有力競爭對手 的英文怎麼說

中文拼音 [yǒulìjìngzhēngduìshǒu]
有力競爭對手 英文
strong competitor
  • 有 : 有副詞[書面語] （表示整數之外再加零數）: 30 有 5 thirty-five; 10 有 5年 fifteen years
  • 力 : Ⅰ名1 （力量; 能力） power; strength; ability; capacity 2 [物理學] （改變物體運動狀態的作用） forc...
  • 競 : 動詞（競爭; 競賽） compete; contest; vie Ⅱ形容詞[書面語] （強勁） strong; powerful
  • 爭 : Ⅰ動詞1 （力求得到或達到; 爭奪） contend; vie; compete; struggle for; strive 2 （爭執; 爭論） argu...
  • 對 : Ⅰ動詞1 （回答） answer; reply 2 （對待; 對付） treat; cope with; counter 3 （朝; 向; 面對） be tr...
  • 手 : Ⅰ名詞1 （人體上肢前端能拿東西的部分） hand 2 （擅長某種技能的人或做某種事的人） a person doing or...
  • 有力 : strong; powerful; forceful; energetic; vigorous
  • 競爭 : compete; vie; contend
  1. According to marketing segmentation theory and positional theory, the paper considers the corporation ’ s ability and resource and chooses the professional hybridized pig culturist and scattered hybridized pig culturist. after making a market research and gaining the data and using the joint - analytical method of orthogonal design method to calculate the product preference of market culturist, then comparing the market position of competitor, the paper ensures kangda corporation ’ s product position to supply the differential marketing strategy

    在此分析基礎上，本文根據市場細分和定位理論，結合公司的能力和資源，評估和選擇了土雜豬專業戶和土雜豬散戶這兩個具有發展潛力的細分市場，並根據市場調查獲得的數據，採用基於正交設計的聯合分析法分別獲得了目標市場養殖戶購買偏好，結合競爭對手的市場定位，確定了公司市場定位，為后續的差異化營銷策略制定提供支撐。
  2. So, the paper uses porter ’ s “ five power ” model to find the feasibility of differential marketing strategy from supplier, customer, culturist and competitor, finding that feed industry has a good future, the demand of culturist appears new characteristics and other competitor can not find their position, upwards suppling the chance and the market guide for corporation adjusting his marketing strategy

    基於上述問題，本文引用波特「五力競爭」模型，從行業視角觀測供應商、經銷商、養殖戶和競爭對手，尋找公司制定差異化營銷策略的必要性和可行性。分析發現飼料工業具有良好發展前景、養殖戶需求出現新的特徵、競爭對手存在定位不準等情況，這為公司調整營銷策略提供了市場向導和機會。
  3. Based on the theory of five competition functions created by porter, in conjunction with the nuclear competition theory, the rbv theory and the novation theory, this article makes a detailed analysis of the external economic environment, the trade structure of life assurance, the rival ' s situation as well as its own competence. and the development characteristics of hunan life assurance market and the superiorities as well as inferiorities of the company are discussed. after that, in accordance with the market competition degree, the article makes a subdivision of the life assurance market and confirms the competition rank of the company in the whole provincial life assurance market

    論文以波特五種競爭作用力理論為基礎，結合核心能力理論、資源流派理論及創新理論的綜合運用，對中國人壽湖南公司的外部經濟運行環境、所在的壽險行業結構、競爭對手的實力情況和自身的競爭能力進行了詳細的分析，找出了湖南省壽險市場的發展特徵和公司的競爭優劣勢所在，隨后根據市場的競爭程度對公司所進入的壽險市場進行了市場細分，並根據位次競爭戰略理論確定了公司在省內壽險市場上的競爭地位，在上述分析基礎上，本文採用swot分析方法來為公司擬定了整體的市場競爭戰略，並根據公司的競爭地位相應制定了其在各細分市場上應採取的戰略措施，我們相信通過實施這些戰略措施將有助於增強公司的競爭實力，從而能使其在將來的市場競爭中進一步鞏固和保持優勢競爭地位。
  4. No other known competitor controls the process from seed to finished product like nutrilite, which is where our tagline of " quality from the seed to finished product " was derived

