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成功签约上海某汽车4s店高管行业论文翻译

时间:2013/1/28 15:00:28  来源:http://www.hz24hours.com/cases/478.html  作者:http://www.hz24hours.com

项目名称:上海某汽车4s店高管行业论文翻译 翻译语种:中译英 翻译字数:3265

部分译文赏析

  但是随着本轮经济政策调控的到来,汽车服务业面临的危机也愈来愈浮出水面。汽车市场扩张动力正在消失,管理优劣已经直接影响经营成败。本文采取案例分析的方法,论述了LT公司在面临市场下滑大环境下,如何主动引入战略地图模式,成功扭转经营局面。
  However, with the arrival of this round of economic policy regulation, crisis faced by automobile service industry appears more and more. Expansion drives of automobile market is disappearing, and management has directly affected whether operation can achieve success or failure. This text adopts the method of case analysis, to discuss how LT actively brings in strategic map mode and successfully reverses operation situation in the environment of market declination.

  LT公司在2010年成立之初,是一家品牌、规模都很不错的汽车销售服务企业。但是随着市场增长速度减缓,公司原先设计以市场拉动经营的粗放型战略目标发生了问题。根据2010年底财务报表分析后发现,公司虽然达成预定的产值目标,但全年累计亏损达215万元,远超董事会的承受限度。七项盈利能力指标平均水平均低于行业水平50%以上,人员流失率超过40%,公司经营面临崩溃的危机。
  When it was set up in 2010, LT is an automobile sales and service enterprise with good brand and scale, however, with the reduction of market growth speed, problems occurred to the extensive strategic objective, that is, company previously planed to pull operation with market. According to financial statement analysis at the end of 2010, although company reached the preset output objective, the accumulated deficit of the whole year was RMB 2,150,000 Yuan, far beyond the bearing limit of board of directors. The average level of the seven profitability indicators were all over 50% lower than industry level, personnel churn rate exceeded 40%, and company was faced with the crisis of corruption.

  针对上述问题,本文详细论述了LT公司新管理层及时调整了战略目标。将经营战略从单纯追求产值规模转变为建设战略管控结构、层层细化提升盈利能力的过程。期间,公司首先导入战略地图模式,引导管理层进行四个层面战略设计,然后再全员进行颗粒层指标研讨。发现盈利指标数据背后隐藏的市场开拓、资源应用、财务结构等三方面严重问题。针对这些问题,管理层通过改变价格策略、降低三项费用、变革绩效管理和填堵经营漏洞等四项措施,成功建立战略管控系统,年底顺利实现扭亏为盈。
  In view of the above problems, this text discusses the process that LT new administration layer timely adjusts their strategic objectives, transforms the operation strategy of merely in pursuit of output scale into construction strategy control structure, and refines it layer by layer to improve profitability in details. Meanwhile, company firstly leads in strategic map mode to guide the administration layer for strategic design on four layers, and then, carries out stratum granulosum indicator study and discussion for all staff, in which serious problems have been found on three aspects behind the profitability indicator data, namely, market development, resource application and financial structure. For these problems, by changing price strategy, reducing three fees, reforming performance management and filling operation blanks, the administration layer has successfully built up strategic control system, and turned losses into gains at the end of the year finally.

  本文在论述过程中,主要采用了财务盈利指标分析、战略地图绘制、行业水平比较等工具方法。在结论部分,本文总结归纳出,一、战略地图能帮助中小汽车销售服务企业搭建战略管控系统,改善经营业绩;二、战略地图四个层面颗粒层的细化设置能使实施更具可操作性;三、战略地图实施中平衡和沟通作用使员工执行力能迅速提升。
  In the process of discussion, the text mainly adopts the utility methods, such as financial profitability index analysis, strategic map drawing, industrial level comparison, etc. At conclusion part, the text concludes, firstly, strategic map can help medium and small automobile sales and service enterprise to set up strategic control system, and improve operating performance; secondly, refining settings of four layers stratum granulosum of the strategic map can achieve higher operability; thirdly, strategic map has the functions of balance and communication during implementation, which enable the executive ability of staff to improve rapidly.

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