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经营战略英语

时间:2016-04-12 来源:唯才教育网 本文已影响

篇一:《企业战略管理》教学大纲(英文)。doc

《战略管理》教学大纲

英文名称:Strategic:Winning in the Marketplace

学 分:3学分

学 时:48学时

先修课程:管理学、组织行为学、国际贸易、人力资源管理、市场营销、会计、经济学等 适用专业:工商管理类专业

COURSE DESCRIPTION

Unlike other business courses that concentrate narrowly on a particular function or piece of the business—accounting, finance, marketing, production, human resources, or information systems, strategic management is a big picture course. It cuts across the whole spectrum of business and management. The center of attention is the total enterprise–-the industry and competitive environment in which it operates, its long-term direction and strategy, its resources and competitive capabilities, and its prospects for success.

Throughout the course, the spotlight will be trained on the foremost issue in running a business enterprise: ―What must managers do, and do well, to make the company a winner in the game of business?‖ The answer that emerges, and which becomes the theme of the course, is that good strategy-making and good strategy-execution are the key ingredients of company success and the most reliable signs of good management. The mission of the course is to explore why good strategic management leads to good business performance, to present the basic concepts and tools of strategic analysis, and to drill you in the methods of crafting a well-conceived strategy and executing it competently.

You’ll be called on to probe, question, and evaluate all aspects of a company’s external and internal situation. You’ll grapple with sizing up a company’s standing in the marketplace and its ability to go head-to-head with rivals, learn to tell the difference between winning strategies and mediocre strategies, and become more skilled in spotting ways to improve a company’s strategy or its execution.

In the midst of all this, another purpose is accomplished: to help you synthesize what you have learned in prior business courses. Dealing with the grand sweep of how to manage all the pieces of a business makes strategic management an integrative, capstone course in which you reach back to use concepts and techniques covered in previous courses. For perhaps the first time you’ll see how the various pieces of the business puzzle fit together and why the different parts of a business need to be managed in strategic harmony for the organization to operate in winning fashion.

The Next Weeks Will Be Exciting, Fun, Challenging, and Filled with Learning Opportunities. No matter what your major is, the content of this course has all the ingredients to be the best course you’ve taken—best in the sense of learning a lot about business, holding your interest from beginning to end, and enhancing your powers of business judgment. As you tackle the subject matter, ponder Ralph Waldo Emerson’s observation, ―Commerce is a game of skill which many people play, but which few play well.‖ The overriding intent of the course is to help

you become a more savvy player and better prepare you for a successful business career. We sincerely hope this course will prove to be instrumental in making you ―competitively superior,‖ successful in your career, and much wiser about the secrets of first-rate management.

COURSE OBJECTIVES

1. To develope your capacity to think strategically about a company, its present business

position, its long-term direction, its resources and competitive capabilities, the caliber of its strategy, and its opportunities for gaining sustainable competitive advantage.

2. To build your skills in conducting strategic analysis in a variety of industries and

competitive situations and, especially, to provide you with a stronger understanding of the competitive challenges of a global market environment.

3. To give you hands-on experience in crafting business strategy, reasoning carefully about

strategic options, using what-if analysis to evaluate action alternatives, and making sound strategic decisions.

4. To acquaint you with the managerial tasks associated with implementing and executing

company strategies, drill you in the range of actions managers can take to promote competent strategy execution, and give you some confidence in being able to function effectively as part of a company’s strategy-implementing team.

5. To integrate the knowledge gained in earlier core courses in the business school

curriculum, show you how the various pieces of the business puzzle fit together, and demonstrate why the different parts of a business need to be managed in strategic harmony for the organization to operate in winning fashion.

6. To develop your powers of managerial judgment, help you learn how to assess business

risk, and improve your ability to make sound decisions and achieve effective outcomes.

7. To help you become more proficient in using personal computers to do managerial

analysis and managerial work.

8. To make you more conscious about the importance of exemplary ethical principles, sound personal

and company values, and socially responsible management practices.

GRADING PLAN/PERFORMANCE EVALUATIONS

Your course grade will be based on the following components and percentage allocation:

1.Atendance at all class sessions

2.Participation in class discussion of cases and satisfactory completion

of case assignments

3.Final exam

30% 100% necessary

THE APPROACH TO TEACHING/LEARNING

1. Lectures by the instructor

2. Practicing the tasks of managerial analysis and decision-

making via use of actual case studies--analysis/discussion

by whole class (students do most of the talking) ―learn-by-doing‖ exercise. 35% of in-class hrs. Out-of-class 3. Practicing the task of managing via the GLO-BUS 65% of in-class hrs.

POLICIES REGARDING CLASS ATTENDANCE, PARTICIPATION IN CLASS DISCUSSIONS OF ASSIGNED CASES,

AND COMPLETION OF ASSIGNED CASE EXERCISES

Attendance at all class sessions is expected, but it is required on those days an assigned case is discussed in class. be discussed with your instructor, since roll is taken on case discussion days and .

