外文翻譯--關于發(fā)展萬隆中小企業(yè)創(chuàng)意產(chǎn)業(yè)競爭力的分析（節(jié)選）

1、<p>　　2900單詞，1.7萬英文字符,4800漢字</p><p>　　出處：Utami R M, Lantu D C. Development Competitiveness Model for Small-Medium Enterprises among the Creative Industry in Bandung[J]. Procedia - Social and Behavioral

2、Sciences, 2014, 115:305-323.</p><p>　　本科畢業(yè)論文外文資料翻譯</p><p>　　系 別： 經(jīng)濟系 </p><p>　　專 業(yè)： 會計學 </p><p>　　姓 名： </p><p

3、>　　學 號： </p><p>　　年 月 日</p><p><b>　　外文原文</b></p><p>　　Development Competitiveness Model for Small-Medium Enterprises among the Creative Indus

4、try in Bandung</p><p>　　Ramadhilla Maghfira Utami and Donald Crestofel Lantu</p><p>　　School of Business and Management (SBM), Bandung Institute of Technology (ITB), Indonesia</p><p&g

5、t;<b>　　Abstract</b></p><p>　　In Indonesia, Small-Medium Enterprises (SMEs) have a major role in term of generating employment, contributing to GDP, and being safety valve in national economic rec

6、overy. Nevertheless, nowadays the role of SMEs is not sufficient to promote the economic growth and to increase society income. It is difficult to SMEs to grow becoming larger business “next stage” or persist in sustaina

7、ble productivity. This problem is considered related to the decreasing of SMEs competitiveness. This study aims to</p><p>　　Competitiveness is viewed as a comprehensive concept. It can be accessed from the i

8、nfluences up to the results achieved. Three dimensions that are included in competitiveness concept are potential dimension, process dimension, and performance dimension. Potential dimension consist factors that are need

9、ed to develop the business, started from owner characteristics and company’s characteristics that are influenced by internal capability and external environment. The second dimension named process </p><p>　　

10、Key words: SMEs; Creative Industry; Competitiveness; Success Factor.</p><p>　　1. Introduction</p><p>　　In developing countries, particularly in the context Small and Medium Enterprises (SMEs) is

11、 essential for economic growth. SMEs contributes as a solution to the State's economic growth, in term of generating employment (Birch 1979), offering innovative products or services and competitiveness (Porter 1990;

12、 Schumpeter 1942) and enhance international trade of an economy through diversification.</p><p>　　Indonesia as one of the developing countries need to prepare themselves in order not to lag behind other coun

13、tries, especially in ASEAN. One of Indonesia's economic problems is unemployment. The population is currently out of balance with the availability of jobs leaving many residents do not have a job and a steady income.

14、</p><p>　　Small and Medium Enterprises (SMEs) can be seen as a safety valve in national economic recovery. SMEs’ role in the rapid growth economic and employment is expected to be a starting point for effort

15、s Government moves production sector in various business fields. They have proved to be able to live and thrive in the storm crisis that hit Indonesia in the past 5 years since the year 1998. The existence of SMEs accord

16、ing to BPS data 2011 has been able to contribute to GDP nearly 57.60% of total nati</p><p>　　Nowadays, SMEs in creative industry considered as potential industry. It is able to absorb labor; the creative ind

17、ustry can also help in building the image and values of the national culture. According to Ministry of Tourism and Creative Economy of the Republic of Indonesia (2012), the projected growth of the creative industries in

18、the period 2009-2015 is between 7-9 percent. The contribution to GDP about 7-8 percent increased from 6.28 percent.</p><p>　　But SMEs in Indonesia only contributed one-third of the total contribution of comp

19、anies in Indonesia to stimulate the economy. It shows low contribution of SMEs to support economic growth in Indonesia. The lack of SMEs’ role to economic growth in Indonesia is caused by some constraints. Based on State

20、 Ministry of National Development Planning (2012), the constraints experienced are usually associated to low of capacity, low of human resources quality, high of transaction cost, and limited access</p><p>　

21、　2. Literature Review</p><p>　　2.1 Small-Medium Enterprises (SMEs)</p><p>　　Small businesses are defined as employing not more that 5-10 workers, including the owners and family (ASMSE, 2010). T

