众文网1.【急求
Role of Enterprise Strategy Successful companies are those that focus their efforts strategically. Strategy should be a stretch exercise, not a fit exercise. To meet and exceed customer satisfaction, the business team needs to follow an overall organizational strategy. A successful strategy adds value for the targeted customers over the long run by consistently meeting their needs better than the competition does. Strategy is the way in which a company orients itself towards the market in which it operates and towards the other companies in the marketplace against which it competes. It is a plan an organization formulates to gain a sustainable advantage over the competition. The central strategic issue: why different companies, facing the same environment, perform differently. Strategy answers the following questions: what are the sources of the company's sustainable competitive advantage? how a company will position itself against competition in the market over the long run to secure a sustainable competitive advantage? what are the key strategic priorities? Strategy is an agreed-on guide to action that should lead business to success in the marketplace by satisfying customer needs better than the competition does. Strategy formulation is the major task for the company entrepreneur and CEO, but it is the task of middle managers and project managers to carry this strategy out and turn it into results. Strategic Leadership As a strategic leader your prime responsibility is to ensure that your organization is going in the right direction. To be able to identify the right strategy and pursue it to the desired result, you need to master two important functions: strategic thinking and strategic planning. Ten Major Schools of Strategic Management Ten deeply embedded, though quite narrow, concepts typically dominate current thinking on strategy. These range from the early Design and Planning schools to the more recent Learning, Cultural and Environmental Schools8 New Approaches to Strategy Formulation The currently dominant view of strategy is the resource-based theory. Traditional strategy models, such as Michael Porter's five forces model, focus on the company's external competitive environment. Most of them do not attempt to look inside the company. In contrast, the resource-based perspective highlights the need for a fit between the external market context in which a company operates and its internal capabilities. According to this view, a company's competitive advantage derives from its ability to assemble and exploit an appropriate combination of resources. Sustainable competitive advantage is achieved by continuously developing existing and creating new resources and capabilities in response to rapidly changing market conditions. In relation to the 10 traditional approaches, today, strategy formulation should also be a combination of them - judgmental designing, intuitive visioning, and emergent learning; it should be about transformation as well as perpetuation; it has to involve individual cognition and social interaction, co-operative as well as conflictive; it must include analyzing before and programming after as well as negotiating during; and all of this must be in response to what can be a demanding environment.8 Blue Ocean Strategy: 6 Principles Blue ocean strategy is about revolutionary value innovation. The six principles drive the successful formulation and execution of Blue Ocean Strategy. These principles attenuate the six risks。
More Balanced Organization: 5 Basic Elements Empowered Employees (Metal): Building Your Sustainable Competitive Advantage Sustainable competitive advantage is the prolonged benefit of implementing some unique value-creating strategy based on unique combination of internal organizational resources and capabilities that cannot be replicated by competitors。 More SWOT Analysis: Questions To Answer What is your strongest business asset? What unique resources do you have? What do you offer that makes you stand out from the rest?。
More Your Strategic Intent Strategic intent is a high-level statement of the means by which your organization will achieve its vision. It is a core component of your dynamic strategy. Strategic intent cannot be planned all in advance. It must evolve on the basis of experience during its implementation。 More Market Leadership Strategies The market leader is dominant in its industry and has substantial market share. If you want to lead the market, you must be the industry leader in developing new business models and new products or services. You must be on the 。
2.如何查找毕业论文的相关英文文献
Sciencedirect 这个网站目前国际上具有权威性的论文网站，
你只需要在"All fields"处（如图）输入你想要写论文的关键字，比如你想写“爆破方面的论文”那你就可以输入“blasting"，然后点击"Search sciencedirect "，下面就会出来很多与“blasting"有关的论文；
然后，你选择你想要的论文，比如"The numerical analysis of borehole blasting and application in coal mine roof-weaken "，那么你可以在点击题目下方的PDF(909k)即可下载（如图）。
下面是网址/science_ob=ArticleListURL&_method=list&_ArticleListID=1580740382&_sort=r&_st=13&view=c&_acct=C000056885&_version=1&_urlVersion=0&_userid=2318800&md5=&searchtype=a\
3.求英语专业教学类毕业论文外文参考文献
