企业绩效管理外文文献翻译译文.docx

企业绩效管理外文文献翻译译文.docx

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企业绩效管理外文文献翻译译文

外文文献翻译译文

一、外文原文

Abstract

CorporatePerformanceManagement

Twoofthemostimportantdutiesofachiefexecutiveofficerare

（1）toformulatestrategyand

（2）tomanagehiscompany’sperformance.Inthisarticleweexaminethesecondofthesetasksanddiscusshowcorporateperformanceshouldbemodeledandmanaged.Webeginbyconsideringtheenvironmentinwhichacompanyoperates,whichincludes,besidesoutsidestakeholders,theindustryitbelongsandthemarketitsupplies,andthenproceedtoexplainhowthefunctioningofacompanycanbeunderstoodbyanexaminationofitsbusiness,operationalandperformancemanagementmodels.Nextwedescribethestructurerecommendedbytheauthorsforacorporateplanning,controlandevaluationsystem,themostimportantpartofacorporateperformancemanagementsystem.Thecorecomponentoftheplanningsystemisthecorporateperformanceevaluationmodel,thestructureofwhichis

mappedintotheplanningsystem’sdatabase,simulationmodelsandbudgetingtools’structures,andalsousedtoshapeinformationcontainedinthesystem’sproducts,besidesbeingthenucleusofthelanguageusedbythesystem’sagentstotalkaboutcorporateperformance.Theontologyofplanning,theguidingprinciplesofcorporateplanningandthehistoryof”MADE”,thecorporateperformancemanagementsystemdiscussedinthisarticle,arereviewednext,beforeweproceedtodiscussindetailthestructuralcomponentsofthecorporateplanningandcontrolsystemintroducedbefore.Weconcludethearticlebylistingthemainstepswhichshouldbefollowedwhenimplementingaperformanceplanning,controlandevaluationsystemforacompany.

1.Introduction

Twoofthemostimportantcorporatetasksforwhichachiefexecutiveofficerisprimarilyresponsibleare

（1）toformulatestrategyand

（2）tomanagethecompany’sperformance.Inthisarticleweexaminethesecondofthesetasksanddiscusshow

corporateperformanceshouldbemodeledandmanaged.

Toperformistoaccomplish,toachieve（desired）resultsoroutcomes.So,whentalkingaboutcorporateperformance,wearereferringtothedegreebywhichdesiredresultsoroutcomesareachievedbyacompany.Managingcorporateperformanceinvolvesplanning,controlling,analyzingandevaluating,notonlytheresultsachievedbythecompany,butalsothemeansbywhichtheseresultsarereached.Amongtheresults,orgoals,pursuedbymostcompanieswecanmentiongrowth,marketshare,profitabilityandvaluecreation;andthemeanstoachievetheseresultsincludeproductivity,effectiveness,innovationandcompetitiveness.Thosearethetypeofthingsweshouldhaveinmindwhenspecifyingacorporateperformancemanagementsystem.

Beforediscussinghowtomodelcorporateperformance,itisconvenienttoconsidertheenvironmentinwhichacompanyoperates,whichincludes,besidesoutsidestakeholders,theindustryitbelongsandthemarketitsupplies.Themainaspectsofanindustrytobelookedatwhenconsideringitsinfluenceoncorporateperformancearestructureandregulation,themaincompetitors,entrybarriers,substituteproductsandsupplier’snegotiatingpower.Associatedquestionsare:

Howproductionisorganized,verticallyorhorizontally?

Howmuchcompetitiveistheindustryandwhoarethemaincompetitors,thosethatcapturethelargestpartofthemarketshare?

Isitunregulated,self-regulatedorregulatedbyagovernmentagency?

Howstrongarebarrierstotheentryofnewcompetitors?

Canproductsfromotherindustriesfunctionassubstitutesfortheonesproducedintheindustry?

Whataboutthepowerindustrysuppliershavewhennegotiatingpricesandtradeconditions?

Attheoppositesideoftheindustryinthecorporateenvironmentwehavethemarketwherethecompanytradesitsproducts,itsmainattributesbeingsize,growthrate,segmentation,exitbarriersandconsumers’negotiatingpower.Typicalquestionsthatshouldbeaskedwhenassessingitseffectoncorporateperformanceare:

Whatisthemarketsize,indollars,foreachofthecompany’sproducts?

Whataretheshort-termandlong-termmarketgrowthrates?

Isitawholesaleoraretailmarket?

Arethesalescyclical?

Howcanthemarketbesegmented（bygeography,purchasing

power,customerage,etc.）?

Whichbarriersdoesaclientrunintowhenchangingsuppliers?

Doclientshavethepowertoimposepricesandtradeconditions?

Wecallthepeoplewhohaveinterestinorareaffectedbyacompany’sperformanceits“stakeholders”,andgrouptheminthecategoriesof“insiders”and“outsiders”.Theinsidersarethecompany’sentrepreneursorcontrollingshareholdersanditsmanagersandemployees.Theoutsidersincludecustomers,suppliers,minorityshareholders,debtholders,thegovernmentinitsrolesofpublicgoodssupplier,regulatorandtaxcollector,andalsothecommunitieswherethecompanydoesbusiness.Itisimportanttonotethatstakeholders,besidesbeingaffectedby,alsoinfluencecorporateperformanceanditisoftennecessarytosearchfortheeffectsofthisinfluencewhenappraisingperformance.