    34市面上沒有其他競爭對手如健爾力一樣，完全監管產品從種籽到製成品的全部過程，我們的口號優質產品，貫徹始終就是由此而來。
  5. Based on the practice of gs feed company ltd. and expert discussion method, this thesis researches into the critical successful factors of feed industry, analyses the five competitive forces in the feed industry, compares the competitive terms of gs feed company ltd. and its existing major competitors, and discovers the competitors " unadaptable strategies, i. e. over segmentation of market, excessive capacity of a single feed mill, and diverse competition, which result from the change in the prerequisites for their competitive strategies

    本文是作者多年實踐的總結，是通過對gs公司的銷售實踐，以專家討論法研究了飼料行業成功的關鍵因素，分析了產業的五種競爭作用力，比較分析了gs公司和現有主要競爭對手的競爭條件，發現競爭對手公司的戰略的前提條件發生了變化帶來戰略的不適宜，即過度細分、過大的單廠產能、差異化競爭。
  6. Based on the theory of competitive strategy of michael e porter, the paper gives an introduction on the present status of china chlor - alkali industry. the five competitive forces acted on china chlor - alkali industry, the evolvement trend of the industry and competitors are fully analyzed, the opportunities and the threatens given by the evolvement trend of the industry are evaluated. in view of the advantages, disadvantages and the resources possessed by liuzhou donghua company, the competitive orientation position and the corresponding marketing strategies, i. e. marketing mix ( including product, price, place and promotion ), innovation of marketing idea and seting up bilateral - benefit marketing relation of co - op, crm and innovation of marketing organization are brought forward

    本文以邁克爾?波特的競爭戰略理論為框架，介紹了中國氯堿行業的現狀，對作用於中國氯堿行業的五種競爭作用力及行業演變趨勢和競爭對手情況進行了充分的分析，並評估了行業演變帶來的機會和威脅，針對柳州東化公司的優勢與存在的缺點及其擁有的資源，提出了企業的競爭性定位以及與之相應的營銷策略，即營銷組合策略（包括產品策略、價格策略、通路策略和促銷策略） ，創新營銷觀念並建立「雙贏」的合作營銷關系，實施crm及營銷組織創新。
  7. This thesis conducts a detailed analysis of yangda dairying group ( ydg ) from the perspective of marketing situation, competitiveness and designs four sorts of management strategies through " swot ". there are : ( 1 ) to emphasize freshness of our products ; ( 2 ) to regulate or innovate inner organizational structure of the enterprise under the pressure of external competition ; ( 3 ) to introduce green marketing concept by taking advantage of advanced technologies at yangzhou university ; ( 4 ) to avoid competition with rivals on room - temperature dairy products

    本文從營銷環境、競爭力的角度對揚大乳業集團作了細致分析，並通過swot分析設計出了四大類經營戰略方案，即採取差別化戰略突出乳品在本地市場的新鮮優勢；利用外部競爭壓力加快推動對內部組織結構的調整和改造；充分發揮高校科技與人才優勢，引進綠色營銷理念，塑造綠色乳品形象，引導綠色乳品消費，避免在簡單的買贈促銷上與競爭對手對抗；採取「有所為有所不為」的策略，避免在常溫產品上與競爭對手進行正面競爭。
  8. The conclusions are : under the case of monopoly, the enterprise has the ability to delay the investment, thus it can take the advantages of option value brought by uncertainty to select the optimal timing of investment in each phrase flexibly ; under the case of competition, enterprise will select the optimal investment timing by comparing the tradeoff between the benefits of option value and the strategic lost of competitor ' s preemption, because preemption of competitor will reduce the ability of enterprise to delay investment comparing with the case of monopoly, the enterprise usually invests early, hi the meantime, by comparing the outcomes of investment cooperation in the r & d phrase with that of competition, we can conclude that r & d investment cooperation is pareto dominant strategy, since enterprise can fully take advantage of the option value brought by uncertainty, and thus enhance the flexibility of decision - making

