利潤模式【外文翻譯】

1、本科畢業(yè)論文設(shè)計(jì)外 文 翻 譯原文：Profit PatternsThe most important objective of companies is to create, develop and maintain one or more competitive advantages in order to generate dividends for the shareholders. For a long time, it was simply a question of dominating the market, either by costs or by a policy of

2、differentiation. As Michael Porter advised, it was essential to avoid being “stuck in the middle. This way of thinking set up competitive rivalry in a closed world, and tended towards stability. This model is less and less relevant today for whole sectors of the economy. We see a multitude of strate

3、gic movements which defy the logic of the old system. “Profit Patterns lists numerous strategies which have joined the small number that we knew before. These patterns often combine to give rise to strategic models which are better adapted to the new and changing needs of the consumer.Increasing the

4、 value of a company depends on its capacity to predict Value migration from one economic sector to another or from one company to another has unimaginable proportions, in particular because of the new phenomena that mass investment and venture capital represent. The public is looking for companies t

5、hat will succeed in the future and bet on the winner.Major of managers have a talent for recognizing development market trends There are some changing and development trends in all business sectors. They can be erected into models, thereby making it possible to acquire a technique for predicting the

6、m. This consists of recognizing them in the actual economic context. This book proposes thirty strategic prediction models divided into seven families. Predicting is not enough: one still has to act in time! Managers analyze development trends in the environment in order to identify opportunities. T

7、hey then have to determine a strategic plan for their company, and set up a system aligning the internal and external organizational structure as a function of their objectives.For most of the 20th century, mastering strategic evolution models was not a determining factor, and formulas for success w

8、ere fixed and relatively simple. In industry, the basic model stated that profit was a function of relative market share. Today, this rule is confronted with more and more contradictions: among car manufacturers for example, where small companies like Toyota are more profitable than General Motors a

9、nd Ford. The highest rises in value have become the exclusive right of the companies with the most efficient business designs. These upstart companies have placed themselves in the profit zone of their sectors thanks, in part, to their size, but also to their new way of doing business exploiting new

10、 rules which are sources of value creation. Among the new rules which define a good strategic plan are:1. Strong orientation towards the customer2. Internal decisions which are coherent with the overall activity, concerning the products and services as well as the involvement in the different activi

11、ties of the value chain3. An efficient mechanism for valuecapture.4. A powerful source of differentiation and of strategic control, inspiring investor confidence in future cash-flow.5. An internal organization carefully designed to support and reinforce the companys strategic plan.Why does value mig

12、rate? The explanation lies largely in the explosion of risk-capital activities in the USA. Since the 40s, of the many companies that have been created, about a thousand have allowed talented employees, the “brains, to work without the heavy structures of very big companies. The riskcapital factor is

13、 now entering a new phase in the USA, in that the recipes for innovation and value creation are spreading from just the risk-capital companies to all big companies. A growing number of the 500 richest companies have an internal structure for getting into the game of investing in companies with high

14、levels of value-creation. Where does this leave Europe? According to recent research, innovation in strategic thinking is under way in Europe, albeit with a slight time-lag. Globalization is making the acceptation of these value-creation rules a condition of global competitively .There is a second p

15、henomenon that has an even more radical influence on value-creation polarization: The combination of a convincing and innovative strategic plan, strategic control and a dominant market share creates a terrific increase in investor confidence. The investors believe that the company has established it

16、s position of strength not only for the current, but also for the next strategic cycle. The result is an exponential growth in value, and especially a spectacular out-distancing of the direct rivals. The polarization process typically has two stages. In phase 1, the competitors seem to be level. In

17、fact, one of them has understood, has “got it, before the others and is investing in a new strategic action plan to take into account the pattern which is starting to redefine the sector. Phase 2 begins when the conditions are right for the pattern to take over: at this moment, the competitor who “g

18、ot it, attracts the attention of customers, investors and potential recruits (the brains). The intense public attention snowballs, the market value explodes to leave the nearest competitor way behind. Examples are numerous in various sectors: Microsoft against Apple and Lotus, Coca-Cola against Peps

