网络游戏运营与盈利外文翻译
毕业设计（论文）
译文及原稿
译文题目：中国网络游戏产业的商业模式和运作问题
Business models and operational issues in the Chinese 原稿题目：
online game industry
Ian MacInnes,Lili Hu.[J].
原稿出处：
Telematics and Informatics. 2007,24(2):130-144．
中国网络游戏产业的商业模式和运作问题
摘要：互联网越来越的广泛使用使得网络社区如雨后春笋般发展起来。其中特别有趣的现象之一就是网络游戏的出现。本文就虚拟世界的开发者在其探索切实可行的商业模式途中将面临的困难进行论述。本文作为探索性课题是一个对中国虚拟世界的开发者和用户进行研究的个别案例，来确定在这种商业模式下存在的问题。本文讨论宽带和网络游戏以及诸如文化，历史，外挂，私服，虚拟财产贸易，开发商控制，管理和调控此类的反馈效果。尽管大部分中国虚拟世界的运营商都具有盈利能力，但通过密切观察发现即使最成功的中国虚拟世界运营商仍然处于商业模式的早期阶段。
关键词：虚拟世界，中国，商业模式，网络
1. 简介
随着MacInnes(2004a)创造出来的互联网在全球范围内的拓展,网络对于交流变得至关重要。随之而来的结果就是不同形式，为各种目的而发展起来的网络社区为人们提供了工作，社交以及娱乐上的便利。在不同形式的网络社区中最吸引人眼球的就是虚拟世界，但是何为虚拟世界呢？就是人们在一个持续的合成的环境中通过虚拟角色（通常是一个头像）来相互交流。虚拟世界属于网络游戏的一种，在这个虚拟世界中成千上万的人们可以同时参与相互影响。这种在中国最受欢迎的网络游戏就是虚拟世界。
MacInnes(2004a)对虚拟世界这一现象提出了概观。这一概念的提出对于现如今我们通过案例研究来完善这项工作起到了重要作用。我们以一个别案例开始研究中国网络游戏产业，是因为随着宽带的大范围使用，中国的网络游戏为虚拟世界带来的市场的发展速度比许多国家都快。这一点比其他因素更有说服力。本文将从商业形式的前景方面讨论社会，法律，以及一些其他环境方面的问题。现今中国虚拟世界产业所面临的挑战和机遇并不仅仅只在我们国家存在。同样的问题很可能在虚拟世界市场欠发达的北美，欧洲等地区也一样存在。从这一案例中吸取的教训同样可以被那些以网络为根基的产业使用动态商业模式框架来促进技术革新的所使用。
作为探索性课题，这是一个对中国虚拟世界的开发者和使用者进行研究的个别案例，来确定在这种商业模式下存在的问题。本文引用了许多人们对其提出的疑问。比如，中国网络游戏的运营者面对日益增加的竞争问题该采取什么样的策略？中国的网络
游戏公司会在他们的价值链中趋于上游吗？宽带在产业发展中扮演了怎样的角色？中国社会对于这一新的娱乐方式会有如何反应？为什么中国的网络游戏相对于单机游戏发展地更好？
2. 理论背景
互联网的蓬勃发展促使了许多新网络社区的出现。商业虚拟社区面临的一个重要问题是如何找到一个有利可获的商业模式同时兼顾着促使这些社区由最初的小规模向大规模发展。早期的虚拟社区大多都是十分科学的但近期越来越多的发展成果刺激人们在虚拟空间里共享各自的兴趣爱好。虚拟世界不仅为虚拟社区丰富多彩的图形支持，也带来了复杂的市场活动。
在因特网发展的早期，它着重于汇聚研究人员。但一旦大学之间通过网络相互联系了，基于个人爱好的网络社区就开始发展起来了。这些社区往往讨论兴趣还好，娱乐方式等Rheingold(1993）。那时大多使用电子邮件，群发，后来发展为BBS，MUDs,人们就在那里开始创造一个奇妙的世界Castronova(2002）。这些都是现今图形化了的虚拟世界的先驱。
对于网络社区的研究已经改进了。学者已经证明了虚拟社区的使用能改善公民的行为Blanchard and Horan(1998)，促进社会抵制运动的发展De(2003)。虚拟社区同样可以用来创造，集结，组织，运用知识([Bruynseels and Vos,2000], [Daniel et al., 2002], [Jansen et al., 2000] and [Schubert and Koch, 2002])。他们也作为一种管理工具被用于组织中。营销部门发现人们对于产品和服务的迷恋能帮助一家公司发展与顾客的关系，使他们产生对其的忠诚度( [Kardaras and Karakostas, 2000] and [Schubert and Koch, 2002]).。然而这些社区常常会招致公司的批评(Lueg, 2001)。
