第三集中營 的英文怎麼說

中文拼音 [dìsānjízhōngyíng]
第三集中營 英文
the great escape march
  • 第 : Ⅰ助詞（用在整數的數詞前 表示次序） auxiliary word for ordinal numbers Ⅱ名詞1 [書面語] （科第） gr...
  • 三 : Ⅰ數詞1. （二加一后所得） three 2. （表示多數或多次） more than two; several; many Ⅱ名詞（姓氏） a surname
  • 集 : gatherassemblecollect
  • 營 : Ⅰ動詞1 （謀求） seek 2 （經營; 管理） operate; run; manage Ⅱ名詞1 （軍隊駐扎的地方） camp; barrac...
  • 第三 : third第三帝國 [德國] the third reich （1934 1945）; 第三 （層）樓 [美國] third story; [英國] seco...
  • 集中營 : concentration camp
  • 集中 : concentratecentralizefocusamassgroupmassingput togather
  1. As the deepening of soe reform and the aggravation rubing among new institution and old institution, the enormous function of the small and medium - sized enterprise is paid attention to by personages of various circles day by day. the embarrassment of the small and medium - sized enterprise. especially his finance difficulty, come into being the focus. at present, the study on question of small and medium - sized enterprise in the theory circle is ma inly concentrated on the following : the first, discussion of the importance of small and medium - sized enterprise ; second, management of small and medium - sized enterprise. especially the finance difficulty ; the third, to the reference of experience outside the country ; fourth, combining our country national conditions people discuss the particularity of ways of finance the enterprise

    目前，理論界對中小企業問題的研究主要集中在以下幾個方面：第一、對中小企業重要性的探討（如吳敬璉， 1999 ；董輔仁， 1999 ） ；第二、對中小企業經營困難，尤其融資難問題的理論探討和政策建議（如樊綱， 1999 ；鐘朋榮， 1999 ；賀力平， 1999 ；如國家計委財金司調查組， 1998 ；國務院發展研究中心中小企業發展對策研究課題組， 1999 ；郝雁、游淑瓊， 1999 ） ；第三、對國外經驗的借鑒（如裘元倫， 1998 ；姜勝利， 1999 ；柳紅， 1999a ， 1999b ） ；第四、結合我國國情探討我國中小企業融資方式的特殊性（林毅夫、李永軍， 2000 ） 。
  2. The this text combines to skyworth group to put forward the third marketing mode, the concentrating a study from the the angle the of the the appliance business the enterprise manufactory the according to the some key the problems of with the the marketing the outlet management of with the third marketing mode foundation

    本文結合創維集團提出的第三營銷模式，從家電企業製造商的角度，集中探討了基於第三營銷模式基礎上的營銷渠道管理方面的一些主要問題。
  3. Pass in the research to skyworth group to face of inside the analysis of the exterior marketing outlet environment, combine the appliance profession and skyworth group to manage in the marketing outlet of the present condition and existent problem, put forward skyworth group according to the marketing outlet of the third marketing mode creative strategy

    在研究中，通過對創維集團面臨的內外部營銷渠道環境的分析，結合家電行業和創維集團在營銷渠道管理方面的現狀和存在的問題，提出了創維集團基於第三營銷模式的營銷渠道創新策略。
  4. Second, on the arrangement of content, the author tries to cover the every aspect, and make the key points stand out. third, the author brings forward her own opinion on situation of competition of american news groups at present, concludes the character of management of gannett company, tribune company. dow johns & company, and raises a new subject, namely why half of the groups that most powerful ( income is in first 8 place ) hundred years company

    這樣的安排，主要是為服務主題而設計，也可避免泛泛而談，使讀者淹沒在歷史的瑣碎中:第三，對當前美國報業集團的競爭格局及特點有自己的見解和歸納（ p22 ） ，還歸納了ij 『尼特報團、論壇公司、道?瓊斯公司等兒個當代報業巨頭的經營特點（ pll一p21 ） ，並提出了「為何當今最具實力（總收入前八位）的報團半數為百年老字號」的新課題（ p28 ） 。
  5. In the forth part, the author analyzed the process of system changes of chinese township enterprises, using the framework established in the third part. first, the author reviewed the development history of chinese township enterprises. then, she analyzed the three stages of chinese township enterprises usually have passed, which are the collective system, contract system or lease system, hare - holding co - operative system and hare - holding system

