UC知道急求把下列英文文献翻译成中文
来源：百度知道 编辑：UC知道 时间：2024/09/26 00:29:20
2. Nurture the enterprise core competencies
The enterprise core competencies are nurtured by the enterprise itself. When we take a comprehensive view of two long-lasting top 500 international enterprises, we discover that the core ability of these business enterprises comes from the same and particular link of the business enterprise value chain, namely a strategic link. This link can be production one, sales one or research one. It can have certain supportive added-value one as well. To keep the strategic advantage of the enterprise, the key is a strategic link that controls the business enterprise value chain. NIKE is one of the biggest international enterprises that manages sports wear. But NIKE doesn’t make shoes: what they do is design and sale. They leave production to the developing countries. Korea and China are its biggest producing bases. Its headquarters have no more than 70 people, mainly engaging in the product design and marketing, set up its own core ability, make i
The enterprise core competencies are nurtured by the enterprise itself. When we take a comprehensive view of two long-lasting top 500 international enterprises, we discover that the core ability of these business enterprises comes from the same and particular link of the business enterprise value chain, namely a strategic link. This link can be production one, sales one or research one. It can have certain supportive added-value one as well. To keep the strategic advantage of the enterprise, the key is a strategic link that controls the business enterprise value chain. NIKE is one of the biggest international enterprises that manages sports wear. But NIKE doesn’t make shoes: what they do is design and sale. They leave production to the developing countries. Korea and China are its biggest producing bases. Its headquarters have no more than 70 people, mainly engaging in the product design and marketing, set up its own core ability, make i
培育企业核心竞争力
企业核心能力是培育企业本身。当我们采取全面的看法，这两个长期持久的500强的国际企业，我们发现，核心能力，这些企业来自同一和环节，特别是企业的价值链，即战略环节。此链接可以生产1 ，销售一或研究之一。它可以有一定的支持，增值1以及。保持战略优势的企业，关键是一个战略性的链接，管制企业的价值链。 Nike是其中一个最大的国际企业管理运动服。但耐克不作鞋：什么，他们做的是设计和销售。他们离开生产向发展中国家。韩国和中国是其最大的生产基地。其总部已不超过70人，主要从事产品设计和市场营销，建立了自己的核心能力，使它成长，蓬勃。 。
市场经济是竞争经济，一个企业没有竞争力，难以生存和发展在市场上。比赛结果可能会更市场份额，也可能是利润减少或亏损的资本由于高竞争成本。因此，高寿命的公司如下超级竞争的原则，发展普遍。竞争的原则是所有种族的竞争对手在同一轨道上。
它的英特尔研究的记忆中的计算机。在1965年，日本的半导体企业取得英特尔失去生意，为6个月后进入美国市场与廉价或价格，该公司的英特尔采取了超竞争的原则为指导线，最后放弃了记忆体，以及大脑的部分芯片的信息技术，取得了该公司创造辉煌不断，甚至举行带头在前沿信息技术。目前，英特尔生产需80 ％的世界芯片的市场份额。数值彩色电视的美国vanquishing仿真彩色电视的日本，石英钟，日本vanquishing机钟表是瑞士的所有结果追求超级竞争的原则。大部分中国企业按照传统的竞争原则。他们有模仿，并按照外国竞争对手，因此，这是他们难以形成自己的核心能力，因为他们缺乏先进的技术。在这两年的盈利一度辉煌的中国企业，长虹集团，下降到他们的市场遭受了失败。最初的原因是什么，他们遵循的原则是竞争，如价格战。