集團內部定價 的英文怎麼說

中文拼音 [jítuánnèibùdìngjià]
集團內部定價 英文
intra-groupricing
  • 集 : gatherassemblecollect
  • 團 : Ⅰ名詞1 （團子） dumpling 2 （成球形的東西） sth shaped like a ball 3 （工作或活動的集體） group; ...
  • 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
  • 部 : Ⅰ名詞1 （部分; 部位） part; section; division; region 2 （部門; 機關或組織單位的名稱） unit; mini...
  • 定 : Ⅰ形容詞1 （平靜; 穩定） calm; stable 2 （已經確定的; 不改變的） fixed; settled; established Ⅱ動詞...
  • 價 : 名詞1. （價格） price 2. （價值） value 3. [化學] （化合價） valence
  • 集團 : group; clique; circle; ring; bloc
  1. The alternative " formula apportionment method " relates to the taxation sovereignty and economic benefit of countries concerned, and the application of mis method is also difficult. as a result, " formula apportionment method " is not widely adopted

    而採用全球公式分配方法確定企業集團內部交易價格涉及各國稅收主權和稅收利益，難以為各國所接受，且適用正常交易原則遇到的問題在採用全球公式分配法時也無法得到解決。
  2. Finally, it proposes that guarantee the impleme ntation of inside financial control in the co., ltd. of qin chuan group from the respects of setting up the optimum capital structures, strengthening the parent company control on capital structure and currency fund of subsidiary company and constructing the inside financial control system, and then make a positive research on the inside financial controlled of the co., ltd. of qin chuan group from the respects of theory and practice

    最後提出從建立最優的資本結構、加強母公司對子公司資本結構、貨幣資金控制、建立內部財務控制效度系統方面保證秦川集團內部財務控制的實施，為秦川集團公司內部財務控制從理論與實踐方面作了積極的嘗試。本文是針對秦川集團進行的實證分析研究，本文的研究將對秦川集團的內部財務控制具有實用價值，對其他同類企業集團的內部財務控制具有一定的借鑒作用。
  3. So this paper has chosen xinwen mining group company as the object of study. through analysis and evaluation of its external environment and internal environment, the author has defined the advantage and disadvantage of the enterprise, opportunities and threats it faces, and, based on those, put forward the strategy of the enterprise : xinwen mining group company should rely on the mining industry, make full use of the advantage of resources available and build itself into large and strong trans - district, trans - industry and trans - system of ownership group company within a period of 10 years and at the same time realize the transfer from coal industry to non coal industry

    因此，本文選擇新汶礦業集團公司作為特定的研究對象，通過對企業的外部環境和內部環境的分析和評價，確定了企業具備的優勢和劣勢，面對的機會和威脅，並以此為基礎，提出了新汶礦業集團公司應以採掘業為依託，以十年為期限，充分利用現有的資源優勢，在實現煤炭產業向非煤產業的轉移的同時，構建起跨地區、跨行業、跨所有制的大型企業集團的發展戰略。
  4. Of course, there are n ' t no barriers when adopting the transfer pricing strategy, such as the barriers from the respective profit centers of the transnational corporation, objections from the overseas co - investors, restrictions from the government of the host country, differences of economic environment of various countries. all these to some extent have limit influences on the transfer pricing

    當然，跨國公司在運用轉移定價策略時並非毫無障礙，它也會遇到各種限制因素，例如來自跨國企業集團內部各利潤中心的阻礙，來自海外合資者的反對，來自東道國政府的限制，再加上各國經濟環境的差異，這些在一定程度上都起到了制約轉移定價的作用。
  5. The internal environment of the group is evaluated by using internal factor evaluation matrix, it is considered that the group has many advantages such as powerful design ability, abundant land reserves, economics of scale etc. and many disadvantages such as limited capital, lack of professional, infirm cost control ability etc. in the thesis, the orientation of scale, grade and area, target market and target client for real estate business of the group is determined on the basis of internal and external environment analyses. swot analyzing model is constructed and quantitative strategic planning matrix is used to analyze and choose the competition strategy which modern group co. may adopted. finally, the competition strategy combination of taking differential strategy as main strategy and target concentrated strategy as auxiliary strategy is determined for real estate business of the group

