企业多元化经营外文文献翻译3000多字译文

文献出处：Gronum S. The research of small and medium-sized enterprise diversification [J]. Journal of Small Business Management, 2015, 10(2): 257-266.

原文

The research of small and medium-sized enterprise diversification

Gronum S

Abstract

Corporate diversification business success is based on the correct business strategy combination, specific diversification strategies related to the enterprise group management. Diversification strategy is a must be considered in the process of enterprise development, enterprise management direction and management structure determines the enterprise can fully use limited management resources and ability, to establish their own business advantages. Diversification is a kind of important enterprise growth and natural selection, small and medium enterprises to implement diversification, improve the understanding of diversity is the key, to create the conditions of diversified enterprise operation mechanism, relevant policies and regulations, such as diversification strategy will directly affect the effect of the small and medium-sized enterprises to implement diversification.

Keywords: SME; Diversification; Core competence

1 Introduction

Diversity as a kind of management strategy is widely adopted by modern enterprises. The famous American economist, money, thinks: generally speaking, whether the diversification, is one of the main difference between modern enterprises and traditional enterprises. Larger enterprises want to gain more market, establish the competitive advantage, the enterprise bigger and stronger, diversified management strategy has become an inevitable choice, which has become the consensus of economists and researchers. But as a large number of small and medium enterprises, how to choose appropriate diversification strategy and how to effectively implement the strategy of diversification, still under discussion, most researchers are also worth studying. So how to choose and large enterprise diversification strategy to make yourself strong rapidly, choose diversification strategy for small and medium

enterprises suitable or not and how to effectively implement the strategy of diversification, the problem is particularly important. Increasingly is the attention of economists and managers.

2 Theoretical background

Reduce the management risk rapid growth is small and medium-sized companies and enterprises to adopt diversification strategy are an important reason. The economies of scale theory and portfolio theory are the basis of diversified choices. Small and medium-sized enterprise relative to the big enterprise itself has some disadvantages: small size, less assets, liabilities ability is limited, lack of good credit, credit line co., LTD., are susceptible to the influence of operating environment, variables, such as risk, caused the enterprise anti-risk ability is weak, the development of easy to hit, it is difficult to based on the original main business has a better development. So for small and medium enterprises, the diversification is important, but also wants to see your choice of business activities can bring benefit for you. Choose diversification strategy, small and medium-sized enterprises want to succeed must first eyes inward, to oneself have a clear understanding, to know what they lack. Such as the project itself does not have development potential, serious deficiency in the operation and management, capital waste, poor sales channels, etc., if the enterprise did not recognize these problems, even if he also is very difficult to solve the problem of development through diversification. At the same time, also want to see the core competitiveness of the enterprise itself or advantage, and the correlation of choice diversification, these are the key to choose or not.

3 Summary of diversification

3.1 Diversification

Diversification, also known as diversification or diversification management, refers to the enterprises in a number of related or unrelated industries at the same time, a number of different business strategies. Diversification as the securities portfolio theory, the theoretical basis of the portfolio can consist of a variety of securities, from the investor's point of view, the most important is not the returns and risk of individual securities, but the returns and risk of investment portfolio. Investors through different

securities holdings scatter risk implicit in the individual securities, the risk is called diversifiable risk, and it is the risk of special events caused by the company, but also has risk. It is by the war, such as inflation and recession of comprehensive factors, which affect the company.

Securities portfolio theory has proved that composed of several kinds of stock portfolio, its revenue is the weighted average of the stock, but the risk is lower than the weighted average, and the portfolio will reduce the investment risk. Portfolio's ultimate goal is to improve the yield, scattered or weaken the investment risk, to really improve the level of portfolio returns. Securities portfolio theory application in the enterprise production and business operation activities is called diversification, according to the securities group theory; the enterprise will be in the same period to market extension of different industries, different products, hope to do long attack, a comprehensive victory. But here to make it clear that the business risk is the management risk and financial risk, rather than the securities portfolio of the system and non-system risk. Management risk refers to the enterprise profit changes caused by the reasons for the risks, the influencing factors of every enterprise management risk is not exactly the same; generally have a product price, product demand, product cost, fixed cost and price adjustment ability, etc. Financial risk refers to the change of debt ratio of total capital risk, namely refers to debt financing to investors on the risks of income level, factors affecting the profits and liabilities of the cost of capital and equity ratio, etc.