Due to the fact that participation in class discussion of cases counts as a factor in determining your overall grade in the cours(来自:www.Hn1c.cOm 唯 才教 育网:经营战略英语)e, . Each student is expected to be an active participant in case discussions and to offer meaningful analysis and convincing arguments for the position you stake out. Your grade on class participation is something to be earned by contributing your assessments and judgments to the discussion. Merely coming to class and listening to the discussion of

SCHEDULE OF CLASS ACTIVITIES and ASSIGNMENTS

(48 class meetings of 45 minutes,2 class/each day)

ClassAssignment/Activity

1-2Orientation and course preview

Lecture on Chapter 1

Chapter One explores the concepts surrounding organizational strategy. It begins with an explanation of the term, strategy. Next, it explores the importance of striving for competitive advantage in the marketplace. This is followed by a discussion on methodology for identifying an organization’s current strategy. The chapter then explores the idea that strategy is partly proactive and partly reactive. Next, a close look at the relationship between a company’s strategy and its business model is taken. The chapter proceeds forward with a look at what the strategy-making, strategy-executing process entails. It provides an in-depth exploration of the five interrelated and integrated tasks of this process: developing a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and initiating corrective adjustments. The chapter then provides insight into the role of the Board of Directors in the strategy-making, strategy-executing process. It concludes with a discussion on the importance of strategy to organizations.

3-4

5-6

6-8

9-10 Continued lecture on Chapter 1 Continued lecture on Chapter 1 Case discussion 1 Lecture on chapter 2

Chapter Two presents the concepts and analytical tools for assessing a single-business company’s external environment. It will focus attention on the specific industry and competitive arena in which a company operates. Additionally, the chapter will explore other pertinent technological, societal, regulatory, and demographic influences in the larger macro-environment that can act to reshape or influence the organization’s future market arena.

11-12

13-14

15-16

17-18 Continued lecture on Chapter 2 Continued lecture on Chapter 2 Case discussion 2 Lecture on chapter 3

Chapter Three discusses the techniques of evaluating a company’s resources capabilities, relative cost position, and competitive strength versus rivals. Sizing up the pros and cons of a company’s resources and competitive position paves the way for matching strategy to the company’s resource capabilities and its competitive position versus key rivals. The analytical spotlight will be focused on five questions: (1) How well is the company’s present strategy working? (2) What are the company’s resource strengths and weaknesses and its external opportunities and threats? (3) Are the company’s prices and costs competitive? (4) Is the company competitively stronger or weaker than key rivals? (5) What strategic issues and problems merit front-burner managerial attention? Four analytical tools – SWOT analysis, value chain analysis, benchmarking, and competitive strength assessment will be used to derive responses to the five questions. These analytical tools are valuable techniques for revealing a company’s competitiveness.

10-20 Continued lecture on chapter 3

21-22

23-24

25-26 Continued lecture on chapter 3 Case discussion 3 Lecture on chapter 4

Chapter Four focuses on a company’s quest for competitive advantage – the strategy options for competing successfully in a particular industry and securing an attractive market position. The chapter surveys the menu of options a company has for crafting a strategy that is well-suited both to industry and competitive conditions and to its own resources and competitive circumstances that holds good prospects for competitive advantage. Chapter Four begins with a description of each of the five basic types of competitive strategies. Next, it explores a company’s menu of strategic choices on the various strategic actions the company can take to complement and flesh out its choice on a basic competitive strategy approach. The chapter contains sections discussing the pros and cons of each of the complementary strategic

options offered. It discusses the need for strategic choices in each functional area of a company’s business to support its basic competitive strategic moves. The chapter concludes with a brief look at the competitive importance of timing strategic moves.Case discussion:Kmart: Striving for a Comeback

27-28 Continued lecture on chapter 4

29-30

31-32

33-34 Continued lecture on chapter 4 Case discussion 4 Lecture on chapter 5

Chapter Five focuses on a company’s strategy options for expanding beyond its domestic boundary and competing in the markets of either a few or a great many countries. The chapter spotlight will be on four strategic issues unique to competing internationally. It will introduce a number of core concepts including multicountry competition, global competition, profit sanctuaries, and cross-market subsidization. Chapter Five is structured around sections on the special features of doing business in foreign markets, the different strategies for entering and competing in foreign markets, the growing role of alliances with foreign partners, the importance of locating operations in the most advantageous countries, and the special circumstances of competing in such emerging country markets as China, India, and Brazil. 35-36

37-38 Case discussion 5 Lecture on chapter 6

Chapter Six moves up one level in the strategy-making hierarchy, from strategy-making in a single business enterprise to strategy-making in a diversified enterprise. The chapter begins with a description of the various paths through which a company can become diversified, an explanation of how a company can use diversification to create or compound competitive advantage for its business units, and how surveying the strategic options an already diversified company has to improve its overall performance. Chapter Six concludes with an examination of the techniques and procedures for assessing the strategic attractiveness of a diversified company’s business portfolio.

39-40 Case discussion 6

41-42 Lecture on chapter 7

Chapter Seven examines the process of executing an organizational strategy. It has an emphasis on the conversion of a strategy into actions and good results for organizations. The chapter explores how executing strategy is an operations-driven activity that revolves around the management of people and business processes. It denotes that successfully executing a strategy depends on doing a good job of working with and through others, building and strengthening competitive capabilities, motivating and rewarding people in a strategy-supportive manner, and instilling a discipline of getting things done. Chapter Seven defines executing strategy as an action-oriented, make-things-happen task that tests a manager’s ability to direct organizational change, achieve continuous improvement in operations, create and nurture a strategy-supportive culture, and consistently meet or beat best performance targets.Case discussion 6

篇二:公司战略管理英语原文及翻译(1)

Corporate structure and strategy: the case of Nike

(lecture prepared by Deron Ferguson, Department of Geography; see sources in notes at end)

Why are contemporary corporations forced to restructure, and how are they doing it?

