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商科Essay代寫范文-企業(yè)的外包
文章來源：網(wǎng)絡(luò)整理??文章作者：Australiaway??發(fā)布時間：2019-07-31 13:03:19 ??瀏覽次數(shù)： 次??字?jǐn)?shù)：11101 字??文章關(guān)鍵詞:essay代寫
文章導(dǎo)讀：下面為大家整理一篇優(yōu)秀的 essay代寫 范文-Outsourcing of Enterprises，供大家參考學(xué)習(xí)，這篇論文討論了企業(yè)的外包。目前，較為流行的一種價值鏈的管理提倡將企業(yè)價值鏈中價值較小的環(huán)節(jié)...
下面為大家整理一篇優(yōu)秀的essay代寫范文-Outsourcing of Enterprises，供大家參考學(xué)習(xí)，這篇論文討論了企業(yè)的外包。目前，較為流行的一種價值鏈的管理提倡將企業(yè)價值鏈中價值較小的環(huán)節(jié)進(jìn)行外包。而外包的關(guān)鍵，就是將自己不擅長的和價值創(chuàng)造最小的業(yè)務(wù)由外部承接，實(shí)現(xiàn)企業(yè)整體價值的增值。但在實(shí)踐中，企業(yè)對于非核心業(yè)務(wù)的判斷并不明晰，一般會認(rèn)為企業(yè)的物流屬于非增值環(huán)節(jié)，傾向于將其外包。
essay代寫范文
The key to outsourcing is to take the business which is not good at and the least value creation from the outside and realize the value increment of the whole enterprise.
外包的關(guān)鍵是把不擅長的業(yè)務(wù)和最少的價值創(chuàng)造從外部帶走，實(shí)現(xiàn)整個企業(yè)的價值增值。
At present,the management of a more popular value chain advocates outsourcing the less valuable parts of the enterprise value chain.Nike,for example,focuses on research and development and marketing,while leaving manufacturing to low-cost shoemakers that are constantly changing,first in Japan,Western Europe,South Korea,and then in Chinese Taipei,China and India.It can be seen from such a route that the profit-driven capital has been looking for the lowest-cost outsourcing strategy.It was the cost of labor that determined shoemaking,so Nike eventually moved manufacturing to China,where labor costs were low.Of course,if China enters an era of high welfare benefits and labor costs are similar to those in developed countries,for example:when it is cheaper to drive a car than to take a taxi,then Nike's processing plant will move at that time!Such outsourcing of production is based on the satisfaction of manufacturing quality and low cost.
目前，比較流行的價值鏈管理主張外包企業(yè)價值鏈中價值較低的部分。例如，耐克專注于研發(fā)和營銷，同時將制造業(yè)留給不斷變化的低成本制鞋商，首先是日本、西歐、韓國，然后是中國臺北、中國和印度。從這樣一條路徑可以看出，利潤驅(qū)動的資本一直在尋找成本最低的外包策略。正是勞動力成本決定了制鞋，所以耐克最終將制造業(yè)轉(zhuǎn)移到了中國，那里的勞動力成本很低。當(dāng)然，如果中國進(jìn)入一個高福利和勞動力成本與發(fā)達(dá)國家相似的時代，例如：當(dāng)開車比坐出租車便宜時，耐克的加工廠將在那時搬遷！這種生產(chǎn)外包是以滿足制造質(zhì)量和低成本為基礎(chǔ)的。
In addition,there are many virtual enterprises,such as the famous children's clothes of parkland,which do not make children's clothes themselves,but focus on design.
此外，還有很多虛擬企業(yè)，比如公園里著名的童裝，它們不是自己制作童裝，而是專注于設(shè)計。
The key to outsourcing is to take the business which is not good at and the least value creation from the outside and realize the value increment of the whole enterprise.In fact,China's state-owned enterprise reform has made good use of this strategy.The former state-owned enterprises are large and complete,with hospitals,primary schools and so on.It is like a small society.Under such circumstances,how can we expect elephants to dance?Therefore,the most important part of the reform of state-owned enterprises is the fire.This is typical of outsourcing what you are not good at.It is through this practice that soes focus on operation and regain their vitality.
