企业绩效管理【外文翻译】

1、精选优质文档-倾情为你奉上精选优质文档-倾情为你奉上专心-专注-专业专心-专注-专业精选优质文档-倾情为你奉上专心-专注-专业外文文献翻译译文一、外文原文Corporate Performance ManagementAbstractTwo of the most important duties of a chief executive officer are (1) to formulate strategy and (2) to manage his companys performance. In this article we examine the second of these

2、tasks and discuss how corporate performance should be modeled and managed. We begin by considering the environment in which a company operates, which includes, besides outside stakeholders, the industry it belongs and the market it supplies, and then proceed to explain how the functioning of a compa

3、ny can be understood by an examination of its business, operational and performance management models. Next we describe the structure recommended by the authors for a corporate planning, control and evaluation system, the most important part of a corporate performance management system. The core com

4、ponent of the planning system is the corporate performance evaluation model, the structure of which is mapped into the planning systems database, simulation models and budgeting tools structures, and also used to shape information contained in the systems products, besides being the nucleus of the l

5、anguage used by the systems agents to talk about corporate performance. The ontology of planning, the guiding principles of corporate planning and the history of ”MADE”, the corporate performance management system discussed in this article, are reviewed next, before we proceed to discuss in detail t

6、he structural components of the corporate planning and control system introduced before. We conclude the article by listing the main steps which should be followed when implementing a performance planning, control and evaluation system for a company.IntroductionTwo of the most important corporate ta

7、sks for which a chief executive officer is primarily responsible are (1) to formulate strategy and (2) to manage the companys performance. In this article we examine the second of these tasks and discuss how corporate performance should be modeled and managed. To perform is to accomplish, to achieve

8、 (desired) results or outcomes. So, when talking about corporate performance, we are referring to the degree by which desired results or outcomes are achieved by a company. Managing corporate performance involves planning, controlling, analyzing and evaluating, not only the results achieved by the c

9、ompany, but also the means by which these results are reached. Among the results, or goals, pursued by most companies we can mention growth, market share, profitability and value creation; and the means to achieve these results include productivity, effectiveness, innovation and competitiveness. Tho

10、se are the type of things we should have in mind when specifying a corporate performance management system. Before discussing how to model corporate performance, it is convenient to consider the environment in which a company operates, which includes, besides outside stakeholders, the industry it be

11、longs and the market it supplies. The main aspects of an industry to be looked at when considering its influence on corporate performance are structure and regulation, the main competitors, entry barriers, substitute products and suppliers negotiating power. Associated questions are: How production

12、is organized, vertically or horizontally? How much competitive is the industry and who are the main competitors, those that capture the largest part of the market share? Is it unregulated, self-regulated or regulated by a government agency? How strong are barriers to the entry of new competitors? Ca

13、n products from other industries function as substitutes for the ones produced in the industry? What about the power industry suppliers have when negotiating prices and trade conditions?At the opposite side of the industry in the corporate environment we have the market where the company trades its

14、products, its main attributes being size, growth rate, segmentation, exit barriers and consumers negotiating power. Typical questions that should be asked when assessing its effect on corporate performance are: What is the market size, in dollars, for each of the companys products? What are the shor

15、t-term and long-term market growth rates? Is it a wholesale or a retail market? Are the sales cyclical? How can the market be segmented (by geography, purchasingpower, customer age, etc.)? Which barriers does a client run into when changing suppliers? Do clients have the power to impose prices and t

16、rade conditions?We call the people who have interest in or are affected by a companys performance its “stakeholders”, and group them in the categories of “insiders” and “outsiders”. The insiders are the companys entrepreneurs or controlling shareholders and its managers and employees. The outsiders

17、include customers, suppliers, minority shareholders, debt holders, the government in its roles of public goods supplier, regulator and tax collector, and also the communities where the company does business. It is important to note that stakeholders, besides being affected by, alsoinfluence corporat

18、e performance and it is often necessary to search for the effects of this influence when appraising performance. That is meant to increase the depth of this brief analysis of corporate structure and external relations.Microeconomic theory considers the company as a social production unit that uses a

19、 certain technology to produce a set of outputs from a set of inputs. The function that maps input quantities into maximum output quantities obtainable from the inputs is called the “production function” or “production frontier”. Knowledge of this function is important for measuring the technical ef

