一篇金融文章的翻译(论文用)

翻译部分英文原文Development of New Geographically Distributed Business Models for Global TransactionsNadia Ayad and Henk G. Sol School of Systems Engineering, Policy Analysis and Management, Delft University of Technology, Jaffalaan 5, NL-2600 GA, Delft, The Netherlands,From:Proceedings of the 35th Hawaii International Conference on System Sciences 20021. Background1.1 Globalization: opportunities and constraintThe term globalization is used to describe a number of related phenomena such as cultural convergence, international marketing, global products and production, and the increasing interrelatedness of the worlds economies. Stone house describes globalization as, to a large extent, a business philosophy or way of thinking which emphasizes the similarities among national markets rather than the differences. According to Levitt, technological, social, political and economic developments have, in recent decades, driven the world toward a global village or converging commonality, characterized by standardized products and services, and global strategies built upon economies of greater scale and scope. Levitt further suggests that the focus of a global strategy ought to be the standardization of products and marketing. Yip, argues that the benefits of global products (or services) can be achieved by standardizing the core product or large parts of it, while customizing the peripheral or other parts of the products. Regardless of the extent of product standardization, global business is no longer simply an option, it is a necessity; businesses must export or die. However, it is important for any company wishing to address a global market to recognize that laws and other country-specific constraints such as language and culture, accounting practices, tax codes, and banking regulations can vary. These variations make it difficult to prepare business agreements that are valid and appropriate in all countries. It is therefore important to understand these variations and how to manage them in order to conduct global business. This brings us to the general problem statement of this research: How can the specific factors that differ from one country to another best be managed in order to facilitate business activity on a global scale? Yips research suggests that there are four categories of globalization drivers: customer, cost, government and competition. These drivers represent the industry conditions that determine the potential for globalization. Each of the drivers must be analyzed in detail in order to approximate the extent of the pressures on industry for globalization or localization of business activities. Yip also makes an important distinction between industries and markets with regard to globalization. Markets are just one of the factors driving the need for industry globalization. Customers and their needs define markets, and in fact, the market for many products is far from global. In serving customer needs globally, businesses must be alert not only to similarities in customer needs but also to differences, and to the increasing complexity of customers requirements.Industry globalization centers on the ability of businesses to coordinate their value-adding activities globally and across national boundaries. A global industry is capable of serving fragmented markets by producing products or services that are adapted to meet local requirements. For Yip, the debate is not about whether industries or markets are global but rather about the extent of globalization in an industry and the impact that this has upon business strategy. And he confirms that the imperative to “go or go global” should lead to an analysis of each globalization driver. Any firm wanting to extend its business activities globally has to analyze the specific constraints of each national market. In brief, it can be concluded from the literature that market globalization centers on customers and customer needs, while industry globalization centers on the abilities of business to respond to those needs. Many authors agree that global business is the wave of the future; however, differences among national markets present risks as well as opportunities.2. Research methodThe effect of new trends on the global marketplace, such as the increase in customer expectations and the possibilities offered by developments in ICT, require quick organizational responses