外文翻译
浙江师范大学本科毕业论文外文翻译
译文：
文化旅游在奥赫里德作为一种选择性形式的旅游开
发
来源：Sash Korunovski，Naume Marinoski.文化旅游奥赫里德作为旅游开发的选择性形式[J]. 诉讼—社会与行为科学，2012,44：105--113.
摘要：本文的目的是探讨一种特定类型的旅游风格，通过分析它的关键环节断定它与文化遗产是息息相关的。该研究是通过突出它特定区域的应用价值来进行的。文化旅游应该是旅游报价的一部分，第一部分为此创建了一个更广阔的背景，第二部分侧重在特定的旅游目的地，为了确保文化旅游的开发成功，奥赫里德市被定义为一种必要的活动地点。此分析是基于SWOT分析方法来进行应用的，适用于马其顿市更为广阔的领域。有详细的案例分析阐述奥赫里德地区成为了文化旅游最合适的发展地。分析不同的基本领域包括：供应区，治理，营销和推广的范围。为了确保文化旅游在受联合国教科文组织保护的区域可持续发展，众多的必要活动需要去做。如果文化旅游作为一种复杂的旅游类型，通常它应该是被接受的。如果要确保所有利益相关者的参与，那么其发展集群的做法应该也是必不可少的。针对文化旅游每一个参与者来说，如果在基本领域提供了各种相关活动操作，那么它的成功将是非常肯定的。
关键词：文化旅游；奥赫里德；保护区的管理；集群方式
1.介绍
这篇文章研究的目的，是为了为实现部分国家的调整和履行2009-2013年的马其顿的传统旅游发展战略。马其顿的旅游引导集群方式的应用有调整的必要性，通过对旅游产品的设计、方法和实施马其顿旅游的战略方针。本文的主要兴趣在于建立文化旅游。今天的马其顿共和国拥有种类丰富的历史，它突出了丰富的多元文化遗产。马其顿的发展已经明确了连续历史的资金和文化认同（滑稽，中世纪，中世纪晚期），今天这个遗留仍然是显而易见的。这就是为什么文化旅游重点把一笔巨大的财富呈现在马其顿旅游开发中的原因。有研究表明奥赫里德的文化旅游的审查已经通过集群的范围。奥赫里德的所有利益相关者们一起朝着一个共同的目标而指导他们的战略。
这种现代方法的实际性影响是很明显的。首先，因为旅游市场竞争变得日益激烈，第二，在过去几十年的结果变化中，传统的旅游业经营方式已经不能再适应现在的发展了。因此，这个集群除了奥赫里德之外作为一个导频点运用在其他区域好。
本文的主要目的是改善现行战略方法，发展地区的旅游感知。奥赫里德作为试点现场，实施集群的方式将是一个成功的例子，这个例子对其他目的地的文化也是如此。它表示所有利益相关者之间的交流沟通才是成功的关键。因此，通过奥赫里德集群的案例研究，本文是旨在加强和扩大现有的知识在马其顿旅游研究的进行和表示这个方法的积极影响和效益。
2.马其顿文化资源
多样性是马其顿旅游的关键词，目的是去修饰其有形和无形遗产。现在马其顿旅游发展主要是找到合适的可持续的营销计划书和增强工具去证明它们可以作为重点旅游资源。马其顿首先通过文化遗址决定自己的旅游品种，直接把号码穿插在农村，山区和城市景观。在面积只有25713平方公里的地理区域内，目前存在的资源：从新石器时代到奥斯曼帝国的历史时期，有数千件文化古迹；无数的考古遗址（有数百名被保护；纪念古迹；城市、农村和商业建筑的优秀范例；教堂和修道院的数目；中世纪建筑，堡垒，桥梁，铁塔；也有大量的清真寺；从15世纪到19世纪的其他项目；独特的宗教杰作、伟大的文化意义——教堂内众多的图标）。
马其顿文化遗产旅游和所在地的可见性、可获取性和知识性对比起来一般都发展较少，而被联合国教科文组织注册的奥赫里德的古镇和湖泊突出了一些现在流行的文物设施，除了主要的马其顿考古遗址之外，由于维护条件、地理位置，或者由于缺乏交通连接，较差可访问性。许多重大历史价值的其他文物景点仍然几乎无人知晓。
旅游业发展的矛盾入股马其顿显示了这种象征性的奇闻（轶事）：马其顿现已证明并建立了它背后流行名字的内容，除了极少数相关的实际内容，目前在大多数外国人的意识里，历史与美食内涵相连。他有必要去建立一个整体的和连贯的旅游战略产品，是一个重大资产——多样性。
3.过去的马其顿关于文化旅游的活动
几个相关的分权合作的例子已经证明了马其顿演员在地方和区域层面进入该程序需求和能力，从最佳实践知识和诺曼底的法国地区直接转移受益。这个例子当然是一个优秀的实践活动，涵盖。其中包括以遗产和旅游业的可持续发展主题，特别是在贝罗沃和mavrovo 共和国。这种合作是简要介绍：“马其顿共和国和法国大区下诺曼底之间的文化遗产可持续旅游的合作”
法国诺曼底地区和马其顿共和国之间的机构合作，是在法国和马其顿协会的几个联合工作的基础上制定了长达三十年之久的长期计划。协同和支持当地的机构的工作，如公共机构、学校和其他团体的参与。该计划是由法国外交部的支持和被地方协会协调民主机构。
该项目的目标是开发地方治理领域的新行动，特别是以下一些领域的兴趣：新的信息技术，青少年，媒体，文化遗产与旅游业的可持续发展的交流。该计划的目的是维持法国诺曼底地区和马其顿共和国之间更好和持久的关系。这个特殊的平台为这两个领域的文化
通向世界提供了一个提升的机构和沟通。
当地治理依旧是该项目的中心，这个项目旨在通过能力发展两国之间的机构和关联水平的两个国家领土动态的加强。由于该项目当地所有代表的积极的参与，该项目的地方发展问题已成为更广泛和更明显的。这个项目的第五部分集中于文化遗产和可持续旅游，具有以下干预的逻辑。
目标：
加强以地方当局的能力，目的是发展他们城市的另类旅游业
加强文化遗产保护的市政能力
加强当地居民对于文化遗产的保护意识
活动：
a)另类旅游业的发展
关于城市市民愿意为提倡“可持续旅游”共同努力的话题的动画（问卷）；
工作室1.（当地政府的雇员）确定当地方可持续的旅游业开发层次的需要；
工作室2.关于有关另类旅游特定知识的发展
b）文物古迹的保存
贝罗沃的遗产清单；
Mavrovo共和国关于用传统材料进行房屋装修的青年训练
4.文化旅游的分析
在马其顿共和国存在着广大的可能性，关于旅游业开发的成功性和旅游文化战略的实施。“目前旅游业发展的状况、机会和目标将会在下面的部分进行详述”。马其顿文化旅游的潜力可以通过下面几个关键的部分呈现出来。
几个感兴趣的领域是必不可少的提交。
A部分——文化遗产资源：
马其顿作为圣经的发源地，作为马其顿文化和文明的十字路口，丰富的文化遗产始发于人类历史的各个时期（新石器时代，青铜时代和铁器的起源年龄，滑稽期——晚滑稽——早期基督教，中世纪——拜占庭，中世纪晚期——奥斯曼，十九世纪的复兴，二十世纪——现代），清点遗产资源——创造数字化数据库，其他等等。
B部分——游客：
在鲜活的历史形象面前，游客尝试去探索一些未知的奥秘并参与到其中。该村落坐落在眼前的十字路口，没有被商品化的文化遗产资源，有些地区存在已经开发好了的文化遗产旅游基础设施（住宿，服务，运输），还有热情好客的接待社区。
C部分——国家/地方社区：
对文化旅游的发展潜力的认识。在文化旅游产业集群部中界定利益相关者（文化部，保护文化遗产的学院，宗教组织，商业部门，专业协会，地方政府），存在专业性机构将利
益相关者与文化旅游之间连接。