20、ficiency of a production unit, a very significant performance metric. Several techniques exist forthe specification of production functions or frontiers, grouped under the names of “Data Envelopment Analysis” and “Stochastic Frontier Analysis”.Companies are created by entrepreneurs, the agents that

21、organize and coordinate production with the help of professional managers. Entrepreneurs play a crucial role in shaping corporate performance. On one side, recognized entrepreneurial capacity and also large contact networks are vital for raising the financial capital necessary to build structural or

22、 physical capital. On another side, the entrepreneurs reputation and contacts are essential to attract the intellectual capital that, together with the structural capital, is the foundation of innovation capacity .A business model is a conceptual representation of the way a company does business. It

23、s main components, are: the companys value proposition; the targeted market segments; the distribution, marketing communications, and customer relationship channels; the core competencies needed; operating and management technologies; the partners network; and the revenue, cost and value creation mo

24、dels. Understanding the business model is the first step to implement a corporate performance management system. The model should indicate whether the company has a broad customer base or targets specific market segments, and in the second case, identify these segments. The goods and services provid

25、ed by the company and the commercial conditions under which they are sold (including such things as guarantees, technical assistance, etc.), comprise the value proposition. The channel used for product distribution can be a direct-tocustomer sales channel through the Internet, or be comprised of bri

26、cks and mortar companyowned stores, wholesale agents, retail companies, etc. The company can use several marketing channels to get messages through to its customers, such as TV and printed media, and employ a call center to give support and receive complaints and suggestions from them. Core competen

27、cies are the ones the company needs to master in order to gain a competitive advantage in relation to other companies in the same marketplace. These competencies should rest on proper operational and management technologies, and be supplemented by a network of partners, if necessary. As a final poin

28、t, a business model must include a revenue, a cost and a value creation model in order to be profitable to the companys shareholders. We can think of the operational model of a company as encompassing an organizational model, a functional model and a corporate data model . The organizational model d

29、epicts, in an inverted hierarchical tree, the roles of the agents involved in the companys operation. The functional model portrays all the activities that together form the whole to which we refer by the expression “companys operations”, structured in logical, sequential steps forming operational p

30、rocesses. At last, the corporate data model is an entity-relationship diagram that shows the main entities about which the company collects data with its attributes and the relationships between them.The last model we need to examine in order to understand the functioning of a corporation is the per

31、formance management model it uses, which is, in general, composed of four building blocks. The corporate governance system, the corporate performance planning, control and evaluation system, the individual managers performance planning, control and evaluation system and the management variable compe

32、nsation system (or bonus system). The corporate governance system comprises three well known actors, the chief executive officer, the directors and the shareholders, and is designed to mediate the relations between them. Under the governance system, we find two planning and control systems, having a

33、s its targets the performance of the company (as a whole and of its divisions) and the performance of its individual managers, respectively. Linking these two systems we find a compensation system that assigns fractions of a bonus pool, which is a function of the aggregate company performance, to it

34、s managers on the basis of their individual performances. An effective management model should be forward-looking, that is, centered on the improvement of future performance, and focused on value creation.A thorough understanding of all the models described above is a necessary prerequisite for one

35、to be able to plan, monitor, analyze, evaluate and control corporate performance. In the next section we will examine in more detail a crucial component of the management model previously described: the corporate performance planning, control and evaluation system.2. The Corporate Performance Planni

36、ng, Control and Evaluation System.That shows the structure recommended by the authors for a corporate planning, control and evaluation system, the most important part of a corporate performance management system. The core component of the planning system, as can be deduced from its central position

37、in the mentioned figure, is the performance evaluation model. The structure of this model is mapped into the systems database, simulation models and budgeting tools structures, and also used to shape information contained in the systems products, besides being the nucleus of the language used by the

38、 systems agents to talk about corporate performance. The corporate planning and control process is formed by the coordinated actions of the planning and control agents, whose aim is the generation of the systems outputs, which include assumptions, goals, forecasts, plans, budgets, investment project

39、s, performance valuations, variance analysis, etc. These products take the form of paper and electronic documents and spreadsheets, and of PowerPoint presentations. The agents follow an agreed upon time schedule and rely on a business intelligence (BI) software to support their actions. The BI softw