虚拟社区可以根据活动，会籍的不同种类进行分类。例如，Hagel and Armstrong (1996)把网络社区分为四类：交易社区，兴趣社区，幻想社区，关系社区。相似地，Klang and Olsson (1999)把它们分为社区网络，专业协会，个人社团，“第三位置”（人们会见新老朋友的地方）。Klang and Olsson (1999)确定四种社区类型：论坛，
商店，俱乐部，集市。这里的市场就是买卖实品，或者虚拟商品的地方。这种活动正变得越来越流行。以上四位作者都已承认这些社区不仅具有娱乐价值也同样具有商业价值。本文我们将着重陈述虚拟社区具有的娱乐方面的价值，目的是来理解这个产业的商业模式动态。
很多使用者都愿意为这些社区付钱，比如互联网国际象棋俱乐部(Ginsburg and Weisband, 2003).。更有甚者在结构化的游戏中，会员们会引进一种叫“chekels”用来当筹码，然后用来换成现金。一些社区的社会方面正在迅速为使用者带来商业上的基于这并不是骇人听闻的。社区的设计假想通常可以决定开发者是否能为使用带来利益。缺少公司控制能造成困难。尽管世上有成千上万的人活跃于这些虚拟世界中，但学者们只是最近才开始认识到这些社区的发展动态。
因为这些虚拟世界如今已能产生盈利，本研究着重于那些社区的商业模式方面。在过去5年里商业模式文献数量已经有了增长地飞快，对于虚拟世界开发者与使用者在试图开发基于虚拟财产的有利可图商业的道路上遇到的困难将带来帮助。学者在研究商业模式上做的贡献可分为三个领域：研究单个因素来突出他们的重要性，研究证明能使一种商业模式成功的几个条件，研究证明商业模式的组成成分。
我们把重点放在这个产业的商业模式方面的其中的一个原因是它所具有的巨大经济潜力。即使在应用率较低的中国，这个产业正在产生巨大的经济收入。我们因此需要去理解这个产业是怎样发展起来的，将来会朝着哪个方面发展。这些商业模式的文献数量已经相当丰富了，甚至有点过头了。在很多方面，学者往往过分单独强调许多模式已经参与了成分的静态分析，而笔者认为这是影响了公司的经济发展的。这些静态商业模式在一定程度是无效的，我们分析一个新兴产业，往往开发商在找到切实可行的商业模式之前他们必然会经历很多困难。MacInnes (2004a)考虑到发展中产业的动态因素提出了一个四阶段动态商业模式框架的理论。这一理论特别是为比如中国网络游戏市场一类的新兴产业所设计的。
2.1. 动态商业模式框架
动态商业模式框架是用来观察商业发展经历，来更好地了解他们的产业。这对于虚拟世界游戏开发商，运营商刚成立的业务分部来说尤其适用。这一模式由四个相互关联的阶段组成。如下图：
图1：动态商业模式
影响一个公司商业模式在其早期阶段与成熟阶段的因素是不同的。第一阶段技术问题是最为重要的；第二阶段环境问题，例如应该注重法律；第三阶段开发商可以结合传统收入模式；第四阶段应着重于支撑商业的因素。
虚拟社区的企业和用户模式开始出现，公司仍有许多事情要去解决。这一部分引用了其他学者已确定的四个阶段的成功商业模式。基于这些因素，在开发虚拟世界的不同阶段将面临的问题都有可能解决。
2.1.1.第一阶段：技术因素
在技术开发的早期阶段，技术因素对于商业成功起着至关重要的作用。这些技术因素是那些正在销售的产品或服务所固有的。我们应当注意的是在信息领域许多商业是从技术革新发展起来的。因此我们需要找到一种商业模式使他们的产品朝着努力的方向商业化。不幸的是技术有时候并不完全被商业化所适用，这些问题需要在公司进行营利模式之前就被解决。
在虚拟世界产业中，技术因素可以摧毁一家公司因为人们在虚拟世界中创造的财产拥有相当大的价值。如果这些财产因为技术问题或者安全漏洞问题丢失的话，那么开发者将会失去信誉，破产，或者因为不赔偿用户而被起诉。因此，在虚拟世界中人们拥有客观的财产，公司服务器的安全问题必须放在首要位置。Duh et al. (2001)发现市场的安全性和完整性因素是至关重要的，我们必须把他们放在首要位置，因为只有这样会员才会信任虚拟世界的开发者。
2.1.2.第二阶段：环境因素