当今的发展状态也是必不可少的。
A段——文化遗产资源：
马其顿的文化潜力方面没有足够的研究活动。在发展的文化旅游中没有文化遗产的列表存在。在旅游活动中没有关于文化遗产使用现状的分析。认为文化遗产是自动旅游资源，缺乏文化遗产管理计划等，其实是一个误区。
B段——游客：
文化旅游品牌在国家层面上是不成立的。把文化旅游潜力和国际市场连接是一个模糊的形象，大部分的旅游机构喜欢用支出代替旅游收入。旅游产品文化周是基于文化遗产资源的。
C段——国家/地方社区：
利益相关者之间的沟通不足。在这个国家大部分地区的优秀人才资源的不足，没有建立文化旅游网络，收集有关文化旅游的访客数据（数据，动机回访，满意度等层面），根据数据来划分利益相关者。
文化旅游发展中存在的威胁不能排除；
欧盟和北约不稳定的进程；
在基建项目中缺乏金融资产；
一些与地方政府的通信问题会导致该国的强有力的政治分裂；
争议一些与邻国之间未解的问题。
第三部分是重要的发展机遇和目标的分析：
A段——文化遗产资源：
为了制定发展的研究战略;要开发连接到文化旅游的文化遗产的物价稳定措施相关方法——可能性和限制；为了提高文化遗产对公众的知名度；为方便马其顿文化遗产的现有数据库的访问和利用利用；去制定游客进入受保护建筑和场所的条件的管理计划。
B段 - 游客：
为了使鲜明的品牌基础上文化遗产资源的国家，要发展强大，创新文化旅游产品;创造有配套的品牌，创造了材料文化旅游产品;开展的品牌和文化广告，宣传及媒体计划旅游产品，等等。
C段 - 国家/地方社区：
为确保文化资源将是在国家/地方一级的可持续发展的工具;要建立利益相关方的文化旅游集群中的一个网络，为了提高通信利益相关者之间;国家/地方领导人谁将会是大使和倡导者对文化旅游的好处;国家/地方领导人谁将会作为决策者的文化旅游，教育公众了解文化旅游等的本质当地社区。
5.聚类法及市场定位（略）
6.奥赫里德市作为在马其顿文化旅游集群产业（略）
7.奥赫里德所需的集群行动（略）
8.结论（略）
原文：
Cultural tourism in Ohrid as a selective form of
tourism development
Saso Korunovskia, Naume Marinoskia *
Abstract
The aim of this paper is to investigate a specific type of tourism associated with cultural heritage through the analysis of the key segments that define it. The conducted research is related to a specific area through which it highlights its applicative value. The first part creates a broader context in which cultural tourism should be a part of the tourist offer. The second section focuses on a specific tourist destination, the city of Ohrid, which defines the necessary activities in order to ensure successful development of the cultural tourism. The analysis is based on the application of the SWOT methodology, applied for the wider area of Macedonia, with a detailed case study elaboration for the Ohrid area as most suitable for development of cultural tourism. The analysis differentiates the basic areas: the supply side, the scope of governance, marketing and promotion, with numerous indicated activities necessary to ensure the sustainable development of cultural tourism in an area protected by UNESCO. Generally it should be accepted that if cultural tourism is a complex type of tourism, then for its development the cluster approach should be essential which will ensure involvement of all stakeholders. If a variety of relevant activities are provided in the basic domains of operation which are addressed to each participant in cultural tourism, then its success will be very certain.
1. Introduction
This paper is the result of the research done as part of the Revision and Implementation of the National Tourism Development Strategy 2009-2013 for Macedonia. The existing need for the revision of the strategic approach towards tourist products design, methods and implementation of Macedonian tourism, led to the application of the cluster approach. The main interest in the paper is set on the cultural tourism. The Republic of Macedo n ia of today is the result of a rich and diverse history, which highlights a wealthy multicultural heritage. Macedonia’s development has clearly been funded on successive historic and cultural identities (Antic, Mediaeval, Late Medieval), whose remains are still visible today. That is why cultural tourism presents a great asset of Macedonian tourism development which focus is put on. The example of cultural tourism in Ohrid has been examined through the scope of clustering. Researched are all stakeholders in the destination Ohrid which together direct their strategies towards a common goal.
