market diversification strategy 中文意思是什麼

market diversification strategy 解釋
市場多元化戰略
  • market : n 1 （尤指牲畜和食品的）集市；市場；菜市，菜場。2 需要，銷路；推銷地區。3 市價；行情，市面，市況...
  • 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 〉。
  1. Entering the new historical times and developing stages of all - out efforts to construct a well - to - do society in our country, in the face of the negative effect produced toward our country ' s advanced culture development by swift and violently developing of economic globalization and information networking of the world, in the face of the quickening of market economy paces of reform and opening - up once in our country cause social life diversification and interests subject pluralism which inevitably takes shadow on the agitation and infiltration of different mind and culture, in the face of the spiritual culture need which the people increase day by day, in the face of the influence owing to western capitalist class and westernization and strategy of splitting up that hostile force adopt of decadent ideology, the advanced ideological ethical culture in contemporary china is not only confronted with historic opportunities and advantageous condition to accelerate its development, but also faced with austere challenge and trial

    在我國進入全面建設小康社會的新的歷史時期和發展階段，面對世界經濟全球化和信息網路化的迅猛發展對我國先進文化發展所產生的影響，面對我國改革開放和市場經濟步伐的加快導致社會生活多樣化和利益主體多元化所必然引起的各種思想文化的相互激蕩、相互滲透，面對人民群眾日益增長的精神文化需要，面對西方資產階級腐朽思想的侵蝕和敵對勢力所採取的「西化」 、 「分化」的戰略圖謀，當代中國先進思想道德文化既面臨加快發展的歷史機遇和有利條件，也面臨十分嚴峻的挑戰和考驗。大力發展先進思想道德文化，對于促進中國先進文化的發展，為改革開放和現代化建設提供正確的指導思想和強大的精神動力，具有重要的戰略意義。
  2. 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。
  3. 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。
  4. For the thermal power plant ' s choices of development strategy, the real situation of power market and power plants in china at present was considered in the paper. the paper pointed out national power policy, barrier of entering in or dropping out power industry, position of the power plant and all these factors which were important to power plant for choosing its strategy in transferring from demand economy to marketing economy. the power plants are classified by its situation, and given its suitable strategic models, which were low - cost strategy, diversification strategy, readjustment strategy and liquidation strategy

    在火力發電企業戰略選擇方面，本文根據我國目前電力市場化的實際情況和火力發電企業的現狀，在電力企業由計劃經濟向市場經濟轉化過程中，對影響企業戰略選擇的宏觀能源政策、行業進入壁壘、企業在電網中的地位等重要因素進行了分析，並對目前的電力企業進行分類，提出了適用於不同企業的低成本戰略模式、多元化戰略模式、調整戰略模式以及清算戰略模式。
  5. The conclusion about researching of the paper is that intensive strategies is the basic develop - strategy for qingjia company. in order to enlarge core competition strength and realize rapidly development ， the important stages as fellows must be adopted : to intensify product development ， especially digital tuner product ， to keep and improve product strength ; to enlarge market development and expand international market ; to stabilize and develop the present market ， to implement market penetration ; to develop smt planting business by making concentric diversification and using instrument and produce technique strength

    本文研究的結果是慶佳公司應以加強型戰略作為基礎發展戰略，加強調諧器新產品特別是數字產品開發，保持和提高產品的優勢；繼續加大市場開發力度，拓展國內國際市場；鞏固和發展現有市場，實施市場滲透；採取集中多元化，利用設備及生產技術優勢，發展表面貼裝技術（ smt ）加工業務等發展戰略。
  6. Through analyzing the basic situation, outside macro circumstance and industry circumstance, and then studying the general investment opportunities, the author has illustrated that tmt total strategy on diversified development is realistic and reasonable with swot model ; clarified that market investment chances lie in the extending of enterprise ' s core competence on the basis of strategy asset and the structure ' s reconstruction of production matrix through analyzing industry structure with bcg matrix ; defmitude the path choice of tmt investment strategy. in the last part of this paper, the author selects four representative cases : investing technology center, investing air spring, annexing plastic company and buying insulated company to analyze the investment decision, executing proceed and the realization of investment strategy. the author make a whole study on the case that how does enterprise realize relative diversification development by investment