商业模式的第一阶段的技术问题已经解决了。虚拟世界现在进入第二阶段要来克服环境因素所带来的问题。环境因素包括法律，社会，一般的经济限制。这一阶段通常被所忽略，因为直到技术商业化后人们才可能意识到技术为社会带来的问题。许多
商业化的技术如录像机，对等网络等由于法律问题或者对社会，经济有着不良影响，受到了人们的质疑。Vasilopoulou et al. (2002)提出政策和规则对于商业模式的成功
的起着至关重要的作用。相似地，Schroeder et al. (2001)认为缺乏安全保障，组织和法律问题是公司从传统商业模式过渡到电子商务过程中最难克服的问题。在目前对于这一商业的法律机制尚未成熟的情况下这些论文中所提到的法律问题也将起着一定的作用。例如，谁拥有虚拟世界的财产，或者是虚拟货币的兑换是否赋予虚拟银行功能。随着虚拟世界平行于现实世界，当出现违法事件的时候政府可能会出面干预，或遇通货膨胀时会去保护财产。
2.1.
3.第三阶段：收入模式问题
商业模式发展的第三阶段主要是传统的问题，例如收入来源，顾客价值，成本和基础设施管理。从笔者已研究的单独因素上看，瓦斯尼和海德强调使用增加转换成本来作为维持顾客忠诚度的这一策略。或在这种商业模式内从一网站上创建和维护社区来支持，促进经济活动。随着时间的推移作为参与者发展的属性和角色的结果虚拟世界拥有高转化成本。他们会发现换到另一个虚拟世界，或者重新开始一个角色，发展新的关系这会需要很高成本。瓦斯尼和海德也暗示开发互补产品。一些公司运营网络游戏卖真实产品用来换成数码产品。相似地，Amit和Zott说网络游戏公司在这一阶
段也会考虑到其他传统因素，包括：1.降低交易成本形式下的效率问题。2.技术，活
动和产品之间的互补。3.锁定网络外部性和高转换成本。4.新结构，内容，参与者带来的新奇问题。虚拟世界为玩家提供新奇的内容。但它们可以无限制地虚拟因为用户可以添加内容，有着丰富多彩的体验。在所有令开发虚拟世界的公司感到最棘手的问题包括人员发展，社区发展以及资产管理。随着一些用户发展他们自己的商业，开发商渐渐失去了控制。
Business models and operational issues in the Chinese online game
industry
Abstract：The rapid growth of Internet usage has enabled many new online communities to develop. A particularly interesting phenomenon that has arisen through Internet communities is the virtual world (VW) style of online game. This paper identifies the challenges that developers of VWs will face in their efforts to find viable business models. This is a single case study of China as an exploratory project to determine the issues
surrounding business models for virtual world developers and users. The paper discusses the feedback effects between broadband adoption and online games as well as issues such as culture, history, Waigua, private servers, virtual property trade, developer control, governance, and regulation. In spite of the profitability of major Chinese VW operators, close observation of the Chinese case suggests that even the most successful VW operators are still in the early stages of their business model development.