    再次，分析了當代集團在房地產領域發展具備的基本條件，運用內部要素評價（ ife ）矩陣對當代集團的內部環境進行綜合評價，認為當代集團擁有設計能力強、土地儲備豐富、實現了規模經濟等優勢，同時也存在資金實力有限、專業人才不足、成本控制能力不強等劣勢，論文在內外部環境分析的基礎上，對當代集團的房地產業務規模、檔次與區域，目標市場及目標客戶群進行了定位分析，構建了當代集團房地產業務的swot分析模型，運用定量規劃評價矩陣（ qspm ）對當代集團房地產競爭戰略進行了選擇分析，確定以差異化戰略為主、重點集中戰略為輔的競爭戰略組合。
  6. Moreover, if there exists comparable uncontrolled transaction, the arm ' s length price is close to market price

    因此，採用正常交易原則確定企業集團內部交易價格在一定程度上是合理的。
  7. This paper utilizes decision theory, cybernetics and system according to function and the characteristic of the state - owned group financial accountant of holding company to discuss and worth related theories such as theory, is close to combine the reality of the state - owned group financial management and accounting information system of holding company, adopts to determine the nature, is with ration, sum up the method of deducing, enumerate case layer upon layer further, record system and processing for the state - owned systematic essential factor, system hierarchy of control and classfication in the group accounting information system of holding company to handle system, combined accounting form and accounting accounting center, information transmit the related problems such as system have carried out the thorough research of overall system, inference makes the modern systematic structural frame of the state - owned group accounting information of holding company that perfected scientifically, and reach following conclusion : first, accounting information is that the key, accounting information system of the information of business management is the strong support system of enterprise decision

    外部競爭和內在要求的雙重壓力都表明企業集團構建科學完善的會計信息系統十分必要和迫切。本文根據國有控股企業集團財務會計的特點與職能，運用決策論、控制論、系統論和價值論等相關理論，緊密結合國有控股企業集團財務管理和會計信息系統的實際，採用定性與定量相結合、歸納推斷的方法，層層深入，列舉案例，對國有控股企業集團會計信息系統中的系統要素、制度控制體系、分類記載體系、加工處理體系、合併會計報表、會計核算中心、信息傳遞體系等相關問題進行了全面系統深入的研究，推論出科學完善的現代國有控股企業集團會計信息系統的構架，並得出如下結論：第一，會計信息是企業管理信息的核心，會計信息系統是企業決策的強有力的支持系統。
  8. After that, we analyze the internal resources and capability of the hs - sysway company by radar chart and value chain etc. then we analyze the advantage and disadvantage of the holding chances and cutting threaten, using the vrio frame. the results are following - the main advantages for hs - sysway are : its support for capital and tobacco market, ierp ( developed independently ) and differentiation, erp ' s marketing capability, technique development capability, local costs and services etc. ; the main disadvantages are : the strategy orientation is unclear and carried out weakly, low level management, persons with high ability are short of or missing, weak maturity and difference of products, short of core technology and capability etc. on that basis, we analyze the stakeholders and specify the task of the company ; we use the swot analysis and large tactic matrix etc. and bring forward the basic strategy of the development that is the aggressive strategy

    其後，運用雷達圖分析、價值鏈分析等方法對企業內部的資源與能力進行了分析，然後利用vrio框架，對企業能夠用以抓住機會、削減威脅的優勢及弱點進行了分析，得出宏聲新思維公司的主要優勢是宏聲集團的資金及煙草市場支持、自主開發的ierp及其差異化、 erp營銷能力、技術開發能力和本地化的成本及服務等，主要弱點是戰略定位不清晰且貫徹不力、管理水平低、高素質人才匱乏且有流失、產品成熟度和差異性不高、缺乏核心技術與能力等。
  9. Goods are purchased internally within the group and prices are set by a product division using the resale price or market minus method under the transfer pricing guidelines as developed by the organization of economic cooperation and development

    該公司在集團內部購貨，由一個生產部門訂立價錢。訂價方法是採用經濟合作及發展組織制訂的轉讓定價指引所載的轉售定價法或市價扣除法。
  10. As the emphasis of this paper, the third chapter focuses on how to build the chinese oil enterprises into giant oil companies to meet the market economy so and international competition. with adoption of comparison study method, this chapter studies the theories concerning the corporate strategic management and borrows experiences in managerial pattern and decision - making pattern from foreign oil giants. facing the increasingly intense competition and the rising demand for energy with large foreign oil companies access into the chinese oil market, it is necessary to boost the competitiveness of china ' s oil enterprises so that they can take advantage of the resources and market both at home and abroad and implement the wto - oriented development strategies, including integration strategy, diversification strategy, conglomeration strategy, internationalization strategy, petroleum price strategy, oil refining and distribution strategy, innovation strategy and corporate image strategy

