鉆石體系打造國家優(yōu)勢【外文翻譯】

1、<p><b>　　外文翻譯</b></p><p><b>　　原文</b></p><p>　　The Diamond of National Advantage</p><p>　　Material Source:The competition advantage of nationsAuthor:Mich

2、ael E·Poter</p><p>　　Why are certain companies based in certain nations capable of consistent innovation? Why do they ruthlessly pursue improvements, seeking an evermore sophisticated source of competit

3、ive advantage? Why are they able to overcome the substantial barriers to change and innovation that so often accompany success?</p><p>　　The answer lies in four broad attributes of a nation, attributes that

4、individually and as a system constitute the diamond of national advantage, the playing field that each nation establishes and operates for its industries. These attributes are.</p><p>　　1. Factor Conditions.

5、 The nation’s position in factors of production, such as skilled labor or infrastructure, necessary to compete in a given industry.</p><p>　　2. Demand Conditions. The nature of home-market demand for the ind

6、ustry’s product or service.</p><p>　　3. Related and Supporting Industries. The presence or absence in the nation of supplier industries and other related industries that are internationally competitive.</

7、p><p>　　4. Firm Strategy, Structure, and Rivalry. The conditions in the nation governing how companies are created, organized, and managed, as well as the nature of domestic rivalry.</p><p>　　These

8、 determinants create the national environment in which companies are born and learn how to compete. (See the diagram “Determinants of National Competitive Advantage.”) Each point on the diamond-and the diamond as a syste

9、m-affects essential ingredients for achieving international competitive success: the availability of resources in an industry; the information that shapes the opportunities that companies perceive and the directions in w

10、hich they deploy their resources and skills: the goals </p><p>　　When a national environment permits and supports the most rapid accumulation of specialized assets and skills sometimes simply because of grea

11、ter effort and commitment-companies gains a competitive advantage. When a national environment affords better ongoing information and insight into product and process needs, companies gain a competitive advantage. Finall

12、y, when the national environment pressures companies to innovate and invest, companies both gain a competitive advantage and upgrade those</p><p>　　Factor Conditions. According to standard economic theory, f

13、actors of production-labor, land, natural resources, capital, infrastructure will determine the flow of trade. A nation will export those goods that make most use of the factors with which it is relatively well endowed.

14、This doctrine, whose origins date back to Adam Smith and David Ricardo and that is embedded in classical economics, is at best incomplete and at worst incorrect.</p><p>　　In the sophisticated industries that

15、 form the backbone of any advanced economy, a nation does not inherit but instead creates the most important factors of production-such as skilled human resources or a scientific base. Moreover, the stock of factors that

16、 a nation enjoys at a particular time is less important than the rate and efficiency with which it creates, upgrades, and deploys them in particular industries.</p><p>　　The most important factors of product

17、ion are those that involve sustained and heavy investment and are specialized. Basic factors, such as a pool of labor or a local raw-material source, do not constitute an advantage in knowledge-intensive industries. Comp

18、anies can access them easily through a global strategy or circumvent them through technology. Contrary to conventional wisdom, simply having a general work force that is high school or even college educated represents no

19、 competitive advantage </p><p>　　Nations succeed in industries where they are particularly good at factor creation. Competitive advantage results from the presence of world-class institutions that first crea

20、te specialized factors and then continually work to upgrade them. Denmark has two hospitals that concentrate in studying and treating diabetes-and a world-leading export position in insulin. Holland has premier research

21、institutes in the cultivation, packaging, and shipping of flowers, where it is the world’s export leader.</p><p>　　What is not so obvious, however, is that selective disadvantages in the more basic factors c

22、an prod a company to innovate and upgrade-a disadvantage in a static model of competition can become an advantage in a dynamic one. When there is an ample supply of cheap raw materials or abundant labor, companies can si

23、mply rest on these advantages and often deploy them inefficiently. But when companies face a selective disadvantage, like high land costs, labor shortages, or the lack of local raw materia</p><p>　　Implicit