Key words：Virtual world China Business model Online game
1.Introduction
As the Internet continues to grow worldwide, Internet-based channels have become increasingly important for communication. As a result, online communities of many forms and for various purposes have developed and have enabled people to work, socialize and entertain themselves. Among the many types examples of online communities, a particularly interesting phenomenon is the virtual world (VW), a persistent synthetic environment where people communicate with each other using a virtual persona, often called an avatar. VWs are a type of online game that can have thousands of people involved and potentially interacting at the same time. The vast majority of popular online games in China are VWs.
MacInnes (2004a) provided an overview and framework for understanding the VW phenomenon. It is now important to supplement this work through case studies. We chose to begin with a single case study of the Chinese online game industry because its market for VWs is growing more quickly than in many other countries due to the rapid adoption of broadband among other factors. Social, legal and other environmental issues are discussed in this paper from the perspective of business models. The challenges and opportunities facing the current Chinese VW industry are not merely country specific. The same issues are likely to play out as less developed VW markets in North America and Europe grow. The lessons from this case can also be compared to other Internet based industries using the dynamic business model framework for emerging technologies (MacInnes, 2004a).
This is a single case study of China as an exploratory project to determine the issues surrounding business models for virtual world developers and users. The paper addresses a number of questions. What alternative strategies are available to Chinese online game operators who are facing an increasingly competitive market? Will Chinese online game companies move upstream in their value chain? What is the role of broadband in the
development of the industry? How is Chinese society reacting to this new form of entertainment? Why has the online game industry achieved greater success in China than stand-alone computer games?
2.Theoretical context
The growth of the Internet has enabled many new virtual communities to be established. One of the key issues facing a commercial virtual community is finding a profitable business model that also fosters the initial growth of the community toward critical mass. Early virtual communities were mainly scientific but more recent developments have motivated people to congregate in a virtual space to share personal interests. Virtual worlds provide a new level of graphical richness to virtual communities while also supporting complex market activities.
The early years of the Internet emphasized bringing together researchers but once many universities were connected, communities based on personal interests developed. These often involved hobbies and entertainment (Rheingold, 1993). In these early days the most common technologies were e-mail and listservs that later evolved into bulletin boards and MUDs where people began to create fantasy worlds (Castronova, 2002). These were forerunners of today’s graphical virtual worlds.
Research about online communities has evolved. Scholars have documented the effectiveness and use of virtual communities in society to foster, for example, civic behavior (Blanchard and Horan, 1998) and social resistance movements (De, 2003). Virtual communities can also be used to create, gather, organize, and manage knowledge ( [Bruynseels and V os, 2000], [Daniel et al., 2002], [Jansen et al., 2000] and [Schubert and Koch, 2002]). They have also been used as a management tool in organizations. Marketing departments have found that people’s fascination with the product or service can help a company develop relationships with customers to generate loyalty ( [Kardaras and Karakostas, 2000] and [Schubert and Koch, 2002]). These communities often result in criticism of companies, however (Lueg, 2001).
Virtual communities can be classified according to types of activities and membership. For example Hagel and Armstrong (1996) identified four categories of online communities: communities of transactions, communities of interest, communities of fantasy, and
communities of relationship. Similarly Klang and Olsson (1999) divide them into community networks, professional societies, personal societies and the “third place,” where people go to meet with new and old friends. Klang and Olsson (1999) identify four types of communities: the forum, the shop, the club, and the bazaar. The bazaar involves activities where the members themselves are buying and selling physical and now virtual products as well. This type of activity is becoming more and more prevalent. These authors have recognized the entertainment as well as the commercial value that communities have. In this paper we focus primarily on the entertainment segment of virtual communities and aim to understand the business model dynamic of this industry.
Many users are willing to pay for communities such as the Internet Chess Club Even in a structured game such as chess, members introduced “chekels,” a monetary unit that could be exchanged for dollars. It is thus not surprising to see that the social aspects of these communities are rapidly transforming into commercial opportunities for users as well. Design assumptions of the community will often determine whether developers want to encourage or discourage the profit motives of users. Lack of company control can cause difficulties. Even though there are millions of people around the world who are active in these virtual worlds, scholars have only recently begun to understand the dynamics of these communities.
