightlyattributethisphenomenontoinvestors’recognitionofthesuperiorityofthesenewbusinessdesigns.Howeverthisinterpretationmeritsrefinement:thesuperiorityresideslessinthecompanies’currentcapacitytoidentifythefirstanindicationsofstrategicdiscontinuitythanintheirfuturecapacitytodevelopaportfolioofstrategicoptionsandtochoosetherightoneattherighttime.ThevalueofasuchcompaniesasAmazonandAOL,whichbenefitfromfinancialpolarization,canonlybeexplainedinthisway.Tobecompetitiveinthelong-term,acompanymustnotonlyexcelinits“real”market,butalsoinitsfinancialmarket.Competitioninbothisveryfierce,andonecannotneglecteitherofthesefieldsofbattlewithoutsufferingtheconsequences.Thisshare-marketwillassumeitsownimportancealongsidethecommercialmarket,andinthefuture,itssuccessfulexploitationwillbeakeytothestrategicsuperiorityofpublicly-quotedcompanies.IncreasingthevalueofacompanydependsonitscapacitytopredictValuemigrationfromoneeconomicsectortoanotherorfromonecompanytoanotherhasunimaginableproportions,inparticularbecauseofthenewphenomenathatmassinvestmentandventurecapitalrepresent.Thepublicislookingforcompaniesthatwillsucceedinthefutureandbetonthewinner.MajormanagershaveatalentforrecognizingdevelopmentmarkettrendsTherearesomechanginganddevelopmenttrendsinallbusinesssectors.Theycanbeerectedintomodels,therebymakingitpossibletoacquireatechniqueforpredictingthem.Thisconsistsofrecognizingthemintheactualeconomiccontext.Predictingisnotenough:onestillhastoactintimeManagersanalyzedevelopmenttrendsintheenvironmentinordertoidentifyopportunities.Theythenhavetodetermineastrategicplanfortheircompany,andsetupasystemaligningtheinternalandexternalorganizationalstructureasafunctionoftheirobjectivesSource:David.J.Morrison,2001.“ProfitPatterns”.TimesBusiness.pp.17-27.譯文：利潤模式一個公司價值的增長依賴于公司自身的能力的預(yù)期，價值的遷移也只是從一個經(jīng)濟部門轉(zhuǎn)移到另外一個經(jīng)濟部門或者是一個公司到另外一個意想不到的公司。尤其是以大規(guī)模的投資和冒險資金為代表所引起的一種現(xiàn)象。公眾正在尋找那種能在未來獲得成功成為勝利者的公司。