競爭差別化 的英文怎麼說

中文拼音 [jìngzhēngchābiéhuà]
競爭差別化 英文
competitive differentiation
  • 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...
  • 差 : 差Ⅰ名詞1 （不相同; 不相合） difference; dissimilarity 2 （差錯） mistake 3 [數學] （差數） differ...
  • 別 : 別動詞[方言] （改變） change （sb. 's opinion）
  • 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. By way of integrating the relative theories of marketing strategy and the present market situation of rubber oil and liaohe lube oil plant, it is concluded that naphthene type rubber oil shall take part in the middle - grade rubber oil target market competition while the aromatic type rubber oil shall take part in the low - grade rubber oil target market competition. the reason is that the former has the advantage of advanced total cost and the later has a variety of products

    論文通過運用市場營銷學和市場競爭戰略相關理論，結合橡膠油市場現狀和遼河潤滑油廠實際情況，研究得出「環烷型橡膠油以總成本領先戰略參與中檔橡膠油目標市場競爭，芳香型橡膠油以產品差別化戰略參與低檔橡膠油目標市場競爭」的結論，並提出了遼河潤滑油廠保證總成本領先和產品差別化的措施。
  3. Firstly, proem, it concise introduces the background ; secondly, it introduces the reform of the commission system and the dilemma of the securities companies in our country ; thirdly, it puts forward the idea of implementation of " optionally differential strategies " as the natural choice for the future development of the securities brokers in our country, through the analysis of the current competitive environment of the securities companies in our country and study on the alternatives of competitive strategies ; the forth, it describes how to practice " optionally differential strategies ", which including three aspect : the choice of the core competition ability, the measures for the implementation are brought forth, and the condition of practice the strategies ; the fifth, it " s the summary of the dissertation

    第一部分，簡介論文寫作背景；每二部分，介紹我國傭金制度改革以及改革后我國證券公司所面臨的困境；第三部分，通過對現階段我國證券公司競爭環境的分析，進行競爭戰略選擇研究，提出實施選擇性差別化戰略應成為我國證券商未來發展的必然選擇。第四部分，提出「選擇性差別化戰略」的實施措施，包括拓展業務領域、拓寬交易渠道及改革證券商管理模式三方面可操作的內容；第五部分，對全文作概括性的總結。
  4. Through swot method, this thesis ' s view is to rely on distinction strategy for everwell to gain its share in northeast china market, and aim at mobile corporations for profit. to achieve this, everwell should promote its products to high quality and proper price, furthermore, to build professional image, make out corresponding market combinatorial strategy to achieve everwell ' s long - term goal

    通過swot分析，本文認為在東北市場應該選用差別化戰略作為公司的基本競爭戰略，將汽車製造業作為主要目標市場，將公司的產品定位為優質優價的高端產品，在市場中樹立公司專業化的形象，並制定出相應的市場營銷組合策略以保證公司目標的實現。
  5. 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。
  6. Competition intensified for the limited amount of new business, particularly residential mortgage business, resulting in aggressive price - cutting strategies by banks and further contraction in lending margins

    由於新業務機會有限，所以競爭趨于白熱化，特別是住宅按揭業務，引致銀行採用進取的減息策略，令貸款息差進一步收窄。
  7. Chapter four makes some suggestions to china ' s future multinational operations. with china ' s entry into wto, chinese enterprises will face competition both at home and abroad. it requires joint efforts from governments and enterprises to implement " go - international " strategy : 1 ) to reform administrative mechanisms of governments and enterprises, 2 ) to fulfil scale effects by establishment of enterprise groups, 3 ) to increase international competitiveness by reasonable utilization of domestic and foreign resources, 4 ) to improve product design and promotion, 5 ) to set up explicit strategic goals in multinational investment, 6 ) to develop talents, 7 ) to enhance technology and develop integrative advantages, 8 ) to take flexible ways to enter foreign markets, 9 ) to implement diversification strategy

