corporate strategy and competition 中文意思是什麼

corporate strategy and competition 解釋
公司戰略與競爭策略
  • corporate : adj. 1. 〈古語〉團結的。2. 法人的，團體的。3. 共同的，全體的。4. （大）公司的。5. 總體國家的。
  • strategy : n. 1. 戰略（學）。2. 策略，作戰方針 〈cf. tactics 〉。
  • and : n. 1. 附加條件。2. 〈常 pl. 〉附加細節。
  • competition : n. 1. 競爭。2. 比賽，競賽。3. 【生物學】生存競爭。
  1. Part two : firstly, the thesis analyse circumstance peculiarity of management control system of gdtc. stress combining market competition status and corporate governance and organization environment and several difficulty about how to carry into effect on management control accounting, and put forward my basic issue. it is that control accounting system is a tool of carrying out strategy, and manager must set up competition strategy according to comparative advantage of gdtc and reengineer organization structure for management control accounting system

    第二大部分首先研究分析了廣東電信的管理控制系統的環境制約因素，著重結合廣東電信公司的市場競爭狀況、公司治理結構以及組織環境，從有效發揮管理控制會計的幾個難點入手，提出自己的基本論點，即控制會計系統是實施戰略的工具，著重在比較競爭優勢的基礎上構建競爭戰略，並根據戰略特點分析改造公司內部組織結構，建立有利於管理控制會計系統有效發揮的內部環境。
  2. This thesis is a case study of corporate strategic management it consists of two parts : case context and case study in the case context part, the auther introduces the development history and current status of china netcom corporation ltd. shenzhen branch by describing the daily v / orks of head of china netcom corporation ltd. shenzhen branch problems and related issues arising in china netcom corporation ltd. shenzhen branch during various development periods are analysed from a variety of perspective aspects in the case study part, the auther tries to propose a development strategy for china netcom corporation ltd. shenzhen branch after analysing its operational capability and its competition environment

    在案例正文部分，本文從中國網路通信有限公司深圳分公司負責人日常工作的一天的描述，述敘了中國網通深圳分公司的發展歷程以及現狀。對在分公司發展過程中出現的問題從多個角度進行了多方面的描述。在案例分析部分，通過分析中國網路通信有限公司深圳分公司的外部環境，內部能力，嘗試提出了中國網通深圳分公司的發展戰略。
  3. 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。
  4. The direction of corporate development and the realization of operation objectives mainly depend on the management strategy. the aim and meaning of this assay is to do a dual analysis of both the construction machinery sector in which sany heavy industry co. ltd ( hereafter refers to sany ) situates and the internal structure of sany, therefore to make an operational competition strategy which suits sany in order to help sany to achieve its operation objectives and sustainable development

    企業的經營戰略決定企業的經營發展方向和經營目標的實現，本論文的目的和意義就是通過對三一重工股份有限公司（簡稱三一重工）所處工程機械行業環境和企業內部特徵兩方面進行分析，為三一重工制定一個可操作的、適應公司經營發展需要的競爭戰略，以支持三一重工經營目標的實現和企業的可持續發展。
  5. The framework of this article is based on comprehensive strategy management model, and the author collected much material and data on chinese macro - environment and insurance industry, then proceeded systematic summary and statistic analysis, carried out analysis on industry structure and industry competition state with porter ' s theory of competition strategy, then analyzed the external, internal and competition state of ping an insurance company with efe, ife and cpm tool respectively. the author also adopted the method of swot comprehensive analysis, and produced operational analysis combined with theories and methods of service management, crm, sales & marketing, human resource management, industry organization structure and corporate culture

    本研究以綜合戰略管理模型為基本分析框架，收集了我國宏觀環境及保險業的大量資料和數據進行概括總結和統計分析，運用波特的競爭戰略理論進行產業結構分析，分別用efe 、 ife 、 cpm矩陣對平安保險公司的外部因素、內部因素、競爭態勢進行分析，採用了swot綜合分析法進行戰略選擇，並廣泛結合服務管理、市場營銷、人力資源管理、產業組織結構、企業文化等多學科理論和方法對平安保險公司的應對戰略的具體實施進行探討。
  6. This paper deeply studied the exterior condition by analysis macro economy, finance environment, finance policy, the inter - bank competition, the effect of enter wto, credit setting, governing law supporting, sums up the integration effect to corporate banking business from the exterior condition. after that, this paper also studied the interior management and operation by analysis marketing propose, strategy combination, risk control, interior framework support, asset quality and vocation fabric. by this method, this paper makes analysis of the problem in corporate banking marketing of bank of china henan branch, and linking the enterprise reconstruction theory and banking reconstruction practice, this paper designs a reconstruction format of actualizing commercial bank marketing - customer manage ment system and gives a good case study

    本文從宏觀經濟、金融環境、金融政策、同業競爭狀況、入世的影響、信用環境、法律環境等方面對河南中行公司業務開展市場營銷的外部環境進行了深入的分析，總結出了各種外部因素對河南中行公司業務的綜合影響；隨后從營銷的計劃及策略組合、風險控制、內部組織保障、資產質量及行業結構等方面對河南中行的內部管理及經營進行了分析，剖析了河南中行公司業務市場營銷中存在的問題，結合企業再造理論與銀行再造的實踐，設計了實施商業銀行市場營銷的可操作性的制度載體再造模式- - - - -客戶經理制，並進行了實證分析。
  7. First, well establish the plan of hrm fitting well with the corporate strategy. second, create and perfect the performance management system based on the organizational strategy according to the targets of the core competition gained from the confirmation of corporation " s situation in the textile industry chain and the analysis of its respective circumstance

    在企業戰略方面提出：依據企業戰略，做好人力資源規劃；根據企業在紡織行業產業鏈的位置，並依據企業的自身情況，確立未來企業的核心競爭力的發展方向，以此建立和完善基於企業戰略的績效管理體系。
  8. In order to insure the execution of development strategy of quzhou ' s diversified business, from 4 different levels of enterprise culture, i. e. material level 、 behavior level 、 regulation level and mental level, in this paper we analyze and discuss resource integration 、 corporate image design 、 organization structure design 、 establishing creative enterprise and forming core competition force. with the coming of china ' s electric power structure reform, electric diversified business will face opportunities and challenges

    為確保衢電多經企業發展戰略的實施，本文從企業文化構成的四個層次即物質層、行為層、制度層、精神層，對衢電多經企業的資源整合、企業形象設計、組織結構設計、建立學習創新型企業及核心競爭力的培育進行了分析和探討。
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