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低附加值的英文

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"低附加值"怎么读用"低附加值"造句

英文翻译手机手机版

  • low added value

例句与用法

  • Asia remains a material supplier and product processor , concentrating on the production of labor - intensive products and low value - added products
    亚洲仍然是一个原料供应地和产品加工厂,致力于劳动密集型产品和低附加值产品的生产。
  • The restriction and competition from america , europe and some other developing countries have made the road for export more and more narrow
    美欧以及其它一些发展中国家的限制和竞争,使得我国纺织服装产品的低附加值产品出口之路越来越窄。
  • In addition , the labor and employment policies of huangpu district are designed to benefit labor - intensive industries of handwork and low added value
    同时,黄浦区劳动就业政策也十分有利于简单手工操作与低附加值的劳动力密集型工业发展。
  • British businesses will only be able to compete in the global economy if more resources are moved from low to high value - added areas
    “如果越来越多的资源被从低附加值领域转移到高附加值领域,那么英国的工商业就只能在经济全球化的环境下参与竞争。
  • Going into 2008 , we expect investment growth to slow in some sectors ? including energy - intensive , environmentally damaging , and low value - added production where the slowing is a response to continuing administrative curbs
    展望2008年,我们预计一些产业的投资增长将会放缓,包括高能耗、高污染和低附加值的生产,反映持续的行政调控手段的影响。
  • Through outsourcing , an enterprise will be able to obtain key expertise from professionals in a faster and more effective way , significantly improving the management of its business operation and position itself in the market more advantageously
    我们关注的行业从一开始的制造业不断扩大到金融运输电信和教育等行业所提供的服务项目也从单一的到多元的,简单的到多功能的,低附加值的到高附加值的。
  • This thesis regard internal property reorganization in the group of pangang as the research object , from chengdu seamless steel pipe limited liability company with chengdu iron and steel works inside exterior environment reorganizing in front and back commences , making use of to exceed the makel - bot with of five factors competition models and the method of factors analysis , after analyzing the reorganization of the business enterprise a profession for facing competes the situation . develop the development the business enterprise with the profession industry from the international local profession rival circumstance after analyzing the reorganization should the market position of the establishment with develop the strategy target . make use of the swot the analysis the method , to after the reorganization the development strategy of the business enterprise , from manage the angle proceeded the fixed position analyzes , for after the reorganization business enterprise development provided four kinds of developments strategy that eligibility choose : the brave development strategy , request the resources advantage , funds advantage , human resource advantage , technique advantage that new company make the most of new business enterprise in empress in reorganization , is an essential condition to increases to manage the level , quickly technique reforms , develop the high and additional worth product with new product production line , as soon as quikly change to strong and large business enterprise , realizes soon steel aircraft carrier dream ; dispersion strategy , the technology market quota with deal with produce high additional worth product , completely promote business enterprise brand image , extend high carry product of the exaltation product , is a necessary means to increases business enterprise performance , realizes business enterprise target ; defense strategy , adjusting the business enterprise organizes construction , reducing the intensive type in labor and the low additional worth product line , lower bad the property saves the deal , alleviating the business enterprise burden , attaining the casual wear go to battle , benefitting to the challenge that make frontal attack the rival ; withdraw strategy , compress the production of the high depletion and high cost product , simplify the production craft , controlling the cost of the end product in the lower level , is a valid path to increases business enterprise competition ability
    本论文以攀钢集团内部的资产重组为研究对象,从成都无缝钢管有限责任公司与成都钢铁厂重组前后的内外部环境入手,运用迈克尔?波特的五力竞争模型及因素分析法,分析了重组后的企业所面临的行业竞争态势。从国际国内行业竞争对手情况和本行业发展动态分析了重组后企业应确立的市场地位和发展战略目标。运用swot分析法,对重组后企业的发展战略,从管理角度进行了定位分析,为重组后企业发展提供了可选择的四种发展战略:即大胆发展战略,要求新公司充分运用重组后新企业的资源优势,资金优势,人力资源优势,技术优势,是提高管理水平,加快技术改造,开发高附加值产品和新产品生产线,尽快立于强势企业之林,早日实现“钢铁航母”梦的必要条件;分散性战略,提高产品的科技含量和生产高附加值的产品,全面提升企业品牌形象,扩大高端产品的市场份额,是提高企业效益,实现企业目标的必要手段;防御性战略,调整企业组织结构,削减劳动密集型和低附加值产品生产线,降低不良资产存量,减轻企业包袱,做到轻装上阵,有利于迎击竞争对手的挑战;退出性战略,压缩高消耗、高成本产品的生产,降低低端产品的比例,精简生产工艺,将最终产品的成本控制在较低水平,是提高企业竞争力的有效途径。
  • Industrial clusters are the salient features of zhejiang ' s economy , and imitated by other areas because of the advanced nature . but this model is beginning to expose the defects : as a regional structure of a single - market risks diminished , with all countries prospering or declining as one , a loss ; existing industrial clusters are mostly low value - added products , the competitiveness of the gradual weakening
    集群经济是浙江经济的显著特征,并因其先进性被中国其它地区竞相仿效。但这一模式的弊端也开始显现:由于产业结构单一造成区域性的抗市场风险能力减弱,一荣俱荣,一损俱损;现有的产业集群多为低附加值产品,竞争能力在逐渐减弱。
  • The primary reason is that in shandong province the resource of labor force and the natural resources are abundant , so the costs are low , simultaneously compared with the relatively economic advanced provinces , the general level of science and technology in shandong province are lower , and the fund of research & development is pinch
    也就是说,山东省工业仍以资源密集型、低附加值产品为主角。究其原因,主要是由于山东省劳动力资源和自然资源丰富,成本较低,同时,与全国经济发展较发达的省市相比,山东省科学技术总体水平较低,研究和开发资金匮乏。
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