How is the structure of a corporation related to its long-term competitive strategy?

What are the geographic implications of this relationship with regard to multinational corporations and transnational production?

In today's lecture, we will address these questions by looking at the case of Nike. (references for this material)

SETTING THE CONTEXT: Post-Fordism, Flexibility, and the athletic

footwear industry

Before looking at the relationship between Nike's corporate structure and competitive strategy, it will help to review the changing business environment faced by large and small firms alike. The changing business environment faced by firms in advanced capitalist economies and societies is grounded in the transition from Fordism to post-Fordism. The chart below reviews the basic characteristics of this transition.

The general trend over the past two decades has been a movement from a "standardized" to a "flexible" economy (Stutz & deSouza, pp. 358-361). Many exceptions can be found to this conception of how economies are changing (e.g., the recent acquisition of McDonnell Douglas by Boeing), but elements of it can be found virtually everywhere, depending on the type of industry involved.

In this example, we will look at the athletic footwear industry. In particular, we can focus on the athletic footwear market as an example of the formation of new, highly volatile, competitive markets. Changes in the footwear industry can be summarized as:

? ? ? ? ? ?

footwear production has grown rapidly //Overhead Fig 2

intense competition and market volatility are indicated by the explosion in the number of "styles" of athletic shoes, and competition among brands //Overhead Fig 1

a key to success in the industry is innovation and the rapid turn-around of design and production

however, the production of shoes remains inherently a "Fordist," labor-intensive process producers must have output and design flexibility

producers must preserve proprietary information and technology, yet be organizationally flexible

Nike has succeeded in competing in the footwear industry with the following remain flexible in a volatile market by using subcontracting relationships overseas in low labor-cost countries.

NIKE'S STRUCTURE AND STRATEGY

? ? ?

"Nike" began in 1964 as "Blue Ribbon Sports," a seller of Japanese-manufactured footwear

In 1970, as the athletic footwear market grew, the Nike brand name was born

In order to gain greater control over production and assembly, Nike opened a plant in New Hampshire in 1973 (which it closed in 1986). The bulk of its production, however, intensity. //Overhead Fig 3

Today, 100% of Nike's production is by subcontractors, or "production partners." Nike has three type of subcontracting relationships: //Overhead Fig 4

?

?

?

Developed partners: These production partnerships were first in Japan, but are now in Taiwan and South Korea). These partners produce the "upper echelon" of shoes, or expensive "statement" shoes, typically in smaller batches (10-25K pairs a day). They are more likely to collaborate in innovations with Nike, many are vertically disintegrated themselves, subcontracting "nonproprietary" shoe components and materials to other local producers. Those partners which produce solely for Nike receive monthly orders from Nike which don't vary more than 20% to preserve production stability.

Volume partners: These are large factories producing large batches of standardized, lower-priced footwear (70-85K pairs a day). Production is routinized and serves multiple (often more than 10) companies, other than Nike (e.g., Reebok). These are "capacity" contractors--they absorb the market risk associated with cyclical demand. These

factories are typically more vertically integrated, owning their own leather tanneries and rubber factories. They are not where the most innovative or "state of the art" shoes are produced, as these factories produce for multiple companies; for this reason, relationships between Nike and these companies are less loyal.

Developing partners: These factories are located mostly in Thailand, Indonesia, and China. These locations offer Nike very low labor costs and a "hedge" against rising labor costs in other factories or exchange rate risk. These factories are more loyal to Nike; often they are the product of a joint venture between Nike and its developed partners in Taiwan or South Korea. Often, the joint investment into these factories raises their ability to manufacture increasingly sophisticated products more rapidly than if they were producing unaided.

Why does Nike pursue this organizational strategy?

?

? ?

Shoe production is inherently labor intensive (although technology can vary). Thus, labor is an important input for footwear producers to consider, but the labor process remains

Subcontracting relationships provide organizational flexibility, moving market risk to partners, even though production processes remain largely routine.

Southeast Asia offers several locational advantages to Nike: i) it is a rapidly growing market; ii) low-wage, "semi-skilled" labor is plentiful; iii) governments encourage

investment and transnational production by relaxing the enforcement of labor standards.

Key points to walk away with..

The business environment (that is, with respect to markets, regulation, competition, innovation) sets the context in which corporations must strategize to preserve their market share and market power. This strategy involves a careful choice of how best to flexibly structure the firm's organization and production, in which geography plays an important role. We have looked closely at this relationship--between corporate structure and strategy--by looking at Nike. By doing so, we have highlighted the fundamental relationship between geography, corporate structure and strategy, and transnational production.

Concepts:

corporate restructuring multinational corporations transnational production corporate strategy corporate structure

flexibility (flexible production; flexible organization) Fordism, post-Fordism subcontracting

vertical disintegration globalization

New International Division of Labor market volatility

企业结构与策略:耐克的情况下,

(演讲准备德隆-弗格森,地理系;票据月底来源)为什么是当代公司被迫重组,以及他们是如何做的呢?相关法团结构,其长期的竞争策略是怎样的?

