战略眼光

• Before large - scale supply chain network is set up , chinese companies have to cooperate with their partners and try to form extended supply chain system , then compete with multinational corporations through group competence or what they will meet is being kicked out of the game . through the study of the present condition of chinese supply chain , this thesis gives some advice to the scm . for example , warehouse concentrating , shortening supply chain , delaying supply , pulling supply chain , adapt to the scm change , hiring scm professionals etc
  本论文通过对我国供应链管理现状的研究，指出我国供应链管理的不足之处，并提出对策和建议，宏观的对策包括仓储集中化、缩短供应链、延迟供应和拉动性供应链等，微观的建议包括适应供应链管理需要而改变、引进和培养供应链管理人才、选择合适的伙伴、使用和改进高水平的软件、通过外包加强竞争优势、具有全球战略眼光等。
• While the competition of socialization large - scale manufacture and production , the science and technology develop so rapidly , the chances and challenges faced by chinese steel industry enterprises is investment management , which turned from traditional surroundings into new epoch , that is , its investment strategy gets the upper hand of other enterprises time
  社会化大生产竞争的空前加剧以及科学技术的飞速发展，促使企业投资管理进入了一个新的时代?投资战略制胜时代。具有深远投资战略眼光和战略思考能力的企业，其自身企业投资战略哲学素养的增强及相应的战略思维观的确立，则是引导其不断地从成功走向新的成功的前提。
• Generally modern corporation human capital operation contains three levels : he strategic investment of human capital and management of human capital ; to promote the efficiency of human capital and develop its level by system arrangement and motivation mechanism ; keeping , sustaining and synthesizing the quantity of human capital adapting to external environment . human capital operation is a constant , dynastic process . in such dynastic process , operators must make forecast strategy , design and establish corresponding correspond motivation mechanism , and utilize it freely in to management practice using strategic viewpoint and management capacity
  现代企业人力资本运营，一般说来，包括三大运作管理环节或层面：人力资本投资战略规划与企业人力资本的形成管理；通过制度安排和激励机制促进企业人力资本使用效率及绩效水平不断提高；适应外部市场竞争环境，保持、维护和整合企业人力资本存量企业人力资本运营是一个周而复始、连续不断的动态过程，在这样的动态运作过程中，运营者必须利用战略眼光和计划管理能力对人力资本投资活动进行预期决策，并设计和制定相应的激励机制及方案，还要求能够把它灵活地、权变地、艺术地运用于实际的经营管理工作中去。
• We register xingfa brand as well - known chinese trademark and chinese famous product , enhancing its reputation and raising competition . we also expand our business into international market , cooperating with international noted companies , surveying europe and unite states . for the goal to improve our international competition and build an one - hundred - year brand , we register xingya trademark in united states , singapore , japan , britain , denmark and other countries
  与国际知名公司进行合作洽谈，实地考虑欧美等国，增强公司的国际竞争力，争创百年品牌：为巩固兴发产品在国际上的竞争力，具有战略眼光的公司领导人把眼光投向了世界，在美国、新加坡、日本、英国、丹麦等国家注册“兴发牌”商标，让兴发产品走出国门，走向世界；世界正在走近兴发，兴发正在走向世界。
• Accordingly , place produces the analytic personage of research center of 3 class market to think in , from its the loan time limit of set and reimbursement means and month offer the characteristic with little , high interest to be able to see , " the balloon is borrowed " the person that do not suit all rooms to borrow , accord with the following the crowd of 4 features can consider to choose " the balloon borrows " : it is to consider short - term room to borrow , have ahead of schedule the person buy a house of reimbursement demand ; 2 it is to anticipate future is shorter fixed number of year ( the 10 years longest ) in oneself capital actual strength can have bigger rise or the person buy a house that later period will have big fund to enter zhang ; 3 it is loan period repays only less month is offerred , use the others money to other investment channel , invest strategic eye and the house property investor that dare to assume a risk with obtaining what invest redound higher to have ; the 4 house property consumer that are estate of the good - paying in applying to