    得到的結論是：在壟斷情形下，企業具有延遲投資的能力，因而企業可以充分利用不確定性帶來的期權價值，在創新投資的各階段根據不確定性信息的獲得靈活地選擇最優的投資時機；在競爭情形下，企業延遲投資的能力受到局限，由於害怕競爭對手的佔先，企業為了獲得佔先效應，會考慮競爭對手的行為對自己的影響，通過在不確定性所帶來的期權價值與競爭對手的行為所帶來的戰略價值之間進行權衡，來選武漢理工大學博士學位論文擇最優的投資時機。與壟斷情形相比，一般企業會提早投資。同時通過分析說明，競爭企業間通過在創新投資的研究與開發階段進行合作，可以使兩家企業充分利用不確定性帶來的期權價值，增強決策的柔性，結論說明，合作創新投資是兩家企業的帕累托占優策略。
  9. In the light of the fundamental method of analysis of the theories concerning enterprise competitiveness, this essay deals with the study on the enterprise competitiveness in lanzhou railway bureau. first, it makes a holistic analysis on the competitive environment and elaborates the status quo of development ; second, it establishes the index system for the assessment of the enterprise competitiveness in lanzhou railway bureau, and makes general and comparative assessment of the enterprise competitiveness, and then a conclusion is drawn ; lastly, it presents the ways and solutions to upgrade enterprise competitiveness in lanzhou railway bureau, based on the analysis of causes for the conclusion. the method of analysis in this essay is valuable in reference for the study of other enterprises in the same industry

    首先，對蘭州鐵路局競爭環境進行了宏觀環境分析和競爭環境分析，認為在現階段蘭州鐵路局擁有良好發展環境，同時也面臨著替代性運輸方式、潛在競爭對手和現代物流發展的強大威脅；其次，對蘭州鐵路局的發展現狀進行了闡述，從運輸生產、經營管理、市場競爭等不同角度進行了深入分析，認為現階段蘭州鐵路局在西北運輸市場仍然佔有一定優勢；第三，運用企業競爭力評價理論建立了蘭州鐵路局競爭力評價的指標體系，並採用模糊數學和dea評價方法對蘭州鐵路局競爭力進行了總體評價和比較評價，得出了蘭州鐵路局競爭力不強的結論，並針對評價結果進行了原因分析；最後，提出了蘭州鐵路局競爭力提升的思路和對策。
  10. The author then analyzed the structure of the foreign trade industry, including competitors, substitute products, potential entry, buyers, and suppliers, etc. the author introduced the emergence, evolution, and development of the japanese conglomerates, and illustrated how the japanese conglomerates deal with the changes of circumstances, special global economy and information

    同時本文從競爭對手、替代品、供應商、購買者、潛在競爭者、互補互動力等六個方面對國有外貿行業結構要素進行了詳盡分析。本文詳細介紹日本綜合商社產生、發展的歷程，以及他們如何應對經濟全球化、信息全球化。
  11. Although got the advantages in variety, price and management, the smes still face the lots of obstacles and challenges of hard internal competition, limit of trade and financial system, the lack of support of service system, all the above questions result in the large social burden on smes. on the other hand, the smes have shortcomings in concept, technique, management and etc, thus lead to low labor productivity, lack of information and blindness in management. the smes needs to pay attention to the recognition and application of the market opportunities in order to push the development