22、he United Nation Industrial Development Bank (UNIDO) classifies small scale enterprises as those with less than 150 employees. The definition is only applicable to industrial and newly industrializing countries. SMEs are

23、 a source of employment, competition, economic dynamism, and innovation. SMEs stimulate the entrepreneurial spirit and the diffusion of skills. Because SMEs enjoy</p><p>　　2.2 Creative Industry</p>&l

24、t;p>　　Creative industry is a potential industry in the economic and cultural development of the country. According to the Ministry of Trade of Indonesia, the creative industry is an industry that comes from the use of

25、 creativity, skills and talents of individuals to create prosperity and jobs by producing and exploiting the power of creation and production of the mentioned individual. The term of creative industry based on refers to

26、industry which combines the creation, production and commercializatio</p><p>　　Creative industry has huge potential to economic contribution in Indonesia. Indonesia, especially Bandung, starts to be seen as

27、one of place where creativity developed. In order to increase competitiveness of SMEs in Indonesia, especially for creative industry , this research is conducted. </p><p>　　2.3 Competitiveness</p><

28、;p>　　Competitiveness comes from word “competition”. Li, defined competition as: “A rivalry between individuals and it arises whenever two or more parties strive for something that all cannot obtain”. Li (2011) stated

29、that competition comprises four dimensions:（1） Competitors （2） Competing objects</p><p>　?。?）Competitive capability （4） Competed results</p><p>　　Based on these dimensions, each competitors try

30、 to develop their competitive ability by improve their capabilities and products or services to reach desired competitive objects. Repeated competition among competitors will reach point that called competed results. So,

31、 each competitor develops their own specific competitiveness.</p><p>　　2.4 Theories on Firm Competitiveness</p><p>　　Competitiveness if seen as enterprise-level or firm-level concept referring t

32、o the relative performance of firms in particular product market. At complete statement, competitiveness is the ability of enterprises to sustain superior market positions and profitability relative to their domestic and

33、 international competitors by producing products and services of superior quality and functionality, at competitive prices, delivered on time to both domestic and international buyers. Flanagan et al. (2</p><p

34、>　　Porter’s Competitive Strategy and Competitive Advantage Model</p><p>　　According to Kale (2002), Porter’s theory for firm’s competitiveness is characterized asthe industrial organization view of compet

35、itive advantage in the area of industrial organization economic. Porter’s theory was grounded on the earlier works of Mason (1939) and Bain(1959). Major components in Porter’s theory competitive strategy and competitive

36、advantage model based on Flanagan (2007) are:</p><p>　　1. The five competitive forces model</p><p>　　2. The three generic competitive strategies</p><p>　　3. The value chain</p>

37、;<p>　　The five forces are: 1. Threat of new entrants 2. Bargaining power of buyers 3. Bargaining power of suppliers 4. Threat of substitute products or services 5. Intensity of rivalry among firms in an i

38、ndustry</p><p>　　Three Generic Strategies</p><p>　　1. Overall cost leadership strategy. The firm charges lower prices compare to competitors without sacrificing the quality of the product or ser

39、vice.</p><p>　　2. Differentiation strategy. The firm produces products or services which are unique or different so that consumers perceive to be better value than competitors’ products or services.</p>

40、;<p>　　3. Focus strategy. The firm choose specific market segment in order to serve its particular market efficiently.</p><p>　　The Value Chain</p><p>　　A technique to help for assessing

41、an organization’s resources and in so doing determine its strengths and weaknesses. In value-chain analysis, the factors are based on firm’s activities into a series of value-creating steps. It allows an organization to

42、ascertain the costs and value that emanate from each of its value activities. .the value chain system analyzes the value in the relationship between value chain activities of the organization and its suppliers, distribut

43、ors, and consumers. To be </p><p>　　1. Primary activities. The activities which are directly involved in the creation of a product or service, such as: inbound and outbound logistics, operations, marketing a

44、nd sales, and service.</p><p>　　2. Support activities. The activities which ensure that the primary activities are carried out efficiently and effectively, such as: firm infrastructure, human resource manage

45、ment, technology development, and procurement.</p><p>　　The Strategic Management Approach</p><p>　　Strategic management refers to a set of managerial decisions and actions that determines the lo