The practical implications are evident of this contemporary approach. First because competition on the tourist market is getting tougher and second, it is the result of changes in the tourism industry in the past decades where the traditional methods of operating can not be applied any more. Hence, this cluster approach besides Ohrid as a pilot spot used in the revision can be used to other regions as well.
The main purpose of this paper is to improve the current methodology for strategic development of regions in a tourism sense. Ohrid as a pilot spot for implementing the cluster approach will be a successful example for other cultural destinations as well. It will show that communication between all stakeholders is essential for success. Thus, through the case study of the Ohrid cluster, this paper is aiming to enhance and widen the existing knowledge in tourism research done in Macedonia and to show the positive impacts and benefits this approach has.
2. Macedonian cultural resources
Diversity in Macedonia is the main word to qualify its tangible and intangible heritage. The major Stake of tourism development in Macedonia is now to find the appropriate sustainable marketing offers and enhancement tools to reveal them as key tourist resources. Macedonia first determines itself by the variety and number of cultural heritage sites, directly inserted in its rural, mountain and urban landscapes. On its small geographical area of only 25 713 km2, presently exist: Thousands monuments of culture from the Neolithic to the Ottoman historic periods; numerous archeological sites (with hundreds that are protected; memorial monuments; excellent examples of urban, rural and commercial architecture; vast number of churches and monasteries; medieval buildings, fortresses, bridges, towers; also a large number of mosques; as well as other objects from the 15th till the 19th century; unique religious masterpieces of great cultural importance – numerous icons inside the churches.
The visibility, accessibility, and knowledge by the Macedonians themselves of these cultural heritage resources and sites are generally little developed, and above all contrasted. Whereas the UNESCO registered Ancient Town and Lake of Ohrid has highlighted some now popular heritage facilities, and apart from major Macedonian archaeological sites, many other heritage spots of major historic value remain almost unknown, due to their maintenance conditions, geographic location, or/and poor accessibility due to lack of transport connections.