这关系着跨国公司和跨国生产方面的地理意义是什么?

在今天的讲座中,我们将看耐克的情况下解决这些问题 ( 这种材料的引用 )

设置背景: 后福特主义,灵活性,以及运动鞋产业

在耐克的企业结构和竞争战略之间的关系,这将有助于审查大型和小型企业都面临的不断变化的业务环境。 公司在先进的资本主义经济和社会所面临的不断变化的业务环境,接地在从福特主义到后福特主义过渡。 下面的图表回顾这个过渡期的基本特征。

篇三:英语公司战略与风险管理

《公司战略与风险管理》

一、战略分析

教材将企业外部环境分为三大类:一般宏观环境、行业环境、经营环境与竞争优势环境,内部环境为内部资源、能力与核心竞争力。这与杭建平老师授课的课件分类与表述有所区别。

PEST分析--PEST Model (网校的《英语》辅导教材和网上课程都将PEST模型写为PESTEL Model,多了两项要素,我感觉还是以中文教科书为准)

PEST分析的四个关键要素(第一个单词全是形容词)

1、政治和法律因素(political factors)-----联系陈华亭老师的“四政”记忆:政局、政府、政党、政团,以及由此发生的三大类政治风险及应对措施,可考性强!

2、经济因素(economical factors)

3、社会和文化因素(social factors)

4、技术因素(technological factors)

在考试中无论中英文材料中出现税收(taxation)、法律(laws)、外贸法规(foreign trade regulations)归入政治和法律因素(political factors);出现通货膨胀(inflation)、商业周期(business cycle)、可支配收入(disposable income)归入经济因素(economical factors);人口统计(population demographics)、收入分配(income distribution)、工作生活态度(attitudes to work and leisure)归入社会和文化因素(social factors)。 万能句型总结:

这类题可用动词:包括(include, cover)、受??影响(is/are influenced by)。 比如说:政治和法律因素包括法律、税收政策?? -----The political factors include laws, taxation policies and....

行业生命周期(Industry Life Cycle Modeal)

行业生命周期的四个阶段:

1、起步期(Introduction)

2、成长期 (Growth)

3、成熟期 (Maturity)

4、衰退期 (Decline)

关键特征的主要指标:2012的教材描述是市场份额、需求增长率、产品品种、竞争者数量等,陈华亭的课建议学生按行业生命周期的那幅图进行联想记忆。但各类英文材料对这几个指标描述各异,个人准备还是以中文教材为基础进行延伸描述。以需求增长率为主线,再判断竞争是否激烈,然后再描述一下产品品种,也就差不多能拿一半以上的分了,答全了不太容易,各阶段的点太乱太杂,串不完整。

做题时估计一般会让你判断企业所处的行业处于生命周期的哪一个阶段,这时先根据市场增长率来确定阶段,再套用句式。比如说“成熟期”:1. 先说增长率: The growth rate of the industry declines and stable gradually. 2. 由于增长率趋缓,竞争加剧: There exists intensive competition in the market. 3. 再说产品:Standardization of products with only small differentiations。程咬金的三板斧,希望能砍出点分数。

波特的五力模型 (Porter’s five forces model)

杭建平老师的课件中的“五力”英语表述与大部分英语材料有区别,罗毅老师的课件又是另一个版本,有N个版本,个人以网校的《英语》辅导教材为准(神那!为什么表述都不一样,评分老师怎么给分啊!)

陈华亭老师认为去年考了SWOT,今年考“五力”的可能性大。

1、行业新进入者的威胁 Theat of new entrants

2、替代产品的威胁 Threat of substitute products

3、购买商的议价能力 Bargaining power of customers

4、供应商的议价能力 Bargaining power of suppliers

5、同业竞争者的竞争强度 Competition / rivalry

考试估计是给出材料让你以五力模型判断企业是否适合进入该行业,判断上应该很简单,但按照教材上所说的因素来分析,专业词汇记忆量不少,有能力的同学翻英语教材背一下,英语差的就先写上“五力”的英文,判断一下两个威胁“大”或“小”,两个议价能力“强”或“弱”,竞争强度“激烈“或”不激烈“。再抄一些题中的描述,估计也能得不少分了。”行业新进入者的威胁要注意“行业壁垒 barriers to entry“的描述。

企业的资源

1、有形资源 tangible resources

2、无形资源 intangible resources

3、组织资源 structure resources

能够建立企业核心竞争力的资源

陈华亭老师总结的"竞缺末代酒"五种资源,这里杭建平老师的课件上标注的英语与其他教材也有不同。

1、建立竞争优势 resources with competitive advantage

2、稀缺资源 scarce resources

3、不可被模仿的资源 costly-to-imitate resources

4、不可替代的资源 nonsubstitutable resources

5、持久的资源 ever-lasting resources

价值链分析(Porter's Value Chain)

五种基本活动

1、进货后勤 inbound logistics

2、生产经营 operations

3、发货后勤 outbound logistics

4、市场营销 marketing and sales

5、服务 service

四种辅助活动(首字记忆“奇才人人嫉”,自己瞎编的,帮助记忆)