Because of the revenue streams that virtual worlds are now able to generate, this study focuses on the business model aspects of those communities. Business model literature has grown rapidly over the past five years and is helpful in understanding the challenges that VW developers and users are likely to face in their attempts to develop profitable businesses based on virtual property. Contributions from scholars in business models can be divided into three areas: studies that focus on single factors to highlight their importance, studies that identify several elements that make a business model successful, and studies that identify business model components.
One of the reasons why we want to focus on the business model aspects of this industry is because of its large economic potential. Even with its relatively low adoption percentage in China, the industry is already generating large revenues. We thus want to understand how the industry has evolved and how it will be able to generate further growth. The business model literature is quite rich and sometimes overwhelming. In many instances scholars
have tended to emphasize some aspects over others and many of their models have involved static analysis of the components that the authors believe affect the economic success of companies. These static models are, to a certain extent ineffective when we are analyzing an emerging industry, as they have to go through many challenges before they have a viable business model. MacInnes (2004a) provides a four stage dynamic business model framework that takes into consideration the dynamic aspects of an evolving industry. The model was designed specifically for emerging industries such as the Chinese online game market.
2.1. The dynamic business model framework
The dynamic business model framework was designed to take into consideration the evolution that businesses experience as they become more knowledgeable about their industry. This is particularly true for business segments that are just emerging as is the case with virtual world game developers/operators. The model is composed of four interrelated stages. Fig. 1 shows the different stages.
Fig1 Dynamic business model framework for emerging technologies.
The factors that affect the success of a company’s business model at its early stages are different from those affecting the business at a more mature stage. In the first stage technical issues are of greatest importance. In the second stage environmental factors such as law and adoption should be considered. In the third stage developers can begin to incorporate traditional revenue model factors. The fourth stage focuses on factors that will sustain the business.
Corporate and user models around virtual communities are beginning to emerge and companies still have many elements to work out. This section addresses the factors that other scholars have identified in each of the four stages that contribute to the success of a
business model. Based on these factors it is possible to specify the challenges that these virtual worlds will face as they move through different stages of development.
2.1.1. First stage: technological factors
In the early stages of technological advance, technical factors are crucial to the success of the business. These technical factors are those that are inherent to the product or service being sold. It should be noted that in the information field many businesses emerge from technical innovations. Thus finding a business model that allows them to commercialize such products is the natural progression to their efforts. Unfortunately sometimes the technology is not entirely ready to be launched commercially and these issues need to be dealt with before the firm can concentrate on revenue models.
2.1.2. Second stage: environmental factors
Many of the technical aspects faced in the first stage of business models have been overcome. VWs are now in the second stage where they have to overcome environmental factors. Environmental factors include legal, societal, and general economic limitations. This is a stage that is generally overlooked because it is not until a technology has been commercialized that people might realize the problems that the technology could pose for society in general. A number of commercialized technologies, such as the VCR and some peer-to-peer networks, have had their survival challenged because of a legal problem or another negative impact on society or the economy. Vasilopoulou et al. (2002) point out that issues of regulation and policy are critical to the success of a business model. Similarly Schroeder et al. (2001) determined that lack of security, organizational, and legal issues are the most difficult to overcome when companies make the transition from a traditional business model to one centered on electronic commerce. The legal issues that both of these papers identify will also play a role in these businesses as it is not yet clear in a legal sense, for example, who owns property in VWs or whether the convertibility of virtual currencies gives VWs banking functions. As VWs appear to parallel the real world, governments may want to intervene when illegal activities occur or to protect assets if there is inflation.
2.1.
