Добавил:
Upload Опубликованный материал нарушает ваши авторские права? Сообщите нам.
Вуз: Предмет: Файл:
проф и деловой перевод.doc
Скачиваний:
72
Добавлен:
11.03.2016
Размер:
2.95 Mб
Скачать

6.3. Complete each sentence with one of the following words:

equality curve unlikely boom contribution

1. value greater than 1 may occur if some persons represent negative ( ) to the total

2. For larger groups, values close to or above 1 are very ( ) in practice.

3. Countries with with a baby ( ), experience an increasing pre-tax Gini coefficient

4. The Gini coefficient is usually defined mathematicallybased on theLorenz( )

5. The ratioof theareabetween the line of equality and theLorenz curve(marked A in the diagram) over the total area under the line of ( ) (marked A and B in the diagram);

Unit VI Strategic Management

This unit describes:

  • Strategic Action

  • Strategic Management as "identification

  • Finished products

  • Finished products

  • Production output (works and services)

  • Shipment of goods

  • Acceptance

  • Major items in the current account

  • Management Fundamentals of Business

1. Strategic management

1.1. Words to remember

posture

позиции

vulnerable [‘vəl-nər-bəl

уязвимый

intended

намеренный

emergent

возникающий

enhance

усиливать

muster

собрать

balanced score card

(бизнес-карта учёта)

mitigate

максимално снизить

awesome

ужасный

ready-to-wear

готовый

margin

излишек, прибыль

1.2. Match the words with the definitions:

  1. potent

A. most powerful customers

  1. vulnerable

  2. intended

  3. emergent

B. easily hurt or harmed physically, mentally, economically or emotionally open to attack, harm, or damage

  1. enhance

C. (SI) an endeavor intended to achieve three outcomes:

  1. muster

D. arising initiatives.

  1. stakeholder

E. intensify the performance

F. gathering

G. potent investor

1.3. Translate the texts and give the translational analysis. Strategic Action.

A company’s choice of suppliers to buy from or buyer groups to sell to should be viewed as a crucial strategic decision. A company can improve its strategic posture by finding suppliers or buyers who possess the least power to influence it adversely (contrary or hostile).

Most common is the situation of a company being able to choose whom it will sell to – in other words, buyer selection. Rarely do all the buyer groups sell to enjoy equal power. Even if a company sells to a single industry, segments usually exist within that industry that exercise less power (and that are therefore less price sensitive) than others. For example, the replacement market for most products is less price sensitive than the overall market.

As a rule, a company can sell to powerful buyers and still come away with above-average profitability only if it is a low-cost producer in its industry or if its product enjoys some unusual if not unique, features. In supplying large customers with electric motors, Emerson Electric earns high returns because its low-cost position permits the company to meet or undercut competitors’ prices.

If the company lacks a low-cost position or unique products, selling to everyone is self-defeating because the more sales it achieves, the more vulnerable it becomes. The company may have to muster the courage to turn away business and sell only to less potent (most powerful) customers.

Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of rms in their external environments. It entails (закреплять) specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced score card is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders (potent holders-investors) expectations and use a modified balanced scorecard which includes all stakeholders.

Strategic management is an ongoing process:

— evaluates and controls the business and the industries in which the company is involved;

— assesses its competitors and sets goals and strategies to meet all existing and potential competitors;

— and then reassesses each strategy regularly (annually or quarterly) to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment.” (Lamb, 1984).