1、企业基础设施建设 firms infrastructure

2、采购 procurement

3、人力资源管理 human resources management

4、技术开发 technology development

SWOT分析

这里表述都是复数形式,有的教材表述为单数形式,不管了

1、优势 strengths

2、劣势 weaknesses

3、机会 opportunities

4、威胁 threats

二、战略选择

公司战略(总体战略)Corporate Strategy

在这里所有英语材料对战略分类侧重点都与战略的中文教材不同,重点都放在安索夫矩阵和波特的一般战略上,而对公司战略(总体战略)一笔带过。

1、横向一体化 Horizontal integration

2、纵向一体化 Vertical integration

3、前向一体化 Backwards vertical integration

4、后向一体化 Forwards vertical integration

安索夫矩阵(企业成长矩阵)Ansoff's matrix (这包括教材中的密集型成长战略和多元化战略,要清楚理解教材的中文归类) 模拟考试系统有画矩阵功能,有让考生画矩阵的可能性,要多看几次

5、市场渗透 Market penetration 旧的市场、旧的产品

6、产品开发 Product development 旧的市场、新的产品

7、市场开发 Market development 新的市场、旧的产品

8、多元化 Diversification 新的市场、新的产品

稳定型战略 Stability strategy (记忆:陈华亭老师说中国足球队很稳定,因为“暂无伟大的球员”)

9、暂停战略 Suspending strategy

10、无变战略 No-change strategy

11、维持利润战略 Profit holding strategy

收缩型战略 Retrenchment strategy (记忆:陈华亭老师说公司要关门,老板在房间在转来转去想,想不明白,“扭不清”)

12、扭转战略 Turnaround strategy

13、剥离战略 Divestiture strategy

14、清算战略 Liquidation strategy

业务单位战略(竞争战略)--- 一般战略(Porter's generic strategies)

各种战略的优缺点和适用情形比较头疼,但出题可能性也颇大,让考生简述一般战略类型和选择哪一种战略,唉....,最后再背了,先背框架部分

1、成本领先 Cost leadship

2、差异化 Differentiation

3、集中化 Focus

战略发展方法 Strategy Development

1、内部发展 Organic growth 这里英文是”有机增长“与教材的说法有不同。

2、并购战略 Acquisition

3、联合发展和战略联盟 Strategic alliance

波士顿矩阵 BCG

这个矩阵的排列与安索夫矩阵有点象,自己动手画一下

类型 企业应采取的战略

1、问号产品 Question mark 建设或收获 build or harvest

2、明星产品 Stars 建设 build

3、金牛产品 Cash Cows 持有或在虚弱时收获 hold or harvest if weak

4、瘦狗产品 Dogs 剥离或持有 divest or hold

三、战略实施

组织结构类型

这块在中文考试中是重点,这么多优缺点,看到这块就想吐,吐啊吐啊也习惯了。

1、创业型组织结构 Entrepreneurial structure

2、职能制组织结构 Functional structure

3、事业部制组织结构 Divisional structure

4、战略业务单位组织结构 SBU(Strategic Business Unit)

5、矩阵制组织结构 Matrix structure

6、H型结构 Holding company structure

7、多国企业的组织结构 (没找到英文表达,先空着)

新产品的定价法

1、撇脂定价法 Market skimming pricing (途观汽车就是撇脂定价法)

2、渗透定价法 Market penetration pricing (小米手机就是渗透定价法)

促销组合四要素

(首字记忆“恭迎官人“,呵呵,联想一下古代欢场做促销,你懂的)

1、广告促销 Advertising

2、营业推广 Sales promotion

3、公关宣传 Public relations

4、人员推销 Personal selling

四、战略控制

平衡记分卡 BSC

1、财务角度 Financial perspective

2、顾客角度 Customer perspective

3、内部流程角度 Internal business processes perspective

4、创新与学习角度 Learning and innovation perspective 为什么翻译成中文要倒个个呢

《职业道德守则》

2010年英语考了职业道德,感觉难度比较大,专业名词多,动词的表达也要求规范,评分时老师也容易对照专业表达找得分点,学习真不容易 。个人准备粗浅地学点惯用表达,如果到时出职业道德题,就先用中文先作个草稿,做中译英了。

要点:多用名词,少用动词;多用被动,少用主动。

惯用动词:

comply with 遵守

perform 执行

attain 取得

maintain 保持

influence 影响

avoid 避免

keep 保持

apply 应用

comprise 包含

take 采取

ensure 保证

threaten 威胁

depend on 依靠,取决于

be concerned about 担心

enter into 进入,签订合同

discover 发现

include 包括

respond to 应对

eliminate 消除

reduce...to... 降低至

evaluate 评估

notify 通知

refuse 拒绝

obtain 取得

determine 决定

prevent 阻止

accept 接受

resign from 辞职,解约

require 要求

charge 收费

assign 分配

篇四:职务英文大全

公司高层职位的英文缩写:

CEO:Chief Executive Officer首席执行官

CFO: Chief FinancialOfficer首席财务官

COO : Chief OperatedOfficer 首席运营官

CTO: Chief Technology Officer 首席技术官

CIO : Chief Information Officer 首席信息官

CRO : Chief Risk Officer首席风险官

CEO(Chief Executive Officer),即首席执行官,是美国人在20世纪60年代进行公司治理结构改革创新时的产物,它的出现在某种意义上代表着将原来董事会手中的一些决策权

