英語課程價值優勢

⑴ 讀書的好處英語作文帶翻譯

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讀書的好處英語作文帶翻譯：

I think reading is important in the whole life for people.There are many benefits of reading.Firstly,reading increases our knowledge and we can learn the world affairs without going out.Secondly,reading is a good way to improve reading and writing skills.Before you learn to write,you must know how others write.Thirdly,reading can broaden our knowledge and horizon,which is important to job hunting in the future.Finally,reading helps us become self-cultivation that would be beneficial to our whole life.Therefore,start to reading,no matter how old you are and what you are doing.Then,you may find the great charm and benefits of reading.

我認為閱讀對人們來說是終身受用的.閱讀有許多好處.首先,讀書可以使我們增長見識,不出門,便可知天下事.其次,讀書能夠使我們的閱讀和寫作能力得到提高.在你學會如何寫之前,你得首先知道別人怎麼寫.再者,閱讀能擴寬我們的知識面和眼界,這對我們將來找工作是很重要的.最後,閱讀使我們變得有修養,這對我們一生都是很有好處的.因此,不管你現在多大,不管你在干什麼,現在就開始讀書吧.然後,你就會發現閱讀的魅力和好處了.

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⑵ 服務企業顧客感知價值的競爭優勢分析如何翻英文！！高分賞！

Competitive edge analysis of customers perception value in service firm
或者
Analysis of advantage in competition for customers perception value in service firm

⑶ 怎樣才能好好學習！

怎樣才能好好學習！網上學習網站有很多，學習相關的方法也很多！但是沒有系統的學習計劃以及選定方法後從一而終的態度，想要學好實在是太困難了！也因此選擇報班學習的人不在少數！
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每個人的情況各異。因此在選擇之前，我們也需要考慮清楚未來的學習規劃，針對自己的需求和經濟實力來選擇學習機構，如果對這方面不太了解，可以網路搜索vivi老師找我進行咨詢，我對市面上的在線英語機構都比較了解，無論是性價比最高還是專業性最強我都可以為您量身建議，歡迎一起交流！

⑷ 誰那裡有關於value chain(價值鏈)的英文文章

分析企業價值創造相關聯的各項經營活動。 Michael Porter的Value Chain Framework[價值鏈架構]解析。 (『85) - 漢語

Michael Porter的Value Chain Framework[價值鏈架構]是一項用來分析與價值創造和競爭優勢培育相關聯的各項企業活動的管理模型。

價值鏈上的各項活動
主要活動（一線運營功能）
進貨物流（Inbound Logistics）。 包括接收、入庫、庫存控制、運輸規劃等。
製造運營（Operation）。 包括加工、包裝、組裝、設備維護、測試以及其他所有將資源輸入轉變為產品輸出的價值創造活動。
出貨物流（Outbound Logistics）。 此項活動目的是使終端產品送抵消費者，包括 入庫、訂單實現、運輸、分銷管理，等等。
市場營銷（Marketing and Sales）。 包括一系列促使消費者購買產品的活動： 渠道選擇、廣告、市場促進、銷售、定價、零售管理，等等。
售後服務（Service）。 包括維持和提高產品價值的一系列活動： 用戶支持、維修服務、安裝、培訓、備用件管理、升級，等等。
支持活動（行政功能及其他企業運營環節）
采購（Procurement）。 采購物項包括原材料、服務、零備件、建築及機器，等等。
技術發展（Technology Development）。 支持價值鏈上各項活動的技術發展， 例如： 研發、流程自動化、設計及再設計。
人力資源管理（Human Resource Management）。 包括招募、發展培訓（教育）、人力資源保持、員工及管理人員薪酬回報，等等。
企業基礎建設（Firm Infrastructure）。 包括企業一般管理、規劃管理、質量管理、以及法律、財務、會計、公共事務等各項管理活動。
基於價值鏈的成本優勢
企業能夠通過以下兩個手段產生創造成本優勢：

減少單項價值創造活動的成本；
對價值鏈進行重新配置。
值得注意的是，成本優勢不僅可以通過減少主要活動的成本獲得，同樣也可以通過減少支持活動的成本獲得。 今天，已經有越來越多的公司通過使用信息技術獲得成本優勢。

對價值鏈進行定義之後，就可以通過對價值創造各項活動成本的分攤來進行成本分析。 Porter列出了10個與價值鏈活動緊密相關的成本動因（Cost Drivers）：

經濟規模（Economies of Scale）。
企業學習（Learning）。
能力運用（Capacity Utilization）。
各活動之間的聯結（Linkages among Activities）。
戰略事業單元之間的相互關系（Interrelationships among Business Units）。
垂直一體化的程度（Degree of Vertical Integration）。
市場進入的時間（Timing of Market Entry）。
企業的成本領先或差異化政策（Firms of Policy of Cost or Differentiation）。
地理位置（Geographic Location）。
制度化因素（政策規定、工會勢力、稅收，等等）。
企業如果較之競爭對手更好地控制以上成本動因，就能夠獲得成本優勢。 如前所說，企業還可以通過重組價值鏈來獲得成本優勢， 重組意味著價值鏈結構的變化，如： 新的生產流程、新的分銷渠道、或者不同的銷售方法。