The tourism development’s paradoxical stake in Macedonia shows through this symbolic anecdote: Macedonia has now to justify and build contents behind its popular name, present in most foreigners’minds with historic and gastronomic connotations but with very few related actual contents. It has to build a coherent and overall tourist strategic product on a major asset –diversity.
3. Past activities regarding cultural tourism in Macedonia
Several relevant examples of decentralized cooperation already illustrate the needs and the capacity of the Macedonian actors at local and regional level to enter such programs and benefit from a direct transfer of know-how and of best practices. The example of the French Region of Lower Normandy is certainly an excellent practice, covering, among others, the topic of heritage and sustainable tourism development, and present, in particular, in Barolo and in Mavrovo. This cooperation is briefly presented: “Cooperation between Republic of Macedonia and French Region of Lower Normandy - Cultural Heritage and Sustainable Tourism” ?
The institutional cooperation between the French region of Lower Normandy and the Republic of Macedonia is based on a three-years-long term Program developed by the combined work of several French and Macedonian associations, working in tandem, and together with the support and the Involvement of local bodies such as public institutions, schools and other associations. The Program is supported by the French Ministry for Foreign Affairs and is coordinated by the Association of Local Democracy Agencies (ALDA).
The project targets to develop new actions in the field of the local governance, and this in particular within the following fields of interest: new information technologies, youth, media, cultural exchanges and cultural heritage & sustainable tourism development. The aim of the program is to contribute to a better and long lasting relationship between the French region of Lower Normandy and the Republic of Macedonia, and this throughout the institution of a specific platform enhancing all relations and exchanges between these two territories while opening them and their cultures to the world.
The local governing remains the centre of the project aiming at the reinforcement the territorial Dynamics between the two countries involved by capacity development on institutional and associative level. This local development dimension of the project has become wider and more evident thanks to the active participation of all local representatives involved in the project actions. The fifth component of the overall cooperation program is focused on Cultural Heritage and Sustainable Tourism, with the following intervention logic.
Objectives:
? Reinforce local authorities capacities in order t o develop alternative tourism in their municipalities
? Reinforce municipalities abilities in preserving cultural heritage
? Reinforce local population’s awareness about their cultural heritage
Activities:
a) Development of alternative tourism
? Animation of group of municipalities willing to work together on the topic of sustainable tourism (questionnaires);
? Workshop 1 (for the employees in the local administration) to identify the needs for development of sustainable tourism on local level;
? Workshop 2 about the development of a specific know-how about alternative tourism
b) Heritage preservation
? Heritage inventory in Barolo;
? Youth training about houses renovation with traditional materials in Mavrovo
4. Analysis of cultural tourism
There exist a vast number of possibilities for successful development and implementation of cultural tourism in the Republic of Macedonia. “An overview of their current state of development as well as development opportunities and objectives will be detailed in the follow ing segments”. Potentialities of Macedonian cultural tourism can be presented through several segments of interest that are essential:
? Segment A – cultural heritage resources:
Macedonia as biblical land; Macedonia as crossroad of cultures and civilizations; Abundance of cultural heritage originating from all periods of human history (Neolithic, Early Antic-Bronze and Iron Age, Antic period – Late Antic-Early Christian, Medieval – Byzantine, Late Medieval –Ottoman, XIX Century Revival, XX Century –Modern); Good inventory of heritage resources – digital database in creation; and so on.
? Segment B - tourists:
Image of living history; Challenge to explore and participate into something unrevealed; The country situated on current crossroads; No-commoditization of the cultural heritage resources; Several regions with significant cultural heritage have developed good tourist infrastructure (accommodation, services, transportation); Warm hospitality of the recipient community; etc.
? Segment C – state/local community:
Awareness of cultural tourism potentials; Defined stakeholders in cultural tourism cluster (Ministry of Culture, Institute for protection of the cultural heritage, Religious organizations, Business sector, Professional associations, Local government); Existence of professional bodies at relevant stakeholders connected with cultural tourism and so on. Essential for the current state of development is to present also:
? Segment A – cultural heritage resources:
Insufficient research activities in cultural potentials of Macedonia; No existing list of the
cultural heritage that have development potentials in cultural tourism; No analysis of the current state of usage of the cultural heritage in tourism activities; Misunderstanding that cultural heritage is automatically touristy resource; Absence of cultural heritage management plans; etc.
? Segment B – tourists:
Cultural tourism brand on national level is not established; Faint image of the country on the international markets connected with cultural tourism potentials; The great numbers of the tourist agencies are interested in outgoing instead in incoming tourism; Week tourist products based on cultural heritage.