40、are implements the performance evaluation model for the purposes of representing and simulating corporate performance and provides the necessary tools for the systems agents to produce the systems outputs. Data used by the system comes from the accounting and other corporate databases. In the follow

41、ing sections of this article we will examine in detail each of the aforementioned planning system components. Before proceeding, however, we will make a pause to discuss the ontology of planning. One can readily identify in this figure three major structures: the strategic, the motivation and the ac

42、tion frameworks. In the strategic framework, which is chiefly related to the risk versus return dialectics, we can identify the external influences to corporate performance, comprising both opportunities and threats, and the internal ones, materialized by strengths and weaknesses. Suppliers and cons

43、umers negotiating power, entry and exit barriers, competitors and substitute products are the main determinants of external influences. Technological change has also a pervasive influence on corporate performance. Comparing the motivation (ends) and action (means) frameworks, we can associate variou

44、s levels or layers in which corporate aims are defined to the corresponding action classes, that is, vision to mission, long term goals to strategy, short term goals to tactics and actual results to actual actions. Policy and business rules are restrictions under which strategy and tactics, respecti

45、vely, must be formulated, and actual action carried out.It may be convenient, at this point, to give a general definition of the terms “planning” and “control”. Corporate planning is a process by which management define the desired future performance of a corporation, and identify and decide on the

46、actions that need to be taken in order to achieve that performance. The main steps comprising a planning cycle are exposed . Corporate control, on the other hand, is an operational process which aims to check whether the actual performance is in accordance with the planned one, and, eventually, to m

47、odify the planned actions in order to guarantee that the final desired performance will be met. The corporate budget is one of the most important outputs of the corporate planning and control process. It is the prime management tool used to improve corporate performance and to align management inter

48、ests with those of the shareholders. We can conclude this section by stating the nine guiding principles of corporate planning and control:i. Planning is concerned in first place with results and in second place with the means to achieve these results.ii. Planning is concerned with the present value

49、 of costs and benefits to be incurred in the future as a consequence of decisions undertaken in the present.iii. The main objective of planning is to create value for the corporations shareholders.iv. For the above goal to be met, it is necessary to fulfill customers expectations concerning quantity

50、, price and quality of marketed products at the least possible cost, and to maintain a skilled and fully motivated workforce.v. Planning and control activities should be organized through a system whose components are the planning and control agents, process, time schedule, products, models & tools,

51、 and database.vi. The corporate budget should be the planning and control systems product that consolidates the results which the company plans to achieve in the next period and the actions it should undertake in order to meet them.vii. The corporate budget must contain all the information necessary

52、 for the evaluation of the short term planned performance of the company, its marketing, operational, economic, patrimonial and financial aspects being dully considered.viii. The corporate budget should not be viewed exclusively as a means of cost reduction or control, but mainly as a tool to enhanc

53、e performance and increase the companys economic value.ix. The planning process in itself is as important as its outputs, and should contribute to leverage managements knowledge about the companys internal workings, and also to help focus its efforts on the critical areas of corporate performance.So

54、urce: Pedro Ges Monteiro de Oliveira STARPLAN Consultoria Empresarial Ltda. ,2009. “Corporate Performance Management” . Working Paper , vol.41, no.4, pp.1-7.二、翻译文章译文： 企业绩效管理摘要行政总裁两个最重要的职责是：制定战略和处理他的公司表现。在这篇文章中，我们研究了这些任务和谈论企业业绩应该如何进行建模和管理。我们首先考虑的是一间公司的经营环境，其中包括的，除了外部利益相关者，其所属的行业和市场的实用品，然后进行解释如何运作的公司可

55、以通过业务考试的理解，操作和性能，管理模式。接下来，我们描述了企业结构的规划、控制和评价体系是企业绩效管理系统中最重要的一部分。创办者建议：该规划系统的核心部件是企业绩效评价模型，它的结构映射到规划系统的数据库，仿真模型和预算编制工具的结构，也可用于塑造系统的产品中包含的信息作者的代理人系统所使用的语言谈论公司业绩。在这篇文章中讨论整体的规划，企业规划，企业绩效管理系统，在历史的指导原则的审查下，在我们开始详细讨论的企业计划和控制系统的结构组件出台之前，我们的结论是通过列出所应遵循的演出策划实施，控制和评价系统的主要步骤。一、介绍行政总裁最重要的两项企业任务，主要是：（1）制定战略和（2）管理