    通過分析時代新材公司基本情況以及外部宏觀環境、行業環境，對一般投資機會進行研究，用swot模型闡明了時代新材總體戰略定位於相關多元化發展的現實性和合理性；通過bcg矩陣分析產品的行業結構，清晰了市場投資機會在於企業基於戰略資產的核心能力延伸、在於產品矩陣的結構重築；在發展戰略的基礎上明確了時代新材投資戰略著眼于技術能力的鞏固、生產手段的提升、新市場的拓展：面對投資戰略的取向，作者選取投資技術中心、空氣彈簧、並購注塑公司、絕緣公司等四個有特點的案例，分析項目投資的決策和實施過程，體現了投資項目與投資戰略的互動性。
  7. 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。
  8. The author simultaneously suggests that tencent should optimize its financial situation increasingly by obtaining the external fund support through active means and various channels, keep on conducting differentiation strategy and cooperative strategy, and quest for concentric diversification development, so as to increase its comprehensive competitive strength for being the greatest power within its segmented market

    本文同時建議騰訊應進一步優化財務狀況，通過積極手段和多種渠道獲取外部資金，並應繼續實施差異化戰略、合作戰略，探索走集中化多元發展之路，提高綜合競爭力，直到成為所從事細分市場的最強者。
  9. According to the vision and the mission stated for gh company, the external environment, internal environment and their trend analysis about the company, and the long - term objectives developed for the firm, i formulate the strategy combination as following for gh company which facing dynamic competitive conditions by way of considering and balancing the analysis result mentioned above : concentric diversification strategy, market development strategy, strategic coalition strategy, brand strategy and information strategy

    根據為gh公司制定的願景與任務、對gh公司目前的內外部環境分析與趨勢預測以及為gh公司建立的長期目標並綜合考慮和權衡了以上分析結論后，為面對動態競爭環境的gh公司制定了以下發展戰略組合：集中化多元經營戰略、市場開發戰略、戰略聯盟戰略、品牌戰略和信息化戰略。
  10. In this paper, the author firstly introduces the theory of enterprise strategy, and then analyzes the macro - policy environment, the coke industry condition and the coke enterprise situation. on the basis of the analysis and the prediction, the author presents the strategic position and objective of the chang zhou factory of coke and chemicals by means of swot analysis. in addition, cost leadership, backward integration and concentric diversification strategy of partial expansion, and the market - oriented strategy are put forward

    本文首先對企業戰略研究的理論進行了簡單的介紹，然後對焦化廠的宏觀政策環境、行業狀況及企業現狀進行了分析，根據分析、預測結果及swot分析的基礎上，提出了常州焦化廠的戰略定位和目標、低成本戰略、局部擴張的後向一體化及同心多元化戰略、市場導向戰略。
  11. Facing a market of intense competition, the demand of improving core - competence of port, the building of a big commodity flow, the chance brought by china " s entrance of wto, in order to lower the risk of port management and furthermore improve port competition force, we must apply diversification strategy to port development

    面對著激烈競爭的市場和港口需要提升核心競爭力的呼聲，面臨著建設大物流和中國加入wto的機遇，為了降低港口經營風險，更為了提升港口競爭力，港口發展多元化經營勢在必行。
  12. The vigorous situation appears in our country in " third party logistics ", i will introduce the reason such as economy, politics, academy, technology, market why third party ' s logistics enterprises rise in our country briefly, several kinds of present main operation modes : it is not assets type " the logistics mode, basic logistics service mode, combine the mode, comprehensive logistics agency ' s mode, centralized logistics mode organically, and development strategy : according to the expansion type strategy, keeping type strategy, tightening type strategy that the developing direction divide ; manage according to business concentration that relevance divide into development strategy, diversification deal in the development strategy ; according to the comprehensive logistics strategy that range and function of the logistics enterprises service divide, systematized logistics strategy, strategic, differential and low cost logistics strategy of flexibility logistics ; make management strategy according to cooperative type longitudinal cooperative management strategy, horizontal cooperative management strategy, network compound that divide into of enterprise