? Segment C – state/local community:
Insufficient communication between stakeholders; Deficiency of qualified human resources in the most of the regions in the country; not established cultural tourism network; undeveloped techniques to collect data about visitors in cultural tourism (numbers, motivation for visit, level of satisfaction etc.);Segmented and divided stakeholders; etc.
The threats that exist in cultural tourism development can not be excluded:
? Unstable accession process in the EU and NATO;
? Lack of financial assets in the infrastructural projects;
? Stro ng political division of the country that sometimes causes problems in communications on the national versus local government;
? Disputes und unsolved issues with some of the neighboring countries.
As a third part of this analysis that is important to mention are the development opportunities and objectives:
? Segment A – cultural heritage resources:
To develop coordinative research strategy; To develop relevant methodology connected to valorization of the cultural heritage for cultural tourism –possibilities and restrictions; To improve the presentation of the cultural heritage to the public; To facilitate the access and utilization of the existing database of the cultural heritage in Macedonia; To make management plans prerequisite for involvement of tourist activities into the protected buildings and sites; etc.
? Segment B – tourists:
To make distinctive brand of the country based on cultural heritage resources; To develop strong and innovative cultural tourism products; To create materials that are supporting the brand and created cultural tourism products; To carry out advertising, publicity and media plans for the brand and cultural tourism products; and so on.
? Segment C – state/local community:
To ensure that cultural resources will be a tool for sustainable development on national/local
level; To establish a network of the stakeholders in the cluster of cultural tourism; To improve the communication between stakeholders; To appoint national/local leaders who will be ambassadors and advocates about the benefits of cultural tourism; To appoint national/local leaders who will act as decision-makers in cultural tourism; To educate the local communities about the essence of the cultural tourism and other.
5. Cluster approach and market targeting（略）
6. City of Ohrid as a cultural tourism cluster in Macedonia（略）
7. Actions required for the Ohrid cluster（略）
8. Conclusion（略）
市场营销策略外文文献及翻译
市场营销策略外文文献及翻译 Marketing Strategy Market Segmentation and Target Strategy A market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets. Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency. The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails
外文翻译
Load and Ultimate Moment of Prestressed Concrete Action Under Overload-Cracking Load It has been shown that a variation in the external load acting on a prestressed beam results in a change in the location of the pressure line for beams in the elastic range.This is a fundamental principle of prestressed construction.In a normal prestressed beam,this shift in the location of the pressure line continues at a relatively uniform rate,as the external load is increased,to the point where cracks develop in the tension fiber.After the cracking load has been exceeded,the rate of movement in the pressure line decreases as additional load is applied,and a significant increase in the stress in the prestressing tendon and the resultant concrete force begins to take place.This change in the action of the internal moment continues until all movement of the pressure line ceases.The moment caused by loads that are applied thereafter is offset entirely by a corresponding and proportional change in the internal forces,just as in reinforced-concrete construction.This fact,that the load in the elastic range and the plastic range is carried by actions that are fundamentally different,is very significant and renders strength computations essential for all designs in order to ensure that adequate safety factors exist.This is true even though the stresses in the elastic range may conform to a recognized elastic design criterion. It should be noted that the load deflection curve is close to a straight line up to the cracking load and that the curve becomes progressively more curved as the load is increased above the cracking load.The curvature of the load-deflection curve for loads over the cracking load is due to the change in the basic internal resisting moment action that counteracts the applied loads,as described above,as well as to plastic strains that begin to take place in the steel and the concrete when stressed to high levels. In some structures it may be essential that the flexural members remain crack free even under significant overloads.This may be due to the structures’being exposed to exceptionally corrosive atmospheres during their useful life.In designing prestressed members to be used in special structures of this type,it may be necessary to compute the load that causes cracking of the tensile flange,in order to ensure that adequate safety against cracking is provided by the design.The computation of the moment that will cause cracking is also necessary to ensure compliance with some design criteria. Many tests have demonstrated that the load-deflection curves of prestressed beams are approximately linear up to and slightly in excess of the load that causes the first cracks in the tensile flange.(The linearity is a function of the rate at which the load is applied.)For this reason,normal elastic-design relationships can be used in computing the cracking load by simply determining the load that results in a net tensile stress in the tensile flange(prestress minus the effects of the applied loads)that is equal to the tensile strength of the concrete.It is customary to assume that the flexural tensile strength of the concrete is equal to the modulus of rupture of the
世界贸易和国际贸易【外文翻译】
外文翻译 原文 World Trade and International Trade Material Source:https://www.360docs.net/doc/996656762.html, Author: Ted Alax In today’s complex economic world, neither individuals nor nations are self-sufficient. Nations have utilized different economic resources; people have developed different skills. This is the foundation of world trade and economic activity. As a result of this trade and activity, international finance and banking have evolved. For example, the United States is a major consumer of coffee, yet it does not have the climate to grow any or its own. Consequently, the United States must import coffee from countries (such as Brazil, Colombia and Guatemala) that grow coffee efficiently. On the other hand, the United States has large industrial plants capable of producing a variety of goods, such as chemicals and airplanes, which can be sold to nations that need them. If nations traded item for item, such as one automobile for 10,000 bags of coffee, foreign trade would be extremely cumbersome and restrictive. So instead of batter, which is trade of goods without an exchange of money, the United State receives money in payment for what it sells. It pays for Brazilian coffee with dollars, which Brazil can then use to buy wool from Australia, which in turn can buy textiles Great Britain, which can then buy tobacco from the United State. Foreign trade, the exchange of goods between nations, takes place for many reasons. The first, as mentioned above is that no nation has all of the commodities that it needs. Raw materials are scattered around the world. Large deposits of copper are mined in Peru and Zaire, diamonds are mined in South Africa and petroleum is recovered in the Middle East. Countries that do not have these resources within their own boundaries must buy from countries that export them. Foreign trade also occurs because a country often does not have enough of a particular item to meet its needs. Although the United States is a major producer of sugar, it consumes more than it can produce internally and thus must import sugar.
