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        英语Presentation模板:Blue Ocean Strategy (BOS) Analysis

        论文价格: 免费 时间:2022-11-15 14:51:58 来源:www.hsltc.com 作者:留学作业网

        英语Presentation模板-蓝海战略(BOS)分析,本文是一篇英文演讲稿模板,主要内容是根据作者的个人研究工作基于被称为“蓝海”的商业战略概念。蓝海战略(BOS)的概念起源于2005年,当时BOS研究所的两位作者W.Chan Kim和Renee Mauborgne写了一本书,名为《蓝海》。通常,人们认为最好的组织策略是为组织增加利润的策略。根据这些作者所写的书,企业应该寻求在一个没有竞争的市场中建立对其产品或服务的需求,而不是与行业中现有的生产商进行竞争。反之亦然,在现有行业中,公司之间经常相互竞争,试图超越竞争对手,抢夺市场份额,这使得每个公司都很难生存。这一行业被称为红海,所有公司都努力从彼此手中夺取相同的市场份额,随着新供应商进入市场,利润减少,增长机会贬值,这往往会对新进入者造成威胁,和/或使一些企业无法保持市场份额。下面就轻参考这篇英语Presentation模板的具体内容。

        英语Presentation模板

        My individual research work undertaken is based on the business strategy concept known as “Blue Ocean”. The concept of the Blue Ocean Strategy (BOS) originated in 2005 when two authors named as W. Chan Kim and Renee Mauborgne of the BOS Institute wrote a book named as Blue Ocean. Commonly, people believe that the finest organizational strategy is the one which escalate profits for the organization. According to the book written by these authors, firms should seek to build demand for their products or services in a market where there is no competition rather than competing nose to nose with existing producers in the industry. Vice versa, in existing industries firms often compete with each other and seek to surpass their competitors and snatch their market share which makes it very tough for every firm to survive. Such an industry is known as Red Ocean where all the firms strive to capture the same market share from each other and as new suppliers enter into the market, profits are reduced, chances for growth are depreciated which often create threats for new entrants and/or disable some businesses to retain their share in the market. For this reason, such a strategy would not fit best for every firm in the modern business environment. A Blue Ocean strategy identifies such industries that do not exist or are unknown. The application of such a strategy requires that demand must be created for the product or service rather than competing against the rivals. The supporters of the Blue Ocean strategy argue that firms can rapidly boost their profits and grow expeditiously if the firm is able to provide products and services that are innovative to both the buyer and the business. This is because innovative products and services are more likely to be valued by the customers and eliminate such products or services which are of unsubstantial value to the existing or the future market.
        出于这个原因,这样的战略并不适合现代商业环境中的每一家公司。蓝海战略确定了这些不存在或未知的行业。这种策略的应用要求必须为产品或服务创造需求,而不是与竞争对手竞争。蓝海战略的支持者认为,如果公司能够提供对买方和企业都具有创新性的产品和服务,公司可以迅速提高利润并快速增长。这是因为创新产品和服务更有可能受到客户的重视,并消除这些对现有或未来市场没有实质价值的产品或服务。       
        (B) Key Areas of Research and sources:主要研究领域和来
        To navigate the blue ocean is it required to think outside the box. There must be an idea or approach which must not necessarily a better way to do something which is already being done and where there must be a competitive edge in a limited market space.
        要在蓝海中航行,需要跳出框框思考。必须有一种想法或方法,这种想法或方法不一定是更好的方法来做已经在做的事情,并且必须在有限的市场空间中具有竞争优势。
        The difference between the red and blue ocean is that in the red ocean there would be a competition in the current market space of your contraption whereas in the blue ocean an incontestable market space is established which attracts new demand. Therefore, there must be a clear idea whether we are in a red or blue ocean before the start of research.
        红海和蓝海的区别在于,在红海中,你的设备的当前市场空间将存在竞争,而在蓝海中,建立了一个无可争辩的市场空间,吸引了新的需求。因此,在开始研究之前,我们必须清楚地知道我们是处于红色海洋还是蓝色海洋。
        A field research strategy is used where the fundamental aim of this research is the identification of the potential group which is not your customer in strategic buyers group both inside and outside the industry or substitute markets. This research also helps providing us the contour of existing buyer and non customers.
