邁克林內 的英文怎麼說

中文拼音 [màikèlīnnèi]
邁克林內 英文
jameel mccline33-6-21ko
  • 邁 : Ⅰ動詞（提腳向前走; 跨） step; stride; pass Ⅱ形容詞（老） old Ⅲ名詞（英里） mile
  • 克 : 克i 動詞1 （能） can; be able to 2 （克服; 克制） restrain; control 3 （攻下據點; 戰勝） overcome...
  • 林 : 名詞1 （成片的樹木或竹子） forest; woods; grove 2 （聚集在一起的同類的人或事物） circles; group 3...
  • 內 : 名詞1. （內部; 里頭; 里邊） inner; inside; within 2. （妻子或妻子的親屬） one's wife or her relatives 3. （姓氏） a surname
  • 邁克 : mack
  • 林內 : carl linnaeus
  1. 2. gradate blue image means that nafine group has been walking to the sea from its birthplace yanhu of yuncheng, or to say that we are generally stepping into the global market, the ocean where the international enterprises olympics held in

    2藍色漸變的象徵圖形寓意南風集團從發祥地運城鹽湖已走向海洋，由國內市場逐漸進入國外市場，從此邁入世界企業「奧林匹克」競技的海洋。
  2. What had prevented him from completing a topical song music by r. g. johnston on the events of the past, or fixtures for the actual years, entitled if brian boru could but come back and see old dublin now, commissioned by michael gunn, lessee of the gaiety theatre, 46, 47, 48, 49 south king street, and to be introduced into the sixth scene, the valley of diamonds, of the second edition 30 january 1893 of the grand annual christmas pantomime sinbad the sailor written by greenleaf whittier, scenery by george a. jackson and cecil hicks, costumes by mrs and miss whelan, produced by r. shelton 26 december 1892 under the personal supervision of mrs michael gunn, ballets by jessie noir, harlequinade by thomas otto and sung by nelly bouverist principal girl

    該歌原來預定插在照例于聖誕節期間公演的大型啞劇水手辛伯達第六場鉆石谷一八九三年第二版，作者：格林利夫惠蒂爾54 ，舞臺裝置：喬治a傑克遜和塞西爾希克斯服裝：惠蘭太太與惠蘭小姐導演： r .謝爾頓一八九二年十二月二十六日在邁克爾網恩夫人親自監督下演出，芭蕾舞女演員為傑西諾亞，丑角為托馬斯奧托中，是由女主角內莉布弗里斯特55演唱的。
  3. 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。
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