24、in the oft-repeated Japanese statement,” We are an island nation with no natural resources.”Is the understanding that these deficiencies have only served to spur Japan’s competitive innovation. Just-in-time production, f

25、or example, economized on prohibitively expensive space. Italian steel producers in the Brescia area faced a similar set of disadvantages: high capital costs, high energy costs, and no local raw materials. Located in Nor

26、thern Lombardy, these privately owned companies fac</p><p>　　Disadvantages can become advantages only under certain conditions. First, they must send companies proper signals about circumstances that will sp

27、read to other nations, thereby equipping them to innovate in advance of foreign rivals. Switzerland, the nation that experienced the first labor shortages after World War II, is a case in point. Swiss companies responded

28、 to the disadvantage by upgrading labor productivity and seeking higher value, more sustainable market segments. Companies in most oth</p><p>　　In 1887, Italian companies were world leaders in the production

29、 and export of ceramic tiles, a $10 billion industry. Italian producers concentrated in and around the small town of Sassuolo in the Emilia-Romagna region, accounted for about 30% of world production and almost 60% of wo

30、rld exports. The Italian trade surplus that year in ceramic tiles was about $1.4 billion.</p><p>　　The development of the Italian ceramic tile industry’s competitive advantage illustrates how the diamond of

31、national advantage works. Sassuolo’s sustainable competitive advantage in ceramic tiles grew not from any static or historical advantage but from dynamism and change. Sophisticated and demanding local buyers, strong and

32、unique distribution channels, and intense rivalry among local companies created constant pressure for innovation. Knowledge grew quickly from continuous experimentation and</p><p>　　Tile producers benefited

33、as well from a highly developed set of local machinery suppliers and other supporting industries. Producing materials, services, and infrastructure, the presence of world-class, Italian related industries also reinforced

34、 Italian strength in tiles. Finally, the geographic concentration of the entire cluster supercharged the whole process. Today foreign companies compete against an entire subculture. The organic nature of this system repr

35、esents the most sustamable advantag</p><p>　　Tile production in Sassuolo grew out of the earthenware and crockery industry, whose history traces back to the thirteenth century. Immediately after World War II

36、, there were only a handful of ceramic tile manufacturers in and around Sassuolo, all serving the local market exclusively. Demand for ceramic tiles within Italy began to grow dramatically in the immediate postwar years,

37、 as the reconstruction of Italy triggered a boom in building materials of all kinds. Italian demand for ceramic tiles </p><p>　　Because Sassuolo was in a relatively prosperous part of Italy, there were many

38、who could combine the modest of capital and necessary organizational skills to start a tile company. In 1955, there were 14 Sassuolo area tile companies; by 1962, there were 102. The new tile companies benefited from a l

39、ocal pool of mechanically trained workers. The region around Sassuolo was home to Ferrari, Maserati, Lamborghini, and other technically sophisticated. Companies. As the tile industry began to grow and </p><p&g

40、t;　　Initially, Italian tile producers were dependent on foreign sources of raw materials and production technology. In the 1950s, the principal raw materials used to make tiles were kaolin (white) clays. Since there was

41、red- but no white-clay deposits near Sassuolo, Italian producers had to import the clays from the United Kingdom. Tile making equipment was also imported in the 1950s and 1960s: kilns from Germany, America, and France; p

42、resses for forming tiles from Germany. Sassuolo tile makers had </p><p>　　The relationship between Italian tile and equipment manufacturers was a mutually supporting one, made even more so by close proximity

43、. In the mid- 1980s, there were some 200 Italian equipment manufacturers: more than 60% were located in the Sassuolo area. The equipment manufacturers competed fiercely for local business, and tile manufacturers benefite

44、d from better prices and more advanced equipment than their foreign rivals.</p><p><b>　　譯文</b></p><p>　　鉆石體系打造國家優(yōu)勢</p><p>　　資料來源:《國家競爭優(yōu)勢》 作者：邁克爾

