國(guó)家競(jìng)爭(zhēng)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 Competitive Advantage of Nations</p><p>　　Material Source: www.google.com.hk Author: Michael E. Port

2、er</p><p>　　National prosperity is created, not inherited. It does not grow out of a country’s natural endowments, its labor pool, its interest rates, or its currency’s value, as classical economics insists.

3、</p><p>　　A nation’s competitiveness depends on the capacity of its industry to innovate and upgrade. Companies gain advantage against the world’s best competitors because of pressure and challenge. They ben

4、efit from having strong domestic rivals, aggressive home based suppliers, and demanding local customers.</p><p>　　In a world of increasingly global competition, nations have become more, not less, important.

5、 As the basis of competition has shifted more and more to the creation and assimilation of knowledge, the role of the nation has grown.</p><p>　　Why are certain companies based in certain nations capable of

6、consistent innovation? Why do they ruthlessly pursue improvements, seeking an evermore sophisticated source of competitive advantage? Why are they able to overcome the substantial barriers to change and innovation that s

7、o often accompany success?</p><p>　　The answer lies in four broad attires of a nation, attributes that individually and as a system constitute the diamond of national advantage, the playing field that each n

8、ation establishes and operates for its industries.</p><p>　　The four broad attributes of a nation are as follows:</p><p>　　1．Factor Conditions. The nation's position in factors of production

9、, 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 industry's product or service.</p><

10、;p>　　3. Related and supporting industries. The presence or absence in the nation of supplier industries that is internationally competitive. </p><p>　　4. Firm strategy, structure, and rivalry. The conditi

11、ons in the nation governing how companies are created organized and managed, as well as the nature of domestic rivalry. </p><p>　　The most important factors of production are those that involve sustained and

12、 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. Companies can access them easily through a g

13、lobal 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 competitive advantage </p><p

14、>　　Nations succeed in industries where they are particularly good at factor creation. Competitive advantage results from the presence of world-class institutions that first create specialized factors and then continua

15、lly 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 institutes in the cultivation, packaging

16、, 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 can prod a company to innovate and u

17、pgrade-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 simply rest on these advantages and o

18、ften 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>　　It might seem that the globalization of comp

19、etition would diminish the importance of home demand. In practice, however, this is simply not the case. Nations gain competitive advantage in industries where the home demand gives their companies a clearer or earlier p

20、icture of emerging buyer needs, and where demanding buyers’ pressure companies to innovate faster and achieve more sophisticated competitive advantages than their foreign rivals.</p><p>　　Home-demand conditi

21、ons help build competitive advantage when a particular industry segment is larger or more visible in the domestic market than in the foreign markets. The larger market segments in a nation receive the most attention from

22、 the nation's companies. Companies accord smaller or less desirable segments a lower priority. A good example is hydraulic excavators, which represent the most widely used type of construction equipment in the Japane

23、se domestic market-but which comprise a far s</p><p>　　More important than the mix of segments is the nature of domestic buyers. A nation's companies gain competitive advantage if domestic buyers are the

24、 world's most sophisticated and demanding buyers for the product or service. Sophisticated, demanding buyers provide a window into advanced customer needs. They pressure companies to meet high standards. They prod th

25、em to improve, to innovate, and to upgrade into more advanced segments. As with factor conditions, demand conditions provide advantages </p><p>　　Local buyers can help a nation's companies gain advantage

26、 if their needs anticipate or even shape those of other nations-if their needs provide ongoing "early-warning indicators" of global market trends. Sometimes anticipatory needs emerge because a nation's poli

27、tical values foreshadow needs that will grow elsewhere. Sweden's long-standing concern for handicapped people has spawned an increasingly competitive industry focused on special needs. Denmark's environmentalism

28、has led to success for co</p><p>　　More generally, a nation's companies can anticipate global trends if the nation's values are spreading-that is, if the country is exporting its values and tastes as

29、 well as its products. Nations export their values and tastes through media, through training foreigners, through political influence, and through the foreign activities of their citizens and companies.</p><p&

30、gt;　　The third broad determinant of national advantage is the presence in the nation of related and supporting industries that are internationally competitive. Internationally competitive home-based suppliers create adva

31、ntages in downstream industries in several ways. First, they deliver the most cost-effective inputs in an efficient, early, rapid, and sometimes preferential way. Italian gold and silver jewelry companies lead the world

32、in that industry in part because other Italian companies supply t</p><p>　　Far more significant than mere access to components and machinery, however, is the advantage that home-based related and supporting

33、industries provide in innovation and upgrading-an advantage based on close working relationships. Suppliers and end-users located near each other can take advantage of short lines of communication, quick and constant flo

