战略定位及设施规划外文翻译

1、战略定位及设施规划外文翻译本科毕业论文 （设计）外文翻译原文:Strategic Positioning and Facilities PlanningEnterprise Success in Turbulent TimesIn the 1990s and beyond, corporate leaders will be challenged by abusiness environment that is increasingly global, competitive and turbulent. In turbulent times, proactive planning, coup

2、led with rapid- response capabilities, is the answer to The Planner s Dilemma. The importance of corporate facilities and real estate assets will increase in the 1990s, as will the role of executives responsible for functions that have an impact on the value and usefulness of these assets.This is th

3、e first of a series of three articleswhich will emphasizethe review analysis-planning cycle of strategic positioning and facilities planning. This article deals with the review component of the cycle. The other articles, Business Analysis and Forecasting Techniques and Planning for Results in Turbul

4、ent Times, will be published in upcoming issues and will cover the analysis and planning portions of the process.Each time an activity from the review analysis-planning cycle is implemented; those involved with the process have an opportunity to improve the corporation s proactive and reactive capac

5、ities, as well as its rapid response capabilities.The importance of rapid-response capabilitiesespeciallyflexibility is crucial to Apple Computer. Bob HeCox, Apple s managerof real estate services, achieves flexibility in his 165-lease portfolio through either sheer size of aggregate space, flexible

6、 terms and conditions, or size and flexibility.Flexibility is a key concern with all of our facilities, HeCox says. The review of business and facilities plans should focus on a few key variables: strategic-management indicators, planning factors and standards. The strategic review should answer two

7、 questions: Whereare we today? and Where do we say we want to be tomorrow? Strategic-Positioning AssessmentReview of the Big Picture: A strategic-positioning assessment is a comprehensive situational view based on existing business plans. The strategic-positioning assessment yields information and k

8、nowledge to support a parallel facilities and real estate strategy review and subsequent analysis and planning activities. Corporate business plans vary from the formal and well-documented to the informal and undocumented.The strategic-positioningassessment must be tailored to work within eachcorpor

9、ation and each strategic business unit. Approaches that work in one situation may not work well in another.Strategic business planning usually emphasizes market and product positioning. The allocation, deployment and optimization of resources should help achieve planned goals and objectives. Product

10、s goods and services produced by strategic business units comprise a product/market portfolio. Investments in existing markets and products are periodically assessed along with potential investments in new markets or new products. The market potential for each product line is reviewed by the strateg

11、ic leadership team vis-a-vis enterprise potential. To determine market and enterprise potential, strategic planners must answer the questions below.Market Potential: What is the present and future market for this product line or product?Enterprise Potential: How well have w e positionedor how wellco

12、uld we positionthis line in the marketplace?For each existing product line, or products within a line, a build, hold or harvest posture is adopted to include strategic elements such as those suggested in Table 2new product/market investments usually imply a build strategy.Appropriate Knowledge of th

13、e Current Situation: The executive charged with the facilities and real estate planning function must understand the plans, strategies, resource requirements, and current resources of the corporation and its strategic business units. Special emphasis must be placed on business-decision variables hav

14、ing an impact on facilities resources and real estate assets. It is useful to differentiate between guiding and supporting strategies:Guiding Strategies: The current and planned product mix within eachstrategic business unit usually embraces a combination of build, hold and harvest policy goals w ho

15、se joint impact is reflected in long-range and near term forecasts of revenue and sales goals and related resource requirements. Each market segment or target market, by design, should have a unique marketing mixproduct, price, promotion anddistributionwith unique strategies.Supporting Strategies: T

16、o achieve current and planned business goals and to implement guiding business strategies, each strategic business unit must have existing resources and should identify requirements for future resources. Four modular-mix variablespeople, technology,space and placeare critical to the goals and strate

17、gies that supportguiding strategies. Although decentralized strategic business unitManagers are increasingly responsible for traditionally centralized staff functions, most corporations have highly specialized professionals for product marketing and innovation, process innovation and resource coordi

18、nation e.g., financial, human, information, facilities and realestate resources at the corporate level.Facilities and real estate strategies must support corporatestrategicdirection,build-hold-harvest goals and marketingmixstrategies.Strategicdecisions can result in or from abruptorincrementalchange

