劣勢企業 的英文怎麼說

中文拼音 [lièshìqìyè]
劣勢企業 英文
inferior business
  • 劣 : 1. （壞; 不好） bad; inferior; of low quality 2. （小於一定標準的） minor
  • 勢 : 名詞1 （勢力） power; force; influence 2 （一切事物力量表現出來的趨向） momentum; tendency 3 （自...
  • 企 : 動詞1. （抬起腳後跟站著 ） stand on tiptoe2. （盼望） anxiously expect sth. ; look forward to
  • 業 : Ⅰ名詞1 （行業） line of business; trade; industry 2 （職業） occupation; profession; employment; ...
  • 劣勢 : inferior strength or position
  1. 2. find out benefic and inferior resources of enterprise by using extension set theory to build up the association function, and build up the extension model of resources contradiction by contrasting the inferior resources to the needed resources. 3

    應用可拓集合理論，建立關聯函數，確定重組企業的優勢資源和劣勢資源，再根據對劣勢資源與企業日標所需資源比較，建立重組中資源矛盾的可拓模型。
  2. The article depending on the investigation and research of jin xin chemical industry group and the analysis of the group " s external and internal environment, concludes the group " s strengths and weaknesses, defines the opportunities and threats or constraints that exits in the external environment, and on these grounds bring upped that the company ' s development target, established the group " s general strategy, according to the national chemistry industry " tenth five year period " the programming of " entering some industries and exiting from the other, doing something and not doing the other ", make sured the " chemical combination and the chemical engineering coexistence, and gradually push forward the related diversification, and build the type chemical combination conglomerate the group " of strategy direction, defines " to accelerate the internal industrial structure adjust and optimizing the product construction " which is the importance of the strategy, and established " the low cost target be in the leading and concentrate the strategy ", and formulate the group " s framework of total development strategy

    文章在調查研究金信化工有限公司基本情況，分析外部環境和內部條件的基礎上，總結了金信的優勢與劣勢，剖析了企業面臨的機遇和挑戰，並據此提出了公司的發展目標，制定了企業整體發展戰略，按照國家化學工業「十五」規劃中確定的「有所為有所不為」 、 「有進有退」的原則，確定了「化肥化工並舉，逐步推進相關多元化，打造綜合型化肥聯合企業集團」的戰略方向，明確了「加快內部產業結構調整和產品結構優化」的戰略重點，制定了「低成本領先的目標集中戰略」 ，形成了金信公司的整體發展戰略框架。文章理論與實際相結合，把戰略管理理論應用於企業戰略研究實踐，對金信公司的產品結構調整、技術改造、內部改革、企業管理和未來的長期穩定發展具有一定的指導意義。
  3. First, strategy analyzing : through analyzing the inner and outer environment factors such as history, resources, competence and its strengths and weaknesses, we identified the firm ' s competitive advantages, core competence and long term goal. especially, we compare and arrange the order of civil listing cement enterprises in china through establishing a series of relevant indexes and fuzzy subsets method. we forecast the firm ' s next 5 years manufacture capability by recession analysis

    論文分析了企業的內外環境，歸納出企業優劣勢及企業發展的機會和方向，特別通過對企業歷史、資源、能力的分析，總結出企業的戰略目標及核心能力，通過建立相關指標體系及模糊聚類對水泥行業上市公司的競爭地位進行了比較分析與排序，通過二元回歸方法對秦嶺水泥的生產規模進行預測。
  4. Complying with the national environment - protection industry policies, this dissertation applies the strategy management theories for modern enterprises, gives an overall swot analysis on the outer conditions inclusive of the social and cultural condition, the political and law condition, the economic and technical condition as well as the competitive condition and the inner conditions inclusive of the company " s background and its present situation, the incorporative structure and culture, the nuclear strength and resources confronting the company. based on this, it proposes the development strategy scheme for nte and further discusses its concerning application and control precautions. the study on the development strategy for nte enables it achieve the dynamic balance among the outer and inner conditions it faces and its managerial target even though it is in the sophisticated situations so as to ensure its ever lasting development

