企业利润分析中英文对照外文翻译文献

中英文对照外文翻译(文档含英文原文和中文翻译)原文：ProfitPatternsThemostimportantobjectiveofcompaniesistocreate,developandmaintainoneormorecompetitiveadvantagesinordertogeneratedividendsfortheshareholders.Foralongtime,itwassimplyaquestionofdominatingthemarket,eitherbycostsorbyapolicyofdifferentiation.AsMichaelPorteradvised,itwasessentialtoavoidbeing“stuckinthemiddle”.Thiswayofthinkingsetupcompetitiverivalryinaclosedworld,andtendedtowardsstability.Thismodelislessandlessrelevanttodayforwholesectorsoftheeconomy.Weseeamultitudeofstrategicmovementswhichdefythelogicoftheoldsystem.“ProfitPatterns”listsnumerousstrategieswhichhavejoinedthesmallnumberthatweknewbefore.Thesepatternsoftencombinetogiverisetostrategicmodelswhicharebetteradaptedtothenewandchangingneedsoftheconsumer.IncreasingthevalueofacompanydependsonitscapacitytopredictValuemigrationfromoneeconomicsectortoanotherorfromonecompanytoanotherhasunimaginableproportions,inparticularbecauseofthenewphenomenathatmassinvestmentandventurecapitalrepresent.Thepublicislookingforcompaniesthatwillsucceedinthefutureandbetonthewinner.MajorofmanagershaveatalentforrecognizingdevelopmentmarkettrendsTherearesomechanginganddevelopmenttrendsinallbusinesssectors.Theycanbeerectedintomodels,therebymakingitpossibletoacquireatechniqueforpredictingthem.Thisconsistsofrecognizingthemintheactualeconomiccontext.Thisbookproposesthirtystrategicpredictionmodelsdividedintosevenfamilies.Predictingisnotenough:onestillhastoactintime!Managersanalyzedevelopmenttrendsintheenvironmentinordertoidentifyopportunities.Theythenhavetodetermineastrategicplanfortheircompany,andsetupasystemaligningtheinternalandexternalorganizationalstructureasafunctionoftheirobjectives.Formostofthe20thcentury,masteringstrategicevolutionmodelswasnotadeterminingfactor,andformulasforsuccesswerefixedandrelativelysimple.Inindustry,thebasicmodelstatedthatprofitwasafunctionofrelativemarketshare.Today,thisruleisconfrontedwithmoreandmorecontradictions:amongcarmanufacturersforexample,wheresmallcompanieslikeToyotaaremoreprofitablethanGeneralMotorsandFord.Thehighestrisesinvaluehavebecometheexclusiverightofthecompanieswiththemostefficientbusinessdesigns.Theseupstartcompanieshaveplacedthemselvesintheprofitzoneoftheirsectorsthanks,inpart,totheirsize,butalsototheirnewwayofdoingbusiness–exploitingnewruleswhicharesourcesofvaluecreation.Amongthenewruleswhichdefineagoodstrategicplanare:1.Strongorientationtowardsthecustomer2.Internaldecisionswhicharecoherentwiththeoverallactivity,concerningtheproductsandservicesaswellastheinvolvementinthedifferentactivitiesofthevaluechain3.Anefficientmechanismforvalue–capture.4.Apowerfulsourceofdifferentiationandofstrategiccontrol,inspiringinvestorconfidenceinfuturecash-flow.5.Aninternalorganizationcarefullydesignedtosupportandreinforcethecompany’sstrategicplan.Whydoesvaluemigrate?Theexplanationlieslargelyintheexplosionofrisk-capitalactivitiesintheUSA.Sincethe40’s,ofthemanycompaniesthathavebeencreated,aboutathousandhaveallowedtalentedemployees,the“brains”,toworkwithouttheheavystructuresofverybigcompanies.Therisk–capitalfactorisnowenteringanewphaseintheUSA,inthattherecipesforinnovationandvaluecreationarespreadingfromjusttherisk-capitalcompaniestoallbigcompanies.Agrowingnumberofthe500richestcompanieshaveaninternalstructureforgettingintothegameofinvestingincompanieswithhighlevelsofvalue-creation.WheredoesthisleaveEurope?Accordingtorecentresearch,innovationinstrategicthinkingisunderwayinEurope,albeitwithaslighttime-lag.Globalizationismakingtheacceptationofthesevalue-creationrulesaconditionofglobalcompetitively.Thereisasecondphenomenonthathasanevenmoreradicalinfluenceonvalue-creation–polarization:Thecombinationofaconvincingandinnovativestrategicplan,strategiccontrolandadominantmarketsharecreatesaterrificincreaseininvestorconfidence.Theinvestorsbelievethatthecompanyhasestablisheditspositionofstrengthnotonlyforthecurrent,butalsoforthenextstrategiccycle.Theresultisanexponentialgrowthinvalue,andespeciallyaspectacularout-distancingofthedirectrivals.Thepolarizationprocesstypicallyhastwostages.Inphase1,thecompetitorsseemtobelevel.Infact,oneofthemhasunderstood,has“gotit”,beforetheothersandisinvestinginanewstrategicactionplantotakeintoaccountthepatternwhichisstartingtoredefinethesector.Phase2beginswhentheconditionsarerightforthepatterntotakeover:atthismoment,thecompetitorwho“gotit”,attractstheattentionofcustomers,investorsandpotentialrecruits(thebrains).Theintensepublicattentionsnowballs,themarketvalueexplodestoleavethenearestcompetitorwaybehind.Examplesarenumerousinvarioussectors:MicrosoftagainstAppleandLotus,Coca-ColaagainstPepsi,NikeagainstReebokandsoon.Polarizationofvalueraisesthestakesandaddsasenseofurgency:Thefirstcompanytoanticipatemarketchangeandtotakeappropriateinvestmentdecisionscangainaconsiderableleadthankstorecognitionbythemarket.Inagrowingnumberofsectorstoday,competitionisconcentratedontheracetowardsmindshare.Thecompanywhichleadsthisraceattractscustomerswhoattractothersinanupwardsspiral.Atthetransitionfromphase1tophase2,themanagingteam’stoppriorityistowinthemindsharebattle.Therearethreestagesinthisstrategy:mindsharingwithcustomersgivesanimmediatecompetitiveadvantageintermsofsales;mindsharingwithinvestorsprovidestheresourcestomaintainthisadvantage,andmindsharingwithpotentialrecruitsincreasesthechancesofmaintainingtheleadintheshortandthelongterm.Thistriplecapturesetsoffachainreactionreleasinganenormousamountofeconomicenergy.Marketstodayarecharacterizedbyastaggeringdegreeoftransparency.Successesandfailuresareinstantaneouslyvisibletothewholeworld.Theextraordinarysuccessofsomeinvestorsencouragesprofessionalandamateurstolookforthenexthentolayagoldenegg.Thisinvestmentmentalityhasspreadtotheemploymentmarket,wherecompensations(suchasstock-options)areincreasinglylinkedtoresults.Fromthesethreecomponents-customers,investorsandnewtalent–iscreatedtheacceleratingphenomenon,polarization:thousandsofinvestorslooktowardstheleaderatthebeginningoftherace.Thesharevaluegoesupatthesametimeastheriseincustomernumbersandthepublicperceptionthatthecurrentleaderwillbethewinner.Theriseinshare-pricegetsmoreattentionfromthemedia,andsoon.Howtogettheknowledgebeforetheothers,inordertolaunchthecompanyintoleadership?Thereareseveralattitudes,formsofbehaviorandknowledgethatcanbeused:beingparanoiac,thinkingfromdaytodaythatthecurrentmarketconditionsaregoingtochange;talkingtopeoplewithdifferentpointsofview;beinginthefield,lookingforsignsofchange.Andaboveall,buildingaresearchnetworktofindthepatternsofstrategicchange,notonlyinone’sparticularsector,butinthewholeeconomy,soasalwaystounderstandthepatternsabitbetterandabitsoonerthanthecompetitors.Experiencedmanagerscandetectsimilaritiesbetweenmovementsofvalueindifferentcircumstances.30ofthesepatternscanbedividedinto7categories.Somemanagersunderstandmigrationsofvaluebeforeothermanagers,allowingthemtocontinuallyimprovisetheirbusinessplaninordertofindandexploitvalue.Experienceisanobviousadvantage:situationscanrepeatthemselvesorbesimilartoothers,sothatexperiencedmanagersrecognizeandassimilatethemquickly.Thereabout30patterns.whichcanbeputinto7groupsaccordingtotheirkeyfactors.Itisimportanttounderstandthatthepatternshavethreegeneralcharacteristics:multiplicity,variantsandcycles.Theprincipleofmultiplicityindicatesthatwhileasectororacompanymaybeaffectedbyjustonesimplestrategicpattern,mostsituationsaremorecomplicatedandinvolveseveralsimultaneouslyevolvingpatterns.Thevariantstotheknownmodelsaredevelopedindifferentcircumstancesandaccordingtothecreativityoftheusersofthemodels.Studyingthevariantsgivesmorefinesseinmodel-analysis.Finally,eachmodeldependsoneconomiccycleswhicharemoreorlesslong.Thetimeapatterntakestodevelopdependsonitsnatureandalsoonthenatureofthecustomersandsectorinquestion.1)Thefirstfamilyofstrategicevolutionpatternsconsistsofthesix“Megapatterns”:thesemodelsdonotaddressanyparticulardimensionoftheactivity(customer,channelsofdistributionandvaluechain),buthaveanoverallandtransversalinfluence.Theyowetheirname“Mega”totheirrangeandtheirimpact(asmuchfromthepointofviewofthedifferenteconomicsectorsasfromtheduration).ThesixMegamodelsare:Noprofit,Backtoprofit,Convergence,Collapseinthemiddle,DefactostandardandTechnologyshiftstheboard.•TheNoprofitpatternischaracterizedbyazeroornegativeresultoverseveralyearsinacompanyoreconomicsector.Thefirstfactorwhichfavorsthispatternistheexistenceofasinglestrategicaplaninseveralcompetitors:theyallapplydifferentiationbypricetocapturemarket-share.Thesecondfactoristhelossofthe“crutch”ofthesector,thatistheendofasystemofthehelp,suchasartificiallymaintainedinterestlevels,orstatesubsidies.AmongthebestexamplesofthisintheUSAareinagricultureandtherailwayindustryinthe50’sand60’s,andintheaeronauticalindustryinthe80’sand90’s.•TheBacktoprofitpatternischaracterizedbytheemergenceofinnovativestrategicplansortheprojectswhichpermitthereturnofprofits.Inthe80’s,thewatchindustrywasstagnatinginanoprofitszone.ThevisionofNicolasHayekallowedSwatchandotherbrandstogetbackintoaprofit-makingsituationthankstoaproductspyramidbuiltaroundthenewbrand.Theauthorsrightlyattributethisphenomenontoinvestors’recognitionofthesuperiorityofthesenewbusinessdesigns.Howeverthisinterpretationmeritsrefinement:thesuperiorityresideslessinthecompanies’currentcapacitytoidentifythefirstanindicationsofstrategicdiscontinuitythanintheirfuturecapacitytodevelopaportfolioofstrategicoptionsandtochoosetherightoneattherighttime.ThevalueofasuchcompaniesasAmazonandAOL,whichbenefitfromfinancialpolarization,canonlybeexplainedinthisway.Tobecompetitiveinthelong-term,acompanymustnotonlyexcelinits“real”market,butalsoinitsfinancialmarket.Competitioninbothisveryfierce,andonecannotneglecteitherofthesefieldsofbattlewithoutsufferingtheconsequences.Thisshare-marketwillassumeitsownimportancealongsidethecommercialmarket,andinthefuture,itssuccessfulexploitationwillbeakeytothestrategicsuperiorityofpublicly-quotedcompanies.IncreasingthevalueofacompanydependsonitscapacitytopredictValuemigrationfromoneeconomicsectortoanotherorfromonecompanytoanotherhasunimaginableproportions,inparticularbecauseofthenewphenomenathatmassinvestmentandventurecapitalrepresent.Thepublicislookingforcompaniesthatwillsucceedinthefutureandbetonthewinner.MajormanagershaveatalentforrecognizingdevelopmentmarkettrendsTherearesomechanginganddevelopmenttrendsinallbusinesssectors.Theycanbeerectedintomodels,therebymakingitpossibletoacquireatechniqueforpredictingthem.Thisconsistsofrecognizingthemintheactualeconomiccontext.Predictingisnotenough:onestillhastoactintimeManagersanalyzedevelopmenttrendsintheenvironmentinordertoidentifyopportunities.Theythenhavetodetermineastrategicplanfortheircompany,andsetupasystemaligningtheinternalandexternalorganizationalstructureasafunctionoftheirobjectivesSource:David.J.Morrison,2001.“ProfitPatterns”.TimesBusiness.pp.17-27.译文：利润模式一个公司价值的增长依赖于公司自身的能力的预期，价值的迁移也只是从一个经济部门转移到另外一个经济部门或者是一个公司到另外一个意想不到的公司。尤其是以大规模的投资和冒险资金为代表所引起的一种现象。公众正在寻找那种能在未来获得成功成为胜利者的公司。绝大多数的管理者们都有判断新产品市场发展趋势的能力，当市场发生了某些变化或者发展趋势有了变动，他们能直接将这些变化建立到他们的模型中，因而获得能够预测这些变化的能力，并将这些能力与实际的经济环境相结合起来。预测的模型可以具体分成7个方面。光仅仅预测是不足够的，应该及时的用于行动。管理者通过对当前的经济的发展趋势的分析而正确把握住机会。他们必须为他们自身的企业去制定一个战略上的计划，并且建立一个具有矫正进出口组织功能的系统。在20世纪的大部分时间里，掌握控制战略发展模型并不是一个决定性因素，而且准确的说成功是固定的相对简单的。在制造业中，基础模型中所指的利润是市场占有率所起的作用。在当前这个时候，这规则是要面对越来越多的吹毛求疵的顾客，在汽车的制造商中比如丰田这样的小点的企业要比通用跟福特拥有更多的利润。在价值增长最高已经成为那些拥有最有效企业设计的独家权力。那些暴发户应该在利润区里找到自己准确的定位。在某种程度上可以按照他们的大小来排列并且按照他们新的方法来进行商业业务的拓展这些都会成为创造价值的资源。通过这些新的规则如何来制定一个好的战略性计划：1、以顾客为最终目标2、内部的决策应该保持有连续性、一贯性和全面性。而就产品和服务而言同样也是在价值链中一种不同于其他活动的投入。3、一个行之有效的价值获取机制。4、一个对不同资源有着强有力的战略控制，从而在未来的现金流上刺激投资者的信心。5、内在部门仔细地设计来支持和加强公司的策略计划。为什么利润会不断地迁移？这个答案就体现在发生在美国的经济危机中。自40年代开始，有越来越多的企业被建立起来，这些公司其中有一千家已经允许员工中的具有才能的工人在工作时可以不必理会公司沉重的治理结构。在美国该风险资本要素正在进入一个新阶段，并且这个创新正在从风险投资公司向所有的大公司蔓延。在世界500强企业中有越来越多的企业在创造了高利润同时在企业内部也开始投资游戏。根据最近的研究，战略创新的思想正在整个欧洲蔓延开来，虽然在时间上有稍微的延迟。全球化正在进行着，这些创新的战略规则会使企业在全球化进程中更具竞争力，还有第二个现象是更加影响价值创造的分化：一个既有战略创新又有说服力的计划。战略控制和拥有支配地位的市场占有率大大增加了投资者的信心。如此，投资者们会认为企业已经建立了一个强势的地位，不仅仅是为了当前，同时也是为了下一步的战略周期，而结果就是价值指数的增长，对其竞争对手给予直接的打击。两极化的过程通常可以分为两个阶段，在第一阶段，竞争对手之间的水平都相差无几，事实上，其中有一个已经了解，领悟到其中的要领。在其他人之前，便开始重新定义这个模式而且制定了新的战略投资计划。当条件都成熟并适合开始接管的时候第二阶段便开始了：在这个时候，那些已经认识到价值增长分化理念的企业管理者开始吸引顾客、投资者和潜在的新成员。那些热切的公众开始注意到这些问题，价值的爆炸式增长将同行业的其他竞争对手远远地甩在了身后。例子有很多：比如微软跟苹果、莲花之间的竞争，可口可乐公司与百事可乐之间的竞争，耐克与锐步之间的竞争等等。价值的两极分化提高了奖金同时也增加了各企业的紧迫感：第一批预计到了市场的变化的企业，由于对市场的正确认识，采取适当投资的决定能得到相当大的回报从而领先于其他的竞争对手。在部门越来越多的今天，企业的竞争主要集中在对于顾客购买倾向率的竞争。如果在这竞争中，其中一家企业成功吸引到顾客那就将在这次竞争中占有先机。在从第一阶段到第二阶段的过渡过程中，顶级的管理团队的工作重点将是如何在顾客购买倾向率这场战斗中取得胜利。在这一战略中一共有三个阶段：给客户一个直接的具有竞争优势的销售条款从而获取优势；向客户提供资源来维持这种优势；在巩固老客户的