45、3;波特</p><p>　　是什么使一個國家在某種國際競爭激烈的產(chǎn)業(yè)中脫穎而出？是什么驅(qū)動他們不斷進步，無止境的追求競爭優(yōu)勢？是什么使他們能夠不斷克服發(fā)展中的重大阻礙，不斷變革和創(chuàng)新并獲得成功？</p><p>　　答案必須從每個國家都擁有的四種要素來討論，他們組成一個完整的系統(tǒng)，構(gòu)成了國家的競爭優(yōu)勢，這就是“鉆石模型”。這些要素可能會增強本國企業(yè)創(chuàng)新能力從而提升競爭優(yōu)勢，也可能會造成企

46、業(yè)發(fā)展停滯不前。這四個要素如下：</p><p>　?。?）生產(chǎn)要素-----一個國家在特定的產(chǎn)業(yè)中有關(guān)生產(chǎn)方面的競爭力。</p><p>　?。?）需求條件-----本國市場對該產(chǎn)業(yè)所生產(chǎn)的產(chǎn)品或提供的服務(wù)的需求大小。</p><p>　　（3）相關(guān)產(chǎn)業(yè)和支持產(chǎn)業(yè)----為該產(chǎn)業(yè)提供服務(wù)支持的產(chǎn)業(yè)和其他相關(guān)產(chǎn)業(yè)是否具有國際競爭力。</p><p

47、>　　（4）企業(yè)的戰(zhàn)略、結(jié)構(gòu)和競爭對手----企業(yè)在一個國家的建立基礎(chǔ)、組織形式和管理理念，以及國內(nèi)競爭對手的狀況。</p><p>　　這些要素會影響到?jīng)Q定公司建立方式和成長以及競爭策略的環(huán)境。（請見圖“國家競爭優(yōu)勢的決定因素”）“鉆石模型”的每個組成部分以及鉆石模型這個整體系統(tǒng)都影響到國家競爭優(yōu)勢：一個企業(yè)能不能獲得資源；企業(yè)獲得信息和機會以及他們?nèi)绾纬浞掷盟麄兊馁Y源和能力：企業(yè)家的目標，管理團隊，企

48、業(yè)員工；企業(yè)參與投資和創(chuàng)新的動力。</p><p>　　當一個國家允許并支持企業(yè)擁有專有資產(chǎn)和技術(shù)會有利于企業(yè)的快速發(fā)展，原因是企業(yè)會為了獲得競爭力而付出更大的努力。當一個國家能夠提供更好的市場信息和產(chǎn)品需求狀況，企業(yè)能夠更容易獲得競爭力。最后，當一個國家鼓勵和支持企業(yè)參與競爭和創(chuàng)新，那么企業(yè)既能獲得競爭優(yōu)勢還能隨著時間的推移不斷提升競爭力。</p><p>　　要素條件：根據(jù)現(xiàn)有的經(jīng)濟學

49、理論基礎(chǔ)，生產(chǎn)力與勞動力，土地，自然資源，資金，基礎(chǔ)設(shè)施因素都可以影響貿(mào)易流量。一個國家將出口那些他們具有競爭優(yōu)勢的產(chǎn)品。這一學說，其起源可以追溯到亞當·斯密，大衛(wèi)·李嘉圖時期的不完整的，并非完全準確的古典經(jīng)濟學。</p><p>　　在一個擁有成熟技術(shù)和支柱產(chǎn)業(yè)的經(jīng)濟體中，一個國家不是依靠繼承而是通過創(chuàng)造生產(chǎn)中最重要的要素如擁有專業(yè)技術(shù)的工人或科技基礎(chǔ)要素。此外，一個國家在某一特定時期內(nèi)創(chuàng)造

50、，升級和在特定行業(yè)的配置，特別是重要產(chǎn)業(yè)的比率和效率比股市對他的影響更大。</p><p>　　在生產(chǎn)中最重要的影響因素是那些具有持久性和資金數(shù)額大的專門化的投資?；疽?，如勞動力或本地原材料的來源池，并不構(gòu)成知識密集產(chǎn)業(yè)的競爭優(yōu)勢。企業(yè)可以非常輕松地克服這方面的劣勢，通過全球性戰(zhàn)略的制定與執(zhí)行或通過技術(shù)手段來實現(xiàn)。相反，在傳統(tǒng)的發(fā)展觀念里，只需要有一個智力一般的勞動力大軍，通常只有高中或中專學歷，這些企業(yè)在現(xiàn)