    首先介紹了中國鄉鎮企業的發展歷程；其次運用第三部分建立的分析框架按照時間進度對中國鄉鎮集體企業制度變遷的結構與過程進行了分析，總的來說，中國鄉鎮集體企業制度的變遷經歷了三個階段：集體所有制時期、承包制租賃制時期、股份合作制或股份制時期；作者總結了中國鄉鎮集體企業制度變遷過程中所呈現的特徵：社區政府逐漸推出企業經營；需求誘致為主的制度變遷；變遷具有階段性和差異性；整體配套改革需要落實。
  6. The proper scale management of land, the development of the third industry and the development of a large - scale management by the proper centralization to the master - hand in farm had practical meanings in country

    進行土地適度規模經營，鼓勵農民發展第三產業，把土地適當向種田能手手中集中，發展規模經濟更具有現實意義。
  7. Thirdly, to speed up the construction of overseas communication capability ; china netcom group will soon launch the construction of pop ( point of presence ) in hong kong and the u. s. and set up relative affiliates to create conditions for the development of international business ; continue to conduct extensively international cooperation, utilize the resources of the operators of the other countries and regions and constantly upgrade the international operating ability step by step

    第三，加快海外通信能力建設。中國網通集團近期將啟動美國、香港pop點建設，並設立相應的分支機構，為國際業務發展創造條件。繼續廣泛開展國際合作，利用其他國家和地區運營商的資源，不斷逐步提高國際化運營能力。
  8. Xinyan logistics group, with its main focus on third party logistics, has established daughter companies all around yangtze river delta, in in hangzhou, shanghai and jiangsu, in particular. the group has an annual turnover of 120 million yuan rmb and over 100 employees. in cooperation with tongji univercity in shanghai, xinyan logistics group has sponsored logistics training sessions, efforts gaining significant media coverage

    企業介紹：新顏物流（集團）主業第三方物流，核心競爭力運輸總承包，在杭州、上海、江蘇等地設立子公司，年營業額1 . 2億元人民幣，員工100多人，曾與上海同濟大學運輸學院聯合舉辦物流培訓， 《中國交通報》 、 《浙江交通報》 、 《上海交通雜志》 、 《江蘇交通雜志》 、 《浙江市場導報》等媒體均有報道。
  9. The central authorities of chinese communist party gave them support and guide timely, but they turned quickly toward high - level cooperative stage of socialism because they anxiously transformed to socialism

    但因急於向社會主義過渡，很快便轉向社會主義性質的高級合作社階段。第三階段即是1956 1978年的農業高級合作社到人民公社，土地集體所有，集中統一經營。
  10. This platform is set up above various loading network, shields detail of each loading network, and provides a core ability set. this core ability set can provide different service to end user, and provides the open interface to outside. the third party service providers can develop service by making use of this platform, and operators can put more energy in the network constructing, finally, establishes a perfect industry value chain

    在基於parlay的業務提供模型的基礎上，設計了一個安全、開放的統一業務平臺，該平臺構建於各種承載網路之上，屏蔽了各承載網路的協議細節后提供一個核心能力集，該核心能力集可以向各種終端用戶提供不同范圍的電信業務，同時對外提供標準的開放介面，將網路能力開放給第三方的業務提供商，第三方的業務提供商可以利用該平臺集中精力進行電信業務的開發，向終端用戶提供大量多樣化、個性化的電信業務，運營商則將更多的精力放在網路的建設和完善上，最終形成一個完善的產業價值鏈。
  11. In order to clear up these causes, i proposes vendor centrally managed inventory mode and design operational steps to implement this mode, including business structure reorganizing and functional department integrating ; constituting strategic partnership with core vendor ; information system ' s building ; combining of the third part logistic and self - support logistic ; distribution network redesigning. finally, this article establishes a mathematic optimal model to find out the number and locations of inventory transferring centers

    針對這些問題，論文提出了供應商集中管理庫存的模型，並且對神龍公司實行供應鏈管理庫存進行了模式設計，包括組織結構重組，職能部門集成；與核心分銷商建立戰略夥伴關系；信息系統建設；第三方物流與自營物流相結合的配送體系；整車物流網路的再設計。
  12. In 1998, citibank and travelers group merged into citigroup, which then became a financial holding company providing all kinds of financial services through its subsidiaries. the " financial services act of 1999 " repeals the " glass - steagall act " prohibitions on banks affiliating with securities firms, permitting holding companies to engage in securities underwriting and dealing, without limitation, as well as sponsoring and distributing mutual funds. it creates a framework that will permit the banking, securities, and insurance industries to compete more efficiently and effectively while improving consumer access to financial services, protecting investors, and ensuring a safe and sound banking system

    首先，金融控股公司由於佔有金融資源過大，所以面臨的系統風險的危害是非常大的；其次，金融控股公司的各子公司之間進行關聯交易，使得集團內各子公司的經營狀況相互影響，這就增大了金融控股公司的內幕交易和利益沖突的風險；第三，金融控股公司以外來資本撥付給子公司的資本金，在總公司和子公司的資產負債表中都同時反映出來，這可能會使整個集團的實際財務杠桿比率過高，影響到集團的金融安全。
  13. This paper first limit the concept of investment abroad and analyze the welfare effect of it for the purpose of series analysis, then analyze the background of investment abroad. with the success experience of developing countries and the transitional characteristics of developed countries, i analyze the collective and separate competing advantages of the transnational corporations and draw four reasons for the investment. the first is to develop the foreign market ; the second is to exploit the resources ; the third is to learn the advanced technology and market skills ; the fourth is industry transfer

    本文首先對跨國投資的基本概念進行界定，分析了跨國資本移動的福利效應，為下文的分析奠定基礎，進而，對山東省大型企業集團跨國投資的宏觀背景展開分析，結合發展中國家的成功經驗和發達國家跨國投資的轉型特點，分析山東省開展跨國投資的總體競爭優勢和行業競爭優勢，進一步指出山東省大型企業集團跨國投資的主要原因是四方面：第一，尋求和佔有更廣闊的國外市場；第二，開發經營資源；第三，學習掌握當地生產技術和市場技能；第四，進行產業轉移。
  14. Hi addition, it is a good choice for retailer to use the professional advantage of the 3rd part logistics company to control the operation cost and increase the service level. as far as i am concerned, retailing is one of the industry which will develop very rapidly and compete very cruelly in coming years. retailing is also an industry whose development depends much upon logistics strength

    作者目的在於指出:物流外包是企業將自己不擅長的物流外包給專業公司，既獲益於第三方物流提供者的核心經營能力，使企業的物流體系更加專業化，成本清晰化並取得相對優勢，對公司的戰略發展助一臂之力，更重要的是可使企業集中人力、財力、物力于自己的核心零售業務。
  15. The second part emphatically analyzes the operating ideas and marketing modes of two famous education companies in the world - - - apollo education group and mckinsey corporation, to use for reference. in the third part, i analyzes the current operating situation of chengdu hengzhi education corp. ltd., points out the problems and difficulties which it faces in the fierce market competition, analyzes the microcosmic environment which it is under through tools like swot, and determines its marketing strategies. the forth part is the core of this paper, in which the special marketing mode - - - linking the production character with the service cha racter of education is set up, using the marketing modes of apollo and mckinsey for reference and combining the current environment and consumer ' s demand this paper systematically constructs the marketing strategy of hengzhi education corp. ltd. and sets up the marketing mode for the training trade which is suitable for the west region in china

    本論文共包括四個部分，其中第一部分對培訓行業所處的國際國內環境進行了描述和分析，包括國外教育產業化的發展進程、教育產業目前的主要體現形式、國內教育行業的現狀及發展趨勢等；第二部分著重分析了全球最知名的兩個教育公司? ?阿波羅教育集團和麥肯錫公司? ?各自的經營理念和營銷模式，以資借鑒；在第三部分中，我對成都恆知教育公司的運行現狀進行了分析，並指出其在激烈的市場競爭中遇到的問題和阻礙，同時通過swot分析等工具對恆知公司所處的微觀環境進行了分析，確定了公司的營銷戰略選擇；第四部分是這篇論文的核心部分，通過對阿波羅和麥肯錫兩家公司營銷模式的借鑒，結合公司所處的環境及客戶的需求，建立了將教育的產品性和服務性相結合的特有的營銷模式。
  16. According to it ' s environment analysis, author made three developing strategies for mawan ( chapter 3 ) : keep it ' s original scale ' s developing strategy ( inner strategy ) ; take over other investor ' s pier ( combine market concentration with strategy alliance ) ; do it itself ( build new pier by itself to open its scale to realize large - scale production ). after these, author used some evaluating methods such as life cycling theory for enterprise, five disciplines for evaluation and so on to criticizing these strategies " advantages and shortcomings