19、i, Nike against Reebok and so on. Polarization of value raises the stakes and adds a sense of urgency: The first company to anticipate market change and to take appropriate investment decisions can gain a considerable lead thanks to recognition by the market.In a growing number of sectors today, com

20、petition is concentrated on the race towards mindshare. The company which leads this race attracts customers who attract others in an upwards spiral. At the transition from phase 1 to phase 2, the managing teams top priority is to win the mindshare battle. There are three stages in this strategy: mi

21、nd sharing with customers gives an immediate competitive advantage in terms of sales; mind sharing with investors provides the resources to maintain this advantage, and mind sharing with potential recruits increases the chances of maintaining the lead in the short and the long term. This triple capt

22、ure sets off a chain reaction releasing an enormous amount of economic energy. Markets today are characterized by a staggering degree of transparency. Successes and failures are instantaneously visible to the whole world. The extraordinary success of some investors encourages professional and amateu

23、rs to look for the next hen to lay a golden egg. This investment mentality has spread to the employment market, where compensations (such as stock-options) are increasingly linked to results. From these three components - customers, investors and new talent is created the accelerating phenomenon, po

24、larization: thousands of investors look towards the leader at the beginning of the race. The share value goes up at the same time as the rise in customer numbers and the public perception that the current leader will be the winner. The rise in share-price gets more attention from the media, and so o

25、n. How to get the knowledge before the others, in order to launch the company into leadership? There are several attitudes, forms of behavior and knowledge that can be used: being paranoiac, thinking from day to day that the current market conditions are going to change; talking to people with diffe

26、rent points of view; being in the field, looking for signs of change. And above all, building a research network to find the patterns of strategic change, not only in ones particular sector, but in the whole economy, so as always to understand the patterns a bit better and a bit sooner than the comp

27、etitors.Experienced managers can detect similarities between movements of value in different circumstances. 30 of these patterns can be divided into 7 categories. Some managers understand migrations of value before other managers, allowing them to continually improvise their business plan in order t

28、o find and exploit value. Experience is an obvious advantage: situations can repeat themselves or be similar to others, so that experienced managers recognize and assimilate them quickly. There about 30 patterns .which can be put into 7 groups according to their key factors. It is important to under

29、stand that the patterns have three general characteristics: multiplicity, variants and cycles. The principle of multiplicity indicates that while a sector or a company may be affected by just one simple strategic pattern, most situations are more complicated and involve several simultaneously evolvi

30、ng patterns. The variants to the known models are developed in different circumstances and according to the creativity of the users of the models. Studying the variants gives more finesse in model-analysis. Finally, each model depends on economic cycles which are more or less long. The time a patter

31、n takes to develop depends on its nature and also on the nature of the customers and sector in question.1) The first family of strategic evolution patterns consists of the six “Mega patterns: these models do not address any particular dimension of the activity (customer, channels of distribution and

32、 value chain), but have an overall and transversal influence. They owe their name “Mega to their range and their impact (as much from the point of view of the different economic sectors as from the duration). The six Mega models are: No profit, Back to profit, Convergence, Collapse in the middle, De

33、 facto standard and Technology shifts the board. The No profit pattern is characterized by a zero or negative result over several years in a company or economic sector. The first factor which favors this pattern is the existence of a single strategic a plan in several competitors: they all apply dif

34、ferentiation by price to capture market-share. The second factor is the loss of the “crutch of the sector, that is the end of a system of the help, such as artificially maintained interest levels, or state subsidies. Among the best examples of this in the USA are in agriculture and the railway indus

35、try in the 50s and 60s, and in the aeronautical industry in the 80s and 90s. The Back to profit pattern is characterized by the emergence of innovative strategic plans or the projects which permit the return of profits. In the 80s, the watch industry was stagnating in a no profits zone. The vision o

36、f Nicolas Hayek allowed Swatch and other brands to get back into a profit-making situation thanks to a products pyramid built around the new brand. The authors rightly attribute this phenomenon to investors recognition of the superiority of these new business designs. However this interpretation mer

37、its refinement: the superiority resides less in the companies current capacity to identify the first an indications of strategic discontinuity than in their future capacity to develop a portfolio of strategic options and to choose the right one at the right time. The value of a such companies as Ama

