鉆石體系打造國(guó)家優(yōu)勢(shì)【外文翻譯】

1、<p><b>　　外文翻譯</b></p><p><b>　　原文</b></p><p>　　The Diamond of National Advantage</p><p>　　Material Source:The competition advantage of nationsAuthor:Mich

2、ael E·Poter</p><p>　　Why are certain companies based in certain nations capable of consistent innovation? Why do they ruthlessly pursue improvements, seeking an evermore sophisticated source of competit

3、ive advantage? Why are they able to overcome the substantial barriers to change and innovation that so often accompany success?</p><p>　　The answer lies in four broad attributes of a nation, attributes that

4、individually and as a system constitute the diamond of national advantage, the playing field that each nation establishes and operates for its industries. These attributes are.</p><p>　　1. Factor Conditions.

5、 The nation’s position in factors of production, such as skilled labor or infrastructure, necessary to compete in a given industry.</p><p>　　2. Demand Conditions. The nature of home-market demand for the ind

6、ustry’s product or service.</p><p>　　3. Related and Supporting Industries. The presence or absence in the nation of supplier industries and other related industries that are internationally competitive.</

7、p><p>　　4. Firm Strategy, Structure, and Rivalry. The conditions in the nation governing how companies are created, organized, and managed, as well as the nature of domestic rivalry.</p><p>　　These

8、 determinants create the national environment in which companies are born and learn how to compete. (See the diagram “Determinants of National Competitive Advantage.”) Each point on the diamond-and the diamond as a syste

9、m-affects essential ingredients for achieving international competitive success: the availability of resources in an industry; the information that shapes the opportunities that companies perceive and the directions in w

10、hich they deploy their resources and skills: the goals </p><p>　　When a national environment permits and supports the most rapid accumulation of specialized assets and skills sometimes simply because of grea

11、ter effort and commitment-companies gains a competitive advantage. When a national environment affords better ongoing information and insight into product and process needs, companies gain a competitive advantage. Finall

12、y, when the national environment pressures companies to innovate and invest, companies both gain a competitive advantage and upgrade those</p><p>　　Factor Conditions. According to standard economic theory, f

13、actors of production-labor, land, natural resources, capital, infrastructure will determine the flow of trade. A nation will export those goods that make most use of the factors with which it is relatively well endowed.

14、This doctrine, whose origins date back to Adam Smith and David Ricardo and that is embedded in classical economics, is at best incomplete and at worst incorrect.</p><p>　　In the sophisticated industries that

15、 form the backbone of any advanced economy, a nation does not inherit but instead creates the most important factors of production-such as skilled human resources or a scientific base. Moreover, the stock of factors that

16、 a nation enjoys at a particular time is less important than the rate and efficiency with which it creates, upgrades, and deploys them in particular industries.</p><p>　　The most important factors of product

17、ion are those that involve sustained and heavy investment and are specialized. Basic factors, such as a pool of labor or a local raw-material source, do not constitute an advantage in knowledge-intensive industries. Comp

18、anies can access them easily through a global strategy or circumvent them through technology. Contrary to conventional wisdom, simply having a general work force that is high school or even college educated represents no

19、 competitive advantage </p><p>　　Nations succeed in industries where they are particularly good at factor creation. Competitive advantage results from the presence of world-class institutions that first crea

20、te specialized factors and then continually work to upgrade them. Denmark has two hospitals that concentrate in studying and treating diabetes-and a world-leading export position in insulin. Holland has premier research

21、institutes in the cultivation, packaging, and shipping of flowers, where it is the world’s export leader.</p><p>　　What is not so obvious, however, is that selective disadvantages in the more basic factors c

22、an prod a company to innovate and upgrade-a disadvantage in a static model of competition can become an advantage in a dynamic one. When there is an ample supply of cheap raw materials or abundant labor, companies can si

23、mply rest on these advantages and often deploy them inefficiently. But when companies face a selective disadvantage, like high land costs, labor shortages, or the lack of local raw materia</p><p>　　Implicit

24、in the oft-repeated Japanese statement,” We are an island nation with no natural resources.”Is the understanding that these deficiencies have only served to spur Japan’s competitive innovation. Just-in-time production, f

25、or example, economized on prohibitively expensive space. Italian steel producers in the Brescia area faced a similar set of disadvantages: high capital costs, high energy costs, and no local raw materials. Located in Nor

26、thern Lombardy, these privately owned companies fac</p><p>　　Disadvantages can become advantages only under certain conditions. First, they must send companies proper signals about circumstances that will sp

27、read to other nations, thereby equipping them to innovate in advance of foreign rivals. Switzerland, the nation that experienced the first labor shortages after World War II, is a case in point. Swiss companies responded

28、 to the disadvantage by upgrading labor productivity and seeking higher value, more sustainable market segments. Companies in most oth</p><p>　　In 1887, Italian companies were world leaders in the production