46、ng-run performance of a corporation. The approach contains some procedures start from environmental analysis both external and internal environment, strategy formulation, strategy implementation, and evaluation and contr

47、ol. Each procedure contains some tools that usually used, such as for scanning the environment, the tools that can be used are Porter Five Forces, Value Chain analysis, and Resource-Bas</p><p>　　One of strat

48、egy formulation tool is SWOT analysis which is shaped in the SWOT matrix. SWOT analysis refers to strength, weaknesses, opportunities, and threats. Strengths means the firm more excel compare than competitors, while weak

49、nesses means the firm’s minuses or disadvantage situation. Strengths and weaknesses come from internal environment and controlled by the firm itself, while opportunities and threats come from external environment and has

50、 less control by firm. In other words, SWOT anal</p><p>　　2.5 Grounded Theory</p><p>　　Grounded Theory is a form of qualitative research. This study used grounded theory as the method might be u

51、tilized to generate a theory, in accordance with the original purpose of the study. Grounded theory does not start from the formation of hypotheses, but used to form the hypotheses. Grounded theory starts from data colle

52、ction through a variety of methods of data collection.</p><p>　　The process of data analysis of grounded theory includes three coding: Open coding; Axial coding; Selective coding</p><p>　　3. Res

53、earch Methodology</p><p>　　3.1 Research Sample</p><p>　　Survey is conducted to creative industry of SMEs in Bandung area. The sample taken from seven sub-sectors of creative industry: (1) Crafts

54、, (2) Fashion, (3) Interactive Games, (4) Performance Art, (5) Publishing, (6) Software, and Culinary. Those sub-sectors are filtered whether included small or medium enterprise.</p><p>　　3.2 Data Collection

55、 Method</p><p>　　Data collection had been conducted to construct variables of research model by in-depth interview and semi-structured interview. A set of questions is asked by interviewer. This method is ch

56、osen in order to get deep insight from respondent, ensure all the questions had been answered, and to feel the real natural atmosphere of the firm directly. </p><p>　　3.3 Sampling</p><p>　　This

57、study used purposive sampling method using smaller sample. Purposive sampling is a sampling method that uses specific respondents can provide desired information for only those who have that information or those who fit

58、the criteria of the research that has been compiled. The samples are selected for satisfy the research’ specific purposes, even if the samples are not fully representatives. The grounded theory tradition typically includ

59、es detailed interviews with individuals or groups willi</p><p>　　In this study, the respondents selected based on the specific criteria. The criteria refer to SMEs’ criteria in Indonesia. If a SME run in the

60、 creative industry and located in Bandung, that mean it meets the criteria established for this research, that SME can be respondent to this study which will then be visited to do the interview and observation.</p>

61、<p>　　4. Analysis</p><p>　　4.1 Open Coding</p><p>　　Open coding is the initial stage of the interview analysis. The interview data were analyzed sentence by sentence using open coding (St

62、rauss and Corbin, 1998 in Chong, 2008).. An incident is found in a phrase, a sentence or two but infrequently in as many words as a paragraph (Glaser, 1998). The incidents were compared with other incidents and other dat

63、a, to discover or develop the code. </p><p>　　Key point and codes of competitiveness term are taken from writing agency. Symbol A* refers to interview number and the number1, 2, 3…etc refers to the number an

64、d arrangement of the key point; for example: A*1 means the key point number one.</p><p>　　The following examples are key points from initial interviews and indicate the incidents that were identified and giv

65、en a code. Some people indicated that:</p><p>　　“Yes, the equipment that used already for production scale.”(C*2)</p><p>　　“We utilized technology from manual to be computerized.”(D*48)</p>

66、;<p>　　These incidents were given the code: technology enhancement.</p><p>　　Other interviewees stated that:</p><p>　　“Images made manually then scanned and reproduced by computer, after

67、that printed.”(D*58)</p><p>　　“Well, now it no longer made manually but drawn by computer, then it is printed, produced, and sold.”(D*59)</p><p>　　“We only use ordinary sewing machine.”(E*25)<

68、;/p><p>　　“Notebook, internet, already used.”(F*39) </p><p>　　“After that, insert to the website. So, actually it depends on the distribution in the internet itself.”(F*95)</p><p>　　Th

