- 价值链分析
- value: n. 1.价值；重要性；益处。 2.估价，评价。 3.价 ...
- chain: n. 1.链子，链条；项圈；表链。 2.连锁；连续，一系 ...
- analysis: n. (pl. -ses ) 1.分解，分析；【数学】解 ...
- value chain analysis and control: 价值链分析和管理
- lean shipbuilding value chain analysis: 精益造船价值链分析
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value chain analysis中文什么意思
- 价值链分析
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例句与用法
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- Based on the value chain theory and the value chain analysis method , the paper analyzes the interior value chain of the general contractor enterprise , the traditional construction enterprise , the designing institute , and the value chain of the building trade under the traditional condition and under the condition of the general contractor enterprise
摘要介绍了价值链理论以及价值链分析方法，并以此为基础，分析了工程总承包企业内部价值链、传统施工企业价值链、设计单位价值链以及建筑业在传统条件及工程总承包条件下的产业价值链。 - At the same time , the market environment of polyester and the main rivals of nanfang are introduced in the case . in the case study , the theories and principles , which includes " michael e . porter , how competitive forces shape strategy " , " swot analysis " , " value chain analysis " , are applied to analyze enterprise situation , in order to find out the core capacity of nanfang
案例分析部分，根据案例部分提供的素材和作者收集的其他有关资料，运用行业竞争5种压力模型、价值链分析方法等管理方面的理论，对南方聚酯有限公司进行了行业分析、企业优劣势分析，试图找出南方公司的核心能力与资源优势，并结合上述结果对南方公司的一些战略部署作了分析和评价。 - All the works are made by selectively usage of the systematic strategic management theories and methods , including pest macro environment analysis theory , porter ' s " five forces " model , industry cycle theory , market structure theory , strategic group analysis , competitive advantage framework and composition theory of the created value by enterprises , financial ratio analysis , value chain analysis , bcg matrix , swot analysis , strategy clock
本文在研究过程中使用了pest宏观环境分析理论、波特的“五力”模型、产业周期理论、市场结构理论、战略群体分析、竞争优势框架及企业创造价值的构成理论、财务比率分析、价值链模型、波士顿矩阵、 swot分析、战略钟等理论和方法。力求透彻分析从而得出正确的结论。 - This article ’ s background is the furong city construction company ’ s development , and is based on possessing a great quantity of real releated data of this business , using nowadays ’ business strategy theory as direction , using pest ( political , economic , social and technical ) analytical method and porter ’ s five forces model of competition , value chain analysis , swot analysis and some other technology theory . aboving all of this , we have chosen an strategy model , the model is : the furong city construction company should position market of goal at medium - to - high grade house market , rely mainly on implementing the difference target assembling strategy , cooperate with the guarantee measures of some measures and strategy implementation in swot analysis , so as to ensure to realize company ' s set strategic objective
本论文以芙蓉城建公司的发展为背景,以占有企业大量详实的相关资料为基础,以当今的企业战略理论为指导,先后运用了pest分析、波特的五种竞争力量模型、价值链分析、 swot分析等技术理论方法,为芙蓉城建公司选择了这样的战略模式,即:芙蓉城建公司应将目标市场定位于中高档住宅市场,以实施差异化目标聚集战略为主,配合swot分析中的部分措施和战略实施的保障措施,以确保实现公司既定的战略目标。 - In 21th century ， facing opportunity and challenge that come from accessing to wto ， and the competition of company that become more and more intense ， it ' s very important for qingjia company that how to keep competition strength and development of lasting and health . at first ， the paper simply introduces the development of qingjia company ， and explains the basic theory about strategic management ; under the guide of strategic management ideas ， basing the environment studying ， the paper analyzes some external factors ， such as integration trends of world economy ， accessing to wto and the policy of " deeply developing strategy in west of china " ， also analyzes the internal resource and strength of qingjia company ， then finds out the key factors involve internal and external environment ; by analysis of five competitive forces model ， we master the competition construction and situation . through application of value chain analysis ， it finds out the core competition for qingjia company
首先本文对庆佳公司的发展演变作了简单介绍，并对战略管理的基本理论框架作了阐述；然后在以环境为基础的战略管理思想指导下，对庆佳公司面临的世界经济发展一体化趋势，中国加入wto及国家“西部大开发战略"等外部环境进行了分析，同时也对企业的内部资源和能力进行了考察，找出企业所面临的关键内外环境因素；通过对顾客、供应商、替代品、潜在进入者和行业内竞争等五种竞争力量的分析，了解行业的竞争结构，确定企业所处的竞争态势；运用价值链分析方法对企业的各种活动进行考察，识别企业核心竞争力；在对企业内外关键因素评价结果的基础上根据战略地位及行动评价（ space ）矩阵、内部-外部（ ie ）矩阵的分析明确企业战略发展方向，利用优势-劣势-机会-威胁（ swot ）分析方法提出企业发展的备选战略；最后结合各种分析结果，根据企业的实际提出了可行的企业发展战略思路，并对战略实施提出了建议。