diversification strategy 中文意思是什麼
diversification strategy
解釋
多元化戰略- diversification : n. 1. 形形色色，多樣化。2. 【商業】（投資的）分散經營〈以避免單打一的經營有失敗的風險〉。
- strategy : n. 1. 戰略（學）。2. 策略，作戰方針 〈cf. tactics 〉。
-
At the beginning, this paper introduces briefly the commonly accepted meaning & kinds of diversification strategy of enterprise, then generalizes the meaning of port diversification strategy : if loading, unloading and storing income accounts for less than 70 percent of the port management income, the port is the sort applying diversification strategy
本文首先概述了企業普遍的多元化經營戰略的含義、類型，推理出港口多元化經營的定義為：裝卸和堆存收入低於該港總營運收入的70 ，即為多元化經營港口。 -
Pondering upon the diversification strategy
多元化戰略的思考 -
Risks and risk control of diversification strategy by listing tourism companies
旅遊上市公司多元化經營的風險及控制 -
On that basis, i put forward the diversification strategy of zhangjiagang port
在此基礎上，提出了張家港港多元化經營的戰略。 -
The enterprise ' s adoption of the diversification strategy has several motives
一般而言，企業採取多元化路線有幾個主要動機。 -
The corporation pursued a business diversification strategy as approved by the board in 2006
經董事局批準后，本公司已採取多元化的業務發展策略。 -
The bigger specialized banks in size, the more they would like to take diversification strategy
銀行的規模越大，它採取混業經營的戰略傾向就越強。 -
The driving force of corporation diversification strategy is studied in this paper
摘要對企業多元化戰略趨向的關系進行了研究，分析了企業實行多元化的動因。 -
The issue of this study is why the chinese enterprises prefer the diversification strategy
何種因素令中國企業追求多元化策略如此強烈？乃是本研究提出的問題之一。 -
The diversification strategy can be divided into two catalogues, say, relevant and non - relevant diversification
多元化經營分為相關多元化經營和非相關多元化經營。 -
There ' re many factors that could affect one ' s diversification strategy, such as the interior resources, market and industry status
企業內部資源和市場、行業狀況是影響企業多元化經營的因素。 -
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。 -
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。 -
The study shows that this diversification can be positive in strengthening the core competence, decreasing the risk, getting new economic growth. correspond with the feasibility study of this diversification strategy, it also studies the possible access to core competence, and the strategy - matching, resource - matching, economic benefit, cross - relationship of different industries during diversification
並圍繞對該戰略的討論，研究企業應對環境變化時調整核心能力定位的方法，挖掘通過多元化戰略獲取新的核心能力的途徑，並對多元化經營的戰略匹配分析、資源匹配分析、多元化經營利益分析、多元化產業關聯分析、多元化行業吸引力分析進行探討。 -
It is possible that the diversification strategy in china is either a fashion in a sense or the result caused by the low barrier among industries
在中國，多元化策略或許是一種時髦，或者，由於產業間進入障礙相對低的產業環境造引起的結果。 -
Firstly, the paper analyzes the logical process and develop trend by reviewing the history of the business diversification, and it analyzes the theory of the business diversification strategy
本論文首先對國內外企業多元化經營歷程進行回顧，分析其邏輯過程及發展趨勢。 -
It depends on both the availability of outside resources and on a government ' s willingness to make. by the swot analysis tools, the author has also researched the possiblility of postal reform from two aspects, universal service and commercial management. as the result, the author thinks that specialized strategy, diversification strategy, capital strategy and global strategy are the way to the success for china post
以發展的眼光看，只要抓住當前的發展機遇，堅持走專業化經營戰略、多元化經營戰略、資本運作和國際化戰略，中國郵政就完全有可能在履行郵政普遍服務義務的同時，在世界范圍內成為郵政行業的領先者，使古老的中國郵政繼續煥發出勃勃生機。 -
The paper has five parts : part i discusses the original cause of the core competence based corporate diversification strategy, and academic and positive researches " sustain of this strategy ' s validity ; part ii demonstrates the essence ' s universal blur of the core competence is the root of difficult to discerning and measuring the core competence itself. and because the base of synergic effect which diversification pursues is blur, the shortcoming of difficult to operating the strategy is exposed ; in order to improve the strategy ' s operating, partlll introduces corporate strategic assets into the strategy to build a bridge between the core competence and corporate diversification. this part clarifies the logic between the core competence and corporate diversification that only if through strategic assets, the core competence ' s competitive advantages can be achieved and corporate diversification must be strategic assets correlative to pursue synergic advantages ; basing on the above discusses, partiv modifies the old strategy properly, and then designs the core competence based strategic assets correlative corporate diversification strategy mode ; the last part takes haier ' s diversification growing mode for example to testify the modifying mode ' s effective use in practice, and hopes other chinese corporations can benefit from this mode too
本文共分為五部分：第一部分論述了基於核心能力的企業多元化戰略產生的原因，以及理論與實證研究對該戰略有效性的支撐；第二部分論證了核心能力本質的普遍模糊是核心能力難以識別與測度的根源，進而使多元化追求的協同效應基礎模糊不清，暴露出該戰略難以操作的缺陷；為提高該戰略操作性，第三部分通過引入企業戰略資產，在核心能力與多元化之間構架了一座橋梁，闡明核心能力的競爭優勢要通過戰略資產才能得到具體實現，同時，多元化應相關于戰略資產尋求協同優勢；在此基礎上，第四部分對原有戰略進行適當修正，構建了基於核心能力的戰略資產相關多元化戰略模式；第五部分以海爾企業多元化成長模式為例進行具體剖析，以例證該修正模式在中國的實際運用，期望能給予我國其他企業以有益的借鑒。 -
3. the diversification type has no prominent effect on profitability no matter for sme or lse, but on the sales growth, there is some empirical difference between some diversification types, especially between unrelated diversification strategy and main product strategy
不管是中小型企業還是大型企業，多角化戰略類型對企業盈利能力沒有顯著影響，但在企業銷售增長率上，有些多角化戰略類型之間卻存在著顯著統計差異，這種差異主要體現在非相關產品戰略和主導產品戰略之間。 -
Fourth, a series of police advice for further developing china ' s export to the united states, including altering the improvement trade export mode, facilitating the upgrading of industrial structure, optimizing the structure of exports, consummating policies encouraging export, decreasing u. s. trade deficit to china, actively replying to u. s. trade protectionism, and implementing a diversification strategy of export markets
第四部分提出了發展中國對美出口的政策建議，主要包括：改變加工貿易出口模式，促進產業結構升級，優化出口商品結構，完善鼓勵出口的政策，積極應對貿易保護主義，改善美國對華貿易逆差，實施出口市場多元化戰略等。
分享友人