internal burden 中文意思是什麼
internal burden
解釋
內負載-
According to the suggestions on some issues concerning the implementation of debt - to - equity swap approved by the state council, the state economic and trade commission ( setc ), together with the economic and trade commissions in all provinces and related departments, has conducted thorough investigation and research, guided enterprises to develop debt - to - equity swap schemes to transform internal operation mechanism step by step while urging enterprises to reduce the debt burden
按照國務院批準的《關于實施債權轉股權若干問題的意見》 ，國家經貿委和各地經貿委、各有關部門一起，深入調查研究，指導企業制定債轉股方案，促使企業在減輕債務負擔的同時，切實轉換內部經營機制。 -
Although got the advantages in variety, price and management, the smes still face the lots of obstacles and challenges of hard internal competition, limit of trade and financial system, the lack of support of service system, all the above questions result in the large social burden on smes. on the other hand, the smes have shortcomings in concept, technique, management and etc, thus lead to low labor productivity, lack of information and blindness in management. the smes needs to pay attention to the recognition and application of the market opportunities in order to push the development
為了推動中小企業的不斷成長和發展，本文介紹了市場機會的含義類別和特徵，闡明了對市場機會的有效識別的意義，並且集中探討了中小企業要在一定的原則基礎上，積極利用自身能力收集市場信息，針對現存市場機會，應用供需缺口尋找法，市場細分尋找法，產品缺陷尋找法和借鑒競爭對手尋找法來識別;針對需要創造的市場機會，主要應用市場趨勢法、社會潮流法、科學技術法、營銷手段法來發掘更有利於企業發展的市場機會。 -
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。 -
Internal burden of a current transformer
電流互感器的內負載 -
While this has meant that the burden of internal adjustment has been borne by other policies, the flexibility of the economy has meant that domestic economic performance has been favourable
雖然這種現象顯示由其他政策承擔內部調節的責任，但經濟的靈活性表明本地經濟表現理想。 -
Through analyzing the means of military financial mobilization, such as collecting taxes, issuing bonds, using foreign exchange reserve, mobilizing people to donate to government and limiting to pay internal saving deposits, the paper considered that issuing bonds at home was fundamental way to mobilize financial resources in wartime, and that using foreign exchange reserve, mobilizing people to 37 donate to government and increasing the proportion of national defense expenditure in the whole expenditure were important means that our government could select. in addition, the paper thought that there were great negative effects using the ways of adding to tax burden by increasing tax rate and setting new tax category and limiting to pay internal saving deposits to mobilize financial resources in wartime, so government would select them on condition that financial resources mobilized by other ways did n ' t supply enough financial resources that wars demanded
本文通過對徵收賦稅、發行公債、動用外匯儲備、動員社會捐贈以及延緩支付國內儲蓄等動員途徑進行研究分析，認為發行國內公債可以及時動員大量資金參戰，且負作用較小，是我國戰爭財力動員的主要途徑；在不增加社會稅收負擔的情況下，通過壓縮其他財政支出而動員戰爭財力的方法、以及動用國家外匯儲備和動員社會捐贈是我國戰爭財力動員可以選擇的重要途徑；由於提高稅率和徵收戰爭稅以及延緩支付居民儲蓄的負面影響較大，因此應根據戰爭的實際需要慎重使用。
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