56、公司的业绩。在这篇文章中，我们研究了这些任务和企业业绩应该讨论如何进行建模和管理。他要做到的是完成实现期望的结果或成果。所以，当有关公司绩效时，我们指的程度，其中期望的结果或成果是由公司实现。企业绩效管理涉及规划、控制、分析和评价时，不仅是该公司取得的成绩，而且其中达到这些结果的手段。其中的结果或目标在大多数公司，我们可以提到增长市场份额、盈利能力和创造价值追求的目标和手段，取得这些成果包括生产力、效率、创新和竞争力。这些都是对事物类型的研究，我们应该考虑到指定的企业绩效管理制度。在讨论如何塑造企业业绩，可以很方便地考虑环境中一间公司经营，其中包括的，除了外部利益相关者，其所属的行业和市场的实

57、用品。当对一个行业的主要方面加以研究时，考虑到其对企业业绩的结构和管理，其主要竞争对手，进入壁垒，替代产品和供应商的谈判能力。相关的问题是：如何组织生产，垂直或水平？行业有多少竞争力，谁是主要竞争对手，哪些是捕捉市场份额最大的一部分？它是不是受监管，自我监管或政府机构的监管？多么强大是新的竞争者进入市场的障碍。从其他行业可以为产品功能的替代品在同行业中产生的？有什么关于电力行业的供应商进行谈判时所需的价格和贸易条件。在本行业中的企业环境的对面，我们有市场，该公司交易的产品，其主要属性是大小、生长速度、分割、退出壁垒与消费者的议价能力。评估其对企业业绩影响的典型问题是：什么是市场规模？以美元为单

58、位计算公司的每一个产品，什么是短期和长期的市场增长率？它是一个批发或零售市场？是销售周期？如何才能在市场的分割（按地域，购买力，客户年龄等）？哪些障碍做了客户端运行时将改变供应商？客户是否有权征收价格和贸易条件？我们呼吁在“自己人”和“外人”的类别，有兴趣的人或由一个公司的业绩的“利益相关方”的影响，并分组。业内人士是公司的创业者或控股股东及其管理人员和雇员。外界包括公共物品的供应商，监管和收税，也是社区所在公司有业务往来中的作用的客户、供应商、少数股东、债权人、政府。重要的是要注意的是利益相关者，除了受这个的影响，也影响企业业绩，这一点是经常需要寻找性能评价的影响。为了增加这种企业结构和外部

59、联系，微观经济理论简析深入社会生产视为一个单位，使用一定的技术来生产的投入产出一套一套的公司。它认为将最大输出量与输入索取地图输入量被称为“生产函数”或“生产前沿”功能。这个函数的知识是衡量一个生产单元，一个非常重要的性能指标技术效率的重要。存在的若干前沿技术规范生产功能或“分析，随机分组前冠以”数据包络分析“和随机前沿分析”。公司也得到了企业经营者，代理人，组织，协调与生产的专业经理人的帮助。发挥企业家在塑造企业业绩的关键作用。一方面，承认和创业能力也扩大了联系网络，为筹集财政资金，建立必要的结构或物质资本起到至关重要。在另一个方面，企业家的声誉和接触是必不可少的吸引智力资本，结构资本一起，

60、是创新能力的基础。商业模式是对一家公司的经营方式的概念表示。它的主要成分在图4中披露，主要有：公司的价值主张、目标细分市场、分销、营销传播和客户关系渠道的核心竞争力需要、经营和管理技术、合作伙伴的网络、以及收入成本和价值创造模式。理解商业模式的第一步是实施企业绩效管理系统。该模型应说明该公司是否具有广泛的客户群或特定的目标细分市场，而在第二种情况下，确定这些群体，本品及本公司所提供的服务和所依据的是销售（包括这样的事情作为担保，技术援助等）的商业条件，包括价值主张。产品分销为通道使用可以是直接扩展销售渠道，通过互联网，邮件或由砖块和灰浆公司拥有的店，代理批发，零售公司等公司可以使用多种营销渠道