34、w of information, and an ongoing exchange of ideas and innovations. Companies have the opportunity to influence their suppliers' technical efforts a</p><p>　　The nation's companies benefit most when

35、the suppliers are, themselves, global competitors. It is ultimately self-defeating for a company or country to create "captive" suppliers who are totally dependent on the domestic industry and prevented from se

36、rving foreign competitors. By the same token, a nation need not be competitive in all supplier industries for its companies to gain competitive advantage. Companies can readily source from abroad materials, components, o

37、r technologies without a majo</p><p>　　National circumstances and context create strong tendencies in how companies are created, organized, and managed, as well as what the nature of domestic rivalry will be

38、. In Italy, for example, successful international competitors are often small or medium-sized companies that are privately owned and operated like extended families. In German, in contrast, companies tend to be strictly

39、hierarchical in organization and management practices, and top managers usually have technical backgrounds.</p><p>　　Countries also differ markedly in the goals that companies and individuals seek to achieve

40、. Company goals reflect the characteristics of national capital markets and the compensation practices for managers. For example, in Germany and Switzerland, where banks comprise a substantial part of the nation's sh

41、areholders, most shares are held for long-term appreciation and are rarely traded.</p><p>　　The presence of strong local rivals is a final, and powerful, stimulus to the creation and persistence of competiti

42、ve advantage. This is true of small countries, like Switzerland, where the rivalry among its pharmaceutical companies, Hoffmann-La Roche, Ciba-Geigy, and Sandoz, contributes to a leading worldwide position.</p>&l

43、t;p>　　Each of these four attributes defines a point on the diamond of national advantage. The effect of one point often depends on the state of others. At the broadest level, weaknesses in any one determinant will con

44、strain an industry's potential for advancement and upgrading.</p><p><b>　　譯文</b></p><p><b>　　國(guó)家競(jìng)爭(zhēng)優(yōu)勢(shì)</b></p><p>　　資料來源: www.google.com.hk作者：Michael E.Port

45、er</p><p>　　國(guó)家的財(cái)富是創(chuàng)造出來的，不是繼承來的。根據(jù)古典經(jīng)濟(jì)學(xué)，它離不開一個(gè)國(guó)家的自然稟賦、勞動(dòng)力市場(chǎng)、利率,或者是貨幣價(jià)值。</p><p>　　國(guó)家競(jìng)爭(zhēng)力的能力決定于創(chuàng)新和產(chǎn)業(yè)升級(jí)。是因?yàn)閴毫吞魬?zhàn)使得企業(yè)能比世界上最強(qiáng)的競(jìng)爭(zhēng)對(duì)手更有優(yōu)勢(shì)。他們受益于擁有國(guó)內(nèi)強(qiáng)勁的競(jìng)爭(zhēng)對(duì)手,積極的國(guó)內(nèi)供應(yīng)商和當(dāng)?shù)赜行枨蟮念櫩汀?lt;/p><p>　　簡(jiǎn)而言之，提升國(guó)

46、家競(jìng)爭(zhēng)力越來越重要。因?yàn)楦?jìng)爭(zhēng)力的基礎(chǔ)已經(jīng)越來越多的轉(zhuǎn)變?yōu)閯?chuàng)造力和同化了的知識(shí),國(guó)家的作用日益重要。</p><p>　　為什么在某些國(guó)家里的某些企業(yè)能夠一致的改革。為什么他們瘋狂地追求改進(jìn),尋找一個(gè)永遠(yuǎn)在前列的競(jìng)爭(zhēng)優(yōu)勢(shì)。為什么他們能戰(zhàn)勝實(shí)質(zhì)性的屏障去改變和創(chuàng)新進(jìn)而贏得成功?</p><p>　　問題的答案就在一個(gè)國(guó)家的四個(gè)主要因素：每個(gè)國(guó)家在其建立和運(yùn)行的產(chǎn)業(yè)領(lǐng)域內(nèi)都可以構(gòu)成一個(gè)獨(dú)立的國(guó)家

47、競(jìng)爭(zhēng)優(yōu)勢(shì)鉆石模型。決定一個(gè)國(guó)家的某種產(chǎn)業(yè)競(jìng)爭(zhēng)力的有四個(gè)因素： </p><p>　　生產(chǎn)要素――包括人力資源、天然資源、知識(shí)資源、資本資源、基礎(chǔ)設(shè)施。 </p><p>　　需求條件――主要是本國(guó)市場(chǎng)的需求。 </p><p>　　相關(guān)產(chǎn)業(yè)和支持產(chǎn)業(yè)的表現(xiàn)――這些產(chǎn)業(yè)和相關(guān)上游產(chǎn)業(yè)是否有國(guó)際競(jìng)爭(zhēng)力。 </p><p>　　企業(yè)的戰(zhàn)略、結(jié)構(gòu)、競(jìng)