29、 and export of ceramic tiles, a $10 billion industry. Italian producers concentrated in and around the small town of Sassuolo in the Emilia-Romagna region, accounted for about 30% of world production and almost 60% of wo

30、rld exports. The Italian trade surplus that year in ceramic tiles was about $1.4 billion.</p><p>　　The development of the Italian ceramic tile industry’s competitive advantage illustrates how the diamond of

31、national advantage works. Sassuolo’s sustainable competitive advantage in ceramic tiles grew not from any static or historical advantage but from dynamism and change. Sophisticated and demanding local buyers, strong and

32、unique distribution channels, and intense rivalry among local companies created constant pressure for innovation. Knowledge grew quickly from continuous experimentation and</p><p>　　Tile producers benefited

33、as well from a highly developed set of local machinery suppliers and other supporting industries. Producing materials, services, and infrastructure, the presence of world-class, Italian related industries also reinforced

34、 Italian strength in tiles. Finally, the geographic concentration of the entire cluster supercharged the whole process. Today foreign companies compete against an entire subculture. The organic nature of this system repr

35、esents the most sustamable advantag</p><p>　　Tile production in Sassuolo grew out of the earthenware and crockery industry, whose history traces back to the thirteenth century. Immediately after World War II

36、, there were only a handful of ceramic tile manufacturers in and around Sassuolo, all serving the local market exclusively. Demand for ceramic tiles within Italy began to grow dramatically in the immediate postwar years,

37、 as the reconstruction of Italy triggered a boom in building materials of all kinds. Italian demand for ceramic tiles </p><p>　　Because Sassuolo was in a relatively prosperous part of Italy, there were many

38、who could combine the modest of capital and necessary organizational skills to start a tile company. In 1955, there were 14 Sassuolo area tile companies; by 1962, there were 102. The new tile companies benefited from a l

39、ocal pool of mechanically trained workers. The region around Sassuolo was home to Ferrari, Maserati, Lamborghini, and other technically sophisticated. Companies. As the tile industry began to grow and </p><p&g

40、t;　　Initially, Italian tile producers were dependent on foreign sources of raw materials and production technology. In the 1950s, the principal raw materials used to make tiles were kaolin (white) clays. Since there was

41、red- but no white-clay deposits near Sassuolo, Italian producers had to import the clays from the United Kingdom. Tile making equipment was also imported in the 1950s and 1960s: kilns from Germany, America, and France; p

42、resses for forming tiles from Germany. Sassuolo tile makers had </p><p>　　The relationship between Italian tile and equipment manufacturers was a mutually supporting one, made even more so by close proximity

43、. In the mid- 1980s, there were some 200 Italian equipment manufacturers: more than 60% were located in the Sassuolo area. The equipment manufacturers competed fiercely for local business, and tile manufacturers benefite

44、d from better prices and more advanced equipment than their foreign rivals.</p><p><b>　　譯文</b></p><p>　　鉆石體系打造國(guó)家優(yōu)勢(shì)</p><p>　　資料來(lái)源:《國(guó)家競(jìng)爭(zhēng)優(yōu)勢(shì)》 作者：邁克爾

45、3;波特</p><p>　　是什么使一個(gè)國(guó)家在某種國(guó)際競(jìng)爭(zhēng)激烈的產(chǎn)業(yè)中脫穎而出？是什么驅(qū)動(dòng)他們不斷進(jìn)步，無(wú)止境的追求競(jìng)爭(zhēng)優(yōu)勢(shì)？是什么使他們能夠不斷克服發(fā)展中的重大阻礙，不斷變革和創(chuàng)新并獲得成功？</p><p>　　答案必須從每個(gè)國(guó)家都擁有的四種要素來(lái)討論，他們組成一個(gè)完整的系統(tǒng)，構(gòu)成了國(guó)家的競(jìng)爭(zhēng)優(yōu)勢(shì)，這就是“鉆石模型”。這些要素可能會(huì)增強(qiáng)本國(guó)企業(yè)創(chuàng)新能力從而提升競(jìng)爭(zhēng)優(yōu)勢(shì)，也可能會(huì)造成企

46、業(yè)發(fā)展停滯不前。這四個(gè)要素如下：</p><p>　?。?）生產(chǎn)要素-----一個(gè)國(guó)家在特定的產(chǎn)業(yè)中有關(guān)生產(chǎn)方面的競(jìng)爭(zhēng)力。</p><p>　?。?）需求條件-----本國(guó)市場(chǎng)對(duì)該產(chǎn)業(yè)所生產(chǎn)的產(chǎn)品或提供的服務(wù)的需求大小。</p><p>　?。?）相關(guān)產(chǎn)業(yè)和支持產(chǎn)業(yè)----為該產(chǎn)業(yè)提供服務(wù)支持的產(chǎn)業(yè)和其他相關(guān)產(chǎn)業(yè)是否具有國(guó)際競(jìng)爭(zhēng)力。</p><p