3.2 Enterprise diversification and core competitiveness

The motivation of enterprise diversification is a risk dispersedly, enter the new industry is faced with new risks, however, sometimes due to not adapt to the new requirements at a competitive disadvantage. Into industry with relatively high capital requirements than into a bigger risk of low capital requirements of industry; Into the problem of high rate of product updates is lower than from entering the product update rate of industry risk. So for effective industry analysis and industry choice also is helpful for enterprises to evade the risk of diversification.

Diversity means that companies will move into new areas, because of the new

information in the field of master, incomplete and lack of corresponding expertise to bear than in their own familiar with the main business areas of higher risk, combined with the enterprise can't be in the new field rapidly to reap rewards to balance the high risk, so if you want to succeed in new business areas and based, must have a main business provide stable funding and accumulated in main business on the basis of the full development of diversification of necessary industry which the enterprise exclusive management and general management skills. Enterprises should first focus on the enterprise to develop into industry with high visibility, with the core of the respect such as technology and marketing advantages, in the "market leader" status, fully enjoy the economic interests of the main business scale of enterprises, for the enterprise to the development of other industry gathered enough strength. If the main business, companies are not only the lack of adequate resources to build the advantage in the field of new, even can make original business areas are involved and direct threat to the enterprise survival.

Enterprise core competitive ability is the enterprise formed for a long period of time, contain in the essence of enterprise, enterprises unique, support the enterprise competitive advantage, and make the enterprise internal competitive environment for a long time can make active core competencies. It transcends the specific products and business units, to the enterprise competition gives a new meaning, that is not a simple enterprise resources and the strength of competition, but how to scheduling, allocating resources, greater competition to be effective. Focus on core competitiveness than confined to specific products and business unit strategy, which can more accurately reflect the enterprise long-term development objective need.

Diversification will greatly influence the enterprise's core competitiveness, if the diversification strategy is successful, will greatly improve enterprise's core competitive ability, help enterprise to maintain its competitive advantage: if diversification strategy fails, not only conducive to promotion enterprise's core competitiveness, may make the original core competitiveness drops instead, or even lose their competitive advantage. Diversified management can continue to find and improve the enterprise's core competition force and core competitive power should be

understood as a dynamic concept. Such as scientific and technological progress, industrial structure upgrading, product life cycle and the consumption habits can lead to companies such as the change of the original core technology and core products ability of recession. So enterprises also need to continuous innovation, diversified road, constantly find and improve the core competitiveness of the enterprise. The core competitiveness of ductile characteristics demand diversification to support, only prominent main business, strengthen the core business, formed its own unique advantages, in establishing the core competence on the basis of surrounding its implement diversification, to more efficient use of existing advantages, and ultimately achieve the success of diversification.

4 Related diversification and unrelated diversification

Correlation diversity refers to the enterprise to expand business activities to the original product, the market had a higher correlation industry, through combination between internal business units and sharing common resources, for the transplantation of core competence, thus reducing the production cost of enterprises, or enterprise related business department have relative to the competition of differentiation advantage. High correlation can make the enterprise in the field of a business to accumulate the expansion of the core competence or competitive advantage is more easily to the related business areas, so as to expand the scope of the enterprise the competitive advantage and strength, to improve the competitive advantage of enterprises on the whole. The correlation diversification is to point to in the process of implementing diversification, from industry; now entering has nothing to do with the products and markets now products and markets. It mainly has two forms: financial type, this kind of business to its various subsidiaries engaged in production and business operation activities of has nothing to do with each other to provide funds, perform strategic planning functions, but does not participate in strategic management decisions, and ultimately financial risk; Managed, such companies are not only undertake the financial and control function, but also to all economic entities responsible for the management decision-making and provide management consulting, staff training and other services. Either type, they have a common feature and

correlation between the biggest differences is to focus on the financial management and capital appreciation value.

译文

中小型企业多元化经营问题研究

Gronum S

摘要

企业多元化经营成功基于正确的经营策略组合，具体多元化策略关系到企业集团经营命运。多元化经营战略是企业发展过程中一个必须要考虑的问题，企业的经营方向和经营结构决定了企业能否充分运用手中有限的经营资源和经营能力，确立自身的经营优势。多元化经营是企业成长的一种重要和自然选择，中小型企业要实施多元化经营，提高对多元化的认识是关键，创造实施多元化经营的条件，企业运行机制、相关政策法规、多元化策略运用等都将直接影响中小型企业实施多元化的效果。