    為了推動中小企業的不斷成長和發展，本文介紹了市場機會的含義類別和特徵，闡明了對市場機會的有效識別的意義，並且集中探討了中小企業要在一定的原則基礎上，積極利用自身能力收集市場信息，針對現存市場機會，應用供需缺口尋找法，市場細分尋找法，產品缺陷尋找法和借鑒競爭對手尋找法來識別;針對需要創造的市場機會，主要應用市場趨勢法、社會潮流法、科學技術法、營銷手段法來發掘更有利於企業發展的市場機會。
  12. " china has excelled in mobilizing resources for science and technology on an unprecedented scale and with exceptional speed, and is now a major r & d player, " the oecd report finds

    「中國正在以空前的規模和超常規的速度調動科技研發資源，在這方面中國超越了競爭對手，目前已成為國際舞臺上一個主要的科技研發參與者」 ，經合組織報告這樣評價道， 「但這還沒有帶來創新能力的相應提高。 」
  13. This thesis regard internal property reorganization in the group of pangang as the research object, from chengdu seamless steel pipe limited liability company with chengdu iron and steel works inside exterior environment reorganizing in front and back commences, making use of to exceed the makel - bot with of five factors competition models and the method of factors analysis, after analyzing the reorganization of the business enterprise a profession for facing competes the situation. develop the development the business enterprise with the profession industry from the international local profession rival circumstance after analyzing the reorganization should the market position of the establishment with develop the strategy target. make use of the swot the analysis the method, to after the reorganization the development strategy of the business enterprise, from manage the angle proceeded the fixed position analyzes, for after the reorganization business enterprise development provided four kinds of developments strategy that eligibility choose : the brave development strategy, request the resources advantage, funds advantage, human resource advantage, technique advantage that new company make the most of new business enterprise in empress in reorganization, is an essential condition to increases to manage the level, quickly technique reforms, develop the high and additional worth product with new product production line, as soon as quikly change to strong and large business enterprise, realizes soon steel aircraft carrier dream ; dispersion strategy, the technology market quota with deal with produce high additional worth product, completely promote business enterprise brand image, extend high carry product of the exaltation product, is a necessary means to increases business enterprise performance, realizes business enterprise target ; defense strategy, adjusting the business enterprise organizes construction, reducing the intensive type in labor and the low additional worth product line, lower bad the property saves the deal, alleviating the business enterprise burden, attaining the casual wear go to battle, benefitting to the challenge that make frontal attack the rival ; withdraw strategy, compress the production of the high depletion and high cost product, simplify the production craft, controlling the cost of the end product in the lower level, is a valid path to increases business enterprise competition ability

    本論文以攀鋼集團內部的資產重組為研究對象，從成都無縫鋼管有限責任公司與成都鋼鐵廠重組前後的內外部環境入手，運用邁克爾?波特的五力競爭模型及因素分析法，分析了重組后的企業所面臨的行業競爭態勢。從國際國內行業競爭對手情況和本行業發展動態分析了重組后企業應確立的市場地位和發展戰略目標。運用swot分析法，對重組后企業的發展戰略，從管理角度進行了定位分析，為重組后企業發展提供了可選擇的四種發展戰略：即大膽發展戰略，要求新公司充分運用重組后新企業的資源優勢，資金優勢，人力資源優勢，技術優勢，是提高管理水平，加快技術改造，開發高附加值產品和新產品生產線，盡快立於強勢企業之林，早日實現「鋼鐵航母」夢的必要條件；分散性戰略，提高產品的科技含量和生產高附加值的產品，全面提升企業品牌形象，擴大高端產品的市場份額，是提高企業效益，實現企業目標的必要手段；防禦性戰略，調整企業組織結構，削減勞動密集型和低附加值產品生產線，降低不良資產存量，減輕企業包袱，做到輕裝上陣，有利於迎擊競爭對手的挑戰；退出性戰略，壓縮高消耗、高成本產品的生產，降低低端產品的比例，精簡生產工藝，將最終產品的成本控制在較低水平，是提高企業競爭力的有效途徑。
  14. All jeff ' s hard work is paying off. he ' s a leg up on the rest of his competitors