    本文圍繞國家環保節能產業政策，通過運用現代企業戰略管理理論，對企業所面臨的外部環境（包括社會文化、政治法律、經濟和技術環境、行業及其競爭環境）和內部環境（包括企業背景現狀、組織結構、企業文化、企業核心能力及資源）的機會、威脅、優勢、劣勢進行深入分析的基礎上，提出新能公司的發展戰略方案，並進一步探討戰略方案的實施與控制通過對新能公司發展戰略的研究，使企業在復雜多變的內外環境條件下，保證企業外部環境、內部條件和經營目標三者之間的動態平衡，從而保證企業可持續發展。
  5. This paper investigates the enterprise ' s resources of longkung group, analyzes in detail its external environment and internal conditions, finds its external opportunity and threat and its internal advantage and disadvantage, combines the enterprise ' s strategic target and determines the development strategy of longkuang group as follows : adhere to the principle of taking the coal industry as the main stay, developing the diversified economy and developing in an all round way, make the coal industry stronger and bigger and bring along the non - coal industry, expand and upgrade the non - coal industry, actively participate the market competition, gradually substitute for coal industry and build a large, strong and competitive enterprise group with the coastal characteristics

    本文通過深入調查龍礦集團企業資源，詳細分析其外部環境和內部條件，找出面臨的外部機會與威脅以及內部優勢和劣勢，結合企業經營戰略目標，確定了龍礦集團的發展戰略：堅持以煤為本，多業並舉，全面發展的方針；煤炭主業做強做大，帶動非煤產業的發展；非煤產業經營上規模、上檔次，積極參與市場競爭，逐步實現對煤炭產業的替代。構建具有海濱特色和強大競爭力的大型企業集團。
  6. ( 2 ) for the implement of marketing strategy, this paper analyses competition structure and competition characters zgcc is confronting with, surperiority and inferiority, existing opportunity and threat, customer group characters of zgcc etc ; puts forward that different marketing strategy should be used for the different customer and establishes project of customer satisfactory degree questionary ; brings up a series of countermeasures and measure steps by adjusting of marketing channel, establishing relation marketing and service in the aspect of customer relationship management

    （ 2 ）針對營銷戰略的實施，本文分析自硬公司面臨的競爭格局、競爭特點、本企業的優勢與劣勢、存在的機會與威脅、企業的客戶群特徵等等。提出了針對不同的客戶實施不同的營銷策略以及建立客戶滿意度測試模式方案。運用客戶關系管理理念對營銷渠道的調整、關系營銷的建立、客戶服務提出一系列的對策和措施。
  7. The following chapter takes advantage of swot analysis to have a bird view on the advantage and disadvantage of chinese retailing industry and holds that the substantial gap between chinese and foreign retailers can be justified by the reality of being local, which may shed light of hope to those pessimist toward globalization

    第三章用swot方法分析了中國零售業的競爭劣勢與優勢，認為中國零售業雖然在許多方面與國外同行存在著巨大的差距，但企業的本土優勢卻是那些外來者難以與之相競爭的。而這一點也足以讓那些悲觀論者看到一線希望。
  8. First of all, this paper by the swot method analysis interior resources of shandong hualu - hengsheng group co., ltd., determines strengths and weakness. second, the paper declares opportunities and threats through analyzing business circumstances, include macroscopic circumstances and microscopic circumstances. third, based on all above analyses, the developing strategy of hualu - hengsheng should be designed, include guiding principle, goal, steps, means & measures of strategy

    論文採用swot分析方法，首先對山東華魯恆升集團有限公司的企業內部資源進行系統分析，確定企業的資源優勢與劣勢；然後，對該企業面臨的環境，包括宏觀環境與微觀環境，存在的機會與威脅進行較詳盡的分析；在上述分析的基礎上，進行該企業的戰略設計，包括戰略指導思想、戰略目標、戰略階段與戰略重點，制定企業戰略實施手段與措施；最後，提出論文研究的結論。
  9. Especially in market, the environment of competition is becoming intense day by day, the brand shaping strategy that adjusted for chigo air - conditioner ltd co. has important reference value. 4. this paper has mastered the condition of this enterprise and whole industry dynamically and has analysed the major competitor

    本文動態把握本企業和全行業的狀況，進行主要競爭對手優劣勢分析、提出本企業應對策略，準確及全方位的品牌形象策劃及品牌定位：能夠有效地向社會、向市場傳遞企業品牌形象。
  10. However, china is in an inferior position in the global technical barriers as a developing country. on one hand, the enterprise do not know technical barriers very well ; on the other hand, the enterprise lack the crisis awareness and counter awareness