69、ese incidents were given the code: technology utilization.</p><p>　　Other interviewees stated that:</p><p>　　“So, I use Face book for business. Yes, Face book for business.”(A*21)</p><

70、;p>　　“I controlled the social media by myself. But now there are other people to control it.”(C*65)</p><p>　　“Special event published on Twitter.”</p><p>　　“We also did some effort for Appsto

71、re, such as we published through Face book, Twitter.”(F*33)</p><p>　　These incidents were given the code: social media utilization.</p><p>　　After the first stage the researchers revisited the d

72、ata and analyzed and compared all the key points to see if similar codes occurred often and grouped them together under the related concept.</p><p>　　From all codes grouped into concepts: Marketing Effective

73、ness, Financial Capability, Technological Optimization, HR Development & Operation, Quality System, Internal Structure, Innovation, Reputation, PPIC, R&D, Competitor, Buyer, Mentor, Government, Community, Media,

74、Bank, Third Party, Vendor, Supplier, Economic Condition, Socio-Culture, Legal Permission, Vision, Mission, Passion, Experience, Motivation, Personality, Knowledge & Skill , Intuition & Mindset, and Business Role.

75、</p><p>　　6. Conclusion</p><p>　　There some conclusion that resulted from this study:</p><p>　　a. Competitiveness is a comprehensive concept that consists of potential dimension, pr

76、ocess dimension, and performance dimension.</p><p>　　b. Potential dimension is factors that the business should have and affect the business itself. Potential dimension consists internal capability (financia

77、l capability, human resources capability, and innovation capability), external environment (general environment, competitive environment, and supportive environment), owner characteristics (passion, motivation, personali

78、ty, knowledge, skill, experience, and role as leader), and company characteristics (vision, mission, and value).</p><p>　　c. Process dimension means strategy that used to make the business get its objectives

79、. Process dimension divided into two parts: effective operation strategy and effective growth strategy. Effective operation strategy means strategies that have be planned and the implementation for regularly operation, w

80、hereas effective growth strategy mean strategies that used to plan the future development.</p><p>　　d. Performance dimension means the competitive objects, divided into two measurements: financial performanc

81、e (market performance and asset) and non-financial performance (product quality, customer satisfaction, market expansion, increasing of human resources, reputation, and social contribution).</p><p>　　There a

82、re some recommendations that should be considered by related entity of SMEs in achieving the competitiveness.</p><p>　　For Business Owner</p><p>　　a. Do the business with passion. By having pass

83、ion, the process of running business would be fun. Passion can emerge from hobby, pleasure, even experience.</p><p>　　b. Doing innovation is the key of creative industry business. Continuous innovation will

84、make business more competitive. Customer will see the business from the innovation first instead of brand reputation. Innovation that well-managed will result best performance.</p><p>　　c. Business is not on

85、ly operating the existing product, but also to develop business growth. So that it is important to have growth strategy in order to get sustainability in business.</p><p>　　For Government</p><p>

86、;　　a. Set the appropriate tax value. Tax is the obligation of every citizen, but the tax rate for SMEs should be fair and not to be considered burdensome, so that SMEs feel overwhelmed and cannot pay tax.</p><

87、p>　　b. Provide supportive development program for SMEs, such as exhibition, cultural exchange, etc. Open the opportunities of development fairly for all SMEs. Do not choose the parties who have close relationship.<

88、/p><p>　　c. Engage the local SMEs to participate the international scale in order to get international response and good reputation for Indonesia.</p><p><b>　　外文資料翻譯譯文</b></p>&l

89、t;p>　　關于發(fā)展萬隆中小企業(yè)創(chuàng)意產(chǎn)業(yè)競爭力的分析</p><p>　　Ramadhilla Maghfira Utami和唐納德?Crestofel Lantu</p><p>　　商學院和管理(SBM)，印度尼西亞萬隆理工學院(ITB)文摘</p><p>　　摘要：在印尼，中小企業(yè)在創(chuàng)造就業(yè)，增長國內(nèi)生產(chǎn)總值，復蘇國家經(jīng)濟有重要作用。然而，如今中小企業(yè)