    傑夫的努力是有報答的。他在競爭對手中佔了上風。
  15. All jeff ' s ha 027520629 d work is paying off. he ' s _ leg up on _ the rest of his competitors

    傑夫的努力是有報答的。他在競爭對手中佔了上風。
  16. Demonstration and replication effects are refer to the local foreign - funded enterprises which have more than advanced technology and products for local enterprises have a role model ; competitive effects are the increasing pressure that the original foreign bringing to. the situation is that domestic rivals have to raise their technological level ; contact effect refers the direct interaction between enterprises outside purely market transactions, including forward linkages and backward linkages ; effect refers to the movement of foreign - funded training skilled workers 、 managers entering in host country, or foreign - funded staff in the host country having a certain level of technology after the " switch " to domestic enterprises

    示範和模仿效應指由於外資企業有比當地企業更為先進的技術和產品，從而對當地企業產生了示範作用;競爭效應指外資企業打破了市場原有的均衡，增加競爭壓力，迫使國內競爭對手提高技術水平，使國內企業在競爭中壯大，並引起當地企業的模仿;聯系效應指的是純粹的市場交易以外的企業間相互影響的直接關系，它包括向前聯系和向後聯系;人員的流動效應指的是外資企業培訓的技術工人、管理人員進入東道國國內;或東道國內的外資企業工作人員在掌握了一定的技術水平后經過「跳槽」后為國內企業服務。
  17. The first is to improve the current functions of expressway of sec and extend the service contents so as to attract the consumer. secondly, it is needed to provide the more concurrent and higher quality services than that of the opponents to meet or excess the expectation of the consumer in order to retain them. the third is to offer highly efficient services to realize the maximization of consumer value, at the same time, to reduce the operating cost and increase the profit of the sec

    實施差異化競爭戰略的三種主要途徑：一是改善或提高高速公路現有服務功能，擴大服務內涵，提供比對手更具競爭力的、獨特的服務，建立持久的競爭優勢，吸引顧客；二是提供比競爭對手更為一致和高品質的服務，以符合或超過目標顧客所期望的服務質量，留住顧客；三是提供更具效率的服務，以實現顧客利益最大化，同時降低企業運營成本，提高企業效益。
  18. For instance, they study harder, make greater efforts to earn money, have a stronger desire to defeat their competitors, and further, prefer to pursue beautiful women as some sort of proof of their manhood

    例如，他們更用功學習，更努力賺錢，有更強的慾望去擊敗競爭對手，而且傾向于追求漂亮的女人，以作為某種證明自己是男人的證據。
  19. Providing products to client of front line, which are extremely ignored usually and are supported by the government authroties in the future, can give us satisfied profit space, such as statistical information collecting project. on the another side, technical thoughts is software and hardware is associated closely and producing coping effect. so it can reach the company ' s goal of cost control ^ keeping technology secrece and maintain and sales conveniently, such as dynamic password card ( srz04 personal indetity project )

    公司本著穩健經營、成本至上的原則，著眼長遠，提供行業基層科技應用需要被極度忽略、而宏觀政策將在未來給予大力支持的產品，避開可能的競爭對手，先行一步，以其獲得滿意的利潤空間，如統計信息採集項目等；產品思路將走軟、硬體相結合、有復制效應的技術路線，以利於成本控制、技術保密、維護方便、銷售有利等目的，如動態口令機（ srz04身份認證項目） 。
  20. To help all the enterprises that have joined the supply chain, and swell up their competitive strength, it ' s necessary to go along with the research on managerial integration of supply chain, which can improve the level of supply chain from a kind of operation management instrument to a systematic method

    為了使加盟供應鏈的企業都能受益，並使每個企業都有比競爭對手更強的競爭實力，就必須進行供應鏈管理集成的研究，使供應鏈從一種作業性的管理工具上升為管理性的方法體系。
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