47、>　?。?）企業(yè)的戰(zhàn)略、結(jié)構(gòu)和競(jìng)爭(zhēng)對(duì)手----企業(yè)在一個(gè)國(guó)家的建立基礎(chǔ)、組織形式和管理理念，以及國(guó)內(nèi)競(jìng)爭(zhēng)對(duì)手的狀況。</p><p>　　這些要素會(huì)影響到?jīng)Q定公司建立方式和成長(zhǎng)以及競(jìng)爭(zhēng)策略的環(huán)境。（請(qǐng)見(jiàn)圖“國(guó)家競(jìng)爭(zhēng)優(yōu)勢(shì)的決定因素”）“鉆石模型”的每個(gè)組成部分以及鉆石模型這個(gè)整體系統(tǒng)都影響到國(guó)家競(jìng)爭(zhēng)優(yōu)勢(shì)：一個(gè)企業(yè)能不能獲得資源；企業(yè)獲得信息和機(jī)會(huì)以及他們?nèi)绾纬浞掷盟麄兊馁Y源和能力：企業(yè)家的目標(biāo)，管理團(tuán)隊(duì)，企

48、業(yè)員工；企業(yè)參與投資和創(chuàng)新的動(dòng)力。</p><p>　　當(dāng)一個(gè)國(guó)家允許并支持企業(yè)擁有專有資產(chǎn)和技術(shù)會(huì)有利于企業(yè)的快速發(fā)展，原因是企業(yè)會(huì)為了獲得競(jìng)爭(zhēng)力而付出更大的努力。當(dāng)一個(gè)國(guó)家能夠提供更好的市場(chǎng)信息和產(chǎn)品需求狀況，企業(yè)能夠更容易獲得競(jìng)爭(zhēng)力。最后，當(dāng)一個(gè)國(guó)家鼓勵(lì)和支持企業(yè)參與競(jìng)爭(zhēng)和創(chuàng)新，那么企業(yè)既能獲得競(jìng)爭(zhēng)優(yōu)勢(shì)還能隨著時(shí)間的推移不斷提升競(jìng)爭(zhēng)力。</p><p>　　要素條件：根據(jù)現(xiàn)有的經(jīng)濟(jì)學(xué)

49、理論基礎(chǔ)，生產(chǎn)力與勞動(dòng)力，土地，自然資源，資金，基礎(chǔ)設(shè)施因素都可以影響貿(mào)易流量。一個(gè)國(guó)家將出口那些他們具有競(jìng)爭(zhēng)優(yōu)勢(shì)的產(chǎn)品。這一學(xué)說(shuō)，其起源可以追溯到亞當(dāng)·斯密，大衛(wèi)·李嘉圖時(shí)期的不完整的，并非完全準(zhǔn)確的古典經(jīng)濟(jì)學(xué)。</p><p>　　在一個(gè)擁有成熟技術(shù)和支柱產(chǎn)業(yè)的經(jīng)濟(jì)體中，一個(gè)國(guó)家不是依靠繼承而是通過(guò)創(chuàng)造生產(chǎn)中最重要的要素如擁有專業(yè)技術(shù)的工人或科技基礎(chǔ)要素。此外，一個(gè)國(guó)家在某一特定時(shí)期內(nèi)創(chuàng)造

50、，升級(jí)和在特定行業(yè)的配置，特別是重要產(chǎn)業(yè)的比率和效率比股市對(duì)他的影響更大。</p><p>　　在生產(chǎn)中最重要的影響因素是那些具有持久性和資金數(shù)額大的專門化的投資?；疽?，如勞動(dòng)力或本地原材料的來(lái)源池，并不構(gòu)成知識(shí)密集產(chǎn)業(yè)的競(jìng)爭(zhēng)優(yōu)勢(shì)。企業(yè)可以非常輕松地克服這方面的劣勢(shì)，通過(guò)全球性戰(zhàn)略的制定與執(zhí)行或通過(guò)技術(shù)手段來(lái)實(shí)現(xiàn)。相反，在傳統(tǒng)的發(fā)展觀念里，只需要有一個(gè)智力一般的勞動(dòng)力大軍，通常只有高中或中專學(xué)歷，這些企業(yè)在現(xiàn)