90、促進經(jīng)濟增長和增加社會收入的作用是不夠的。中小企業(yè)很難成長成為下一階段更大的業(yè)務或堅持可持續(xù)發(fā)展。這成為了削減中小企業(yè)的競爭力的問題。本研究旨在發(fā)展中小企業(yè)的競爭力尤其是萬隆的創(chuàng)意產(chǎn)業(yè)。采取方法來解決它的問題，它采用深度訪談法來進行數(shù)據(jù)收集，它有三個階段:初步階段，第一階段和第二階段。初步階段進行測試的問題。第一階段闡述了一些創(chuàng)意產(chǎn)業(yè)在萬隆的類別，包括中小企業(yè)標準。然后，數(shù)據(jù)分析舉證責任的概念和類別。第二階段進行結(jié)果的驗證并生成最終的第

91、一階段的概念，分類，最后構(gòu)建理論。</p><p>　　競爭力概念是潛在維度、過程維度和性能維度。潛在維度包含的因素需要發(fā)展業(yè)務，從所有者特點和公司特征方面分析內(nèi)部能力和外部環(huán)境的影響。第二個維度命名過程維度，包括有效的經(jīng)營策略和實施有效的發(fā)展戰(zhàn)略。第三個維度是性能維度分為財務績效和非財務績效?？梢蚤_發(fā)相關的假設模型。最后根據(jù)綜合的分析推薦一些可以幫助發(fā)展中小企業(yè)的實體，如企業(yè)主，政府等中介。</p>

92、<p>　　關鍵詞：中小企業(yè)；創(chuàng)意產(chǎn)業(yè)；競爭力；成功因素</p><p><b>　　1．介紹</b></p><p>　　在發(fā)展中國家，尤其是在中小企業(yè)對經(jīng)濟增長至關重要。中小企業(yè)通過多樣化的經(jīng)濟有助于促進國家的經(jīng)濟增長，創(chuàng)造就業(yè)機會(樺木1979)，提高創(chuàng)新產(chǎn)品或服務和競爭力(波特1990;熊彼特1942)和增強國際貿(mào)易。</p>&l

93、t;p>　　印尼作為一個發(fā)展中國家，為了不落后于其他國家，尤其是東盟，它需要準備自己，印尼的經(jīng)濟問題之一就是失業(yè)。目前人口的不平衡性導致很多居民沒有工作和穩(wěn)定的收入。</p><p>　　中小企業(yè)在國家經(jīng)濟復蘇中可以被視為一個安全閥。中小企業(yè)在經(jīng)濟快速增長和就業(yè)中起了重要作用，并且涉及到包括政府在內(nèi)的各個業(yè)務領域的生產(chǎn)部門。他們已經(jīng)證明了在風暴中能夠生存和度過危機，自1998年以來，印尼在過去5年中，201

94、1年個基點數(shù)據(jù)顯示在國內(nèi)生產(chǎn)總值中，中小企業(yè)的國內(nèi)生產(chǎn)總值近57.60%，而中小企業(yè)的數(shù)量在2011年達到近5521萬家，所雇傭的勞動力數(shù)量1.0172億人，中小企業(yè)和單位勞動力的吸收的數(shù)量比2010年增加了2.57%和2.33%。</p><p>　　如今，在創(chuàng)意產(chǎn)業(yè)中小企業(yè)視為潛在的行業(yè)。它能夠吸收勞動力，并且可以幫助構(gòu)建民族文化的形象和價值。根據(jù)印度尼西亞共和國旅游和創(chuàng)意經(jīng)濟的報告(2012)，在2009

95、- 2015年期間預計增長的創(chuàng)意產(chǎn)業(yè)在7 %- 9%之間。對國民生產(chǎn)總值的貢獻約從6.28%上升到7 - 8百分比。</p><p>　　但在企業(yè)總貢獻中只有三分之一的中小企業(yè)來刺激印尼經(jīng)濟。這表明中小企業(yè)在印尼支持經(jīng)濟增長力度是不夠的。中小企業(yè)促進經(jīng)濟增長的作用的缺乏是由于印尼的一些約束。基于現(xiàn)狀的國家發(fā)展規(guī)劃(2012)得知，中下企業(yè)存在著管理者約束能力低，人力資源質(zhì)量較低，交易成本高，生產(chǎn)資源資本，自然資源