絕大多數(shù)的管理者們都有判斷新產(chǎn)品市場發(fā)展趨勢的能力，當市場發(fā)生了某些變化或者發(fā)展趨勢有了變動，他們能直接將這些變化建立到他們的模型中，因而獲得能夠預(yù)測這些變化的能力，并將這些能力與實際的經(jīng)濟環(huán)境相結(jié)合起來。預(yù)測的模型可以具體分成7個方面。光僅僅預(yù)測是不足夠的，應(yīng)該及時的用于行動。管理者通過對當前的經(jīng)濟的發(fā)展趨勢的分析而正確把握住機會。他們必須為他們自身的企業(yè)去制定一個戰(zhàn)略上的計劃，并且建立一個具有矯正進出口組織功能的系統(tǒng)。在20世紀的大部分時間里，掌握控制戰(zhàn)略發(fā)展模型并不是一個決定性因素，而且準確的說成功是固定的相對簡單的。在制造業(yè)中，基礎(chǔ)模型中所指的利潤是市場占有率所起的作用。在當前這個時候，這規(guī)則是要面對越來越多的吹毛求疵的顧客，在汽車的制造商中比如豐田這樣的小點的企業(yè)要比通用跟福特擁有更多的利潤。在價值增長最高已經(jīng)成為那些擁有最有效企業(yè)設(shè)計的獨家權(quán)力。那些暴發(fā)戶應(yīng)該在利潤區(qū)里找到自己準確的定位。在某種程度上可以按照他們的大小來排列并且按照他們新的方法來進行商業(yè)業(yè)務(wù)的拓展這些都會成為創(chuàng)造價值的資源。通過這些新的規(guī)則如何來制定一個好的戰(zhàn)略性計劃：1、以顧客為最終目標2、內(nèi)部的決策應(yīng)該保持有連續(xù)性、一貫性和全面性。而就產(chǎn)品和服務(wù)而言同樣也是在價值鏈中一種不同于其他活動的投入。3、一個行之有效的價值獲取機制。4、一個對不同資源有著強有力的戰(zhàn)略控制，從而在未來的現(xiàn)金流上刺激投資者的信心。5、內(nèi)在部門仔細地設(shè)計來支持和加強公司的策略計劃。為什么利潤會不斷地遷移？這個答案就體現(xiàn)在發(fā)生在美國的經(jīng)濟危機中。自40年代開始，有越來越多的企業(yè)被建立起來，這些公司其中有一千家已經(jīng)允許員工中的具有才能的工人在工作時可以不必理會公司沉重的治理結(jié)構(gòu)。在美國該風險資本要素正在進入一個新階段，并且這個創(chuàng)新正在從風險投資公司向所有的大公司蔓延。在世界500強企業(yè)中有越來越多的企業(yè)在創(chuàng)造了高利潤同時在企業(yè)內(nèi)部也開始投資游戲。根據(jù)最近的研究，戰(zhàn)略創(chuàng)新的思想正在整個歐洲蔓延開來，雖然在時間上有稍微的延遲。全球化正在進行著，這些創(chuàng)新的戰(zhàn)略規(guī)則會使企業(yè)在全球化進程中更具競爭力，還有第二個現(xiàn)象是更加影響價值創(chuàng)造的分化：一個既有戰(zhàn)略創(chuàng)新又有說服力的計劃。戰(zhàn)略控制和擁有支配地位的市場占有率大大增加了投資者的信心。如此，投資者們會認為企業(yè)已經(jīng)建立了一個強勢的地位，不僅僅是為了當前，同時也是為了下一步的戰(zhàn)略周期，而結(jié)果就是價值指數(shù)的增長，對其競爭對手給予直接的打擊。兩極化的過程通?？梢苑譃閮蓚€階段，在第一階段，競爭對手之間的水平都相差無幾，事實上，其中有一個已經(jīng)了解，領(lǐng)悟到其中的要領(lǐng)。在其他人之前，便開始重新定義這個模式而且制定了新的戰(zhàn)略投資計劃。當條件都成熟并適合開始接管的時候第二階段便開始了：在這個時候，那些已經(jīng)認識到價值增長分化理念的企業(yè)管理者開始吸引顧客、投資者和潛在的新成員。那些熱切的公眾開始注意到這些問題，價值的爆炸式增長將同行業(yè)的其他競爭對手遠遠地甩在了身后。例子有很多：比如微軟跟蘋果、蓮花之間的競爭，可口可樂公司與百事可樂之間的競爭，耐克與銳步之間的競爭等等。價值的兩極分化提高了獎金同時也增加了各企業(yè)的緊迫感：第一批預(yù)計到了市場的變化的企業(yè)，由于對市場的正確認識，采取適當投資的決定能得到相當大的回報從而領(lǐng)先于其他的競爭對手。在部門越來越多的今天，企業(yè)的競爭主要集中在對于顧客購買傾向率的競爭。如果在這競爭中，其中一家企業(yè)成功吸引到顧客那就將在這次競爭中占有先機。在從第一階段到第二階段的過渡過程中，頂級的管理團隊的工作重點將是如何在顧客購買傾向率這場戰(zhàn)斗中取得勝利。在這一戰(zhàn)略中一共有三個階段：給客戶一個直接的具有競爭優(yōu)勢的銷售條款從而獲取優(yōu)勢；向客戶提供資源來維持這種優(yōu)勢；在鞏固老客戶的