19、s.Abrupt changes, such as major acquisitionsanddivestments,have asignificant impact on modular-mix variables.Asdefense contractors well know, the award or cancellation of a large program can also have a significant impact on modular-mix variables.As Thomas Spence, senior facilities manager for McDon

20、nell Douglas Electronic Systems Co. puts it: Although McDonnell Douglas has goodbusiness and facilities plans, if we win a large government contract, then we scramble. All facilities and real estate executives interviewed for this article whose companies must cope with .Department of Defense procure

21、ment procedures commented on the extreme uncertainty associated with defense program awards.Incremental changes, on the other hand, are usually based on sales forecasts and new technologies that influence headcount and space forecasts. These changes develop more slowly or more rationally over an ext

22、ended planning horizon. The strategic facilities and real estate planning process and plans must consider abrupt-and incremental-change scenarios. As the product / market portfolio changes, so must the facilities/real estate portfolio.Linking Business and Facilities Planning: The facilities/real est

23、ate portfolio must be designed and adjusted to strongly support the product/market portfolio. Space must be expanded, optimized and contracted as required to support corporate and strategic business unit requirements. Itis not uncommon for all three of thesefacilities-planningactivities to be occurr

24、ing simultaneously somewherewithin the corporation, as discussed below.Expansion: Most corporations are expanding parts of their business.Optimization: This should be an on going portfolio activity.Contraction: This can result from divestiture, downsizing, out-sourcing or consolidation.The facilitie

25、s and business planning process must be tightly linked to be able to anticipate and respond to abrupt and incremental change .The strategic-positioning assessment should yield a comprehensive picture of the situation within the corporation and its strategic business units. Knowledge of business stra

26、tegies to implement build-hold-harvest and related marketing-mix goals and objectives is crucial to facilities and real estate strategy development.Facilities and Real Estate Strategy ReviewFacilities and Real Estate Portfolio:The facilities and real estate strategy review should consider the approp

27、riateness of current and currently planned strategies in the lightof build-hold-harvest goals and objectives, marketing mix, and otherbusiness realitiesand requirements. Given knowledge from thestrategic-positioningassessment, coupled with sales, headcount andspace forecasts,the current modular mix

28、and highest-and best-usealternatives can be reviewed to determine what the optimal space-support posture should be for corporate and strategic business-unit functions.The adequacy of facilities and real estate resources must be questioned. Charles Winn, director of corporate real estate for Rockwell

29、 International, underscores this point by saying that many companies make the mistake of building facilities with no resale or residual value.The facilities/real estate portfolio review identifies important issues to consider as well as analysis tasks. The alternatives shown should be kept in mind d

30、uring the strategy review.Modular-Mix Indicators: Each facility inthe portfolio contains oneor more modules i.e., logical organizational chunks.Each module is distinguished by its modular mixpeople, technology, space and place.The value and cost of each module is influenced by the modular mix. A num

31、ber of useful strategic-management indicators, planning factors and standards can be developed and used to help manageand optimize real estate investments .If time-series data are available for measures like those shown, useful longitudinal and cross-sectional comparisons can be made.Highest-and Bes

32、t-Use Assessments: The value of corporate facilities and real estate is dependent on three kinds of values: enterprise, userand market. Art Sellgren, director of real estate and development at Rohr Industries, says that his organization looks most closely at value to share-holders and user satisfact

33、ion. Strategic decisions should consider the value of each facility and parcel from at least three perspectives: value to the enterprise in terms of shareholder value and contributions to strategic direction, corporate goals/policies, and strategic business unit objectives and strategies;Value to th

34、e present user or to possible future users; andValue in present or future real estate and property markets.The assessment considerations shownabove yield highest-and best-use knowledge that can be translated into cost-effective decisions, actions and results. Not all corporations considerHighest-and

35、 best-use opportunities in their plans an decisions. Ifthe market value exceeds the value to the enterprise, a higher and better use might be appropriate now or in the near-term future. Unfortunately, it is often the corporate raiders who notice highest-and best-use opportunities first.Gary Alyson,