网络营销外文翻译
E---MARKETING (From:E--Marketing by Judy Strauss,Adel El--Ansary,Raymond Frost---3rd ed.1999 by Pearson Education pp .G4-G25.) As the growth of https://www.360docs.net/doc/996656762.html, shows, some marketing principles never change.Markets always welcome an innovative new product, even in a crowded field of competitors ,as long as it provides customer value.Also,Google`s success shows that customers trust good brands and that well-crafted marketing mix strategies can be effective in helping newcomers enter crowded markets. Nevertheless, organizations are scrambling to determine how they can use information technology profitably and to understand what technology means for their business strategies. Marketers want to know which of their time-ested concepts will be enhanced by the Internet, databases,wireless mobile devices, and other technologies. The rapid growth of the Internet and subsequent bursting of the dot-com bubble has marketers wondering,"What next?" This article attempts to answer these questions through careful and systematic examination of successful e-mar-keting strategies in light of proven traditional marketing practices. （Sales Promotion;E--Marketing；Internet；Strategic Planning ） 1.What is E--Marketing E--Marketing is the application of a broad range of information technologies for: Transforming marketing strategies to create more customer value through more effective segmentation ,and positioning strategies；More efficiently planning and executing the conception, distribution promotion,and pricing of goods,services,and ideas;andCreating exchanges that satisfy individual consumer and organizational customers` objectives. This definition sounds a lot like the definition of traditional marketing. Another way to view it is that e-marketing is the result of information technology applied to traditional marketing. E-marketing affects traditional marketing in two ways. First,it increases efficiency in traditional marketing strategies.The transformation results in new business models that add customer value and/or increase company profitability.
外文翻译
Journal of Industrial Textiles https://www.360docs.net/doc/996656762.html,/ Optimization of Parameters for the Production of Needlepunched Nonwoven Geotextiles Amit Rawal, Subhash Anand and Tahir Shah 2008 37: 341Journal of Industrial Textiles DOI: 10.1177/1528083707081594 The online version of this article can be found at: https://www.360docs.net/doc/996656762.html,/content/37/4/341 Published by: https://www.360docs.net/doc/996656762.html, can be found at:Journal of Industrial TextilesAdditional services and information for https://www.360docs.net/doc/996656762.html,/cgi/alertsEmail Alerts: https://www.360docs.net/doc/996656762.html,/subscriptionsSubscriptions: https://www.360docs.net/doc/996656762.html,/journalsReprints.navReprints: https://www.360docs.net/doc/996656762.html,/journalsPermissions.navPermissions: https://www.360docs.net/doc/996656762.html,/content/37/4/341.refs.htmlCitations: - Mar 28, 2008Version of Record >>
国际贸易英文文献
Strategic transformations in Danish and Swedish big business in an era of globalisation, 1973-2008 The Danish and Swedish context In the difficult inter-war period, a state-supported, protected home market orientation had helped stabilise both Denmark’s and Sweden’s economies, but after WorldWar II priorities changed. Gradually and in accordance with the international economic development, restrictions on foreign trade were removed, and Danish and Swedish industry was exposed to international competition. As a consequence, several home market oriented industries –such as the textile and the shoe industry –were more or less outperformed, while in Sweden the engineering industry soon became the dominant leader of Swedish industry, with companies such as V olvo, Ericsson, Electrolux, ASEA and SKF. In the Danish case, the SMEs continued to be dominant but in combination with expanding export oriented industrial manufacturers such as Lego, Danfoss, Carlsberg and the shipping conglomerates ok and A.P. moller-Marsk. In Sweden and Denmark stable economic growth continued into the 1970s, but due to the problems during the oil crises, the economies came into fundamental structural troubles for the first time since World War II. In the beginning this was