        如果本研究的基本目的是在行业内外或替代市场的战略买家群体中识别不是您客户的潜在群体,则采用实地研究策略。这项研究也有助于为我们提供现有买家和非客户的轮廓。
        A team is developed comprising research experts and analysts, professionals in qualitative and quantitative research methodologies. The team is a master in all the important areas market intelligence, competitive intelligence, analysis of the vendor, research and analytics, analysis of various trends in the market, forecasting and business analysis. The resource for this research includes experienced analysts from globally recognized market intelligence organizations, business economists and financial experts with comprehensive sector experiences.
        建立了一个由研究专家和分析师、定性和定量研究方法专业人员组成的团队。该团队精通所有重要领域的市场情报、竞争情报、供应商分析、研究和分析、市场各种趋势分析、预测和业务分析。这项研究的资源包括来自全球公认的市场情报组织的经验丰富的分析师、具有全面行业经验的商业经济学家和金融专家。
        Qualitative research method is used for the collection of data in the field at the initial phase of research. The contraption for this research includes surveys, questionnaires, guides for interviews and virtual or on the spot discussion forums. This approach promotes open ended discussions in a composed ambiance to advocate true and direct dialogue. This method is mostly used because the data and intelligence which are required to recognize new buyers and market opportunities are not obtainable easily
        定性研究方法用于在研究初期收集现场数据。这项研究的构思包括调查、问卷、访谈指南和虚拟或现场讨论论坛。这种方法促进在平静的气氛中进行不限成员名额的讨论,以倡导真正和直接的对话。这种方法主要用于识别新买家和市场机会所需的数据和情报不易获得
        A secondary, quantitative research is acknowledged in the research plan when wide range of representative data is needed to know about new market circumstances. This methodology includes sample management, survey instrument design and management of data, tabulation and analysis by both the traditional methods for the collection of data.
        当需要广泛的代表性数据来了解新的市场环境时,研究计划中承认了二级定量研究。这一方法包括样本管理、调查仪器设计和数据管理,以及通过传统数据收集方法进行制表和分析。
        (c) Discussion of Strategic Models Identified:-确定的战略模型讨论
        During my research, I have come across plenty of strategic models which enable the implementation of the blue ocean strategy. Some of them are discussed below.
        在我的研究过程中,我发现了许多能够实施蓝海战略的战略模型。其中一些将在下面讨论。
        The Four Actions Framework:- 四大行动框架
        This framework looks at different aspects of the industry by asking four different questions. These questions help to straighten the focus of the business and realign its overall strategy to create value. These questions involve asking:
        这个框架通过提出四个不同的问题来审视行业的不同方面。这些问题有助于理顺业务重点,重新调整其整体战略以创造价值。这些问题包括:
        What are the factors that need to be created which have not yet been created by the industry?行业尚未创造的需要创造的因素有哪些?
        What are the factors that should be promoted over the industry’s standards?哪些因素应该高于行业标准?
        What are the factors that need to be scale down the industry’s standards?需要降低行业标准的因素有哪些?
        What are the factors taken for granted by the industry and should be exterminated?行业认为理所当然的、应该消除的因素是什么?       
        The first question assists the managers of the firm to explore new ways of adding value to their products or service for the buyers. The second question encourages the management of the firm to divulge and eradicate the compromises made by the buyer. The first two questions seek to provide the firm with a differentiation edge. The third question points out the factors that need to be reduced which may have been redesigned in order to compete with the rivals. The fourth question identifies those factors which may have had value in the past but are of minute value to the buyers today. The last two questions seek to assist the firm in becoming a cost leader in the industry.