48、爭(zhēng)對(duì)手的表現(xiàn)－－一個(gè)國(guó)家管理企業(yè)的創(chuàng)立、組織和管理以及國(guó)內(nèi)市場(chǎng)競(jìng)爭(zhēng)有情況。</p><p><b>　　關(guān)于生產(chǎn)要素</b></p><p>　　最重要的生產(chǎn)要素涉及持續(xù)的、大規(guī)模的投資和專業(yè)性。初級(jí)生產(chǎn)要素，像天然資源、氣候、地理位置、非技術(shù)工人、資金等，并不在知識(shí)密集型社會(huì)中占據(jù)重要位置，因?yàn)榭鐕?guó)公司可以通過全球的市場(chǎng)網(wǎng)絡(luò)來取得。與傳統(tǒng)理念不同，僅僅擁有一批高中生

49、或大學(xué)生作為勞動(dòng)力并不是一個(gè)競(jìng)爭(zhēng)優(yōu)勢(shì)。要獲得競(jìng)爭(zhēng)優(yōu)勢(shì)，企業(yè)必須有自己的專業(yè)優(yōu)勢(shì)，來滿足其特定的需求，如光學(xué)的科學(xué)研究，或是投資軟件公司的風(fēng)險(xiǎn)資金。這些因素顯得更稀缺，而且也更不容易被外國(guó)公司模仿，因?yàn)樗鼈冃枰掷m(xù)的資金支持。</p><p>　　國(guó)家總是在那些有著創(chuàng)新優(yōu)勢(shì)的行業(yè)勝出，因?yàn)槠鋼碛惺澜缫涣饔醒芯克煌５卦趧?chuàng)新和升級(jí)產(chǎn)品。比方說丹麥有兩所致力于糖尿病研究的醫(yī)院，荷蘭有世界領(lǐng)先的花卉種植、包裝和裝運(yùn)的研究

50、中心。</p><p>　　而且生產(chǎn)要素方面選擇性的劣勢(shì)在一定的情況下可以在激烈的競(jìng)爭(zhēng)環(huán)境中促進(jìn)公司創(chuàng)新和進(jìn)步。如果一個(gè)公司有著豐富的原材料和人力資源，則該公司不會(huì)創(chuàng)新，相反，如果一個(gè)公司面臨高昂的土地價(jià)格，人工短缺和原材料不足，則該企業(yè)必須創(chuàng)新才能生存下來。</p><p><b>　　國(guó)內(nèi)需求市場(chǎng)</b></p><p>　　很多人會(huì)認(rèn)為競(jìng)

51、爭(zhēng)的全球化降低了國(guó)內(nèi)需求市場(chǎng)的重要性。 但事實(shí)并非如此。國(guó)內(nèi)需求可以給與企業(yè)更快速且更清晰的買家信息， 同時(shí)買家也可以促進(jìn)企業(yè)不斷創(chuàng)新來獲得更大的競(jìng)爭(zhēng)優(yōu)勢(shì)，從而國(guó)家可以在這一行業(yè)中獲得優(yōu)勢(shì)。</p><p>　　當(dāng)一個(gè)行業(yè)在本國(guó)有更大的市場(chǎng)或透明度，那么就會(huì)形成一個(gè)競(jìng)爭(zhēng)優(yōu)勢(shì)。行業(yè)越大，受到的重視就更多，反之，越少。最有名的例子就是日本的是液壓挖掘機(jī)，其在日本的市場(chǎng)很大，但是從國(guó)際范圍看需求并不是很大。</p

52、><p>　　比行業(yè)規(guī)模相比，更為重要的是國(guó)內(nèi)買家的性質(zhì)。如果國(guó)內(nèi)買家是在世界范圍看來是數(shù)一數(shù)二的，其對(duì)產(chǎn)品及服務(wù)的要求在世界上看來都是極其嚴(yán)苛的，那么該國(guó)有企業(yè)獲得的競(jìng)爭(zhēng)優(yōu)勢(shì)就更大了。因?yàn)楦邩?biāo)準(zhǔn)的買家可以激勵(lì)企業(yè)不斷地進(jìn)步和創(chuàng)新，升級(jí)為同行業(yè)的領(lǐng)軍人物，也可以說是迫使企業(yè)不斷地接受挑戰(zhàn)來獲得優(yōu)勢(shì)。</p><p>　　另一個(gè)重要方面是預(yù)期性需求。如果本地的顧客需求領(lǐng)先于其他國(guó)家，這也可以成為