    實施「走出去」戰略需要政府和企業兩方面的共同努力，中國企業跨國經營的發展首先是要改革政府管理體制和企業的經營機制，這是中國企業跨國經營發展的根本所在；同時要促進跨國企業的集團化以尋求規模效應；要善於發掘自身的技術和資源優勢，實現內外資源合理配置，提高國際競爭力；要改進產品設計和宣傳，突出產品差別優勢；要有明確的跨國戰略投資目標；要注意培養高素質的跨國經營人才；要提高科技水平，增強企業綜合實力，而不能僅靠勞動力等方面的傳統優勢；在進入戰略上也應因地制宜採取靈活多樣的方式；同時要實施多元化的跨國經營戰略。
  8. After research it over ten years, from no brand to have much brand, from only use much advertisement to use brand management system. lots of enterprises realize that implementing brand difference stratagem is a short cut to obtain competition predominance. but it ' s difficult to establish, such as how to difference brand - position, how to abstract brand core - value, how to use

    經過十多年的摸索，從沒有品牌意識到有品牌意識，從單純使用廣告狂轟濫炸來建立品牌到採用系統的品牌管理，現在很多企業開始意識到發展品牌差異化戰略是獲得品牌競爭優勢的捷徑，但究竟怎樣才能建立品牌的差異化，包括如何進行差異化定位、如何提煉品牌核心價值、如何建立品牌識別體系和如何實施品牌差異化等等，卻是擺在他們面前的一道難題。
  9. The conclusion that the differential tactic can give tianfu co. chances which appear in the environments of customers " demand individuation, diversity and the growing consciousness of health and environment protection has been gotten after seeing about plants, participating management decision - making and analyzing its commonly exterior environments, chance threats in industrial environments with the theories of competitive advantage, resources fundamental ability and momentum ability respectively, especially further analyzing the industry of ceramic commodity with analysis method of strategic group chart

    作者主要通過現場考察、親自參與經營決策而獲得相關材料、信息后，分別運用競爭優勢理論、資源基礎能力理論、動力能力理論對天府公司的一般外部環境、行業環境的機會威脅進行分析，尤其運用戰略集團圖分析方法對日用陶瓷行業環境進行較為深入的分析，得出差異化的經營戰略能夠使天府公司運用環境中出現的機會，如:消費者需求的個性化、多元化及健康環保意識的加強等機會。
  10. Modern logistics are widely regarded as the third profit source of enterprises as well as decreasing of material consumption and increasing of labor - production rate. effective logistics management is playing more and more important role in decreasing cost, retaining customers, and upgrading customers " satisfaction. logistics should be the important source of enterprise core competence and differential competition advantage

    現代物流已被廣泛認為是企業在降低物質消耗、提高勞動生產率之外創造利潤的第三利潤源泉，有效的物流管理對降低產品成本、贏得並保持顧客以及提高顧客滿意度方面的作用日漸突出，物流應成為企業的核心競爭能力或差別化競爭優勢的重要來源。
  11. 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。
  12. In such market environment and under the competition background, the jilin city telecom subsidiary company in 2004 year ' s end, at the beginning of 2005 implements difference the management strategy, started the china telecom fiber broadband service development, founded the new service domain, at the same time has rammed the network resources foundation for the future broad information service, has provided the essential condition

    本文重點分析了電信市場競爭現狀、吉林市電信分公司的差別化戰略、電信光纖寬帶拓展的可行性及方法和對象等問題。通過對吉林電信光纖寬帶經營戰略的分析研究，可以確定像吉林市電信公司這樣的新的電信運營商應發揮自身優勢，拓展差別化產品和服務，打造符合市場需要的光纖寬帶業務產品，採用切實可行的光纖寬帶營銷策略，以增強企業可持續發展能力。
  13. 3 - design competition strategy contains : the first to design quantity, difference strategy, concentration strategy

    3 、設計競爭戰略：設計質量領先、差別化策略、集中性策略。
  14. Based on this theory, m e porter put forward three basic competition strategies in his " competitive strategy " published in 1980 : low - cost leader strategy, product difference strategy and emphatic concentration strategy

