輕資產戰略 的英文怎麼說

中文拼音 [qīngzīchǎnzhànlüè]
輕資產戰略 英文
asset-light strategy
  • 輕 : Ⅰ形容詞1 （重量小; 比重小） light 2 （數量少; 程度淺） small in number degree etc : 年紀很輕 be v...
  • 資 : Ⅰ名詞1 （錢財; 費用） money; wealth; expenses 2 （資質） intelligence; endowment 3 （資格） quali...
  • 產 : Ⅰ動詞1 （人或動物的幼體從母體中分離出來） give birth to; be delivered of; breed 2 （創造財富; 生...
  • 略 : Ⅰ名詞1 （簡單扼要的敘述） summary; outline; brief account; résumé: 節略 memorandum; aide mémoire;...
  • 資產 : 1. （財產） property; means 2. （資金） capital fund; capital3. [經] （資金的運用情況） assets
  1. The programmed strategy of qim ' s access to available and steady development is : increasing mining production capacity and economic benefits by booming mine through science and technology to achieve increased capacity of continuous progression ; enhancing the ore reserve storage by excavating the prospecting potency of mineral resource ; magnifying scale beneficial result by enlarging output capacity ; adding products with high additional value by progressing towards futhur processing mineral products ; meanwhile, saving the management risk by developing non - steel industry ; concentrating the main body to increase the benefits by separating the subsidiary from the main one and staffs being laid of ; seeking supports of mining industry economic policy from macroeconomic policy to lighten the burden of our enterprise ; dealing well with the problem of guaranteeing the life of the staff being separated for further steadying circumstance of enterprise and society and perfectly realizing the constant development of qim

    規劃的齊大山鐵礦可持續發展戰略是：通過科技興礦來提高采礦的生產能力和經濟效益，達到可持續發展能力的提高；通過挖掘齊礦礦產資源的勘探潛力來提高后備資源的儲備；通過擴大產量規模來增大規模效益；通過礦產品向深加工方向發展來增加高附加值產品；同時，發展非鋼產業來降低企業的經營風險；通過實施主附分離來精幹主體、減員增效。從宏觀經濟政策上來尋求礦業經濟政策的支持，減輕企業的負擔；為了使企業和社會的環境更加穩定，要解決分流人員的生活保障問題，從而更好的實現齊礦的可持續發展。
  2. This thesis regard internal property reorganization in the group of pangang as the research object, from chengdu seamless steel pipe limited liability company with chengdu iron and steel works inside exterior environment reorganizing in front and back commences, making use of to exceed the makel - bot with of five factors competition models and the method of factors analysis, after analyzing the reorganization of the business enterprise a profession for facing competes the situation. develop the development the business enterprise with the profession industry from the international local profession rival circumstance after analyzing the reorganization should the market position of the establishment with develop the strategy target. make use of the swot the analysis the method, to after the reorganization the development strategy of the business enterprise, from manage the angle proceeded the fixed position analyzes, for after the reorganization business enterprise development provided four kinds of developments strategy that eligibility choose : the brave development strategy, request the resources advantage, funds advantage, human resource advantage, technique advantage that new company make the most of new business enterprise in empress in reorganization, is an essential condition to increases to manage the level, quickly technique reforms, develop the high and additional worth product with new product production line, as soon as quikly change to strong and large business enterprise, realizes soon steel aircraft carrier dream ; dispersion strategy, the technology market quota with deal with produce high additional worth product, completely promote business enterprise brand image, extend high carry product of the exaltation product, is a necessary means to increases business enterprise performance, realizes business enterprise target ; defense strategy, adjusting the business enterprise organizes construction, reducing the intensive type in labor and the low additional worth product line, lower bad the property saves the deal, alleviating the business enterprise burden, attaining the casual wear go to battle, benefitting to the challenge that make frontal attack the rival ; withdraw strategy, compress the production of the high depletion and high cost product, simplify the production craft, controlling the cost of the end product in the lower level, is a valid path to increases business enterprise competition ability

    本論文以攀鋼集團內部的資產重組為研究對象，從成都無縫鋼管有限責任公司與成都鋼鐵廠重組前後的內外部環境入手，運用邁克爾?波特的五力競爭模型及因素分析法，分析了重組后的企業所面臨的行業競爭態勢。從國際國內行業競爭對手情況和本行業發展動態分析了重組后企業應確立的市場地位和發展戰略目標。運用swot分析法，對重組后企業的發展戰略，從管理角度進行了定位分析，為重組后企業發展提供了可選擇的四種發展戰略：即大膽發展戰略，要求新公司充分運用重組后新企業的資源優勢，資金優勢，人力資源優勢，技術優勢，是提高管理水平，加快技術改造，開發高附加值產品和新產品生產線，盡快立於強勢企業之林，早日實現「鋼鐵航母」夢的必要條件；分散性戰略，提高產品的科技含量和生產高附加值的產品，全面提升企業品牌形象，擴大高端產品的市場份額，是提高企業效益，實現企業目標的必要手段；防禦性戰略，調整企業組織結構，削減勞動密集型和低附加值產品生產線，降低不良資產存量，減輕企業包袱，做到輕裝上陣，有利於迎擊競爭對手的挑戰；退出性戰略，壓縮高消耗、高成本產品的生產，降低低端產品的比例，精簡生產工藝，將最終產品的成本控制在較低水平，是提高企業競爭力的有效途徑。
  3. This system overemphasizes on acquiring and maintaining company ' s short - term financial result, but almost not involve immaterial and intelligent assets that are very important for the company to succeed in the competitive environment. the old system is disobedient with the new facts that company is facing on the global competition and the management is shifting to strategic orientation, so some measures must be taken on the traditional system to make it adapt to the new complexion

    這一系統過分重視取得和維持企業短期財務結果，而對當今企業在激烈競爭環境中獲得成功起著舉足輕重作用的無形資產和智力資產的確認、計量、記錄、報告方面顯得很不充分，這與信息時代企業面臨全球化的競爭，企業管理趨向戰略化的新形勢相違背，因此急需對傳統的企業效績評價系統進行改進。
  4. Mr liveris has also reduced dow ' s debt and adopted an “ asset light ” strategy based on joint ventures, most recently with libya ' s national oil corporation

    利偉誠也削減了陶氏化工的債務，採取一種以合資業務為核心的「輕資產」戰略，近期主要是同利比亞的國家石油總公司進行合作。
  5. The author argues the tax planning of fixed assets should subject to and serve the enterprise strategy. in the course of tax planning, we not only should take the tax factor into account but also non - tax factors

    筆者認為固定資產納稅籌劃應服從和服務于企業戰略，籌劃時不僅要考慮稅收因素，還要考慮非稅收因素，其目的不是「稅負最輕」或「納稅最小」 ，而是稅后收益最大化。
  6. 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。
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