就要外文参考文献是吗 1] A S Hornby. Oxford Advanced learner's English-Chinese Dictionary [Z], Oxford: Oxford University Press, The Commercial Press, 2004. [2] Baker, M. In Other Words: A Course Book on Translation [M]. Beijing: Foreign Language Teaching and Research Press, 2000. [3] Fernando. C. Idioms and idiomatic [M]. Shanghai: Shanghai Foreign Language Education Press, 2002. [4] Judy Pearsall. The New Oxford dictionary of English [Z] Beijing: Foreign Language Teaching and Research Press, 2001. [5] Nida, E.A. Language and Culture [M]. Shanghai: Shanghai Foreign Language Education Press, 2001.。
4.求毕业论文的英文文献
如需全文，请发邮箱过来Electronic trading platforms and the cost-effective distribution of open market option (OMO) pension annuities AbstractOver the next years, the ageing profile of the UK population will lead to a sharp increase in the volumes of pension annuity sales. Every individual that participates in a defined contribution occupational or a personal pension scheme is obliged to convert the capital accumulated into a regular post-retirement income by purchasing an annuity before the age of 75. To ensure a more competitive market the UK Financial Services Authority has ruled that from 1 September 2002 pensioners must be informed that they have the right to purchase their annuities from suppliers other than their current pension provider—this is termed exercising an open market option (OMO).However, the complicated nature of pensions and annuities means the purchase of an annuity is highly dependent upon the information provided by the sellers of these products and the advice received. Given that OMO's are supposed to encourage purchasers to be able to access information on a whole range of annuities from the various suppliers in the market, a single web-based hub that linked manufacturers, distributors and existing industry portals seemed the obvious solution to the challenges facing the industry following the government legislation. However, while the industry recognised that a single product purchasing and servicing system would meet the data management needs of all its stakeholders and carry enormous potential to realise cost and business process efficiencies, the competitive nature of the industry and the slow decision making processes within the individual companies has meant that the project to build 'The Annuity Exchange' has suffered a number of setbacks and delays.This article describes the business case for 'The Annuity Exchange', its objectives and design, and the technical/industry engagement issues it has faced.Keywords: E-commerce; Financial services; Pension annuitiesArticle Outline1. Introduction2. Background: the UK pensions system and the regulatory structure of advice2.1. Recent trends in the UK pensions system2.2. The changing structure of advice3. Previous information management strategies and their shortcomings4. An industry-wide dynamic quotations model4.1. Access to the intermediary portal4.2. Costs and benefits of The Annuity Exchange4.3. Issues with The Annuity Exchange project5. 。
5.【急求
Role of Enterprise Strategy Successful companies are those that focus their efforts strategically. Strategy should be a stretch exercise, not a fit exercise. To meet and exceed customer satisfaction, the business team needs to follow an overall organizational strategy. A successful strategy adds value for the targeted customers over the long run by consistently meeting their needs better than the competition does. Strategy is the way in which a company orients itself towards the market in which it operates and towards the other companies in the marketplace against which it competes. It is a plan an organization formulates to gain a sustainable advantage over the competition. The central strategic issue: why different companies, facing the same environment, perform differently. Strategy answers the following questions: what are the sources of the company's sustainable competitive advantage? how a company will position itself against competition in the market over the long run to secure a sustainable competitive advantage? what are the key strategic priorities? Strategy is an agreed-on guide to action that should lead business to success in the marketplace by satisfying customer needs better than the competition does. Strategy formulation is the major task for the company entrepreneur and CEO, but it is the task of middle managers and project managers to carry this strategy out and turn it into results. Strategic Leadership As a strategic leader your prime responsibility is to ensure that your organization is going in the right direction. To be able to identify the right strategy and pursue it to the desired result, you need to master two important functions: strategic thinking and strategic planning. Ten Major Schools of Strategic Management Ten deeply embedded, though quite narrow, concepts typically dominate current thinking on strategy. These range from the early Design and Planning schools to the more recent Learning, Cultural and Environmental Schools8 New Approaches to Strategy Formulation The currently dominant view of strategy is the resource-based theory. Traditional strategy models, such as Michael Porter's five forces model, focus on the company's external competitive environment. Most of them do not attempt to look inside the company. In contrast, the resource-based perspective highlights the need for a fit between the external market context in which a company operates and its internal capabilities. According to this view, a company's competitive advantage derives from its ability to assemble and exploit an appropriate combination of resources. Sustainable