Thatismeanttoincreasethedepthofthisbriefanalysisofcorporatestructureandexternalrelations.Microeconomictheoryconsidersthecompanyasasocialproductionunitthatusesacertaintechnologytoproduceasetofoutputsfromasetofinputs.Thefunctionthatmapsinputquantitiesintomaximumoutputquantitiesobtainablefromtheinputsiscalledthe“productionfunction”or“productionfrontier”.Knowledgeofthisfunctionisimportantformeasuringthetechnicalefficiencyofaproductionunit,averysignificantperformancemetric.Severaltechniquesexistfor

thespecificationofproductionfunctionsorfrontiers,groupedunderthenamesof“DataEnvelopmentAnalysis”and“StochasticFrontierAnalysis”.

Companiesarecreatedbyentrepreneurs,theagentsthatorganizeandcoordinateproductionwiththehelpofprofessionalmanagers.Entrepreneursplayacrucialroleinshapingcorporateperformance.Ononeside,recognizedentrepreneurialcapacity

─andalsolargecontactnetworks─arevitalforraisingthefinancialcapitalnecessarytobuildstructuralorphysicalcapital.Onanotherside,theentrepreneurs’reputationandcontactsareessentialtoattracttheintellectualcapitalthat,togetherwiththestructuralcapital,isthefoundationofinnovationcapacity.

Abusinessmodelisaconceptualrepresentationofthewayacompanydoesbusiness.Itsmaincomponents,are:

thecompany’svalueproposition;thetargetedmarketsegments;thedistribution,marketingcommunications,andcustomer

relationshipchannels;thecorecompetenciesneeded;operatingandmanagementtechnologies;thepartners’network;andtherevenue,costandvaluecreationmodels.Understandingthebusinessmodelisthefirststeptoimplementacorporateperformancemanagementsystem.Themodelshouldindicatewhetherthecompanyhasabroadcustomerbaseortargetsspecificmarketsegments,andinthesecondcase,identifythesesegments.Thegoodsandservicesprovidedbythecompanyandthecommercialconditionsunderwhichtheyaresold（includingsuchthingsasguarantees,technicalassistance,etc.）,comprisethevalueproposition.Thechannelusedforproductdistributioncanbeadirect-tocustomersaleschannelthroughtheInternet,orbecomprisedofbricksandmortarcompanyownedstores,wholesaleagents,retailcompanies,etc.Thecompanycanuseseveralmarketingchannelstogetmessagesthroughtoitscustomers,suchasTVandprintedmedia,andemployacallcentertogivesupportandreceivecomplaintsandsuggestionsfromthem.Corecompetenciesaretheonesthecompanyneedstomasterinordertogainacompetitiveadvantageinrelationtoothercompaniesinthesamemarketplace.Thesecompetenciesshouldrestonproperoperationalandmanagementtechnologies,andbesupplementedbyanetworkofpartners,ifnecessary.Asafinalpoint,abusinessmodelmustincludearevenue,acostandavaluecreationmodelinordertobeprofitabletothecompany’sshareholders.

Wecanthinkoftheoperationalmodelofacompanyasencompassinganorganizationalmodel,afunctionalmodelandacorporatedatamodel.Theorganizationalmodeldepicts,inaninvertedhierarchicaltree,therolesoftheagentsinvolvedinthecompany’soperation.Thefunctionalmodelportraysalltheactivitiesthattogetherformthewholetowhichwereferbytheexpression“company’soperations”,structuredinlogical,sequentialstepsformingoperationalprocesses.Atlast,thecorporatedatamodelisanentity-relationshipdiagramthatshowsthemainentitiesaboutwhichthecompanycollectsdatawithitsattributesandtherelationshipsbetweenthem.

Thelastmodelweneedtoexamineinordertounderstandthefunctioningofacorporationistheperformancemanagementmodelituses,whichis,ingeneral,

composedoffourbuildingblocks.Thecorporategovernancesystem,thecorporateperformanceplanning,controlandevaluationsystem,theindividualmanagersperformanceplanning,controlandevaluationsystemandthemanagementvariablecompensationsystem（orbonussystem）.Thecorporategovernancesystemcomprisesthreewellknownactors,thechiefexecutiveofficer,thedirectorsandtheshareholders,andisdesignedtomediatetherelationsbetweenthem.Underthegovernancesystem,wefindtwoplanningandcontrolsystems,havingasitstargetstheperformanceofthecompany（asawholeandofitsdivisions）andtheperformanceofitsindividualmanagers,respectively.Linkingthesetwosystemswefindacompensationsystemthatassignsfractionsofabonuspool,whichisafunctionoftheaggregatecompanyperformance,toitsmanagersonthebasisoftheirindividualpe