to introduce new services rapidly on the global market. The objective of this research is to develop a flexible new geographically distributed business model for financial services based on organizational abilities, which will offer a framework for dealing with the differences between countries.This research will be discussed from three perspectives: the macro-, meso- and micro perspectives. The macro perspective focuses on inter-organizational relations. From this perspective, services definition, formulation of business agreements, and cooperation between national organizations are important. The meso-perspective focuses on geographically distributed tasks as a whole. Of prime consideration here are information architecture and technology, and coordinating processes that take place across national boundaries. The micro-perspective deals with the primary tasks performed by individuals within the organization. Little attention has been paid in the literature to a systematic description of geographically distributed business models. Furthermore, the literature does not provide clear insights into whether, and how, to deal with the differences among national markets in order to facilitate worldwide transactions. It is difficult, if not impossible, to develop such a model for global transactions. Therefore, an inductive research method was chosen, based on a case study, to develop a rich understanding of a complex and contemporary phenomenon within its natural setting. A Dutch bank was selected, and multiple methods (survey, interviews) were utilized for data collection. The case study analysis was largely based on detailed, open-ended interviews. Interview subjects were questioned in depth on topics pertaining to many aspects of the financial industry. Among other questions, they were asked what outcomes they foresee from the regulation of banking services, what services they consider appropriate to offer on a global scale, how they expect customers requirements to change, and how they see their organization in ten years. Responses were summarized in a report immediately following each interview, which was then sent back to the interviewee for feedback, additional input and correction of any possible misinterpretation or misunderstanding.Thereafter, a first analysis was made in order to localize issues. Insight was developed incrementally. The main issues identified related to the need for worldwide governance and management of banking services. An issue discussed across all interviews was creating synergy and consolidation profit. In terms of the business model for global transactions, synergy implies sharing services in the framework of a standardized (global) transaction. The case described below serves as a basis for theoretical propositions and future research. 3. Inductive case: the financial service (the Dutch bank)3.1 IntroductionThe financial services industry includes banking, insurance, and capital management, and is characterized by product and market specialization. The Dutch bank provides large multinational companies with a range of services made possible by the global network. These services are focused on developing tailor-made solutions, full services, which meet the customers needs. The bank is heavily regulated, for both fiduciary and monetary policy purposes. It is important to bear in mind the differences between countries in terms of culture, business ethics, legislation, economic structure and stage of development. These differences can be seen as obstacles and limitations in the effort to develop global transactions. However, examining and analyzing these differences can also be seen as spurs to operating globally. Flexibility, adaptability and responsiveness should be seen as the decisive factors in the competitive environment. Engler and Essinger, among others, argue that flexibility and speed of adjustment are the factors favoring the maximum competitive edge for financial service institutions such as banks. Many business transactions proceed in two stages. The first stage involves agreements between global clients and the bank about controlling the credit risk within the context of a sale. In the second stage, the financial transaction takes place at the operational level between the bank and the customer. Because of the customers geographical location, the business transaction is surrounded by restrictions