外包的關(guān)鍵是把不擅長的業(yè)務(wù)和最少的價值創(chuàng)造從外部帶走，實(shí)現(xiàn)整個企業(yè)的價值增值。事實(shí)上，中國的國有企業(yè)改革也充分利用了這一戰(zhàn)略。原國有企業(yè)規(guī)模大，配套齊全，有醫(yī)院、小學(xué)等。它就像一個小社會。在這種情況下，我們怎么能指望大象跳舞呢？因此，國有企業(yè)改革的最重要的部分就是火災(zāi)。這是典型的外包你不擅長的。正是通過這一實(shí)踐，國有企業(yè)才得以重振經(jīng)營活力。
What corresponds to outsourcing is that the enterprise extends to the upstream and downstream of the industrial chain to achieve synergistic effect,reduce cost and realize value-added.So how should companies choose between outsourcing and integration?
與外包相對應(yīng)的是企業(yè)延伸到產(chǎn)業(yè)鏈的上下游，實(shí)現(xiàn)協(xié)同效應(yīng)，降低成本，實(shí)現(xiàn)增值。那么，企業(yè)應(yīng)該如何在外包和集成之間做出選擇呢？
Generally speaking,large monopolistic enterprises tend to integrate the industrial chain.Due to the advantages of capital,they improve the monopoly power of the market through controlling various resources.In order to enter the highly competitive market,some small enterprises choose to focus on their core competitive projects.Gain a share of the market through the transcendence or differentiation of core advantages.Of course,this core competitiveness of enterprises is to be recognized and accepted by consumers.
一般來說，大型壟斷企業(yè)傾向于整合產(chǎn)業(yè)鏈。由于資本的優(yōu)勢，它們通過控制各種資源來提高市場的壟斷能力。為了進(jìn)入競爭激烈的市場，一些小企業(yè)選擇了專注于其核心競爭力項目。通過超越或區(qū)分核心優(yōu)勢，獲得市場份額。當(dāng)然，企業(yè)的核心競爭力也要得到消費(fèi)者的認(rèn)可和認(rèn)可。
However,in practice,the enterprise's judgment on non-core business is not clear,and it is generally believed that the enterprise's logistics is a non-value-added link,which tends to be outsourced.But such standards are not universal.Joyo,for example,has its own logistics and aims to meet customer needs to the maximum extent possible.Compared with traditional shopping,e-commerce has a convenient feature.You can order the goods you want without leaving the house,but there are also defects,that is,you cannot get the goods in the first time.Therefore,excellence works on logistics,because logistics is the only opportunity to meet customers face to face.At present two big net buys the book website,dangdang and outstanding are not equal in the purchase operation interface,so only then in the logistics,the warehouse up and down efforts.That is to maximize the variety and delivery speed to meet consumers.It can be seen that customer satisfaction is the primary criterion for excellence in non-core business.By the same token,should companies that are engaged in everyday consumer goods use this as a standard for judging non-core businesses?Therefore,management is really an art,not a pure science.The situation of the enterprise is very different,the simple imitation must not be.
但在實(shí)踐中，企業(yè)對非核心業(yè)務(wù)的判斷并不明確，一般認(rèn)為企業(yè)的物流是一個非增值環(huán)節(jié)，往往是外包的。但這些標(biāo)準(zhǔn)并不普遍。例如，Joyo有自己的物流，其目標(biāo)是最大限度地滿足客戶需求。與傳統(tǒng)購物方式相比，電子商務(wù)具有便捷的特點(diǎn)。你可以在不離開房子的情況下訂購你想要的貨物，但也有缺陷，也就是說，你不能在第一時間拿到貨物。因此，卓越致力于物流，因?yàn)槲锪魇敲鎸γ娴奈ㄒ粰C(jī)會。目前兩大網(wǎng)購書網(wǎng)站，當(dāng)當(dāng)與未成交在采購操作界面上并不平等，所以只有在物流、倉庫上下努力。這是為了最大限度地提高品種和交貨速度，以滿足消費(fèi)者的需求。可以看出，客戶滿意度是衡量非核心業(yè)務(wù)卓越性的主要標(biāo)準(zhǔn)。同樣地，從事日常消費(fèi)品的公司是否應(yīng)該將其作為判斷非核心業(yè)務(wù)的標(biāo)準(zhǔn)？因此，管理實(shí)際上是一門藝術(shù)，而不是純粹的科學(xué)。企業(yè)的情況是很不一樣的，簡單的模仿是不能的。
Vanke,the industry's leader,has been a firm enforcer of this strategy,an outsourcing enthusiast.Everything is outsourced except"brand","design"and"manufacturing".The industry also has the opposite"alien"-country garden.Country garden implements"the integration",will design,the building construction,the decoration,the property management all USES own pattern,even has own battlefield,the cement factory,the brick and tile factory and the vegetable garden realizes the cost control successfully.We can see that companies with different strategies are equally successful.But why?First of all,there are many reasons for vanke to adopt business outsourcing.In my opinion,the main reason is that after the large-scale expansion of vanke,its control power and capital demand are challenged.Therefore,wang shi came up with the idea of outsourcing.And proposed that the new benchmark of vanke is"Nike".I think the selection of this benchmark is not considered.As mentioned above,the quality of daily consumer goods will not become the bottleneck of manufacturers of daily consumer goods after fierce competition.Industry entry threshold is low,in addition to quality,customers also value style and comfort.As a sneaker,the function is also the focus of consumers.Therefore,Nike has outsourced manufacturing to manufacturers in developing countries with good cost performance and focused