战略定位及设施规划外文翻译.docx

1、战略定位及设施规划外文翻译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 p

2、lanning, coupled 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 asse

3、ts.This is the first of a series of three articles which 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 Res

4、ults in Turbulent 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

5、reactive capacities, as well as its rapid response capabilities.The importance of rapid-response capabilities especiallyflexibility 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

6、space, flexible 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 sh

7、ould answer two 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 in

8、formation and knowledge 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-positioning assessment must be tailored to work w

9、ithin eachcorporation 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 obj

10、ectives. Products 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 reviewe

11、d by the strategic 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 positio

12、ned or how wellcould we position this 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.Appropria

13、te Knowledge of the 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-deci

14、sion variables having 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

15、 policy goals w hose 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 mix product, price, promotion anddistribution with unique strategies.Supp

16、orting Strategies: To 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 variables people, technology,space and place are critical t

17、o the goals and strategies 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 innovati

18、on and resource coordination 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 abr

19、uptorincrementalchanges.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 facili

20、ties manager for McDonnell 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 .Departm

21、ent of Defense procurement 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

22、rationally over an extended 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: T

23、he facilities/real estate 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. It is not uncommon for all three of thesefacilities-planning

24、 activities to be occurring 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 con

25、solidation.The facilities 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. Kn

26、owledge of business strategies 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 sh

27、ould consider the appropriateness 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,

28、the current modular mix 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

29、real estate for Rockwell 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

30、should be kept in mind during the strategy review.Modular-Mix Indicators: Each facility in the portfolio contains oneor more modules i.e., logical organizational chunks.Each module is distinguished by its modular mix people, technology, space and place.The value and cost of each module is influenced

31、 by the modular mix. A number 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 c

32、an be made.Highest-and Best-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 satisfaction. Strategic decisions should consider the value of each facility and parcel from at least three perspectives: value to the enterprise in terms of shareholder v