counteracted by traditional Keynesian policy measures. However, because of large budget deficits, inflation and increasing wages, both the Danish economy from 1974 and the Swedish economy from 1976 encountered severe problems. Towards the late 1970s Denmark’s and Sweden’s economic policies were thus increasingly questioned. It was clear that Keynesian policy could not solve all economic problems. Expansive fiscal policies in terms of continued deficits on the state budget could not compensate for the loss of both national and international markets and step by step the Keynesian economic policy was abandoned. The increased budget deficit also made it difficult for the state to support employment and regional development. These kinds of heavy governmental activities were also hardly acceptable under the more market oriented policy that developed first in Great Britain and the USA, but in the 1980s also in Denmark and Sweden (Iversen & Andersen, 2008, pp. 313–315; Sjo¨ gren, 2008, pp. 46–54). These changes in political priorities were especially noticeable in the financial market. After being the most state regulated and coordinated sector of the economy since the 1950s, then between 1980 and 1985 the Danish and Swedish financial markets underwent an extensive deregulation resulting in increased competition. Lending from banks and other credit institutes was no longer regulated, and neither were interest rates. The bond market was also opened as the issuance of new bond loans was deregulated in Sweden in 1983. When the control of foreign capital flows was liberalised in the late 1980s the last extraordinary restriction was now gone. Together with the establishment of the new money market with options and derivates, this opened up to a much larger credit market and the possibility for companies to finance investments and increase business domestically as well as abroad (Larsson, 1998, pp. 205–207). Another important part of the regulatory changes in the early 1980s were new rules for the Copenhagen and Stockholm stock exchanges. Introduction on the stock exchange was made much
市场类中英文对照翻译
原文来源：李海宏《Marketing Customer Satisfaction》[A].2012中国旅游分销高峰论坛.[C].上海 Marketing Customer Satisfaction 顾客满意策略与顾客满意营销 Since the 20th century, since the late eighties, the customer satisfaction strategy is increasingly becoming business has more customers share the overall business competitive advantage means. 自20世纪八十年代末以来,顾客满意战略已日益成为各国企业占有更多的顾客份额,获得竞争优势的整体经营手段。 First, customer satisfaction strategy is to get a modern enterprise customers, "money votes" magic weapon 一、顾客满意策略是现代企业获得顾客“货币选票”的法宝 With the changing times, the great abundance of material wealth of society, customers in the main --- consumer demand across the material has a lack of time, the number of times the pursuit, the pursuit of quality time to the eighties of the 20th century entered the era of the end consumer sentiment. In China, with rapid economic development, we have rapidly beyond the physical absence of the times, the pursuit of the number of times and even the pursuit of quality and age of emotions today gradually into the consumer era. Spending time in the emotion, the company's similar products have already reached the same time, homogeneous, with the energy, the same price, consumers are no longer pursue the quality, functionality and price, but the comfort, convenience, safety, comfort, speed, jump action, environmental protection, clean, happy,
外文翻译中文版(完整版)
毕业论文外文文献翻译 毕业设计（论文）题目关于企业内部环境绩效审计的研究翻译题目最高审计机关的环境审计活动 学院会计学院 专业会计学 姓名张军芳 班级09020615 学号09027927 指导教师何瑞雄
最高审计机关的环境审计活动 1最高审计机关越来越多的活跃在环境审计领域。特别是1993-1996年期间，工作组已检测到环境审计活动坚定的数量增长。首先，越来越多的最高审计机关已经活跃在这个领域。其次是积极的最高审计机关，甚至变得更加活跃：他们分配较大部分的审计资源给这类工作，同时出版更多环保审计报告。表1显示了平均数字。然而，这里是机构间差异较大。例如，环境报告的数量变化，每个审计机关从1到36份报告不等。 1996-1999年期间，结果是不那么容易诠释。第一，活跃在环境审计领域的最高审计机关数量并没有太大变化。“活性基团”的组成没有保持相同的：一些最高审计机关进入，而其他最高审计机关离开了团队。环境审计花费的时间量略有增加。二，但是，审计报告数量略有下降，1996年和1999年之间。这些数字可能反映了从量到质的转变。这个信号解释了在过去三年从规律性审计到绩效审计的转变（1994-1996年，20％的规律性审计和44％绩效审计;1997-1999：16％规律性审计和绩效审计54％）。在一般情况下，绩效审计需要更多的资源。我们必须认识到审计的范围可能急剧变化。在将来，再将来开发一些其他方式去测算人们工作量而不是计算通过花费的时间和发表的报告会是很有趣的。 在2000年，有62个响应了最高审计机关并向工作组提供了更详细的关于他们自1997年以来公布的工作信息。在1997-1999年，这62个最高审计机关公布的560个环境审计报告。当然，这些报告反映了一个庞大的身躯，可用于其他机构的经验。环境审计报告的参考书目可在网站上的最高审计机关国际组织的工作组看到。这里这个信息是用来给最高审计机关的审计工作的内容更多一些洞察。 自1997年以来，少数环境审计是规律性审计（560篇报告中有87篇，占16％）。大多数审计绩效审计（560篇报告中有304篇，占54％），或组合的规律性和绩效审计（560篇报告中有169篇，占30％）。如前文所述，绩效审计是一个广泛的概念。在实践中，绩效审计往往集中于环保计划的实施（560篇报告中有264篇，占47％），符合国家环保法律，法规的，由政府部门，部委和/或其他机构的任务给访问（560篇报告中有212篇，占38％）。此外，审计经常被列入政府的环境管理系统（560篇报告中有156篇，占28％）。下面的元素得到了关注审计报告：影响或影响现有的国家环境计划非环保项目对环境的影响;环境政策;由政府遵守国际义务和承诺的10％至20％。许多绩效审计包括以上提到的要素之一。 1本文译自：S. Van Leeuwen.(2004).’’Developments in Environmental Auditing by Supreme Audit Institutions’’ Environmental Management Vol. 33, No. 2, pp. 163–1721