3. Third stage: revenue model concerns
The third stage of business model development focuses on traditional concerns such as revenue sources, customer value, costs, and infrastructure management. From the authors that have looked at single factors Wathne and Heide (2001) emphasize the use of strategies that increase switching costs as a way of maintaining customer loyalty, or look at a way of
creating and maintaining communities within the context of the business as a way of supporting and enhancing the economic activity from a website. VWs have high switching costs as a result of the property and persona that a participant in such a community develops over time. They may find it costly to switch to another VW and have to begin another persona and develop new relationships. Wathne and Heide also suggest developing complementary products. Some companies running online games offer physical products that can be exchanged for their digital versions. Similarly other traditional factors that companies in the online game industry can consider at this stage, according to Amit and Zott (2001), include: (1) efficiency in the form of reduced transaction costs; (2) complementarities between technologies, activities and products; (3) lock-in through network externalities and high switching costs; and (4) novelty through new structures, content and participants. VWs provide novel features for their players and they are virtually limitless as users can add content, improving the richness of the experience. Among the most challenging factors that companies developing virtual worlds face are member development, community development, and asset management (Williams and Cothrel, 2000). With some users developing their own businesses, developers lose some control.
客户关系管理文献综述
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客户关系管理外文文献翻译
CUSTOMER RELATIONSHIP MANAGEMENT As. univ. drd. Mihaela Cornelia Prejmerean Lect. univ. dr. Alina Mihaela Dima Academy of Economic Studies, Bucharest Abstract: After 17 years of economical and market development, Romanian companies face a new challenge: the tough competition from the European Union and the battle for the customers. The Romanian enterprises will have to learn not only how to attract customers, but also how to keep them. Marketing programs include now aspects regarding customer orientation, relationship management, loyalty and quality. In this paper, we will follow the main aspects, characteristics, dimensions and processes of Customer Relationship Management, and we will analyze the challenges that the local companies will have to face. Examples from the financial service sector will round the actual situation of the implementation of the CRM rules and principles in Romania. Keywords: marketing information system; customer relationship management; business asset, customer acquisition; customer retention. 