    作為本文的重點，在解決行業管理體制和企業內部運行機制的問題后，本文第三章根據企業戰略管理有關理論，運用比較研究的方法，在對國外大石油公司管理模式和戰略制定模式進行研究的前提下，以把中國石油企業打造成適應市場經濟和國際競爭的大石油公司為戰略出發點，面對國外大石油公司紛紛進入中國石油市場、競爭不斷加劇、能源需求不斷增加等挑戰，從培養中國石油企業核心競爭力的角度，以兩利用兩種資源、兩個市場為基礎，比較全面地提出了中國石油企業在加入wto后的發展戰略，主要包括：一體化戰略、多樣化戰略、集團化經營戰略、國際化經營戰略、石油價格戰略、石油煉制與銷售戰略、創新戰略和企業形象戰略。
  11. Analyze and estimate the development of mobile communication industry. then we analyze the success experience of ntt docomo ' s i - mode, the failure teaches of wap promotion in europe, the - competition situation and the advantage & weakness of china mobile group, the character and development situation of china mobile group ' s data services : s ms & gprs. according to market subdivision & orientation, business operation mode, product price - making, product development, business innovation and strategic orientation of the company, we bring up six strategies that china mobile group should take in mobile data service development at present, that is, absorb icp in all aspects and develop different and creative applications & contents fast, establish the object market as soon as possible and provide services according to the demand of different market, make & apply the key technical standards and bring up technical demand to cell phone manufacturers & the other cooperation colleagues, quicken the construction of gprs network & data platform, dominate & promote the development of global mobile business by entering an alliance with the leading enterprises in the world, promote the reorganization of mobile data service section to insure the successful practice of related strategies

    本文首先對中國目前的通信行業的演變歷程進行回顧和分析，特別對移動通信行業的發展進行了全面的分析和預測，通過對nttdocomoi - mode成功經驗及歐洲wap推廣失敗教訓的剖析，結合中國移動通信集團公司當前面臨的競爭態勢以及自身的優勢和弱點，並針對中國移動通信集團公司兩大移動數據業務sms和gprs的特點和發展現狀，從市場細分定位、商業運營模式、產品定價、產品開發、業務創新、運營商的戰略定位等方面，提出了近期中國移動通信集團公司在發展移動數據業務時應採取的六大應對策略，即：廣泛吸納icp ，大力開發豐富多彩、有創意的應用和內容；盡快確定目標市場，提供針對細分市場需求的服務；加快制定並實施關鍵技術標準，對手機製造商和其他合作夥伴提出技術要求；加速gprs網路及數據平臺建設；通過與全球領先的企業建立合作聯盟，主導並推動全球移動業務的發展；推進數據業務部門的組織重組，確保相關戰略的成功實施。
  12. First, the article reviews the theory of strategic management. then, using related theory, methods and models, followed by the steps of strategy analysis, strategy formulation, strategy implementation, strategy control and strategy evaluation witn some matrixes, such as external factor evaluation ( efe ) matrix, internal factor evaluation ( ife ) matrix, threats - opportunities - weakness - strengths ( tows ) matrix. boston consulting group ( bcg ) matrix. strategic position and action evaluation ( space ) matrix and quantitative strategic planning matrix ( qspm ), etc. to analyses the external environment and internal situations. at last, the article puts forward to expanded strategy for deyang cable stock corporation and gives some advice on the implemention and control of the strategy. the author hopes that this article is beneficial to the development of deyang companyt

    本文首先對有關戰略管理的理論進行了回顧，其次，運用戰略管理的有關原理、方法與模型，按照戰略分析、戰略制定、戰略實施以及戰略控制和評價等步驟，運用外部因素評價（ efe ）矩陣、內部因素評價（ ife ）矩陣、威脅-機會-弱點-優勢（ twos ）矩陣、波士頓咨詢集團（ bcg ）矩陣、戰略地位與行動評價（ space ）矩陣以及定量戰略計劃（ qspm ）矩陣等方法，對德纜公司的外部環境和內部條件進行分析，最後制定了擴張型的總體發展戰略，並對戰略的實施及控制提出了相應的措施，期望能對德纜公司的發展提供幫助。
  13. An analysis of transfer pricing in the integrated firm

    集團內部轉移定價的經濟學分析
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