  因此，中原地产三级市场研究中心的分析人士认为，从其设定的贷款期限和还款方式以及月供少、利息高的特点可以看出， “气球贷”并不适合所有的房贷者，符合以下4个特征的人群可以考虑选用“气球贷” ：一是考虑短期房贷，并有提前还款需求的购房者；二是预期未来较短年限(最长10年)中自己的资金实力会有较大提高或后期将有大额资金进账的购房者；三是借款期仅偿还较少月供，将其余款项运用至其他投资渠道，以获得更高投资回报的具有投资战略眼光和敢于承担风险的房产投资者；四是适用于中高收入阶层的房产消费者。
• We ' d contribute to the goal to let ordinary people get rich by giving them the ch ance to benefit from tourism industry . the key problem of tourism industry in west china is management . administrators and managers ( including related government departments ) have no strategic vision
  目前中国西部旅游业中存在的主要问题是管理问题，经营管理者(其中包括政府有关部门)缺乏战略眼光，考虑可持续性发展少，考虑眼前经济利益多；不太了解服务对象的需求，甚至不太顾及中国的国情，因此在服务和管理上有些缺点值得注意克服。
• The third part mainly analyses the cause of m & as failure in china , in general , they are : firstly , the boundary of government behavior and enterprise behavior is unclear , and results in main body alternates , secondly , imperfection of policy and law restricts m & as , thirdly , enterprises lacks strategical insight , misunderstands economies of scale , fourthly , excess irrelative diversification management in order to evade risks , fifthly , lack m & as core competence oriented thoughts , sixthly , conformity implement after m & as does not attain recognition
  第三部分着重分析了我国企业并购失败的原因，概括起来有以下几点：第一、政府行为和企业行为边界模糊，导致主体错位。第二、政策法规不健全，对企业兼并收购形成制约。第三、企业缺乏战略眼光，误入规模经济误区。
• Strategy management is quite backward in our country ' s development , which causes " the small and medium - sized enterprise " in our country to have many insufficiencies in the strategy management aspect , for instance : lacking the strategic concept , deficiency in strategic judgment , deficiency in strategic priority , deficiency in strategic resources , lacking understanding of the strategy management as well as the strategic method
  由于战略管理在我国的发展比较落后,从而导致我国“中小企业”在战略管理方面存在诸多不足,比如:缺乏战略思想、缺乏战略眼光、缺乏战略重点、缺乏战略资源、对战略管理的认识不足以及战略手段单一等问题。
• There are six big problems exist . first , the leaders or the chiefs of enterprises lack of the strategic views , pursue short - term interests excessively , a lot of mistaken ideas exist in training management ; second , system , mechanism and development strategy of management training remain to be perfected and further clarified ; the training is lack of systematical and standardization ; third , the content of courses is outmoded , the way lags behind , the style is blankness , especially lack ability of combination of theory and practice , lack of operating method and technology ; fourth , the system of training effectiveness feedbacks is imperfect , the system of training support is insufficient , which have hindered the transfer of training ; fifth , the individuals who under training have insufficient motivation , also have problems in after training loyalty , and to transfer the obtained knowledge into their work ; sixth , the government institutions do n ' t fulfill it ' s own responsibilities in constructing the system of management training . some training policies and managements even restrict the development of management training
  本论文根据作者的培训实践，并参考大量资料，通过观察、访问、具体案例分析等阐述了国有企业管理培训自改革开放（ 1979年）以后的发展状况及新形势，完成的主要研究工作有：首先，指出了国有企业管理培训存在的六大问题，一、国有企业经营管理者缺乏战略眼光，过分追求短期利益，在管理培训观念上存在许多误区；二、管理培训的制度、机制及发展战略有待进一步完善和明确，培训工作缺乏系统化和规范化；三、教学内容陈旧，方式落后，风格单一，尤其缺少理论联系实际能力，缺少操作的方法与技术；四、培训效果反馈体系不健全，培训支持系统不足，阻碍了培训成果的转化；五、受训者个人接受培训动力不足，培训后忠诚性不足，缺乏将培训所获知识转化于工作中的动力；六、政府培训主管部门对构建管理人员培训体系的作为不足，某些培训政策及管理制约了企业管理培训的发展。