imposed by a high degree of national regulation; the market is thus confined to national borders. Both stages are dependent on each other, and both are essential for many business transactions.3.2 Strategic shifts in the financial institutionTraditionally, national financial institutions are autonomous, not least because of their knowledge of local and national markets, products and opportunities. This, however, forces global clients to establish business agreements separately with each one of them. In each country, financial services are characterized by their special knowledge, products and assets. This special knowledge comprises regulations, rules, tax codes, language, culture and other specific national factors. The success of financial transactions depends on a good understanding of credit risk management. This is evaluated by gathering the necessary information about customers, contracts, amounts, and legal and fiscal implications. The type of transaction explored for this study was the business-to-business transaction. This type of transaction is conducted at two distinct levels, i.e., high-level transactions involving multinational companies, and low-level transactions involving retail clients in a particular country. Both levels are interdependent and essential to any business-to-business transaction. At the higher level, business-to-business agreements are defined by weighing risks and benefits, resulting in a low-level transaction, which is a contract between the bank and its clients. It should be pointed out that when global clients wish to conduct business in different countries, they are obliged to repeat the high- and low-level steps in each country, because of the autonomy of national financial organizations and the geographic location of clients. The idiosyncrasies of national regulations create barriers in the marketplace and limit business transactions. Each bank organization conducts its business transactions and makes decisions in its own way.The absence of a global mechanism and the dispersion of national ones, with their many differences, result in considerable delays in determining the business agreement. These delays slow the introduction of products on the market, and consequently the services rendered to the customer. The absence of a global mechanism also hinders coordination among the national organizations, because of their differing priorities arising from differences in national legislation, organization level, work ethics and time zones, and hampers the gathering of information about the customer. This contravenes the principle that the customers demands and wishes must be paramount in maintaining business relations with the customer. The problem is a significant one, given that the customers particular needs and demands are of importance to the bank. 中文翻译针对全球交易的分散经营模式的发展纳迪亚伊亚德和汉克湾溶胶学校的系统工程，政策分析和管理，代尔夫特技术大学，荷兰， 2600年大会，代尔夫特，荷兰，1.背景1.1全球化：机遇和制约因素“全球化”是用来描述了一系列相关的现象，如文化融合，国际营销，全球性的产品和生产，以及日益相互关联的世界经济。斯通豪斯描述了全球化，在很大程度上更像一个经营理念或思维方式，它强调国家市场之间的相似性，而不是分歧。据登卢维特的观点：近几十年来， 技术、社会、政治和经济的发展，推动世界成为“全球村”或“集中的共同体”， 其特点是标准化生产和服务，以及建立在更大规模和范围经济基础上的全球战略。登卢维特还建议全球战略应关注产品和营销的标准化。耶普认为，全球性产品（或服务）的利益可以通过核心产品或其的大部分的标准化来实现，同时定制周边或其他地区的产品。不论产品标准化程度怎样，全球业务不再是简单的选择而是非常必要的选择； 企业要么交易要么倒闭。重要的是，任何公司如果要解决全球市场问题，必须认识到法律和其他国家的具体制约因素，如语言，文化，会计实务，税收法规和银行条例的不同。这些变化使人们难以准备所有国家的有效的和适当的商业协议。因此，了解这些变化和如何管理他们对于进行全球业务是很重要的。本研究带来了一般性问题： “如何根据不同国家之间的具体因素来达到最好的管理，以便在全球范围内促进商业活动？ ” 耶普的研究表明有4种的全球化驱动因素：客户，成本，政府和竞争。这些驱动因素代表了行业状况并确定了全球化的潜在性。每个因素必须进行详细分析，在行业商业活动的全球化或本土化测量其压力的大小。耶普也指出了行业和市场方面全球化的重要区别。市场只是产业的全球化其中的一个需要的因素。客户和市场的确定需求，事实上市场的许多产品远远都不是全球化。服务性客户需求全球化，企业不仅要对客户的相似性需求保持警觉，而且还要对其分歧和日益复杂的客户需求保持警觉。产业全球化中心的企业，有协调它们的在全球和跨越国界的增值活动的能力。一个全球性的产业是有能力服务于市场零散生产的产品和调整服务以满足当地需求的。对于耶普，辩论不是关于行业或市场是否全球性，而是关于全球化的程度在业界的影响，这取决于业务战略。他证实必须“走或走出去”才能推动每个全球化的驱动因素的分析。任何想扩大其商业活动的公司都必须分析全球范围内的具体限制和每个国家的市场。总之，可以得出结论说，从文字角度，客户和客户的需求的市场全球化，行业的全球化中心的能力可以应付这些需求。许多作者认为，全球商业是未来的潮流，然而，市场目前的风险和机会对不同国家来说是不同的。2研究方法新趋势在全球市场的影响，如增加了客户的期望和在ICT信息和通信技术的发展方面所提供的可能性。这需要快速的、有组织的推出新的服务并迅速的全球化。这项研究是建立一个灵活的、新的分散的经营模式，这为金融服务的基础组织能力以及处理国与国之间的差别提供了一个框架。这项研究将要讨论的三个角度：宏观，中观和微观的角度。从宏观的角度侧重于组织间的关系。从这个角度来看，服务的定义，制定商业协定，以及国家组织之间的合作是很重要的。中观角度侧重于把分散的任务作为一个整体。这里的主要考虑因素是信息架构和技术，并协调跨越国界的程序。微观角度主要任务涉及到在组织内的个人。很少有人注意文字化的系统的描述分散的商业模式。此外，文字并没有提供明确的见解，和如何处理国内市场之间的差异，以促进世界范围内的交易。如果不是不可能，制定这样一个模式的全球交易是很困难的。因此，进行个案研究选择归纳的研究方法。它自然的丰富了一个复杂的和当代的现象。因此选择荷兰银行并用过多种方法（调查，访谈）来收集数据。案例研究分析主要是基于详细的，不限成员名额的采访。采访对象是否深入的专题涉及金融业的许