英语课程价值优势

⑴ 读书的好处英语作文带翻译

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读书的好处英语作文带翻译：

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.

我认为阅读对人们来说是终身受用的.阅读有许多好处.首先,读书可以使我们增长见识,不出门,便可知天下事.其次,读书能够使我们的阅读和写作能力得到提高.在你学会如何写之前,你得首先知道别人怎么写.再者,阅读能扩宽我们的知识面和眼界,这对我们将来找工作是很重要的.最后,阅读使我们变得有修养,这对我们一生都是很有好处的.因此,不管你现在多大,不管你在干什么,现在就开始读书吧.然后,你就会发现阅读的魅力和好处了.

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⑵ 服务企业顾客感知价值的竞争优势分析如何翻英文！！高分赏！

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 怎样才能好好学习！

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⑷ 谁那里有关于value chain(价值链)的英文文章

分析企业价值创造相关联的各项经营活动。 Michael Porter的Value Chain Framework[价值链架构]解析。 (‘85) - 汉语

Michael Porter的Value Chain Framework[价值链架构]是一项用来分析与价值创造和竞争优势培育相关联的各项企业活动的管理模型。

价值链上的各项活动
主要活动（一线运营功能）
进货物流（Inbound Logistics）。 包括接收、入库、库存控制、运输规划等。
制造运营（Operation）。 包括加工、包装、组装、设备维护、测试以及其他所有将资源输入转变为产品输出的价值创造活动。
出货物流（Outbound Logistics）。 此项活动目的是使终端产品送抵消费者，包括 入库、订单实现、运输、分销管理，等等。
市场营销（Marketing and Sales）。 包括一系列促使消费者购买产品的活动： 渠道选择、广告、市场促进、销售、定价、零售管理，等等。
售后服务（Service）。 包括维持和提高产品价值的一系列活动： 用户支持、维修服务、安装、培训、备用件管理、升级，等等。
支持活动（行政功能及其他企业运营环节）
采购（Procurement）。 采购物项包括原材料、服务、零备件、建筑及机器，等等。
技术发展（Technology Development）。 支持价值链上各项活动的技术发展， 例如： 研发、流程自动化、设计及再设计。
人力资源管理（Human Resource Management）。 包括招募、发展培训（教育）、人力资源保持、员工及管理人员薪酬回报，等等。
企业基础建设（Firm Infrastructure）。 包括企业一般管理、规划管理、质量管理、以及法律、财务、会计、公共事务等各项管理活动。
基于价值链的成本优势
企业能够通过以下两个手段产生创造成本优势：

减少单项价值创造活动的成本；
对价值链进行重新配置。
值得注意的是，成本优势不仅可以通过减少主要活动的成本获得，同样也可以通过减少支持活动的成本获得。 今天，已经有越来越多的公司通过使用信息技术获得成本优势。

对价值链进行定义之后，就可以通过对价值创造各项活动成本的分摊来进行成本分析。 Porter列出了10个与价值链活动紧密相关的成本动因（Cost Drivers）：

经济规模（Economies of Scale）。
企业学习（Learning）。
能力运用（Capacity Utilization）。
各活动之间的联结（Linkages among Activities）。
战略事业单元之间的相互关系（Interrelationships among Business Units）。
垂直一体化的程度（Degree of Vertical Integration）。
市场进入的时间（Timing of Market Entry）。
企业的成本领先或差异化政策（Firms of Policy of Cost or Differentiation）。
地理位置（Geographic Location）。
制度化因素（政策规定、工会势力、税收，等等）。
企业如果较之竞争对手更好地控制以上成本动因，就能够获得成本优势。 如前所说，企业还可以通过重组价值链来获得成本优势， 重组意味着价值链结构的变化，如： 新的生产流程、新的分销渠道、或者不同的销售方法。

通常，公司的价值链往往与其他价值链相联系，并成为一个更大的价值链的一部分。 创造企业的竞争优势，还取决于企业对这个更大的价值链的分析和管理能力。 这就是运筹学上的 供应链管理（Supply Chian Management）。 有些人更认为，或许用另外一个词来描述价值链更为准确，即 价值网络（Value Networks）。

参考书： Michael E. Porter - Competitive Advantage [中译本《竞争优势》，华夏出版社，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 “十大绝对优势成就卓越价值”怎么说英文

Ten absolute advantages contribute to excellent value.
望采纳，祝学习进步~~

⑹ 学士学位失去了它的价值吗英文作文

苦难是人生之树上一颗奇异的果实，不懂得它的人，一尝便知其苦；而懂得它的人则知道，只有细细地咀嚼，才能尝到那苦后的甜。

有人说，生有苦难，活着及炼狱；有人说，不如意事十之八九；还有人说，自古英雄多磨难……由此看来，生活既是一颗长满苦难之果的大树，而我们，只要学会了咀嚼苦难，也就学会了品味人生。

“莫听穿林打叶声，何妨吟啸且徐行。”咀嚼苦难，我们才能活的坦然。你看那泛舟赤壁的苏子，在明月清风咀嚼乌台诗案的苦难和被朋友出卖的痛苦，然后默默咽下这生活的苦酒。他把苦难的酒酿成放达的歌，寄情山水，逍遥红尘，获得了心灵的解脱。

“我要扼住命运的咽喉！”咀嚼苦难，我们才能超越自我。也许双耳失聪对于一个音乐家来说是致命的打击，但贝多芬却对命运说“不”。这个生活在苦难深渊的人，用心咀嚼着耳聋的痛楚、众人的嘲讽，他将苦难的果实连汁吞下，然后用颤抖的手在琴键上弹奏着，终于弹出了令人惊叹的音符。这个咀嚼苦难的人，用心奏出了欢乐的歌，使自己的生命得到了升华。

“苦心人，天不负，三千越甲可吞吴。”咀嚼苦难，我们才能走向成功。亡国之恨，江山断送对君主意味着什么？死亡？至少对勾践不是，这个落魄的君主，在吴国的牢狱中，在夫差的皮鞭下读懂了苦难的含义，他一面品尝苦胆，一面构建着建国的蓝图，终于，越国灭吴不再是遥不可及的神话，勾践也因此名垂千古。

⑺ CMA有哪些优势

1、来自不同国家
ACCA来自英国，是特许公认会计师公会。CMA来自美国，其协会简称IMA，是美国注版册权管理会计师。
2、定位不同
ACCA偏向财务会计，CMA偏向管理会计
3、考试科目不同
ACCA总共要通过13个科目，CMA总共2个科目
4、报名条件不同
ACCA年满16周即可报名，CMA需要大专以上学历
5、语言不同
ACCA采用纯英语考试，CMA采用中英双语

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