on its core competitiveness:research and development and brand.Cut off from the red sea and enter the blue sea.Vanke benchmarking as"Nike"do not know whether to consider the difference between the house and shoes?People can wear a lot of shoes in their life.As a woman,they may buy three or four pairs of shoes in a year.According to the average age of a woman is 80 years old.But can a person buy more than 100 houses in his lifetime?Don't!So what is the core competitiveness of the real estate industry?Isn't it true that the real estate industry is not suitable for outsourcing?Scholars such as harvard business school professor christensen believe that in the early stages of product development,the product's functions are far from meeting the needs of mainstream customers,when the competition between companies is based on product performance.In this case,integrated companies have more advantages than non-integrated companies because they organize all the links in the value chain under the same roof and can develop products with better performance.However,with the development of technology,product performance has been able to meet the needs of most customers,and companies have focused their competition on convenience,customization,price and flexibility.At this point,vertical integration will become a disadvantage instead of an advantage,so the industry will tend to diverge.Whoever controls the interdependent links in the value chain can make more profits.Interdependencies are areas where companies are still trying to meet their customers with better product performance.This conclusion confirms the above views on shoes and houses.Therefore,vanke's outsourcing starts from the challenge of management and capital,rather than the counterbid with Nike.
Let's take another look at the emergence of country garden:what makes it choose the integration strategy?Country garden's core competitiveness is low cost.In the national increasingly unbearable high housing prices,Shouting the slogan"a villa of 500,000 yuan",no doubt in the market earned enough popularity,country garden differentiated to target consumers as not too much money and have a strong desire to buy the white-collar,this group of people for price has considerable sensitivity.As a result of low cost advantage,promote country garden to hit extremely competitive price.An integrated strategy is a boon for low costs.But integration requires a high degree of control.Country garden is a typical family business,carrying out Yang guoqiang's paternalistic vertical management,control is quite strong.
From the above comparative analysis,we can see that the choice of outsourcing strategy needs to consider many factors such as market,consumer,enterprise scale,enterprise development stage and so on.Even in the same industry,the choice of outsourcing strategy is different due to the diversity of enterprises.
Since there are so many elements to consider when choosing an outsourcing strategy,let's take the most intuitive approach--let the financial Numbers speak for themselves.The consideration based on cost reduction has limitations,and the"profit"indicator can be considered for consideration.Why use the accounting word"profit"?Because,it is possible that the simple cost reduction brings about the quality reduction,and then the profit reduction.For example,if the enterprise is more professional after outsourcing,it is actually considering the level of"profit".If the outsourced business is done more professionally and brings greater value to the enterprise,even if the cost is increased,the income is higher,and the final result is big"profit",then the business should be outsourced.
There are also limitations in the consideration of"profits".After all,"profits"represents only"short-term achievements",and cannot realize the long-term dynamic measurement of the enterprise after the decision.Because,every year business profit account will be cleared.For example,consumers will be attracted by the quality improvement brought by outsourcing.The agglomeration of consumers is a long process.
It seems that it is really necessary to consider carefully whether the outsourcing of business should be done or not.Can the method of introducing cash flow discount in finance be used as an experiment?This is the author of an idea,believe that the test of practice,the answer will be clear.
For companies,whatever strategy they choose,they have to choose the best,not the most popular,not the most western.
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