36、vice president at The Koll Company, notes that hostile takeovers have forced CEOs to take a closer look at the value of their real estate assets. He adds that this has increased the value of real estate executives.Facilities and Real Estate Strategy Review: Given knowledge of guiding business strate

37、gies and corresponding facilities-support postures, along with a feel for modular mix and highest and best use, it is prudent to take yet another look at the status of existing and planned space comprising the facilities and real estate portfolio as well as strategies related to the space. Several p

38、erspectives are useful. For each of the points covered below and in Table 5, ask: Can current or planned strategies be improved?Space Capacity and Utilization:What are the present and planned use, capacity and utilization of this module? Is the user paying the current market rate? Is there a higher

39、or better use for the space? Is new space for this user or this module needed more or less quickly than planned?Modular Mix: Is the present or planned modular mix adequate?Could changes in people, technology, space or place enhance marketplace responsiveness, organizational effectiveness or operatio

40、nal productivity? Can throughput be increased for this module?Value/Cost Ratio: Does the value of this space to the enterprise or to the user justify its cost, or would someother arrangement benefit the shareholders, the corporation, business units, functions or users? Does the market value suggest

41、another use?ConclusionThe facilitiesand real estate strategy review is complicated, in part,because business units and facilities do not correspond on a one-to-one basis. Existing or planned space may completely house one or more corporate-level or strategic-business-unit-level functions or modules

42、in one or more facilitiesat one or more locations. Finding the optimal matchamong organizational modules and available or planned facilities is not a trivial problem to solve.And what works today maynot work tomorrow as new needs and priorities surface. Yet, information on a few key variables can he

43、lp greatly.The strategic facilities/real estate plan and supporting process should emphasize modular mix and value/cost variables. These and other variables are found in various strategic-management indicators such as return on assets, sales per employee, and occupancy cost per employee or square fo

44、ot. If the facilities/real estate database includes actual value/cost variables for the past and present, as well as estimates for future key variables and indicators, the review step of the review-analysis-planning cycle is fairly easy. If this information is not readily available, the existing pla

45、nning process and supporting systems should be improved or new ones should be developed.All systems are infinitely complex. The illusion of simplicity comes from focusing attention on a few variables.Source: Strategic Positioning and Facilities Planning By Reese C.WilsonIndustrial Development, April

46、, 1991译文:战略定位及设施规划企业的成功动荡时代 :在 20 世纪 90 年代及以后 , 企业领导人挑战的商业环境将是越来越来多全 球化, 竞争和动荡。在动荡的时代 ,会议策划的困境是积极的规划 , 再加上快速反 应能力。该公司设施和房地产资产的重要性将增加在 20 世纪 90 年代和未来都对 这些资产的价值和有用性负责。这三个文章 , 分析报告将强调战略定位和设施的规划周期。随着周期的审 查组件文本交易。 （ 其他物品 , 商业分析和预报技术 和 规划在动荡时代的结 果, 即将出现的问题 , 将刊登并覆盖在该进程的分析和规划的部分。 ）每一个审 查分析从规划周期活动的实施时间开始 ,

47、该过程有关人士具有来改善公司主动和 被动能力以及其快速反应能力的机会。快速反应能力 , 特别是灵活性是至关重要 的。鲍勃赫克斯 ,苹果电脑公司的房地产服务经理 , 在通过空间的组合 ,灵活的条 款和条件 , 或规模庞大的规模弹性和灵活性达到 165 租赁。 灵活性是我们所有 设施的主要关键 , 赫克斯说。商业和设施计划审查应侧重于几个关键因素 : 战略 管理指标,规划因素和标准。战略审查应该回答两个问题 :今天,我们在哪里 和 我们说我们想的明天在哪里 ?战略定位评估 :一个战略定位的评估是一个以现有的业务计划为基础综合性的理论评估。 战 略定位的评估产生的信息和知识 , 以支持并行设施和房地