过渡到经营层手中。

在我国,CEO这个概念最早出现在一些网络企业中。在那里,CEO往往是自封的,也很少有人去研究这一称谓对企业到底意味着什么。但是,当“CEO”在中国叫得越来越响的时候,

我们应该认识到,高层人员称谓的改变不是一件小事,设立CEO职位不应仅仅是对时尚的追赶。

CFO(Chief Financial Officer)意指公司首席财政官或财务总监,是现代公司中最重要、最有价值的顶尖管理职位之一,是掌握着企业的神经系统(财务信息)和血液系统(现金资源

)灵魂人物。

做一名成功的CFO需要具备丰富的金融理论知识和实务经验。公司理财与金融市场交互、项目估价、风险管理、产品研发、战略规划、企业核心竞争力的识别与建立以及洞悉信息技

术及电子商务对企业的冲击等自然都是CFO职责范围内的事。

在一个大型公司运作中,CFO是一个穿插在金融市场操作和公司内部财务管理之间的角色。担当CFO的人才大多是拥有多年在金融市场驰骋经验的人。在美国,优秀的CFO常常在华尔

街做过成功的基金经理人。

COO (chief Operation officer )首席营运官的职责主要是负责公司的日常营运,辅助CEO的工作。一般来讲,COO负责公司职能管理组织体系的建设,并代表CEO处理企业的日常职

能事务。如果公司未设有总裁职务,则COO还要承担整体业务管理的职能,主管企业营销与综合业务拓展,负责建立公司整个的销售策略与政策,组织生产经营,协助 CEO制定公司

的业务发展计划,并对公司的经营绩效进行考核。

CTO(首席技术官、技术长)是英语Chief Technology Officer的简写,意即企业内负责技术的最高负责人。 CTO是技术资源的管理者,职责是把握总体技术方向,对技术选型和具

体技术问题进行指导和把关,完成所赋予的各项技术任务/项目。通常只有高科技企业、研发单位、生产单位等才设立CTO职位。

CIO 英文全称是Chief Information Officer CIO原指政府管理部门中的首席信息 官,随着信息系统由后方办公室的辅助工具发展到直接参与企业的有力手段,CIO在企业中应运

而生,成为举足轻重的人物。美国企业的首席信息经理相当于副总经理,直接对最高决策者负责。

CRO (Chief Risk Officer)首席风险官首席风险官在中国还是一个全新的职务,但在国外却有约40%的企业设立了该职位,而且是最重要职位之一。这是一个应企业风险管理意识的

加强而产生的职位。全球第一个CRO诞生于1993年。一份调查显示,2002年,美国只有20%的大型企业设有CRO职位,到2004年,美国已有40%的大型企业设有 CRO职位。目前,80%以

上的世界性金融机构已设定了CRO工作职位。

======================================= 艺术总监【CAO】 chief Artistic officer

首席品牌官【CBO】 chief brand officer

首席文化官【CCO】 Chief Cultural Officer

开发总监【CDO】 chief Development officer

首席执行官【CEO】 Chief Executive officer

首席财务官【CFO】 Chief finance officer

人事总监 【CHO】 Chief Human resource officer

首席信息官【CIO】 chief information officer

首席知识官【CKO】 chief knowledge officer

首席市场官【CMO】 chief Marketing officer

首席谈判官【CNO】 chief Negotiation officer

首席营运官【COO】 chief Operation officer

公关总监【CPO】 chief Public relation officer

质量总监【CQO】 chief Quality officer

销售总监【CSO】 chief Sales officer

首席技术官【CTO】 chief Technology officer

评估总监【CVO】 chief Valuation officer

======================================= CAO:Answerer 首席答辩人,专门负责解答媒体、债权人和用户等有关网站倒闭问题的 询问。