competitive advantage is achieved by continuously developing existing and creating new resources and capabilities in response to rapidly changing market conditions. In relation to the 10 traditional approaches, today, strategy formulation should also be a combination of them - judgmental designing, intuitive visioning, and emergent learning; it should be about transformation as well as perpetuation; it has to involve individual cognition and social interaction, co-operative as well as conflictive; it must include analyzing before and programming after as well as negotiating during; and all of this must be in response to what can be a demanding environment.8 Blue Ocean Strategy: 6 Principles Blue ocean strategy is about revolutionary value innovation. The six principles drive the successful formulation and execution of Blue Ocean Strategy. These principles attenuate the six risks。
More Balanced Organization: 5 Basic Elements Empowered Employees (Metal): Building Your Sustainable Competitive Advantage Sustainable competitive advantage is the prolonged benefit of implementing some unique value-creating strategy based on unique combination of internal organizational resources and capabilities that cannot be replicated by competitors。 More SWOT Analysis: Questions To Answer What is your strongest business asset? What unique resources do you have? What do you offer that makes you stand out from the rest?。
More Your Strategic Intent Strategic intent is a high-level statement of the means by which your organization will achieve its vision. It is a core component of your dynamic strategy. Strategic intent cannot be planned all in advance. It must evolve on the basis of experience during its implementation。 More Market Leadership Strategies The market leader is dominant in its industry and has substantial market share. If you want to lead the market, you must be the industry leader in developing new business models and new products or services. You must be on the cutting edge of new t。
6.大四,做毕业论文,想找一篇英文文献及翻译,与新闻有关,3000字左
With the rapid development of the network, the financial network has become an irresistible trend in the world, simple to say that the financial networks that use the Internet, with financial management as the core, business management and financial management integration, to achieve various remote operation, simple, efficient handling all types of economic activities. Network Finance in China is still not mature enough, must solve existing problems and propose solutions to response measures, and eventually realize the real meaning of the financial network.。
7.英文文献格式
[24] Allen, Richard S, Charles S. White, Margaret B. Takeda, Rewards and organizational performance in Japan and the United States,[J]. 2004, 7-14.Rewards and organizational performance in Japan and the United States这貌似不是一本书吧，是他们的成就的表现。
如果不是你就把这换成他们的书。[25] Marylin M. Helms, A comparison, Compensation and Benefits Review [J]. 2004, 7-14.[26] Andrews, Alice O,The effect of the chief executive officer's financial orientation,[M]. 2000,25(1), 93-106.[27] Theresa M, Welbourne, Entrepreneurship Theory and Practice [M]. 2000,25(1), 93-106.[28] Heneman, Robert L., Judith W. Tansky, Sheng Wang , Compensation practices in small entrepreneurial and high-growth companies in the United States and China,[M],2002,13-22 [29]Zhong-Ming Wang, Compensation and Benefits Review,[M],2002,13-22 希望有帮助。
呵呵 你看看，对你有帮助：毕业论文参考文献规范格式 一、参考文献的类型 参考文献（即引文出处）的类型以单字母方式标识，具体如下：M——专著 C——论文集 N——报纸文章 J——期刊文章 D——学位论文 R——报告 对于不属于上述的文献类型，采用字母“Z”标识。对于英文参考文献，还应注意以下两点：①作者姓名采用“姓在前名在后”原则，具体格式是： 姓，名字的首字母. 如： Malcolm Richard Cowley 应为：Cowley, M.R.，如果有两位作者，第一位作者方式不变，&之后第二位作者名字的首字母放在前面，姓放在后面，如：Frank Norris 与Irving Gordon应为：Norris, F. & I.Gordon.；②书名、报刊名使用斜体字，如：Mastering English Literature,English Weekly。
二、参考文献的格式及举例1.期刊类 【格式】[序号]作者.篇名[J].刊名，出版年份，卷号（期号）：起止页码.【举例】 [1] 王海粟.浅议会计信息披露模式[J].财政研究，2004,21(1):56-58.[2] 夏鲁惠.高等学校毕业论文教学情况调研报告[J].高等理科教育，2004(1):46-52.[3] Heider, E.R.& D.C.Oliver. The structure of color space in naming and memory of two languages [J]. Foreign Language Teaching and Research, 1999, (3): 62 – 67.2.专著类 【格式】[序号]作者.书名[M].出版地：出版社，出版年份：起止页码.【举例】[4] 葛家澍，林志军.现代西方财务会计理论[M].厦门：厦门大学出版社，2001:42.[5] Gill, R. Mastering English Literature [M]. London: Macmillan, 1985: 42-45.3.报纸类 【格式】[序号]作者.篇名[N].报纸名，出版日期（版次）.【举例】 [6] 李大伦.经济全球化的重要性[N]. 光明日报，1998-12-27(3).[7] French, W. Between Silences: A Voice from China[N]. Atlantic Weekly, 1987-8-15(33).4.论文集 【格式】[序号]作者.篇名[C].出版地：出版者，出版年份：起始页码.【举例】 [8] 伍蠡甫.西方文论选[C]. 上海：上海译文出版社，1979:12-17.[9] Spivak,G. “Can the Subaltern Speak?”[A]. In C.Nelson & L. Grossberg(eds.). Victory in Limbo: Imigism [C]. Urbana: University of Illinois Press, 1988, pp.271-313.[10] Almarza, G.G. Student foreign language teacher's knowledge growth [A]. In D.Freeman and J.C.Richards (eds.). Teacher Learning in Language Teaching [C]. New York: Cambridge University Press. 1996. pp.50-78.5.学位论文 【格式】[序号]作者.篇名[D].出版地：保存者，出版年份：起始页码.【举例】 [11] 张筑生.微分半动力系统的不变集[D].北京：北京大学数学系数学研究所， 1983:1-7.6.研究报告 【格式】[序号]作者.篇名[R].出版地：出版者，出版年份：起始页码.【举例】 [12] 冯西桥.核反应堆压力管道与压力容器的LBB分析[R].北京：清华大学核能技术设计研究院， 1997:9-10.7.条例 【格式】[序号]颁布单位.条例名称.发布日期 【举例】[15] 中华人民共和国科学技术委员会.科学技术期刊管理办法[Z].1991—06—058.译著 【格式】[序号]原著作者. 书名[M].译者，译.出版地：出版社，出版年份：起止页码.三、注释 注释是对论文正文中某一特定内容的进一步解释或补充说明。注释前面用圈码①、②、③等标识。
四、参考文献 参考文献与文中注（王小龙，2005）对应。标号在标点符号内。
多个都需要标注出来，而不是1-6等等 ，并列写出来。
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