    據此，邁克爾?波特在其1980年出版的《競爭戰略》一書中提出了三種基本競爭戰略，即成本領先戰略，差別化戰略和重點集中戰略。
  15. On the basis of the mentioned above, this paper analyzes the international competition of our textile industry. and using the method of ahp analyzes the main difficulties that our clothing industry will encounter in the new environments and to what extent they will affect its development. according to that, an optimum developing plan is also put forward in this paper, which mainly includes : ( 1 ) increasing enterprises " capability on technology and equipment, ( 2 ) breaking through technical barriers, ( 3 ) enhancing the personnel characteristic and boosting the cultivation of talent resources, ( 4 ) enlarging enterprises " scope and constituting large textile groups, ( 5 ) knowing well the trade policy and chances in main market, ( 6 ) increasing product quality and developing characteristic and setting up globally famous brands, ( 7 ) carrying out adjustment of industrial structure and completing the reconstruction of modern enterprises " system, ( 8 ) actively replying anti - dumping barriers, ( 9 ) carrying out the strategies of differential market, ( 10 ) implementing regional adjustment

    在此基礎上，分析了中國紡織服裝業的國際競爭力，並引入層次分析法（ ahp ）對中國紡織服裝業應對新環境的主要困難及其對發展中國紡織服裝業的影響程度進行理論分析，按照問題輕重和影響程度大小進行了排序，提出集中力量按照： （ 1 ）提高企業的技術裝備水平， （ 2 ）集中力量突破技術壁壘， （ 3 ）提高員工素質，加快人力資源培訓， （ 4 ）擴大企業規模，組建企業集團， （ 5 ）熟悉各主市場的貿易政策及其變動， （ 6 ）提高產品質量，開發特色產品，創建名牌產品， （ 7 ）進行產業結構調整，完善現代企業制度的改革， （ 8 ）積極應對反傾銷， （ 9 ）實施差別化的出口市場戰略， （ 10 ）進行區域結構調整，加大市場開放的力度，充分發揮產業集群的競爭力的主次分明地最優化發展方案。
  16. With these analyses, liaohe asphalt co., ltd. should choose the distinction strategy as the basic competitive strategy, and position the product as " homemade high - grade product ". we also establish the policies of product, price, promotion and place

    通過對市場環境和企業內部競爭力的分析，認為遼河瀝青有限公司應選用差別化戰略作為企業的基本競爭戰略，在此基礎上，對企業改性瀝青產品定位為「國產高端產品」 ，並據此制定了相應的產品、價格、促銷和銷售渠道等方面的營銷策略。
  17. It is an important means for company acquiring difference competitive advantage to build strong brand. the direct objective of building brand is to gain the brand equity

    創建強勢品牌是企業實現差別化競爭優勢的重要手段，而建立品牌的直接目的就是培育品牌資產。
  18. This part combines the relevant theory of marketing management with the practice of the personal finance services of chinese commercial bank, and raises the corresponding marketing strategy, which includes the developing strategy, difference competing strategy and market segmentation strategy. at last, on purpose of delivering better personal finance services, the thesis brings about a tentative plan of setting up a system of client information management

    分別提出了個人理財服務的發展戰略、差別化競爭戰略、市場細分策略；並為適應商業銀行的行業特殊性，提出了獨特的營銷組合策略；最後，借鑒國外先進做法，提出了我國建立客戶信息管理系統的設想。
  19. With over 400 acres as the floor area, 40000 square meter as the construction area and 1. 2 millions of us dollars as its registered capital, zhaoqing tianfu is equipped with the machineries that is now sophisticated and advanced nationwide for the production of short fibre, and meanwhile the spinning technology from japan is introduced in order to manufacture the polyester crimped fibre which is hollow and tri - dimensional with the annual production volume reaching to 30, 000 ton

    是一家專業研發、生產、銷售具有阻燃性、抗菌性及特殊彈性的中空三維捲曲滌綸短纖的先進科技企業。總投資為1500萬美元，年產值約3萬多噸，屬于國家認定的差別化短纖製造企業。公司產品憑借高品質、高附加值、環保性及良好的市場競爭能力受到了國內外客戶的一致好評。
  20. So, the competition of polyamide products in the market will be more fierce compared with other synthesized fibers, and it is far away from the demand of market for us to produce common polyamide products only it is inexorable trend to develop diverse polyamide resins and fibers in order to promote the competitiveness of our products and make much profit

    但是，隨著我國加入wto而亞洲地區過剩的聚酰胺產品將流入我國市場，聚酰胺產品的市場競爭較其它合纖品種將更為激烈，僅依靠常規產品遠遠滿足不了聚酰胺市場的要求。開發差別化聚酰胺樹脂及纖維，提高產品競爭力和附加值，是勢在必行的。
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