CBO:Business Plan 首席商业计划官,是首席财务官的助理之一,专门针对不同的投 资人制订相应的BP。

CCO:Cost Control 首席成本控制官,凡超过100元以上的支出必须由CC0批准。

CDO:Domain name 首席域名官,负责公司域名注册、网站清盘时域名的拍卖、域名法 律纠纷等相关问题。

CEO:Exchange 首席交换官,一般由国际CEO自由联盟随时更换,是一个常设的短期职 能岗位,类似足球教练。

CFO:Financial 首席财务官,公司最重要的领导人,决定公司命运的主要人物。

CGO:Guideline 首席方针制订官,规划公司的宏伟蓝图,一般是5年以后的目标。

CHO:Harmony 首席协调官,调解投资者和经营者之间的冲突,并确保公司内部矛盾不 要泄露。

CIO:Inspector 首席检查官,检查公司内部工作状况,监督员工工作态度。

CJO:Judge 首席执法官,解决内部劳资纠纷,包括员工对降薪、辞退补偿等所引起的 问题。

CKO:Keep connecting,网络连接专员,最繁忙的岗位之一,当中国电信的网络连接中 断时及时向员工通报。

CLO:Lawer 首席律师,负责公司被控侵权时的应诉以及各种合同文本的审核。

CMO:Media 首席媒体官,保持和媒体之间的友好关系,为公司随时发布新闻做准备。

CNO:News 首席新闻官,向媒体披露公司网站被黑、裁员、被收购等重大新闻。

COO:Observer 首席观察员,每天在各大网站BBS灌水,有时也被称为“大虾”,工作

向CWO直接汇报。

CPO:Privacy 首席隐私官,负责公司内部员工Email、ICQ、OICQ等通信内容的监控。

CQO:Quantity Making,数量指标编造专家,负责注册用户数量、页面浏览、营业收入 等指标的编造。

CRO:Reduce the stafftrimmer 首席裁员官,负责所有与裁员有关的事务,直接向股 东大会负责,包括董事长在内都不得干预其工作。

CSO:Strategy 首席战略官,由已经退位的公司主要创建人担任,在政府机关一般称为 调研员或顾问。

CTO:Testing 首席测试官,是公司唯一负责网站建设的专家,由于技术开发不成熟, 需要一直测试下去。

CUO:Union 首席联盟官,以战略联盟的名义,专门寻找有收购自己意向的网站。

CVO:VC reception 风险投资商接待专员,首席财务官的另一重要助理。

CWO:Writer 首席网络写手,负责将小事扩大化,通过炒作达到扩大网站知名度的目 的,其下属为COO。

CXO:Xingxiang(因为中国特有,所以只能用汉语拼音表示) 网站形象代言人,一般 由学历不高且没有任何网络知识的年轻人担任。

CYO:Yearly 公司元老,这是一个荣誉称号,授予在同一网站工作满一年的员工(这个 职位通常空缺)。

CZO:Zero 最后离开公司的一个人,负责关好门窗,将公司大门钥匙交给物业管理处, 可以由CAO兼任。

PR=Public Relations BD=Business Development

PR应该是“狭义的Marketing”,即指品牌推广。

“BD”的定义是: 根据公司的发展来制定跨行业的发展计划并予以执行,和上游及平行的合作伙伴建立畅通的合作渠道,和相关政府、协会等机构沟通以寻求支持并争取资源。

“BD”可以理解为“广义的Marketing”,或者是“战略 Marketing”的概念。BD部门的领导首先要具有宏观的战略思维

======================================= GM:General Manager 总经理

VP:Vice President 副总裁FVP(First Vice President)第一副总裁

AVP:Assistant Vice President 副总裁助理

HRD:Human Resource Director 人力资源总监

OD:Operations Director 运营总监

MD:Marketing Director 市场总监

OM:Operations Manager 运作经理

PM:Production Manager生产经理、Product Manager产品经理、Project Manager项目经理)

注:这里面变化比较多,要结合谈话时的背景来判断究竟是指哪种身份)

BM(Branch Manager)部门经理

DM(District Manager)区域经理

RM(Regional Manager)区域经理

======================================= 广告公司职位英文对照:

AAD〔Associated Account Director〕——副客户总监

AAD〔Associated Art Director〕——副美术指导

ACD〔Associated Creative Director〕——副创作总监

AD 〔Account Director〕——客户服务总监、业务指导

AD〔Art Director〕——美术指导(在创作部可以独挡一面执行美术指导工作的美术监督) AE〔Account Executive〕——客户执行、客户服务、客户主任;预算执行者,负责广告代理商和广告主之间的一切有关业务,观念,预算,广告表现之联系

AM 〔Account Manager〕——客户经理

AP〔Account Planner〕——客户企划(分策略企划和业务企划两种)

ASM〔Area Sale Manager〕——大区销售经理

CD〔Creative Director〕——创作总监、创意总监、创意指导(CD的前身,不是撰稿人便 是美术设计,因为积累了丰富的经验,并有优异的创作成绩而成为督导)

CGH〔Creative Group Head 〕——创意组长〔Computer Visualizer〕——计算机绘图员 CW〔Copywriter〕——撰稿人

DCS〔Director of Client Service〕——客户主管

ECD〔Executive Creative Director〕——执行创意总监

FA〔Finish Artist〕——完稿、画师〔Finish Artist Group Head〕——完稿组长

GAD〔Group Account Director〕——客户群总监

GCD〔Group Creative Director〕——创意群总监

GMD〔General Managing Director〕——总经理

MD〔Media Director〕——媒体指导、媒介部经理

SAD〔Senior Art Director〕——高级美术指导

SCW〔Senior Copywriter〕——高级文案〔Copy Director〕——文案指导

〔Media Supervisor〕——媒介主任、媒介总监

〔Media Planner〕——媒介策划

〔Planning Director〕——企划指导

〔Planning Supervisor〕——企划总监

〔Print Production Manager〕——平面制作经理

〔Production Manager〕——制作经理

〔Research Supervisor〕——调查总监

〔Studio Manager〕——画房经理、作业室经理

篇五:企业经营战略课程设计

企业经营战略课程设计

案例题目

东方英语培训学校的竞争战略 作者姓名 张钱峰 专业班级 中小企业管理 学 号 011410111325

英语的介绍。

英语作为一门国际性语言,是人们学习先进科学技术和参与国际政治文的重要工具。随着中外交流的日益频繁,英语在人们工作与生活中的与作用日益凸现。然而,汉语和英语属于两个不同体系的语言,两者在语音、语法上存在着很大差别,造成中国人学习英语的先天困难,并对社会英语培训产生了巨大需求。