    作為發展中國家，我國面對世界各國的技術壁壘處於劣勢地位，一方面，企業對技術性貿易壁壘的認識還不夠客觀、不夠全面，另一方面，企業對技術性貿易壁壘缺乏危機感和應對意識。
  11. First, the systematic opinion is introduced into the thesis to study the managemeni of private enterprise ; second, the thesis does a detailed ana1ysis on daily administratc system, mainly mention on the components and their relationship ; the next, through analysis and diagonosis of the 2001s adininistrate system of a case, the mk group corp., indicated the weakness and shortage on its admini stration ; f inally, reo rgnize the adininistrate system of mk group corp., focus on the work of mk group corp. on orgnization scheme reorgnize, goal administrate and procedur control, policy adninistrae, staff encourage policy and enterprise cuit ' ure constahon. the work on the case result in the contents of the better job of 2002s administrate system of mk group corp

    首先，本文將系統的觀點引入民營企業經營管理工作中，提出改善經營管理的系統觀；其次，對于經營管理系統進行了較為詳細的論述，側重點在於其主要構成因素及其相互關系；再次，以mk集團為案例，對其2001年經營管理系統進行分析和診斷，指出其劣勢和不足；最後，通過組織架構重組，目標管理和過程式控制制，制度化管理，人員考評激勵制度和企業文化建設等等方面對mk集團經營管理系統進行重組和評述，以其全面改善企業經營管理的做法作為mk集團2002年初改善經營管理工作的內容。
  12. Then the author choose samples from the listed companies which are customers of banks, and adopted an empirical approach by using the kmv model and logistic model

    在銀行與企業的借貸交易中，銀行處于信息劣勢，企業比銀行更了解自身的經營能力、管理水平以及借款項目的風險特徵。
  13. After this article analyse generally the state of nationwide and worldwide aluminum industry, it has an in - depth analysis of the competitive structure of electrolytic aluminum industry hi our country with potter ' s five power structural analysis mode and thus we understand the opportunities and threats confronted with the enterprise. on the basis of careful study on the actual condition of zouping aluminum co., ltd., this article amis to find out the strengths and weakness of the enterprise. and with analytical approach of swot, a far - reaching plan of our company and an overall strategy that the longitudinal integration development is to be carried out are put forward and the measures about how to assure the implementation are raised in accordance with problems existed in the enterprise

    本文首先對世界鋁工業狀況和我國鋁工業狀況進行總括性的分析，然後運用波特的五要素結構分析模型對我國電解鋁行業競爭結構進行了深入分析，從而了解了企業面臨的機會和威脅；在對鄒平鋁業有限公司的實際狀況進行詳細研究的基礎上，找出企業的優勢和劣勢；最後運用swot分析的方法，針對企業目前存在的問題，提出鄒平鋁業公司遠景規劃和實施縱向一體化發展的總體戰略方向，並對戰略的有效實施提出了保障措施。
  14. Second, it turns to analyze the outside environment of chongqing pepsi - tianfu in details by using many theories in turn such as pest, five competition power, production life cycles and value chain, and its target is not only to find opportunities in politics, economic, technology, and social culture and also to feel threaten which results from substitute, supplier, new comer, customer and competitor of our company. then, it begins to seek the strength and weakness of this company by analyzing resource of itself in order to seek main problem s during present business operating, specially focusing on marketing promotion, cost controlling, human resource management and enterprise culture. at the same time, it concludes that the main present questions are caused by some history factors, faulty present management rules, incomplete human resource system, different leader types and weak base of enterprise culture

    然後，就運用pest法、行業競爭五種力量及價值鏈的戰略管理理論對公司的外部競爭環境進行詳細的分析，發現公司可能在政治、經濟、技術、社會文化上面臨的機會以及行業中替代品、供應商、新進入者、顧客、競爭對手正帶來的威脅；接著，運用資源分析法找出公司內部的優勢和劣勢，特別是目前存在的主要問題及其產生的各種主要原因，其中問題集中表現在市場營銷、成本控制、人力資源管理、企業文化四大方面，而產生原因則是公司的歷史、管理制度不夠完善、人才機制不健全、領導風格不相同、企業文化較薄弱等因素；接著，就是將內、外環境的分析結果通過swot方法進行戰略匹配和選擇，得出三個戰略方案，即：穩定發展戰略、密集型發展戰略和多元化發展戰略。
  15. Though small business is of flexibility, easy transfer to other industry, easy innovation and great vitality, they are inferior to the large business in information, technology, human resources and capital raising and face many hard - to - solve problems during their development