53、本地企業(yè)的一種優(yōu)勢(shì)。有時(shí)某一國(guó)家的政治理念預(yù)示了將來會(huì)在別的國(guó)家或地區(qū)興起的需求。如瑞典對(duì)于殘疾人的關(guān)懷促進(jìn)了對(duì)于特別護(hù)理行業(yè)的發(fā)展。丹麥的環(huán)保主義促進(jìn)了水污染控制和風(fēng)車行業(yè)的發(fā)展。</p><p>　　而且隨著一個(gè)國(guó)家的價(jià)值觀的傳播， 該國(guó)家在出口產(chǎn)品的同時(shí)也在出口其價(jià)值觀和品味，從而在一定程度上預(yù)測(cè)了需求。國(guó)家通過媒體，對(duì)外國(guó)人的培養(yǎng)，政治影響，及公司層次和個(gè)人層次的交流活動(dòng)，向全世界人民傳播了其社會(huì)價(jià)值觀和

54、品味。</p><p><b>　　相關(guān)與支持產(chǎn)業(yè)</b></p><p>　　國(guó)家優(yōu)勢(shì)的第三個(gè)因素就是具有國(guó)際優(yōu)勢(shì)的相關(guān)和支持產(chǎn)業(yè)。具有國(guó)際優(yōu)勢(shì)有國(guó)內(nèi)供應(yīng)商在下游產(chǎn)業(yè)有著很多的有利條件。首先，其投入產(chǎn)出比是最有效率的。比如說意大利有金銀珠寶公司有全球就居于首位， 因?yàn)槠湔紦?jù)了全世界三分之二的珠寶制作和貴金屬循環(huán)機(jī)器生產(chǎn)。</p><p>　　

55、與此相比，更為重要的是相關(guān)和支持產(chǎn)業(yè)擁有緊密聯(lián)系的網(wǎng)絡(luò)。 供應(yīng)商和終端用戶之間通過短線交流獲取快捷而持續(xù)的信息流，并不斷地互換想法和創(chuàng)意。企業(yè)可以促進(jìn)供應(yīng)商更新技術(shù)，并可以為科研成果提供實(shí)踐基地，從而加速革新的進(jìn)程。</p><p>　　當(dāng)一個(gè)國(guó)家的供應(yīng)商是全球性的，那么這個(gè)國(guó)家得到的優(yōu)勢(shì)是最大的。如果一個(gè)國(guó)家的供應(yīng)商只能完全依賴它，且無法向別的競(jìng)爭(zhēng)者提供服務(wù)，那么這個(gè)國(guó)家得到反而是反效果。同樣的，一個(gè)國(guó)家也沒有

56、必要在其所有的供應(yīng)商行業(yè)中處于優(yōu)勢(shì)地位。因?yàn)橐粋€(gè)國(guó)家可以很容易地從國(guó)外獲取原材料及技術(shù)，雖然它自己并沒有對(duì)行業(yè)產(chǎn)品作出創(chuàng)新。電子和軟件行業(yè)同樣如此，且這些行業(yè)有應(yīng)用范圍是很狹窄的。</p><p>　　企業(yè)戰(zhàn)略、結(jié)構(gòu)與同業(yè)競(jìng)爭(zhēng)</p><p>　　每一個(gè)國(guó)家的不同國(guó)情決定了它的企業(yè)的形成、組織和管理模式。以及競(jìng)爭(zhēng)者的性質(zhì)。比方說，在意大利，其國(guó)際性的競(jìng)爭(zhēng)者規(guī)模較小或是中等規(guī)模的，私有性質(zhì)的

57、且是以家族企業(yè)的形式來運(yùn)作的。而在德國(guó)，其公司的等級(jí)制度及管理方式都是非常嚴(yán)格的，而且其高層的管理人員都是具有工科背景的。</p><p>　　每一個(gè)國(guó)家企業(yè)及個(gè)人的追求目標(biāo)也是各不相同的。企業(yè)目標(biāo)反映了國(guó)家資金市場(chǎng)的特性和對(duì)管理層的激勵(lì)措施。比方說，在德國(guó)和瑞士這樣的銀行占據(jù)大部分的國(guó)家股份的國(guó)家，絕大部分的股份都是長(zhǎng)期持有且很少用來交易的。</p><p>　　強(qiáng)而有力的本地競(jìng)爭(zhēng)者的存