英语的世界通用性和对英语语言培训服务的巨大需求造就了全球范围内庞大的英语语言教学培训产业。中国的外语培训业是从上个世纪七十年代末兴起的一个知识型产业,从其兴起至今经历了多个发展阶段,现已形成较大的规模。 和各大中城市英语培训市场的成熟度与规范性相比,中小城市的英语培训市场还处在开发阶段,发展潜力还很大。但各培训机构之间良莠不齐,缺乏应有的竞争战略,市场的竞争状况也有些混乱。 位于中小城市的东方英语培训学校在这样的竞争环境中就面临着如何选择合适的竞争战略和具体策略。

1.东方英语学校成功最关键因素。

(1)是从市场环境来看,英语的需求在不断的增加。随着英语在个人技能中的地位不断提升,很多家长及个人都意识到英语的重要性,出去留国的学生也越来越多,从而使自己的孩子去上补习班。又因年纪在幼儿园到小学这个期间是学习英语口才的最佳时间,教育部规定小学三年级开始开设英语课。这些都与东方的培训时间不谋而合。

(2)是东方学校顺势而为,不仅仅提升自己的水平而且还打造自

己的专业权威教材,打造了剑桥少儿英语为主的培训体系,并且有着自己独到的培训方法。家长为之赞不绝口。

2.波特的五力模型来分析东方英语学校的所在地的培训市场。

五种力量分别是进入壁垒、替代品的威胁、卖方议价能力、买方议价能力以及现在存在的竞争者之间的竞争。

进入壁垒:东方英语学校的英语培训产业内部结构层次较低,举办英语培训班的资本相对于其他学校比较小,其转化成本低,所以困难较少,进入壁垒也相对较低。

替代品的威胁:在该市曾经出现过好几个甚至几十个这样的培训机构,虽然质量不如东方学校这样的好,但是价格低廉,客户转换成本较低。此外还有英语网上在线学习和网上自学等。

卖方议价能力:卖方是为培训提供资源的人或者组织,主要包括培训对象、培训教师和培训用的书籍、材料,具有较强的讨价还价能力。 买方议价能力:购买者的人数较多,压价与要求提供较高的产品或服务质量的能力相对较强。

现在存在的竞争者之间的竞争:现有的英语培训机构间的激烈竞争,主要围绕学费、课程、教学方法、培训教师等方面展开。发展起来的民营英语培训机构间将具备一定的竞争能力,加剧整个行业在该市的竞争。

3.对民营英语培训机构未来的判断,该行业未来的发展经营模式。

首先英语高考由统一高考变为三年六考,选择其中最高的分数作为最终高考成绩。这就要求家长和孩子更加重视英语,尤其是英语能

力的培养。由于考试前置,越早着手培养孩子的英语水平,越有可能使孩子在高一阶段刷出最高分,以减轻日后学习负担。第二项改革政策是2016年起取消小学一、二年级英语课程,从三年级开始0起点开设英语课。并提出加强听说等语言实际应用能力为教学目的。

以上两项2015年中发生的英语教育重大改革,大幅缩短了原有英语学习积累的时间。但英语的重要性以及能力英语为先的改革方向已经确定。随着与世界接轨日益密切,英语作为全球通用语言的地位越发凸显。随着未来中国与国际交往愈加频繁,英语能力培训也必然成为未来少儿英语培训市场的潮流。

从经营模式从目前来看,除非有雄厚的资本积累和具备完善的研发体系,否则建议以加盟为主,利于掌握正确的经营理念和方法,使投资事业尽早进入轨道。

4.上诉分析对东方英语培训学校未来发展的启示。

要走专业化、品牌化的道路。消费者在不熟悉的情况下,会选择品牌形象好的实力雄厚的公司。英语本身专业化程度高,对教师素质及水平要求也较高,应参加国外权威机构水平的标准化测试。要加强对教师的管理。学生对教学质量与整体服务满意与否与教师的质量有直接关系,需要在提升基础硬件的同时,加强教师软实力的管理,留住人才才能留住客户。

可以适当的引进战略投资者。这样不光可以引进其雄厚的资金, 更重要的是可以引进其先进技术、先进管理、营销策略,使公司自身发展壮大,增强整体创利能力;同时,可增强抗拒风险能力,分散自

身经营风险;另外,即使有些投资者没有实际投资,但也能够提升公司知名度与信誉度,提升公司的潜在价值。

该东方英语学校勇于创新,开拓是自己的牌子,研究出了自己的独特教育方式,拥有了自己权威的教材。这个教材版权在自己的手里别人不能拿过去。这是这家东方英语学校自己东西。在我看来,公司发展要有独特的东西能使在这个竞争激烈的社会能有立足之地,然后去考虑公司在这个社会怎样发展壮大,即使在创业的时候会遇到总总的困难和挫折,但是凭着自己的努力能会有立足之地,就像东方英语学校一样。虽然刚起来很困难,但是在老板自己的努力之下撑起东方英语学校,在学生的家长不报希望的同时,他把孩子教成乖学生。这是很难得的。很少有民营企业学校会有这样的尽职敬业。