中小企业管理学.docx

德语翻译来源：译言网Mittel-management-Germanys midsized companies中小企业管理学翻译类型：英文翻译欢迎广大翻译爱好者交流！翻译人员：Desertt2013-01-06德语原文Germanys midsized companies have a lot to teach the world MANAGEMENT gurus are constantly scouring the world for the next big idea. Thirty years ago they fixated on Japan. Today it is India. The more restless are already moving on to Peruvian or Zulu management. Yet in all this intellectual globe-trotting the gurus have sorely neglected the secrets of one of the worlds great economies. Germany is the worlds largest goods exporter after China despite high labour costs and a strongish euro. It is also stuffed full of durable companies that have survived hyperinflation and two world wars. Faber-Castell, a giant among pencilmakers, boasts that Bismarck was a customer.Thankfully, a couple of management thinkers have defied the boycott on Germany. On November 18th Bernd Venohr, of the Berlin School of Economics and Law, gave a fascinating talk on the “secret recipe” of the countrys Mittelstand at the second annual Peter Drucker Forum in Vienna. Last year Hermann Simon, of Simon-Kucher & Partners, a consultancy, published an even more gripping sequel to his 1996 book on “Hidden Champions”. Put the two together and you get a good idea of the management theory at the heart of Germanys success. Although the term Mittelstand is sometimes applied to quite small, parochial firms, the most interesting ones are rather bigger and more outward-looking. Most shun the limelight: 90% of them operate in the business-to-business market and 70% are based in the countryside. They are run by anonymous company men, not hip youngsters in T-shirts and flip-flops. They focus on market niches, typically in staid-sounding areas such as mechanical engineering rather than sexy ones like software. Dorma makes doors and all things door-related. Tente specialises in castors for hospital beds. Rational makes ovens for professional kitchens. This strategy helps them avoid head-to-head competition with global giants (“Dont dance where the elephants play” is a favourite Mittelstand slogan). It has also helped them excel at what they do. Globalisation has been a godsend to these companies: they have spent the past 30 years of liberalisation working quietly but relentlessly to turn their domination of German market niches into domination of global ones. They have gobbled up opportunities in eastern Europe and Russia. They have provided Chinas “factory to the world” with its machine-tools. The Mittelstand dominates the global market in an astonishing range of areas: printing presses (Koenig & Bauer), licence plates (Utsch), snuff (Pschl), shaving brushes (Mhle), flycatchers (Aeroxon), industrial chains (RUD) and high-pressure cleaners (Krcher). Krchers dominance of the high-pressure market is so complete that in 2005 Nicolas Sarkozy caused a scandal, after a spate of riots, by calling for a crime-ridden banlieue to be cleaned out “au Krcher”.How durable is the Mittelstand model? Sceptics worry that it will eventually become the victim of globalisation: emerging-world companies will learn to produce their own clever machines at a fraction of the cost. They also worry that Mittelstand companies are too conservative. American start-ups can become global giants in a generation (Wal-Mart, now the worlds biggest retailer, was not even listed on the stock exchange until 1972). German companies are content to remain relatively small.The first criticism is overstated. Mittelstndler have not only focused on sophisticated niches that are hard to enter. They have thrown