    雖然中小企業具有靈活、易轉向、易創新、生命力強等特點，但同大企業相比，中小企業在信息、技術、人才、融資等方面還處於劣勢，在其發展過程中還存在許多不易克服的問題。
  16. Many local enterprises, especially those who have a long history, they have been deep touching the fierce market competition, but they know few how to make use of the opportunity of environment and their strength and how to avoid the threaten of environment and their own weakness

    國內很多企業，尤其是老企業，對激烈競爭的市場有深刻的感受，但是在如何利用環境機會和自身優勢，規避環境威脅和自身劣勢方面研究不夠，本文可以作為參考。
  17. The first step is to build up the mind to satisfy the customers, nail down the direction of development and the mission of the enterprise, formulate the object which is composed of market, innovation, profit and society, and determine the direction of development. the following step is to analyze comprehensively the opportunities and threats from the external environment, and also the advantages and disadvantages in the internal environment, as to construct and foster the core competence of the flour manufacturers. the third step is to exert comprehensively the strategy of cost - leading strategy, difference strategy integrate strategy target - focus strategy and diversification strategy to foster and maintain the core competence

    麵粉製造企業的核心競爭力管理的過程包括： （ 1 ）樹立顧客滿意的戰略思想，明確企業的發展方向和企業使命，並制定由市場目標、創新目標、盈利目標和社會目標組成的戰略目標，決定麵粉製造企業核心競爭力的發展方向； （ 2 ）對麵粉製造企業外部環境的機會和威脅、內部環境的優勢和劣勢進行綜合的戰略分析，構建和培育麵粉製造企業核心競爭力； （ 3 ）綜合運用成本領先戰略、差別化戰略、集中目標戰略、一體化戰略和多樣化戰略來培育和維護麵粉製造企業核心競爭力； （ 4 ）制定職能戰略、進行以企業核心競爭力為載體和顧客滿意為最終奮斗目標的組織結構變革，提高企業領導人的核心競爭力意識，維廣東工業大學管理學碩士學位論文護和發展麵粉製造企業核心競爭力: （ 5 ）發展和再造麵粉製造企業核心競爭力等五個步驟。
  18. Dased upon the introduction of correlative theories, articles and viewpoints, this paper construes status in quo of current professional manager market of china and hebei province, and finds out the key problems ; this paper refers to the background and main issues of professional managers " selection, and the structure of managerial talents ; according to the presentation of dynamic standpoints in identifying the abilities of professional managers and the concept of degree of informational asymmetry, we obtain the conclusion that to some extent the talents of professional managers are identified ; then, we give models of factor analysis of anticipant costs and incomes in the process that study on the selection of manager ; based upon the character of informational incompleteness about managerial capability, this paper discusses predominance and inferior position about choosing in and out of the corporation and the problems of arrangement in pairs or groups for two modes ; finally, we put forward the measures and suggestions to settle the problems

    本文在介紹相關理論和與論題相關的文章及觀點的基礎上，分析了中國及河北省當前職業經理人市場現狀，找出問題的關鍵；分析了職業經理人選聘的背景、存在的主要問題，以及職業經理人才能的結構；通過對職業經理人才能識別的動態性觀點和信息不對稱程度的引進，說明了在一定程度上職業經理人才能是可識別的；在此基礎上，論文引入了期望成本收益分析模型，對職業經理人的選擇進行較為系統的研究；基於職業經理人能力的不完全信息性質，指出企業內部選擇方式和外部選擇方式的優劣勢，討論了兩種方式的搭配問題；最後提出了解決措施和建議。本文的創新之處在於提出了期望成本收益分析模型，從企業和個人兩方面分析了職業經理人選聘過程。
  19. Based upon the competence theories, and through empirical analysis of the core competence of chinese traditional medicine companies, this thesis uses mathematical and statistical methods to attempt to distinguish competitive advantages and disadvantages of chinese traditional medicine companies, and to make forward strategies to upgrade the core competence of the companies

    本文在企業競爭力和核心能力相關理論的基礎上，運用數學和統計學有關方法，通過對我國中藥企業核心能力的實證分析，嘗試辨明我國中藥企業的競爭優劣勢，尋找提高我國中藥企業核心能力的對策。
  20. The third chapter studies the competitive strategy of weak enterprise, analyzes the structure of wuhan garment industry, searches for the advantage and disadvantage of wuhan yihe by swot. finally it points out the defensive comprehensive strategy and practicable measures

    第三章弱勢企業的競爭戰略，詳細地分析武漢服裝產業的結構，運用swot法研究武漢藝和的優劣勢，具體指出防禦性總體戰略及其實施對策。
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