关键词：中小型企业；多元化；核心能力

1 引言

多元化作为一种经营战略，为现代企业所普遍采用。美国著名经济学家钱得勒认为:从整体上讲，是否实行多元化，是现代企业与传统企业的主要区别之一。企业规模较大的企业要想获得更多的市场、确立竞争优势、把企业做大做强，多元化经营战略已成为必然的选择，这也己成为经济学家和研究者们的共识。但作为数量众多的中小型企业来讲，如何适当选择多元化经营战略以及如何有效实施多元化经营战略，还是多数研究者在讨论的问题，也是值得研究的问题。那么如何选择和大型企业一样的多元化经营战略来使自己迅速强大，选择多元化经营战略对中小型企业适合与否，怎么有效实施多元化经营战略，这些问题就显得尤为重要。也越来越多地引起经济学者和管理者的关注。

2 理论背景

降低经营风险和企业迅速增长是中小型公司采取多元化经营战略的一个重要原因。即规模经济理论和资产组合理论是多元化经营选择的基础。中小型企业相对于大企业而言自身有着一些弊端:规模小、资产少、负债能力有限、缺乏良好的信誉、融资额度有限、易受经营环境的影响、变数大、风险大等，造成企业

抗风险能力弱，发展容易遇到瓶颈，很难在原有的主业基础上有着更好的发展。所以对于中小型企业来说，多元化经营固然重要，但也要看清你所选择的经营活动能否给你带来效益。

中小型企业要想成功选择多元化经营战略，首先必须要眼睛向内，对自己有一个清醒的认识，要知道自己到底缺少什么。比如项目本身不具有发展潜力、经营管理存在缺陷、资金严重浪费、销售渠道不畅等，如果企业没有认识到这些问题，即使他通过多元化经营也很难解决发展问题。同时，也要看到企业本身的核心竞争力或者优势，以及选择多元化经营的相关性，这些都是选择与否的关键所在。

3 多元化经营概述

3.1 多元化经营

多元化经营，也称为多样化经营或多角化经营，指的是企业在多个相关或不相关的产业领域同时经营多项不同业务的战略。多元化经营的理论依据为证券投资组合理论，证券投资组合可以由多种证券组成，从投资者的角度看，最重要的不是个别证券的收益和风险，而是证券组合的收益和风险。投资人通过持有不同证券的方式，将隐含在个别证券中的风险分散掉，这种风险叫做可分散风险，它是由公司特殊事件造成的风险，但也有不可分散的风险，它是由战争、通货膨胀和经济衰退等全面影响公司的因素组成的。

证券投资组合理论证实:若干种股票组成的投资组合，其收益是这些股票的加权平均数，但其风险低于这个加权平均数，从而投资组合会降低投资风险。投资组合的最终目的是提高收益，分散或弱化投资风险，从而真正提高投资组合的收益水平。证券投资组合的理论在企业生产经营活动中的应用就叫多元化经营，按照证券组的理论，企业在同一时期内会向不同行业、不同产品的市场扩展，希望能够做到多头出击，全面获胜。但这里要弄清楚的是企业经营面临的风险是经营风险和财务风险，而非证券投资组合中所面临的系统和非系统风险。经营风险是指企业因经营上的原因而导致利润变动的风险，影响每个企业经营风险的因素不完全相同，一般有产品售价、产品需求、产品成本、固定成本以及价格调整能力等。财务风险指全部资本中债务比例的变化带来的风险，也就是指负债筹资给投资者收益水平带来的风险，影响的因素有利润水平（完整译文请到百度文库）、

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吧 比如说“电磁感应透明效应”这个词汇你不知道他怎么翻译， 首先你可以在CNKI里查中文的，根据它们的关键词中英文对照来做，一般比较准确。 在此主要是说在google里怎么知道这个翻译意思。大家应该都有词典吧，按中国人的办法，把一个一个词分着查出来，敲到google里，你的这种翻译一般不太准，当然你需要验证是否准确了，这下看着吧，把你的那支离破碎的翻译在g oogle里搜索，你能看到许多相关的文献或资料，大家都不是笨蛋，看看，也就能找到最精确的翻译了，纯西式的！我就是这么用的。 2、CNKI翻译： CNKI翻译助手，这个网站不需要介绍太多，可能有些人也知道的。主要说说它的有点，你进去看看就能发现：搜索的肯定是专业词汇，而且它翻译结果下面有文章与之对应（因为它是CNKI检索提供的，它的翻译是从文献里抽出来的），很实用的一个网站。估计别的写文章的人不是傻子吧，它们的东西我们可以直接拿来用，当然省事了。网址告诉大家，有兴趣的进去看看，你们就会发现其乐无穷！还是很值得用的。 3、网路版金山词霸（不到1M）： 翻译时的速度： 这里我谈的是电子版和打印版的翻译速度，按个人翻译速度看，打印版的快些，因为看电子版本一是费眼睛，二是如果我们用电脑，可能还经常时不时玩点游戏，或者整点别的，导致最终SPPEED变慢，再之电脑上一些词典（金山词霸等）在专业翻译方面也不是特别好，所以翻译效果不佳。在此本人建议大家购买清华