their energies into building up ever more powerful defences. They constantly innovate to stay ahead of potential rivals. They are relentless about customer service. Their salespeople are passionate about their products, however prosaic, and dogged in their determination to open up new markets. Mr Simons “hidden champions”, mostly German Mittelstand firms, typically have subsidiaries in 24 foreign countries, offering service and advice. Many get the bulk of their revenues from service rather than products. Hako, which makes cleaning equipment, generates only 20% of its revenue from sales of its machines. The second criticism has more substance. Germany has a poor record at generating start-ups or at quickly turning smallish firms into giants. Mittelstand firms are finding it increasingly difficult to persuade the worlds best and brightest to make their careers in rural backwaters. But for all that, the record of the Mittelstand over the past three decades has been a history of global conquest rather than missed opportunities. Koenig & Bauer, for example, gets 95% of its revenue from outside Germany.German lessons So the Mittelstand is likely to keep powering Germanys export machine for years to come. But does it have any lessons for the rest of the world? Mr Simon says that although 80% of the worlds medium-sized market leaders are based in Germany and Scandinavia, successful Mittelstand-style companies can be found everywhere from the United States (particularly the Midwest) to northern Italy, so the model does seem to be transferable. Three general lessonsfor politicians as well as corporate strategistsfollow from this. First, you do not need to try to build your own version of Silicon Valley to prosper; it is often better to focus on your traditional strengths in “old-fashioned” industries. Second, niches that appear tiny can produce huge global markets. The third lesson is that Western companies can preserve high-quality jobs in a vast array of industries so long as they are willing to focus and innovate. Theodore Levitt, one of the doyens of Harvard Business School, once observed that “sustained success is largely a matter of focusing regularly on the right things and making a lot of uncelebrated little improvements every day.” That is a lesson that the Germans learned a long time agoand that the rest of the rich world should take to heart.德语翻译成中文德国的中型企业可以教会世界很多东西管理学的大师们总是用一个又一个伟大的理念来改变着世界。三十年前，他们关注日本。现在，他们关注印度。浮躁的大师转向研究秘鲁人管理学和祖鲁族人管理学。大师们游览全球来研究管理学里，但他们完全忽略了世界最大经济体的奥秘。尽管面临昂贵的劳动力和强势的欧元，但德国是仅次于中国的世界第二大商品出口国。从恶性通货膨胀和两次世界大战里幸存下来的的企业遍布德国，他们的生命力非常强。感谢上帝，几个管理学思考家已经否决了对德国的联合抵制。11月18日，在维也纳的第二届Peter Drucker年讨论会上，关于德国中小型企业的“秘诀”，柏林经法大学教授Bernd Venohr做了场无与伦比的演讲。去年，Simon-Kucher & Partners的顾问Hermann Simon发表了更吸引人的“隐藏的冠军”（1996年Hermann Simon所著）的续篇。把上两项结合起来，在德国成功的核心部分里你将得到管理学理论的优秀理念。尽管中小型企业有时就意味着非常小的、狭隘的公司，但最吸引人的公司往往更大，更喜欢向外扩张。大部分公司避开了众人的眼球：90%的公司在企业对企业的市场里进行生产，70%的公司在乡下扎根。匿名的合伙人发展来领导公司发展，而不是穿着T恤、吊儿郎当的年轻人。他们关注市场定位，通常在机械工程学之类的保守领域，而不是像软件那样的迷人领域。Dorma生产门以及与门的相关配件。Tente专做医院专用床的回旋脚轮。Rational为职业厨房做烤炉。这种策略帮助他们避免了与国际巨头们面对面的竞争（有句口号很受中小企业的欢迎“不要在大象玩耍的地方跳舞”）。这助他们在从事的领域中出类拔萃。全球化对这些公司来说是一个天赐良机：在过去贸易自由化的30年，他们都安静地工作；现在他们却残酷地把对德国市场定位的统治转向对全球市场的统治。他们已经在东欧和俄罗斯 抓住了机会。他们给“世界工厂”中国提供机床。中小型企业在广阔的领域内不可思议的统治了全球市场：打印设备生产商（Koenig & Bauer Group），牌照设备生产商（Utsch AG），鼻烟生产商（Pschl），剃毛刷生产商（Mhle)，捕蝇器生产商（Aeroxon），工业链条生产商（(RUD），高压清洁器生产商（Krcher）。因为Krcher完全统治了高压市场，以至于2005年法国大量暴乱后，萨科奇声称要像“Krcher”打扫卫生一样来扫除隐藏犯罪的郊区，他的这番言论引起了公愤。中小型企业模式如何可持续发展？怀疑论者们担心这种模式最终将成为全球化的受害者：新兴世界公司将用一小部分成本来学习生产灵敏的机械。他们也担心中小型企业过于保守。美国仅用一代人的时间，就使新成立的企业成长为全球商业的巨人（沃尔玛，世界上最大零售商，1972年才出现在股票交易市场的清单上）。德国公司满足于相对小规模的企业。第一个批评是夸大其词的。德国的