1. Introduction In the last decade, the majority of the companies were preoccupied with production, recession, mergers, new technologies and business regulation. Romania’s accession in the European Union will bring many advantages for further development, together with membership in a Common Market with common policies on product regulation, and freedom of movement for all the four factors of production (goods, services, capital and labor). This means that Romanian companies will compete with other companies from the EU directly in their home market. European companies are more flexible and mobile and will put a high pressure on the local companies in order to produce better products, launch better offers and services and orientate more towards their customers. High revenue equals important customer is a classic rule when the company organises its customer policy. “An imp ortant customer brings a gross amount of money for our enterprise” has become a reflex for many compa nies abroad and perhaps in Romania, too. But is this always true, or do we need more information than a simple figure reported at the end of the year? 2. Marketing information system A winning company is more productive in acquiring and retaining customers, to
毕业论文外文文献翻译Android平台上的社交应用和游戏应用来比较学习软件体系结构
毕业设计（论文）外文文献翻译 文献、资料中文题目：通过开发Android平台上的社交应 用和游戏应用来比较学习软件体系结构 文献、资料英文题目： 文献、资料来源： 文献、资料发表（出版）日期： 院（部）： 专业： 班级： 姓名： 学号： 指导教师： 翻译日期： 2017.02.14
通过开发Android平台上的社交应用和游戏应用来比较学习软件体系结构 1.引言 电脑游戏和视频游戏非常受儿童和青少年的欢迎，在年轻人的文化发挥了突出的作用[1]。现在游戏可以在技术丰富的配备了笔记本电脑，智能手机，游戏机（移动和固定），机顶盒，和其他数字设备的环境中运行。从这一现象，人们相信将年轻人对游戏的内在动机与教育内容和目标结合就会变成Prensky称之为“以数字游戏为基础的学习”的学习方法[2]。 青年学生生活的游戏中除了丰富的外观，游戏开发技术已经成熟，并且越来越先进[3]。基于现有的各种游戏开发环境，游戏开发过程中的全部责任可以分为几个的专家领域和角色，如游戏程序员，3D模型的创造者，游戏设计师，音乐家，漫画家，剧作家，等等。游戏内容与技术相结合的过程可以通过游戏引擎和使用网络上的各种用户和专家社区的可用信息得到简化。例如，微软的XNA 游戏开发工具包提供的游戏循环函数绘制及更新游戏内容，而且还提供了方便的游戏开发组件来加载不同格式的图形，音频和视频。这使得游戏迷们如无论有没有编程背景的学生修改现有的游戏或开发新游戏。他们可以用这些游戏创作工具实现自己的游戏概念设计，学习发展技能和相关知识，积累相关的实际经验。 在这种情况下，不但游戏可以用于学习而且通过激发任务机制，游戏开发工具可以用来研究计算机科学（CS），软件工程（SE），和游戏编程相关主题。一般来说，游戏可以用三种方式集成在教育中[4,5]。首先，游戏可以用来代替传统的练习，鼓励学生把额外的努力用来做练习，给老师或助教一个实时地监控学生是如何练习的机会[6，7]。第二，游戏可以作为一个讲座的一部分来促进学生的参与，增加学生的动力[8,9]。第三，将要求学生们修改或开发游戏作为使用游戏开发框架（GDF）学习CS和SE方面技能的课程的一部分。我们把后者的学习方法为以游戏开发为基础的学习（GDBL）。GDF表示可以用来开发或修改游戏，例如，该工具包的游戏引擎，游戏编辑器，或游戏（模拟）平台，甚至任何集成开发环境（IDE），如Visual C + +，Eclipse和Android SDK，J2ME，因为所有的人都可以用来开发游戏。 本文重点研究学生通过在Android平台开发游戏应用学习软件体系结构和在Android平台开发社交应用（例如，天气预报，聊天软件）学习软件体系结构的相似点和不同点。将游戏开发放到CS或者SE课程中的动机是利用学生对游戏及游戏开发的迷恋来激发他们通过该项目更多更好的学习课程材料。
客户关系管理研究文献综述
客户关系管理研究文献综述 摘要：客户关系管理（CRM）是最近几年管理界热烈讨论的话题，经济的发展与人民生活水平的提高，使得原来以产品为到现在为导向的企业经营模式已日益不能满足消费者多样化、个性化的需求，客户关系管理就成为企业界关注的领域，本文拟从信息的角度对当前客户关系管理研究进行总结，为今后的研究奠定基础。 关键词：客户关系管理（CRM）、信息技术（IT）、功能 近年来，“顾客满意”似乎已成为企业界人士最常挂在嘴边的用语，因为他们认识到顾客是最终评定产品及服务品质优劣，并能决定是否继续与该公司交易的人，也就是说顾客是公司利润的源泉。随着竞争日趋白热化，全球各公司获取顾客光顾的成本不断增高，加上顾客多样化选择的机会等因素，让人感觉生意越来越难做。面对越来越挑剔的顾客和激烈的同行竞争，吸引新顾客和保留现有顾客已成为企业必须面对的重要课题，因此研究客户关系管理（CRM 或Customer Relationship Management）对于满足客户个性化需求，提高客户忠诚度和保有率，实现缩短销售周期、降低销售成本、增加收入、扩展市场，从而全面提升企业的赢利能力和竞争力有着重要的作用。因此，本文旨在对客户关系管理的研究现状进行总结，以便在此基础上做更深入的研究。 1 客户关系管理的概念 所谓客户关系管理是一种以客户为中心的经营策略，它以信息技术为手段，并对工作流程进行重组，以赋予企业更完善的客户交流能力、最大化客户的收益率①。 