38、zon and AOL, which benefit from financial polarization, can only be explained in this way. To be competitive in the long-term, a company must not only excel in its “real market, but also in its financial market. Competition in both is very fierce, and one can not neglect either of these fields of ba

39、ttle without suffering the consequences. This share-market will assume its own importance alongside the commercial market, and in the future, its successful exploitation will be a key to the strategic superiority of publicly-quoted companies.Increasing the value of a company depends on its capacity

40、to predictValue migration from one economic sector to another or from one company to another has unimaginable proportions, in particular because of the new phenomena that mass investment and venture capital represent. The public is looking for companies that will succeed in the future and bet on the

41、 winner.Major managers have a talent for recognizing development market trendsThere are some changing and development trends in all business sectors. They can be erected into models, thereby making it possible to acquire a technique for predicting them. This consists of recognizing them in the actua

42、l economic context.Predicting is not enough: one still has to act in timeManagers analyze development trends in the environment in order to identify opportunities. They then have to determine a strategic plan for their company, and set up a system aligning the internal and external organizational st

43、ructure as a function of their objectivesSource: David .J. Morrison, 2001. “Profit Patterns. Times Business.pp.17-27.譯文：利潤模式一個(gè)公司價(jià)值的增長依賴于公司自身的能力的預(yù)期，價(jià)值的遷移也只是從一個(gè)經(jīng)濟(jì)部門轉(zhuǎn)移到另外一個(gè)經(jīng)濟(jì)部門或者是一個(gè)公司到另外一個(gè)意想不到的公司。尤其是以大規(guī)模的投資和冒險(xiǎn)資金為代表所引起的一種現(xiàn)象。公眾正在尋找那種能在未來獲得成功成為勝利者的公司。絕大多數(shù)的管理者們都有判斷新產(chǎn)品市場開展趨勢的能力，當(dāng)市場發(fā)生了某些變化或者開展趨勢有了變動(dòng)，他們能直接將這些

44、變化建立到他們的模型中，因而獲得能夠預(yù)測這些變化的能力，并將這些能力與實(shí)際的經(jīng)濟(jì)環(huán)境相結(jié)合起來。預(yù)測的模型可以具體分成7個(gè)方面。光僅僅預(yù)測是缺乏夠的，應(yīng)該及時(shí)的用于行動(dòng)。管理者通過對當(dāng)前的經(jīng)濟(jì)的開展趨勢的分析而正確把握住時(shí)機(jī)。他們必須為他們自身的企業(yè)去制定一個(gè)戰(zhàn)略上的方案，并且建立一個(gè)具有矯正進(jìn)出口組織功能的系統(tǒng)。在20世紀(jì)的大局部時(shí)間里，掌握控制戰(zhàn)略開展模型并不是一個(gè)決定性因素，而且準(zhǔn)確的說成功是固定的相對簡單的。在制造業(yè)中，根底模型中所指的利潤是市場占有率所起的作用。在當(dāng)前這個(gè)時(shí)候，這規(guī)那么是要面對越來越多的吹毛求疵的顧客，在汽車的制造商中比方豐田這樣的小點(diǎn)的企業(yè)要比通用跟福特?fù)碛懈嗟睦?/p>

45、潤。在價(jià)值增長最高已經(jīng)成為那些擁有最有效企業(yè)設(shè)計(jì)的獨(dú)家權(quán)力。那些爆發(fā)戶應(yīng)該在利潤區(qū)里找到自己準(zhǔn)確的定位。在某種程度上可以按照他們的大小來排列并且按照他們新的方法來進(jìn)行商業(yè)業(yè)務(wù)的拓展這些都會成為創(chuàng)造價(jià)值的資源。通過這些新的規(guī)那么如何來制定一個(gè)好的戰(zhàn)略性方案：1、以顧客為最終目標(biāo)2、內(nèi)部的決策應(yīng)該保持有連續(xù)性、一貫性和全面性。而就產(chǎn)品和效勞而言同樣也是在價(jià)值鏈中一種不同于其他活動(dòng)的投入。3、一個(gè)行之有效的價(jià)值獲取機(jī)制。4、一個(gè)對不同資源有著強(qiáng)有力的戰(zhàn)略控制，從而在未來的現(xiàn)金流上刺激投資者的信心。5、內(nèi)在部門仔細(xì)地設(shè)計(jì)來支持和加強(qiáng)公司的策略方案。為什么利潤會不斷地遷移？這個(gè)答案就表達(dá)在發(fā)生在美國的經(jīng)