51、代國(guó)際競(jìng)爭(zhēng)中的完全不具有競(jìng)爭(zhēng)優(yōu)勢(shì)。為了支持獲得競(jìng)爭(zhēng)優(yōu)勢(shì)，企業(yè)需要擁有高度專業(yè)化的技術(shù)人才，為軟件公司建立提供風(fēng)險(xiǎn)投資的資金池。這些要素更稀少，更不易被鄰國(guó)所模仿和復(fù)制，并且這需要持久的投資來(lái)維系創(chuàng)造力。</p><p>　　各個(gè)行業(yè)的成功者成功的原因在于他們能夠創(chuàng)造更優(yōu)的要素。世界級(jí)的專門機(jī)構(gòu)的競(jìng)爭(zhēng)優(yōu)勢(shì)體現(xiàn)在他們首先創(chuàng)造出一個(gè)專業(yè)化的要素，之后通過(guò)對(duì)不斷升級(jí)以保持它們的競(jìng)爭(zhēng)優(yōu)勢(shì)。丹麥有兩家醫(yī)院，集中精力研究治療糖

52、尿病的胰島素并在世界上取得領(lǐng)先技術(shù)優(yōu)勢(shì)從而獲得出口的競(jìng)爭(zhēng)優(yōu)勢(shì)。荷蘭在種植，包裝，運(yùn)輸花卉方面具有領(lǐng)先世界的技術(shù)從而獲得出口競(jìng)爭(zhēng)優(yōu)勢(shì)。</p><p>　　那些并不明顯的影響因素，是在最基礎(chǔ)要素中有選擇性挑選不利因素使企業(yè)在一個(gè)靜態(tài)的競(jìng)爭(zhēng)模型中的劣勢(shì)不斷創(chuàng)新和升級(jí)從而在動(dòng)態(tài)的競(jìng)爭(zhēng)模型里轉(zhuǎn)化為一項(xiàng)優(yōu)勢(shì)。當(dāng)企業(yè)擁有充足的廉價(jià)的原材料或擁有豐富的廉價(jià)的勞動(dòng)力,公司可以簡(jiǎn)單地依靠這些優(yōu)點(diǎn)使效率優(yōu)化。但當(dāng)企業(yè)面臨著選擇性的競(jìng)

53、爭(zhēng)劣勢(shì),像高昂的土地成本,勞動(dòng)力的匱乏,或缺乏本地的原材料,就能推動(dòng)企業(yè)進(jìn)行創(chuàng)新和升級(jí)以適應(yīng)競(jìng)爭(zhēng)。</p><p>　　我們經(jīng)常聽(tīng)到日本在談到本國(guó)競(jìng)爭(zhēng)劣勢(shì)時(shí)說(shuō)的一句話:“我們是一個(gè)島國(guó),我們?nèi)鄙僮匀毁Y源?！边@是一種普遍的認(rèn)識(shí),但這些缺陷從另一方面也促使日本不斷創(chuàng)新以提升競(jìng)爭(zhēng)力。庫(kù)存管理生產(chǎn)，例如， 節(jié)省昂貴的場(chǎng)地租金。意大利鋼鐵生產(chǎn)商在布雷西亞地區(qū)面臨著相似的缺點(diǎn):過(guò)高的生產(chǎn)成本,高能源使用成本,缺乏本地原料。位

54、于北Lombardy的這些私營(yíng)公司由于南方港口和它們之間的距離以及效率低下的意大利運(yùn)輸系統(tǒng)而面臨著驚人的物流成本。結(jié)果，他們創(chuàng)造出了先進(jìn)的技術(shù)建立利用非金屬為原料的小鋼鐵廠,只需要很少的資本投入,使用比過(guò)去更少的能量,采用廢金屬為原料，并且允許生產(chǎn)商定位廢品來(lái)源地和終端客戶。換句話說(shuō),他們將要素缺點(diǎn)轉(zhuǎn)化為了競(jìng)爭(zhēng)優(yōu)勢(shì)。</p><p>　　劣勢(shì)轉(zhuǎn)化為優(yōu)勢(shì)具有一定的特定條件。首先,他們必須給公司提供其他國(guó)家在這方面的

55、準(zhǔn)確信息從而使他們能夠趕在國(guó)外競(jìng)爭(zhēng)者前進(jìn)行創(chuàng)新。例如，瑞士這個(gè)國(guó)家正面臨著第二次世界大戰(zhàn)以來(lái)最嚴(yán)重的缺乏經(jīng)驗(yàn)豐富的勞動(dòng)力的危機(jī),就是一個(gè)很好的例子。瑞士企業(yè)對(duì)此做出回應(yīng),并通過(guò)產(chǎn)業(yè)升級(jí)，提高勞動(dòng)生產(chǎn)率和尋求更高的價(jià)值,以可持續(xù)的眼光深化細(xì)分市場(chǎng)。企業(yè)在世界其他大部分還有豐富的勞動(dòng)力的地方，由于他們將注意力集中在其他問(wèn)題上,從而導(dǎo)致升級(jí)緩慢。</p><p>　　1887年,意大利瓷磚的生產(chǎn)和出口企業(yè)是世界的領(lǐng)先者