通常，公司的價值鏈往往與其他價值鏈相聯系，並成為一個更大的價值鏈的一部分。 創造企業的競爭優勢，還取決於企業對這個更大的價值鏈的分析和管理能力。 這就是運籌學上的 供應鏈管理（Supply Chian Management）。 有些人更認為，或許用另外一個詞來描述價值鏈更為准確，即 價值網路（Value Networks）。

參考書： Michael E. Porter - Competitive Advantage [中譯本《競爭優勢》，華夏出版社，2005] - Search at Amazon

Value chain
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Contents [hide]
1 The Value Chain Model
2 When not to apply The Value Chain
3 Further Developments in Value Chain Research
4 References
5 See also
6 External links

[edit] The Value Chain Model

Popular VisualizationThe value chain, also known as value chain analysis, is a concept from business management that was first described and popularized by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance.

It is important not to mix the concept of the value chain, with the costs occurring throughout the activities. A diamond cutter can be used as an example of the difference. The cutting activity may have a low cost, but the activity adds to much of the value of the end proct, since a rough diamond is a lot less valuable than a cut diamond.

The value chain categorizes the generic value-adding activities of an organization. The "primary activities" include: inbound logistics, operations (proction), outbound logistics, marketing and sales, and services (maintenance). The "support activities" include: administrative infrastructure management, human resource management, R&D, and procurement. The costs and value drivers are identified for each value activity. The value chain framework quickly made its way to the forefront of management thought as a powerful analysis tool for strategic planning. Its ultimate goal is to maximize value creation while minimizing costs.

The concept has been extended beyond indivial organizations. It can apply to whole supply chains and distribution networks. The delivery of a mix of procts and services to the end customer will mobilize different economic factors, each managing its own value chain. The instry wide synchronized interactions of those local value chains create an extended value chain, sometimes global in extent. Porter terms this larger interconnected system of value chains the "value system." A value system includes the value chains of a firm's supplier (and their suppliers all the way back), the firm itself, the firm distribution channels, and the firm's buyers (and presumably extended to the buyers of their procts, and so on).

Capturing the value generated along the chain is the new approach taken by many management strategists. For example, a manufacturer might require its parts suppliers to be located nearby its assembly plant to minimize the cost of transportation. By exploiting the upstream and downstream information flowing along the value chain, the firms may try to bypass the intermediaries creating new business models, or in other ways create improvements in its value system.

The Supply-Chain Council, a global trade consortium in operation with over 700 member companies, governmental, academic, and consulting groups participating in the last 10 years, manages the de facto universal reference model for Supply Chain including Planning, Procurement, Manufacturing, Order Management, Logistics, Returns, and Retail; Proct and Service Design including Design Planning, Research, Prototyping, Integration, Launch and Revision, and Sales including CRM, Service Support, Sales, and Contract Management which are congruent to the Porter framework. The "SCOR" framework has been adopted by hundreds of companies as well as national entities as a standard for business excellence, and the US DOD has adopted the newly-launched "DCOR" framework for proct design as a standard to use for managing their development processes. In addition to process elements, these reference frameworks also maintain a vast database of standard process metrics aligned to the Porter model, as well as a large and constantly researched database of prescriptive universal best practices for process execution.

A value chain reference model (VCOR) has been developed by the Value Chain Group to offer de facto standard for value chain management encompassing one unified reference framework representing the process domains of proct development, customer relations and supply networks called the Value Chain Operations Reference model,or VCOR. VCOR is the next generation Business Process Management that extends the Supply Chain processes of Acquire, Build, Fulfill and Support to include Market, Research, Develop, Brand, Sell and Support. The three centers of excellence are proct excellence, operations excellence, and customer excellence.

[edit] When not to apply The Value Chain
Porter's basic model describes an instrial organization buying raw materials and transforming these into physical procts.

In 1985, when Porter introced the Value Chain, around 60% of most western economies' workforces were active in service instries. In 2006, most service instries in western countries employ over 80% of the workforce.

Critique on the Value Chain model and its applicability to services organizations has since been voiced by both academics and practitioners. See for example (Peppard and Rylander, 2007) and (Van Middendorp, 2005). Porter's focus on 'either or' strategies and competition as the main driving force in any instry, are not that well suited to the complexity of most instries today. Collaboration in addition to competition and differentiation in addition to low cost are common drivers. Furthermore, Porter is focused on the tangible outcomes of cost, revenue, margin and basic configuration of business activities. The Value Network may be the mental model that embraces the linear Value Chain Model and that adds an extra dimension for those seeking to make sense of complexity as we see it in organizations and their environment today.