51、代國際競爭中的完全不具有競爭優(yōu)勢。為了支持獲得競爭優(yōu)勢，企業(yè)需要擁有高度專業(yè)化的技術(shù)人才，為軟件公司建立提供風險投資的資金池。這些要素更稀少，更不易被鄰國所模仿和復制，并且這需要持久的投資來維系創(chuàng)造力。</p><p>　　各個行業(yè)的成功者成功的原因在于他們能夠創(chuàng)造更優(yōu)的要素。世界級的專門機構(gòu)的競爭優(yōu)勢體現(xiàn)在他們首先創(chuàng)造出一個專業(yè)化的要素，之后通過對不斷升級以保持它們的競爭優(yōu)勢。丹麥有兩家醫(yī)院，集中精力研究治療糖

52、尿病的胰島素并在世界上取得領(lǐng)先技術(shù)優(yōu)勢從而獲得出口的競爭優(yōu)勢。荷蘭在種植，包裝，運輸花卉方面具有領(lǐng)先世界的技術(shù)從而獲得出口競爭優(yōu)勢。</p><p>　　那些并不明顯的影響因素，是在最基礎(chǔ)要素中有選擇性挑選不利因素使企業(yè)在一個靜態(tài)的競爭模型中的劣勢不斷創(chuàng)新和升級從而在動態(tài)的競爭模型里轉(zhuǎn)化為一項優(yōu)勢。當企業(yè)擁有充足的廉價的原材料或擁有豐富的廉價的勞動力,公司可以簡單地依靠這些優(yōu)點使效率優(yōu)化。但當企業(yè)面臨著選擇性的競

53、爭劣勢,像高昂的土地成本,勞動力的匱乏,或缺乏本地的原材料,就能推動企業(yè)進行創(chuàng)新和升級以適應競爭。</p><p>　　我們經(jīng)常聽到日本在談到本國競爭劣勢時說的一句話:“我們是一個島國,我們?nèi)鄙僮匀毁Y源。”這是一種普遍的認識,但這些缺陷從另一方面也促使日本不斷創(chuàng)新以提升競爭力。庫存管理生產(chǎn)，例如， 節(jié)省昂貴的場地租金。意大利鋼鐵生產(chǎn)商在布雷西亞地區(qū)面臨著相似的缺點:過高的生產(chǎn)成本,高能源使用成本,缺乏本地原料。位

54、于北Lombardy的這些私營公司由于南方港口和它們之間的距離以及效率低下的意大利運輸系統(tǒng)而面臨著驚人的物流成本。結(jié)果，他們創(chuàng)造出了先進的技術(shù)建立利用非金屬為原料的小鋼鐵廠,只需要很少的資本投入,使用比過去更少的能量,采用廢金屬為原料，并且允許生產(chǎn)商定位廢品來源地和終端客戶。換句話說,他們將要素缺點轉(zhuǎn)化為了競爭優(yōu)勢。</p><p>　　劣勢轉(zhuǎn)化為優(yōu)勢具有一定的特定條件。首先,他們必須給公司提供其他國家在這方面的

55、準確信息從而使他們能夠趕在國外競爭者前進行創(chuàng)新。例如，瑞士這個國家正面臨著第二次世界大戰(zhàn)以來最嚴重的缺乏經(jīng)驗豐富的勞動力的危機,就是一個很好的例子。瑞士企業(yè)對此做出回應,并通過產(chǎn)業(yè)升級，提高勞動生產(chǎn)率和尋求更高的價值,以可持續(xù)的眼光深化細分市場。企業(yè)在世界其他大部分還有豐富的勞動力的地方，由于他們將注意力集中在其他問題上,從而導致升級緩慢。</p><p>　　1887年,意大利瓷磚的生產(chǎn)和出口企業(yè)是世界的領(lǐng)先者