46、濟(jì)危機(jī)中。自40年代開始，有越來越多的企業(yè)被建立起來，這些公司其中有一千家已經(jīng)允許員工中的具有才能的工人在工作時(shí)可以不必理會公司沉重的治理結(jié)構(gòu)。在美國該風(fēng)險(xiǎn)資本要素正在進(jìn)入一個(gè)新階段，并且這個(gè)創(chuàng)新正在從風(fēng)險(xiǎn)投資公司向所有的大公司蔓延。在世界500強(qiáng)企業(yè)中有越來越多的企業(yè)在創(chuàng)造了高利潤同時(shí)在企業(yè)內(nèi)部也開始投資游戲。根據(jù)最近的研究，戰(zhàn)略創(chuàng)新的思想正在整個(gè)歐洲蔓延開來，雖然在時(shí)間上有稍微的延遲。全球化正在進(jìn)行著，這些創(chuàng)新的戰(zhàn)略規(guī)那么會使企業(yè)在全球化進(jìn)程中更具競爭力，還有第二個(gè)現(xiàn)象是更加影響價(jià)值創(chuàng)造的分化：一個(gè)既有戰(zhàn)略創(chuàng)新又有說服力的方案。戰(zhàn)略控制和擁有支配地位的市場占有率大大增加了投資者的信心。如此

47、，投資者們會認(rèn)為企業(yè)已經(jīng)建立了一個(gè)強(qiáng)勢的地位，不僅僅是為了當(dāng)前，同時(shí)也是為了下一步的戰(zhàn)略周期，而結(jié)果就是價(jià)值指數(shù)的增長，對其競爭對手給予直接的打擊。兩極化的過程通?？梢苑譃閮蓚€(gè)階段，在第一階段，競爭對手之間的水平都相差無幾，事實(shí)上，其中有一個(gè)已經(jīng)了解，領(lǐng)悟到其中的要領(lǐng)。在其他人之前，便開始重新定義這個(gè)模式而且制定了新的戰(zhàn)略投資方案。當(dāng)條件都成熟并適合開始接管的時(shí)候第二階段便開始了：在這個(gè)時(shí)候，那些已經(jīng)認(rèn)識到價(jià)值增長分化理念的企業(yè)管理者開始吸引顧客、投資者和潛在的新成員。那些熱切的公眾開始注意到這些問題，價(jià)值的爆炸式增長將同行業(yè)的其他競爭對手遠(yuǎn)遠(yuǎn)地甩在了身后。例子有很多：比方微軟跟蘋果、蓮花之間的競爭，可口可樂公司與百事可樂之間的競爭，耐克與銳步之間的競爭等等。價(jià)值的兩極分化提高了獎(jiǎng)金同時(shí)也增加了各企業(yè)的緊迫感：第一批預(yù)計(jì)到了市場的變化的企業(yè)，由于對市場的正確認(rèn)識，采取適當(dāng)投資的決定能得到相當(dāng)大的回報(bào)從而領(lǐng)先于其他的競爭對手。在部門越來越多的今天，企業(yè)的競爭主要集中在對于顧客購置傾向率的競爭。如果在這競爭中，其中一家企業(yè)成功吸引到顧客那就將在這次競爭中占有先機(jī)。在從第一階段到第二階段的過渡過程中，頂級的管理團(tuán)隊(duì)的工作重點(diǎn)將是如何在顧客購置傾向率這場戰(zhàn)斗中取得勝利。在這一戰(zhàn)略中一共有三個(gè)階段：給客戶一個(gè)直接的具有競爭優(yōu)勢的銷售條款從而獲取優(yōu)勢；向客戶提供資源來維持這種優(yōu)勢；在穩(wěn)