48、产战略审查和随后的分析和规划活动。不同企业的业务计划从正规和良好的记录以及非正式的都记录在 案。战略定位的评估必须根据每个公司内工作 , 每个战略业务单位来进行。因为 同样的办法 , 在另一种情况下工作 ,可能无法适应。企业战略规划往往强调市场和 产品定位。资源的分配 , 部署和优化应该帮助其实现计划目标和具体目标。产品 （ 商品和服务 ） 生产的战略业务单位包括一个产品或市场组合。 在现有市场和产品 的投资与定期评估以及在新市场或新产品的潜在投资。 每个产品线的市场潜力调 查是面对面审查了企业战略领导小组的潜力。要确定市场和企业的潜力, 战略规划必须回答的问题如下。市场潜力: 什么是该产品线

49、或产品目前和未来的市场 ?企业的潜力 : 如何客观进行自我定位 , 我们可以在市场中所占据的位置 ?对于 每个现有的产品线或产品 , 建造, 持有或获得包括 （ 新产品/ 市场的投资建立企业 战略所需要的 ） 所建议的战略要素。适当对知识现状的了解 : 必须了解该公司设施和房地产规划职能的计划 , 战 略和现有资源以及战略业务单位和行政机构所需要收取的资源。 特别强调必须放 在商业决策中影响着设备资源和房地产资产的变量。指导和支持策略的区别是很有用的。指导策略: 当前或计划的产品结构在每一个战略业务单位的组合通常包含建 立, 持有和收获政策目标的共同影响软管反映在远程和短期的收入和预测销售目

50、标和相关资源需求。 每一个细分市场或目标市场 , 设计, 应该有一个独特的营销组 合?产品,价格, 促销与独特的分销策略。支持策略: 为实现当前和计划的业务目标 , 并指导实施业务战略 , 每个战略业 务单位必须有现有的资源 , 并应确定未来的资源需求。四模块化组合变数 ?人 , 技术, 空间和地点是至关重要的目标和战略 ,支持指导策略。虽然分散的战略业务单位经理越来越负责传统上集中员工功能 , 大多数公司都在高度专业化把产品营 销的合作和创新 , 过程创新和资源协调例如 , 财力、人力、信息、设施和房地产资 源放在同一水平。设施和房地产战略必须支持企业的战略方向 , 建立持有的收获目标和营销

51、 组合策略。战略决策可能会突然或导致增量变化。如果突然变化 , 如重大收购和 资产剥离 ,有一个模块化组合变量产生重大影响。 作为国防承包商 , 都知道的授予 或者注销一个较大的程序也可以对模块化组合变量产生重大影响。 托马斯史宾塞 , 高级设施麦道飞机之电子系统有限公司经理所说 : “虽然麦道飞机之具有良好的 商业和设施计划 , 如果我们在争夺战中赢了一个庞大的政府合同。所有的设施和 房地产管理人员的公司对这篇论文的采访必须应付国防采购程序 . 国防部采购 程序就极端不确定发表看法以及关联文件防御方案奖。 增量变化 ,另一方面, 通常 是基于销售预测与新技术人员和空间影响的预测。这些变化发展

52、更多的很慢 , 或 者更合理地超过扩展计划的水平线。 战略设施和房地产规划和计划必须考虑的过 程突然和增量变化情景。由于产品 / 市场组合的变化 ,所以一定要设施 /房地产投 资组合。连接业务与设施规划 :/ 房地产投资组合必须设计和调整 , 以大力支持的产品 / 市场组合的设施。必须扩大空间 , 优化和合同的要求 , 以支持企业和战略业务部 门的需求。它并非对所有的这些设施规划活动的三个地方的同时罕见的发生在公 司内部的 , 讨论如下。扩展: 大多数公司正在扩大其业务的部分。优化: 这应该是一个持续投资组合活动收缩:这可能是由于剥离 ,减员, 外采购或合并这些设施和业务规划过程必须紧密联系 , 以便能够预见和应对突发性和渐进 的变化。战略定位的评估应产生在该公司中 , 其战略业务单位的情况全面的了解。 知识对业务战略的实施建立持有收获及相关营销组合目标 , 设施和房地产策略设 计是至关重要的。设施及房地产策略检讨 :设施及房地产投资组合 : 这些设施和房地产战略审查应考虑当前恰当 （目 前计划 ）在集结举