    摘要「第三方物流」在我國呈現蓬勃發展的態勢，文中我將簡要介紹了一下第三方物流企業在我國興起的諸如經濟、政治、學術、技術、市場方面的原因，目前的幾種主要運作模式：非資產型物流模式、基礎物流服務模式、有機整合模式、綜合物流代理模式、集中物流模式，以及發展戰略：按發展方向分為擴張型戰略、維持型戰略、緊縮型戰略；按業務相關性分為集中經營發展戰略、多樣化經營發展戰略；按物流企業服務的范圍和機能整合性分為綜合物流戰略、系統化物流戰略、柔性化物流戰略、差別化和低成本化物流戰略；按企業間的合作類型分為縱向合作經營戰略、橫向合作經營戰略、網路化合作經營戰略。
  13. We will continue to implement the strategy of success through quality and market diversification and market diversification and spare no efforts to expand exports

    我們要繼續實行以質取勝和市場多元化戰略，努力擴大出口。
  14. It also confirm the challenging status of the construct integrating competence evaluation model for sgj. secondly, it produces the integrating developing strategy of sgj strategic al lance by means of the theories of strategic allance, learn efficiency, exchange cost and etc. it constructs the strategic game models for the evaluation and analysis of sgj strategic al lance and adjusts the sgj basic strategy using the diversification theory based on core competence. lastly, by the discussion of some facts, including cultivating core competence, strengthening allance management, renovating enterprises market mechanism, reconstructing the organizations, controlling strategic flexibility and etc, it creates the ensure of basic environment and rules for the strategy implement

    首先對三工局所處的內外環境進行了客觀、深刻和全面的分析，藉助核心能力理論和層次分析法等，對三工局的核心能力進行了量化評價，構建綜合競爭力評定模型，運用模型對三工局在行業中的競爭地位進行評定；然後，運用戰略聯盟、學習效應、交易成本等理論，提出了三工局戰略聯盟的整體發展戰略，構建戰略博弈模型，運用模型對三工局的戰略聯盟進行了評價和分析，並運用基於核心能力的多元化理論調整了三工局的基本戰略；最後，從核心能力培育、加強聯盟管理、企業經營體制改革、組織重構、戰略柔性控制等方面進行闡述，為三工局發展戰略的實施創造基礎環境和制度保障。
  15. Foreign trade work has to be dome conscientiously. china should continue implementing the strategy of market diversification to increase this year ' s exports

    認真做好對外貿易工作，繼續實施市場多元化戰略，力爭今年外貿出口有所增長。
  16. The development of marketing strategy of western firms has three main stages, including mass marketing, diversification marketing, and niche marketing, because of changes of external environments. with improvement of throughput, transformation from sellers market to buyers market, values from product diversification, and fierce rivals, market is mature gradually

    之所以會出現這樣的三個時期，與企業所經歷的外部環境的變化不無關系，隨著行業生產能力的增長， 「賣方市場」向「買方市場」轉變，企業發現產品差異化所帶來的價值，競爭的加劇，市場正在逐漸成熟。
  17. Then according to analyzing the current development situation and advantages of agricultural in chongqing, the author point out some developing countermeasures for the leisure agriculture, such as standardization, specialization, product diversification, deep culture mining, sustainable development strategy, developmen of resource market and so on

    分析了重慶市休閑農業發展現狀和條件，提出了規范化、特色化、深入挖掘文化內涵、促進可持續發展以及加強客源市場開發等發展對策。
  18. We should implement the strategy of market diversification, bring into play our comparative advantages, consolidate our existing markets and open new ones in an effort to increase exports

    實施市場多元化戰略，發揮我國的比較優勢，鞏固傳統市場，開拓新興市場，努力擴大出口。
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