    通過對環境的分析，進一步確定媽灣港可能採取的三種發展戰略（第3章） ： 「保持現有規模繼續發展戰略」 （內部發展戰略） ； 「接管其他投資方開發建設的碼頭」發展戰略（市場集中化戰略和戰略聯盟的組合） ； 「爭取自主開發建設新的碼頭，擴大自身規模，實現規模化經營」的發展戰略。
  17. China national cereals, oils, & foodstuffs imp & exp corporation ( hereinafter referred to as cofco ) is a national import and export enterprise, which has encountered tougher competition and lower margin in the import and export trade market in recent years to enforce its competitive advantages and make the best use of its core competence in agricultural products, cofco has extended its value chain from low value - added agricultural product business to high value - added food processing industry this paper centers on an in - depth analysis of wine business, vegetable oil business, flour business, and beverage business of cofco, and proposes specific strategic measures for cofco to take in the future competition there are three parts in this paper the first part is the outline of cofco and its current operations in food processing industry in general, the second one focuses on an in - depth analysis of four major segments of cofco ' s food business operations, and the last part discusses the trends of international food business industry and puts forward strategies of top priorities for cofco to achieve its goal in the food industry to become the most influential food enterprise in asia - pacific region, and the main channel for foreign investors entering into china ' s food industry

    中糧集團利用自身在糧油等農產品方面的優勢，延伸價值鏈，斥巨資投入到食品加工業。論文對中糧集團葡萄酒、食用油、麵粉、飲料等四大食品加工板塊進行了重點分析，並提出了下一步戰略實施設想和相應的對策。論文分為三個部分，第一部分為中糧集團和食品加工業概況；第二部分為中糧集團食品加工行業結構分析及對策研究，在對葡萄酒、食用油、麵粉、飲料等行業的特點、中糧集團在各行業經營現狀闡述的基礎上，著重對該行業發展趨勢、中糧集團在各個行業中的優劣勢、機會與威脅進行了深入的分析和研究；第三部分論述了國際食品行業和中糧集團食品行業的發展戰略，在闡述國際食品行業發展趨勢的基礎上，提出了中糧集團食品行業戰略目標： 「成為中國乃至亞太地區最大的食品公司和外國投資者進入中國食品工業的主要渠道之一」的實現途徑。
  18. 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。
  19. In the third chapter, i plan the deve1opment strategies for chinese large prepared chinese medicine enterprises. main contents of the developfnent strategies are demonstrated as follows : having their business root in the prepared chinese medicine industry ; being establ ished in chinese mainland, focusing on the realms in which prepared chinese medicine has advantages, practicing differentiation strategy while dealing in core business : practicing appropriate concentric diversification strategy circling around the prepared chinese medicifle industry

    在此基礎上，第三章對大型中成藥企業的發展戰略進行規劃，發展戰略的主要內容是：堅持以中成藥工業為核心發展領域；中成藥經營需立足我國大陸地區市場，集中在中成藥有優勢的領域實行差異化戰略；同時，注重圍繞中成藥工業，實行適當的同心多元化戰略。
  20. The initiator agreement that has signed is firm, tianjin peaceful amounts to investment to accuse a limited company to own the equity of 25, it is the biggest partner ; broken bits makes a bank ( hong kong ) the equity that limited company owns 19. 99, it is the 2nd large stockholder ; chinese ocean is carried ( group ) the equity that head office supports 13. 67, it is the 3rd large stockholder ; inc. of treasure steel group and firm of national development investment own the equity of 11. 67 respectively, label the 4th large stockholder ; tianjin is fiducial invest finite liability company to hold means in the palm to draw share of natural person capital through gather fund letter 10 ; tianjin business collects investment ( accuse ) limited company becomes a shareholder with drawing civilian battalion business means share 8

    已經簽署的發起人協議確定，天津泰達投資控股有限公司擁有25的股權，是第一大股東；渣打銀行（香港）有限公司擁有19 . 99的股權，是第二大股東；中國遠洋運輸（集團）總公司擁13 . 67的股權，是第三大股東；寶鋼集團股份有限公司和國家開發投資公司分別擁有11 . 67的股權，並列為第四大股東；天津信託投資有限責任公司通過集合資金信託方式吸收自然人資金參股10 ；天津商匯投資（控股）有限公司以吸收民營企業入股方式參股8 。
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