客户关系管理是一个IT业术语，它涵盖了方法学、软件技术和网络技术，通过一种组织化的方式来帮助企业管理客户关系。 客户关系管理是一概念，它把管理理念和业务实践融合在一起，它继承了销售、定单管理、客户服务以及协调和统一在客户生命周期内与客户交互的所有信息。CRM帮助企业管理单个客户，通过快速响应和高效的服务建立同客户之间的牢固关系。 客户关系管理应用是一个前端应用工具，通过它能够很方便地捕捉、融合、分析和共享企业已有的和潜在客户的信息。此过程主要贯穿市场、销售和服务阶段，目的是为了更好地了解客户，精确地定位客户对企业的产品和服务提出的需求。CRM软件的实施主要有两个目标：第一，使得企业能更有效地定位、联系和赢得新客户；第二，使得企业与现有客户之间的关系更牢固。 CRM不是一个产品或服务，而是一种商业策略，通过它来有效管理企业客户关系，它为企业的每一个客户提供了一个完整的集成视图。 综合以上对客户关系管理的定义和有关文献可以看出：CRM是在信息技术支持下，依据一定的商业规则形成的软件工具，目的是为了更好地服务于客户和留住客户，增强企业竞争力最终达到赢利的目标②。 2 客户关系管理的研究现状 近年来，国内外的学者对客户关系管理理论、方法和实施做了多方面的研究。主要是针对客户关系管理的重要性、客户关系管理的基本功能和技术要求以及如何实现客户关系管理等。从信息的角度，客户关系管理的代表性的研究有：Hurwitz Group提出的CRM的六个主要的功能和技术要求；余军合，吴昭同（2000）提出的客户关系管理的三大基本功能；江波（2002）提出的客户关系管理的技术架构和典型功能以及技术实现；AMT网站客户关系管理研究小组提出的CRM系统具有的五大功能模块；以
财务管理专业财务管理和财务分析大学毕业论文外文文献翻译及原文
毕业设计（论文） 外文文献翻译 文献、资料中文题目：财务管理和财务分析 文献、资料英文题目： 文献、资料来源： 文献、资料发表（出版）日期： 院（部）： 专业：财务管理 班级： 姓名： 学号： 指导教师： 翻译日期： 2017.02.14
外文翻译原文 Financial Management and Analysis is an introduction to the concepts,tools, and applications of finance. The purpose of this textbook is to communicate the fundamentals of financial management and financial analysis.This textbook is written in a way that will enable students who are just beginning their study of finance to understand financial decision-making and its role in the decision-making process of the entire firm. Throughout the textbook, you’ll see how we view finance.We see financial decision-making as an integral part of the firm’s decision-making, not as a separate function. Financial decision-making involves coordination among personnel specializing in accounting, marketing, and production aspects of the firm. The principles and tools of finance are applicable to all forms and sizes of business enterprises, not only to large corporations. Just as there are special problems and opportunities for small family-owned businesses(such as where to obtain financing), there are special problems and opportunities for large corporations (such as agency problems that arise when management of the firm is separated from the firm’s owners). But the fundamentals of financial management are the same regardless of the size or form of the business. For example, a dollar today is worth more than a dollar one year from today, whether you are making
盈利能力分析文献综述
盈利能力分析文献综述 文献综述摘要：随着经济的快速发展，人民对于物质的需求越来越高，然而物质的通货膨胀，全球的经济危机，越来越多的企业难以在复杂多变的社会下生存下去。特别对于奶制品而言，在经历08 年三聚氰胺事件过后，人民将购买的目光转向了国外奶制品，对于国产奶制品持相当怀疑的态度，从而导致中国很多奶制品企业都处于倒闭的边缘。盈利能力与质量的分析作为利润表分析的一个非常重要的环节，是企业获得利润最直观的表现。在中国奶制品企业发展日新月异的今天，企业不仅对自己的产品越来越重视，同时对于企业盈利能力的重视也逐渐加大。怎么降低企业的生产成本，提高企业获利的能力是各大企业所研究的重点。而盈利能力提高的一条重要途径无疑是提高净利润。本文通过结合伊利股份有限公司的实际情况，充分考虑其面临的内部与外部环境，采取正确的盈利能力模式，对于伊利股份有限公司而言具有重要的理论意义和迫切的现实意义。关键词：伊利公司、盈利能力、盈利质量前言：随着社会经济的高速发展，现代的企业无不把利润、竞争、创新与盈利能力放在首要位置上，并且给予极大的重视，都希望在对市场发展和竞争对手预测的基础上拟定自己相应的对策，力图使自己在盈利能力上高人一等，并且使企业更加的强大，获得成长和胜利，而这些问都可以归结为企业的盈利能力。一、盈利能力与盈利质量概述彭新亮（2008）在《北方经贸》的上市公司财务报表分析指标浅析中说道：上市公司的财务报表是公司的财务状况、经营业绩和发展趋势的综合反映，是投资者了解公司、决定投资行为的最全面、往往也是最可靠的第一首资料，而企业的盈利能力和偿债能力是财务分析的核心指标。刘淑蓉（2007）在《上市公司盈利能力分析研究》
网络游戏选择外文翻译文献
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