[edit] Further Developments in Value Chain Research
More recently, the term value grid has been developed to highlight the fact that competition in the value chain has been shifting away from the strict linear view defined by the traditional 'value chain' model (Pil and Holweg, 2006).

The value chain in its original sense was defined as a sequence of value-enhancing activities. In its simplest form, raw materials are formed into components, which are assembled into final procts, distributed, sold, and serviced. Frequently, the activities span multiple organizations. This orderly progression of activities allows managers to formulate profitable strategies and coordinate operations.

However, it can also put a stranglehold on innovation at a time when the greatest opportunities for value creation (and the most significant threats to long-term survival) often originate outside the traditional, linear view. Traditional value chains may have worked well in landline telecommunications and automobile proction ring the last century, but today innovation comes in many shapes and sizes—and often unexpectedly.

Pil and Holweg hence argue for seeing value creation as multidirectional rather than linear. Given the constant tension between opportunity and threat, firms need to explore opportunities for managing risks, gaining additional influence over customer demand, and generating new ways to create customer value. Nokia, for example, is legendary for having the foresight to lock in critical components that were in short supply, allowing it to achieve significant market share growth. However, a few years ago it suffered a setback when competitors used the same strategy to take advantage of shifts in the demand for LCD displays.

Protection against such fickle reversals calls for a more complex view of value—one that is based on a grid as opposed to the traditional chain. The grid approach allows firms to move beyond immediately recognizable opportunities and across instry lines. This permits managers to identify where other companies—perhaps even those engaged in entirely different value chains—obtain value, line up critical resources, or influence customer demand. The new paths can be vertical; horizontal; and even diagonal. Successful managers need to learn how to assemble multi-faceted value grids that leverage new opportunities and respond to new threats.

[edit] References
Pil, F.K. and Holweg, M. (2006) "Evolving from value chain to value grid." MIT Sloan Management Review, 47(4): 72-80

Rolf G. Poluha: Application of the SCOR Model in Supply Chain Management. Youngstown, NY 2006, ISBN 1-934043-10-9.

Michael E. Porter (1985) Competitive advantage: creating and sustaining superior performanceP33 The Free Press

⑸ 「十大絕對優勢成就卓越價值」怎麼說英文

Ten absolute advantages contribute to excellent value.
望採納，祝學習進步~~

⑹ 學士學位失去了它的價值嗎英文作文

苦難是人生之樹上一顆奇異的果實，不懂得它的人，一嘗便知其苦；而懂得它的人則知道，只有細細地咀嚼，才能嘗到那苦後的甜。

有人說，生有苦難，活著及煉獄；有人說，不如意事十之八九；還有人說，自古英雄多磨難……由此看來，生活既是一顆長滿苦難之果的大樹，而我們，只要學會了咀嚼苦難，也就學會了品味人生。

「莫聽穿林打葉聲，何妨吟嘯且徐行。」咀嚼苦難，我們才能活的坦然。你看那泛舟赤壁的蘇子，在明月清風咀嚼烏台詩案的苦難和被朋友出賣的痛苦，然後默默咽下這生活的苦酒。他把苦難的酒釀成放達的歌，寄情山水，逍遙紅塵，獲得了心靈的解脫。

「我要扼住命運的咽喉！」咀嚼苦難，我們才能超越自我。也許雙耳失聰對於一個音樂家來說是致命的打擊，但貝多芬卻對命運說「不」。這個生活在苦難深淵的人，用心咀嚼著耳聾的痛楚、眾人的嘲諷，他將苦難的果實連汁吞下，然後用顫抖的手在琴鍵上彈奏著，終於彈出了令人驚嘆的音符。這個咀嚼苦難的人，用心奏出了歡樂的歌，使自己的生命得到了升華。

「苦心人，天不負，三千越甲可吞吳。」咀嚼苦難，我們才能走向成功。亡國之恨，江山斷送對君主意味著什麼？死亡？至少對勾踐不是，這個落魄的君主，在吳國的牢獄中，在夫差的皮鞭下讀懂了苦難的含義，他一面品嘗苦膽，一面構建著建國的藍圖，終於，越國滅吳不再是遙不可及的神話，勾踐也因此名垂千古。

⑺ CMA有哪些優勢

1、來自不同國家
ACCA來自英國，是特許公認會計師公會。CMA來自美國，其協會簡稱IMA，是美國注版冊權管理會計師。
2、定位不同
ACCA偏向財務會計，CMA偏向管理會計
3、考試科目不同
ACCA總共要通過13個科目，CMA總共2個科目
4、報名條件不同
ACCA年滿16周即可報名，CMA需要大專以上學歷
5、語言不同
ACCA採用純英語考試，CMA採用中英雙語

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