企业绩效管理外文翻译.docx

企业绩效管理外文翻译.docx

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企业绩效管理外文翻译

外文文献翻译译文

一、外文原文

CorporatePerformanceManagement

Abstract

Twoofthemostimportantdutiesofachiefexecutiveofficerare

（1）toformulatestrategyand

（2）tomanagehiscompany’sperformance.Inthisarticleweexaminethesecondofthesetasksanddiscusshowcorporateperformanceshouldbemodeledandmanaged.Webeginbyconsideringtheenvironmentinwhichacompanyoperates,whichincludes,besidesoutsidestakeholders,theindustryitbelongsandthemarketitsupplies,andthenproceedtoexplainhowthefunctioningofacompanycanbeunderstoodbyanexaminationofitsbusiness,operationalandperformancemanagementmodels.Nextwedescribethestructurerecommendedbytheauthorsforacorporateplanning,controlandevaluationsystem,themostimportantpartofacorporateperformancemanagementsystem.Thecorecomponentoftheplanningsystemisthecorporateperformanceevaluationmodel,thestructureofwhichismappedintotheplanningsystem’sdatabase,simulationmodelsandbudgetingtools’structures,andalsousedtoshapeinformationcontainedinthesystem’sproducts,besidesbeingthenucleusofthelanguageusedbythesystem’sagentstotalkaboutcorporateperformance.Theontologyofplanning,theguidingprinciplesofcorporateplanningandthehistoryof”MADE”,thecorporateperformancemanagementsystemdiscussedinthisarticle,arereviewednext,beforeweproceedtodiscussindetailthestructuralcomponentsofthecorporateplanningandcontrolsystemintroducedbefore.Weconcludethearticlebylistingthemainstepswhichshouldbefollowedwhenimplementingaperformanceplanning,controlandevaluationsystemforacompany.

1.Introduction

Twoofthemostimportantcorporatetasksforwhichachiefexecutiveofficerisprimarilyresponsibleare

（1）toformulatestrategyand

（2）tomanagethecompany’sperformance.Inthisarticleweexaminethesecondofthesetasksanddiscusshowcorporateperformanceshouldbemodeledandmanaged.

Toperformistoaccomplish,toachieve（desired）resultsoroutcomes.So,whentalkingaboutcorporateperformance,wearereferringtothedegreebywhichdesiredresultsoroutcomesareachievedbyacompany.Managingcorporateperformanceinvolvesplanning,controlling,analyzingandevaluating,notonlytheresultsachievedbythecompany,butalsothemeansbywhichtheseresultsarereached.Amongtheresults,orgoals,pursuedbymostcompanieswecanmentiongrowth,marketshare,profitabilityandvaluecreation;andthemeanstoachievetheseresultsincludeproductivity,effectiveness,innovationandcompetitiveness.Thosearethetypeofthingsweshouldhaveinmindwhenspecifyingacorporateperformancemanagementsystem.

Beforediscussinghowtomodelcorporateperformance,itisconvenienttoconsidertheenvironmentinwhichacompanyoperates,whichincludes,besidesoutsidestakeholders,theindustryitbelongsandthemarketitsupplies.Themainaspectsofanindustrytobelookedatwhenconsideringitsinfluenceoncorporateperformancearestructureandregulation,themaincompetitors,entrybarriers,substituteproductsandsupplier’snegotiatingpower.Associatedquestionsare:

Howproductionisorganized,verticallyorhorizontally?

Howmuchcompetitiveistheindustryandwhoarethemaincompetitors,thosethatcapturethelargestpartofthemarketshare?

Isitunregulated,self-regulatedorregulatedbyagovernmentagency?

Howstrongarebarrierstotheentryofnewcompetitors?

Canproductsfromotherindustriesfunctionassubstitutesfortheonesproducedintheindustry?

Whataboutthepowerindustrysuppliershavewhennegotiatingpricesandtradeconditions?

Attheoppositesideoftheindustryinthecorporateenvironmentwehavethemarketwherethecompanytradesitsproducts,itsmainattributesbeingsize,growthrate,segmentation,exitbarriersandconsumers’negotiatingpower.Typicalquestionsthatshouldbeaskedwhenassessingitseffectoncorporateperformanceare:

Whatisthemarketsize,indollars,foreachofthecompany’sproducts?

Whataretheshort-termandlong-termmarketgrowthrates?

Isitawholesaleoraretailmarket?

Arethesalescyclical?

Howcanthemarketbesegmented（bygeography,purchasing

power,customerage,etc.）?

Whichbarriersdoesaclientrunintowhenchangingsuppliers?

Doclientshavethepowertoimposepricesandtradeconditions?

Wecallthepeoplewhohaveinterestinorareaffectedbyacompany’sperformanceits“stakeholders”,andgrouptheminthecategoriesof“insiders”and“outsiders”.Theinsidersarethecompany’sentrepreneursorcontrollingshareholdersanditsmanagersandemployees.Theoutsidersincludecustomers,suppliers,minorityshareholders,debtholders,thegovernmentinitsrolesofpublicgoodssupplier,regulatorandtaxcollector,andalsothecommunitieswherethecompanydoesbusiness.Itisi