中国的对外贸易外文翻译及原文
外文翻译 原文 Foreign T rade o f China Material Source:W anfang Database Author:Hitomi Iizaka 1.Introduction On December11,2001,China officially joined the World T rade Organization(WTO)and be c a me its143rd member.China’s presence in the worl d economy will continue to grow and deepen.The foreign trade sector plays an important andmultifaceted role in China’s economic development.At the same time, China’s expanded role in the world economy is beneficial t o all its trading partners. Regions that trade with China benefit from cheaper and mor e varieties of imported consumer goods,raw materials and intermediate products.China is also a large and growing export market.While the entry of any major trading nation in the global trading system can create a process of adjustment,the o u t c o me is fundamentally a win-win situation.In this p aper we would like t o provide a survey of the various institutions,laws and characteristics of China’s trade.Among some of the findings, we can highlight thefollowing: ?In2001,total trade to gross domestic pr oduct(GDP)ratio in China is44% ?In2001,47%of Chinese trade is processed trade1 ?In2001,51%of Chinese trade is conduct ed by foreign firms in China2 ?In2001,36%of Chinese exports originate from Gu an gdon g province ?In2001,39%of China’s exports go through Hong Kong to be re-exported elsewhere 2.Evolution of China’s Trade Regime Equally remarkable are the changes in the commodity composition of China’s exports and imports.Table2a shows China’s annu al export volumes of primary goods and manufactured goods over time.In1980,primary goods accounted for 50.3%of China’s exports and manufactured goods accounted for49.7%.Although the share of primary good declines slightly during the first half of1980’s,it remains at50.6%in1985.Since then,exports of manufactured goods have grown at a much
营销-外文翻译
外文翻译 原文 Marketing Material Source：Marketing Management Author：Philip Kotler Marketing Channels To reach a target market, the marketer uses three kinds of marketing channels. Communication channels deliver messages to and receive messages from target buyers. They include newspapers, magazines, radio, television, mail, telephone, billboards, posters, fliers, CDs, audiotapes, and the Internet. Beyond these, communications are conveyed by facial expressions and clothing, the look of retail stores, and many other media. Marketers are increasingly adding dialogue channels (e-mail and toll-free numbers) to counterbalance the more normal monologue channels (such as ads). The marketer uses distribution channels to display or deliver the physical product or service to the buyer or user. There are physical distribution channels and service distribution channels, which include warehouses, transportation vehicles, and various trade channels such as distributors, wholesalers, and retailers. The marketer also uses selling channels to effect transactions with potential buyers. Selling channels include not only the distributors and retailers but also the banks and insurance companies that facilitate transactions. Marketers clearly face a design problem in choosing the best mix of communication, distribution, and selling channels for their offerings. Supply Chain Whereas marketing channels connect the marketer to the target buyers, the supply chain describes a longer channel stretching from raw materials to components to final products that are carried to final buyers. For example, the supply chain for women’s purses starts with hides, tanning operations, cutting operations, manufacturing, and the marketing channels that bring products to customers. This supply chain represents a value delivery system. Each company captures only a certain percentage of the total value generated by the supply chain. When a company acquires competitors or moves upstream or downstream, its aim is