服务贸易外文翻译

关于杭州中心地区服务业竞争力及其发展 战略的评价（节选） 郑建壮，中国浙江省浙江大学城市学院 江海霞，中国浙江省浙江工业大学 摘要：服务行业的竞争力是直接反映在区服务业的发展水平和潜在能力之中的。本文研究了杭州服务行业的发展现状，从中心区的角度构建了一个服务行业的评价指标体系，并分析了杭州每个中心城区服务业的可持续发展的优势和劣势。最后，文章给杭州的服务行业竞争力的提高提出了战略建议。 关键词：中心地区，服务业，竞争力 1. 引言 20世纪80年代以来，全球经济已呈现从“工业经济”转向于“服务经济”的变化趋势。服务业已成为全球经济好转的一个关键的引擎（2005年李和王），它在改善国家经济、增加就业率、调整产业结构和提高生活水平等方面的重要作用是显而易见的。一般来说一个地区的服务行业发展主要集中于中部地区，而不是郊区，因为中心区一般被视为一个城市经济发展的“心脏”，它在地理位置、交通和文化等方面都占有有利因素，不仅可增强生产要素、人口和产业聚集的力量，也有利于市场的发展。因此，中部地区正在成为服务行业的主要区域（李2007）。本文在分析杭州中心城区的服务业竞争力的基础上，进行了相关的评价，旨在寻找到一种有效的策略以提高城市的服务行业发展。 2. 服务产业竞争力的文献研究 大部分关于服务行业的竞争力的学术研究都是基于它们的地区竞争能力之上的。因此，服务业的竞争力可以简单地定义为“服务行业在竞争中获取和利用资源的能力”。国外的研究学者更倾向于特定的服务行业的竞争力分析与研究，如商业服务行业（2001年Rubalcaba和加戈）、保险业（哈德威克和窦1998）、知识密集服务（1999年Windrum和汤姆林森）。然而，在中国，学者们的研究重点则集中于一个特定的区域，而不是一个特定的行业，如中国的31个主要省份（吴2003），中国六大发展先进的省份（2004年刁、庄），中国16个主要省份（2005年苏、张）。由于很多的因素都可以影响服务业的竞争力和复杂性，大多数中国学者认为，我们应该建立一个多层次的综合评价指标体系，如“总目标指导指数”。

外文翻译---建筑的组成部分

Literature translation. Construction constituent Materials and structural forms are combined to make up the various parts of a building, including the load-carrying frame, skin, floors, and partitions. The building also has mechanical and electrical systems, such as elevators, heating and cooling systems, and lighting systems. The superstructure is that part of a building above ground, and the substructure and foundation is that part of a building below ground. The skyscraper owes its existence to two developments of the 19th century: steel skeleton construction and the passenger elevator. Steel as a construction material dates from the introduction of the Bessemer converter in 1885.Gustave Eiffel (1832-1932) introduced steel construction in France. His designs for the Galerie des Machines and the Tower for the Paris Exposition of 1889 expressed the lightness of the steel framework. The Eiffel Tower, 984 feet (300 meters) high, was the tallest structure built by man and was not surpassed until 40 years later by a series of American skyscrapers. Elisha Otis installed the first elevator in a department store in New York in 1857.In 1889, Eiffel installed the first elevators on a grand scale in the Eiffel Tower, whose hydraulic elevators could transport 2,350 passengers to the summit every hour. Load-Carrying Frame Until the late 19th century, the exterior walls of a building were used as bearing walls to support the floors. This construction is essentially a post and lintel type, and it is still used in frame construction for houses. Bearing-wall construction limited the height of building because of the enormous wall thickness required；for instance, the 16-story Monadnock Building built in the 1880’s in Chicago had walls 5 feet (1.5 meters) thick at the lower floors. In 1883, William Le Baron Jenney (1832-1907) supported floors on cast-iron columns to form a cage-like construction. Skeleton construction, consisting of steel beams and columns, was first used in 1889. As a consequence of skeleton con struction, the enclosing walls become a “curtain wall” rather than serving a supporting function. Masonry was the curtain wall material