企業(yè)利潤(rùn)分析中英文對(duì)照外文翻譯文獻(xiàn)

中英文對(duì)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(rùn)模式一個(gè)公司價(jià)值的增長(zhǎng)依賴于公司自身的能力的預(yù)期，價(jià)值的遷移也只是從一個(gè)經(jīng)濟(jì)部門轉(zhuǎn)移到另外一個(gè)經(jīng)濟(jì)部門或者是一個(gè)公司到另外一個(gè)意想不到的公司。尤其是以大規(guī)模的投資和冒險(xiǎn)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(lái)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(chǎng)發(fā)展趨勢(shì)的能力，當(dāng)市場(chǎng)發(fā)生了某些變化或者發(fā)展趨勢(shì)有了變動(dòng)，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(cè)這些變化的能力，并將這些能力與實(shí)際的經(jīng)濟(jì)環(huán)境相結(jié)合起來(lái)。預(yù)測(cè)的模型可以具體分成7個(gè)方面。光僅僅預(yù)測(cè)是不足夠的，應(yīng)該及時(shí)的用于行動(dòng)。管理者通過(guò)對(duì)當(dāng)前的經(jīng)濟(jì)的發(fā)展趨勢(shì)的分析而正確把握住機(jī)會(huì)。他們必須為他們自身的企業(yè)去制定一個(gè)戰(zhàn)略上的計(jì)劃，并且建立一個(gè)具有矯正進(jìn)出口組織功能的系統(tǒng)。在20世紀(jì)的大部分時(shí)間里，掌握控制戰(zhàn)略發(fā)展模型并不是一個(gè)決定性因素，而且準(zhǔn)確的說(shuō)成功是固定的相對(duì)簡(jiǎn)單的。在制造業(yè)中，基礎(chǔ)模型中所指的利潤(rùn)是市場(chǎng)占有率所起的作用。在當(dāng)前這個(gè)時(shí)候，這規(guī)則是要面對(duì)越來(lái)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(diǎn)的企業(yè)要比通用跟福特?fù)碛懈嗟睦麧?rùn)。在價(jià)值增長(zhǎng)最高已經(jīng)成為那些擁有最有效企業(yè)設(shè)計(jì)的獨(dú)家權(quán)力。那些暴發(fā)戶應(yīng)該在利潤(rùn)區(qū)里找到自己準(zhǔn)確的定位。在某種程度上可以按照他們的大小來(lái)排列并且按照他們新的方法來(lái)進(jìn)行商業(yè)業(yè)務(wù)的拓展這些都會(huì)成為創(chuàng)造價(jià)值的資源。通過(guò)這些新的規(guī)則如何來(lái)制定一個(gè)好的戰(zhàn)略性計(jì)劃：1、以顧客為最終目標(biāo)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(jià)值鏈中一種不同于其他活動(dòng)的投入。3、一個(gè)行之有效的價(jià)值獲取機(jī)制。4、一個(gè)對(duì)不同資源有著強(qiáng)有力的戰(zhàn)略控制，從而在未來(lái)的現(xiàn)金流上刺激投資者的信心。5、內(nèi)在部門仔細(xì)地設(shè)計(jì)來(lái)支持和加強(qiáng)公司的策略計(jì)劃。為什么利潤(rùn)會(huì)不斷地遷移？這個(gè)答案就體現(xiàn)在發(fā)生在美國(guó)的經(jīng)濟(jì)危機(jī)中。自40年代開始，有越來(lái)越多的企業(yè)被建立起來(lái)，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(shí)可以不必理會(huì)公司沉重的治理結(jié)構(gòu)。在美國(guó)該風(fēng)險(xiǎn)資本要素正在進(jìn)入一個(gè)新階段，并且這個(gè)創(chuàng)新正在從風(fēng)險(xiǎn)投資公司向所有的大公司蔓延。在世界500強(qiáng)企業(yè)中有越來(lái)越多的企業(yè)在創(chuàng)造了高利潤(rùn)同時(shí)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(gè)歐洲蔓延開來(lái)，雖然在時(shí)間上有稍微的延遲。全球化正在進(jìn)行著，這些創(chuàng)新的戰(zhàn)略規(guī)則會(huì)使企業(yè)在全球化進(jìn)程中更具競(jìng)爭(zhēng)力，還有第二個(gè)現(xiàn)象是更加影響價(jià)值創(chuàng)造的分化：一個(gè)既有戰(zhàn)略創(chuàng)新又有說(shuō)服力的計(jì)劃。戰(zhàn)略控制和擁有支配地位的市場(chǎng)占有率大大增加了投資者的信心。如此，投資者們會(huì)認(rèn)為企業(yè)已經(jīng)建立了一個(gè)強(qiáng)勢(shì)的地位，不僅僅是為了當(dāng)前，同時(shí)也是為了下一步的戰(zhàn)略周期，而結(jié)果就是價(jià)值指數(shù)的增長(zhǎng)，對(duì)其競(jìng)爭(zhēng)對(duì)手給予直接的打擊。兩極化的過(guò)程通?？梢苑譃閮蓚€(gè)階段，在第一階段，競(jìng)爭(zhēng)對(duì)手之間的水平都相差無(wú)幾，事實(shí)上，其中有一個(gè)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(gè)模式而且制定了新的戰(zhàn)略投資計(jì)劃。當(dāng)條件都成熟并適合開始接管的時(shí)候第二階段便開始了：在這個(gè)時(shí)候，那些已經(jīng)認(rèn)識(shí)到價(jià)值增長(zhǎng)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(wèn)題，價(jià)值的爆炸式增長(zhǎng)將同行業(yè)的其他競(jìng)爭(zhēng)對(duì)手遠(yuǎn)遠(yuǎn)地甩在了身后。例子有很多：比如微軟跟蘋果、蓮花之間的競(jìng)爭(zhēng)，可口可樂公司與百事可樂之間的競(jìng)爭(zhēng)，耐克與銳步之間的競(jìng)爭(zhēng)等等。價(jià)值的兩極分化提高了獎(jiǎng)金同時(shí)也增加了各企業(yè)的緊迫感：第一批預(yù)計(jì)到了市場(chǎng)的變化的企業(yè)，由于對(duì)市場(chǎng)的正確認(rèn)識(shí)，采取適當(dāng)投資的決定能得到相當(dāng)大的回報(bào)從而領(lǐng)先于其他的競(jìng)爭(zhēng)對(duì)手。在部門越來(lái)越多的今天，企業(yè)的競(jìng)爭(zhēng)主要集中在對(duì)于顧客購(gòu)買傾向率的競(jìng)爭(zhēng)。如果在這競(jìng)爭(zhēng)中，其中一家企業(yè)成功吸引到顧客那就將在這次競(jìng)爭(zhēng)中占有先機(jī)。在從第一階段到第二階段的過(guò)渡過(guò)程中，頂級(jí)的管理團(tuán)隊(duì)的工作重點(diǎn)將是如何在顧客購(gòu)買傾向率這場(chǎng)戰(zhàn)斗中取得勝利。在這一戰(zhàn)略中一共有三個(gè)階段：給客戶一個(gè)直接的具有競(jìng)爭(zhēng)優(yōu)勢(shì)的銷售條款從而獲取優(yōu)勢(shì)；向客戶提供資源來(lái)維持這種優(yōu)勢(shì)；在鞏固老客戶的