96、，信息，知識，技能和技術等有限的問題。這些缺陷導致中小企業(yè)很難發(fā)展可持續(xù)的生產(chǎn)業(yè)務。</p><p><b>　　2.理論綜述</b></p><p><b>　　2.1中小企業(yè)</b></p><p>　　小型企業(yè)被定義為使用不超過5 - 10的工人，包括業(yè)主和家庭(ASMSE，2010)。聯(lián)合國工業(yè)發(fā)展銀行分類小規(guī)模企

97、業(yè)不到150名員工。此定義只適用于工業(yè)和新興工業(yè)化國家。中小企業(yè)是就業(yè)的一個來源，競爭，經(jīng)濟活力和創(chuàng)新。中小企業(yè)有刺激和擴散創(chuàng)業(yè)精神的能力。因為中小企業(yè)在地域上存在的范圍比大公司的更廣泛，所以中小企業(yè)有助于改善收入分配。</p><p><b>　　2.2創(chuàng)意產(chǎn)業(yè)</b></p><p>　　在一個經(jīng)濟和文化發(fā)展的國家中，創(chuàng)意產(chǎn)業(yè)是一個潛在的行業(yè)。根據(jù)印尼貿(mào)易部，創(chuàng)意

98、產(chǎn)業(yè)是一個行業(yè)，它包括使用創(chuàng)造力、技能和才華來創(chuàng)造繁榮、就業(yè)崗位的個人。創(chuàng)意產(chǎn)業(yè)指行業(yè)相結(jié)合的創(chuàng)作，創(chuàng)作內(nèi)容的生產(chǎn)和商業(yè)化，這在本質(zhì)上是無形的文化。通常是受版權(quán)保護的內(nèi)容，他們可以采取一個好的或服務的形式。</p><p>　　創(chuàng)意產(chǎn)業(yè)在印尼經(jīng)濟的貢獻中潛力巨大。尤其是萬隆，開始被視為一種創(chuàng)造力開發(fā)的地方。本文研究怎樣提高印尼中小企業(yè)的競爭力，尤其是對于創(chuàng)意產(chǎn)業(yè)。2.3競爭力</p><p&g

99、t;　　競爭力來自于競爭。李將競爭定義為:競爭是人類在出現(xiàn)兩方或多方爭取，都無法獲得的東西。李(2011)指出，競爭包括四個方面：（1）競爭對手 （2）競爭對象 (3)競爭力（4）競爭結(jié)果</p><p>　　基于這些方面，每個競爭對手為了發(fā)展自身的競爭力從而提高產(chǎn)品或服務質(zhì)量，為了實現(xiàn)所需的競爭對象。競爭對手之間的重復競爭將達到一個點，即為競爭的結(jié)果。所以，每個競爭對手發(fā)展他們自己的特定的競爭力。</p&

100、gt;<p>　　2.4公司的競爭力理論</p><p>　　競爭力是針對企業(yè)或公司來講的，它的概念指的是企業(yè)在特定產(chǎn)品市場的相對性能。在完整的聲明中，競爭力是企業(yè)維持市場地位優(yōu)越的能力和盈利能力，相對于國內(nèi)和國際競爭對手而言，即為通過生產(chǎn)高品質(zhì)的產(chǎn)品和服務功能，有競爭力的價格，按時交付給國內(nèi)外買家。弗拉納根(2007)評論的關于公司的競爭力研究和審查的見解。研究總結(jié)了三個主要的方法占主導地位:競爭

101、優(yōu)勢和競爭戰(zhàn)略模型(波特，1980，1985)，基于資源的觀點和核心競爭力的方法(例如普拉哈拉德和哈默，1990;巴尼，1991年)和戰(zhàn)略管理方法(例如錢德勒，1962;安索夫，1965)。競爭力的研究有一些通用的程序，如環(huán)境掃描、戰(zhàn)略制定、戰(zhàn)略實施、評估和控制。每個過程使用不同的工具進行其功能。掃描的競爭環(huán)境中，可以使用工具，包括五種力量模型、價值鏈分析和基于資源的方法。制定策略，可以使用的工具為SWOT矩陣和三個基本戰(zhàn)略。</