        第一个问题有助于公司的经理探索为其产品或服务增加价值的新方法。第二个问题鼓励公司管理层泄露并消除买方的妥协。前两个问题旨在为公司提供差异化优势。第三个问题指出了需要减少的因素,这些因素可能是为了与竞争对手竞争而重新设计的。第四个问题确定了那些在过去可能有价值,但对今天的买家来说价值很小的因素。最后两个问题旨在帮助公司成为行业中的成本领导者。
        Buyer Experience Cycle:- 买方体验周期
        While making a purchase, a buyer goes through six different stages, from the initial purchase to the final disposal of the product. In deciding which product to purchase, a buyer thinks from unalike aspects in order to buy the product that best satisfies the needs of the buyer. These stages are called utility levers.
        在进行购买时,买家要经历六个不同的阶段,从最初购买到最终处置产品。在决定购买哪种产品时,购买者从不同的方面考虑,以便购买最能满足购买者需求的产品。这些阶段称为效用杠杆。
        Stage 1: Purchase: 第一阶段:购买
        At the initial stage, the buyer has a set of questions in his mind based on which he decides which product he has to buy and how much time it would take for him to find the desired product. For this reason, it can be seen that shopping malls today are successful because they have different products under one single roof and at the same time seek to satisfy diverse needs of a variety of customers. Theoretically, it is quite simple but marketing managers should give sufficient consideration to this factor and make the “product finding experience” easier and much simpler for the buyer. Also, customers tend to buy their products from places that are attractive or give them the option to choose their desired products from the most fascinating products. On the other side, accessibility is a vital issue. If a store offers the best products in town but is not in reach of the buyers, they are most likely to switch to an alternative store to make their purchases. Moreover, from the perspective of a buyer, a secure transaction environment has a positive psychological affect on the buyer and encourages him to make his purchases. Lastly, customers always prefer to buy from such stores which they are familiar with because they know they would be provided with a commendable customer service.
        在最初阶段,购买者心中有一系列问题,根据这些问题,他决定购买哪种产品,以及需要多长时间才能找到所需的产品。因此,可以看出,如今的购物中心之所以成功,是因为它们在同一屋檐下拥有不同的产品,同时寻求满足各种客户的不同需求。从理论上讲,这很简单,但营销经理应该充分考虑这一因素,使“产品寻找体验”对买家来说更容易、更简单。此外,客户倾向于从有吸引力的地方购买产品,或者让他们从最吸引人的产品中选择自己想要的产品。另一方面,无障碍是一个至关重要的问题。如果一家商店提供了镇上最好的产品,但买家买不到,他们很可能会选择另一家商店进行购买。此外,从买家的角度来看,安全的交易环境对买家有积极的心理影响,并鼓励他进行购买。最后,顾客总是喜欢从他们熟悉的商店购买,因为他们知道会为他们提供值得称赞的客户服务。
        Stage 2: Delivery: 第2阶段:交付
        The next stage is concerned with delivering the product to the buyer. Buyers usually ask that how much time it would take for the product to be delivered to them. This is where businesses can outdid their competitors in the market and exclusively in the services sector where “on time delivery” is the critical success factor for many businesses.
        下一阶段是将产品交付给买方。购买者通常会询问产品交付给他们需要多长时间。这是企业可以在市场和服务领域超越竞争对手的地方,而“准时交付”是许多企业的关键成功因素。
        Stage 3: Use: 第3阶段:使用
        Are the functions and features of the product effective? Do they satisfy the desired needs of the customers?
        Does the buyer require any guidance or teaching in order to use the product?
        Is the product easy to use and operate (e.g. in case of electronics)?
        产品的功能和特点是否有效?它们是否满足了客户的期望需求?             
        买方是否需要任何指导或教学才能使用产品?             
        产品是否易于使用和操作(如电子产品)?
        Stage 4: Supplements: 第4阶段:补充
        Some products require the support of other products in order to operate effectively and meet the demand of customers. Customers always think that how much the supplement product would cost them? In this case, customers who are price sensitive might decide to switch to some other product which does not require the support of other products to operate and meet the needs of customer. On the other hand, customers who are not much price sensitive would consider whether the supplement product is available and accessible. However, this is one of the salient factors which the marketing managers should consider before deciding to introduce a fresh product to the consumers.
        一些产品需要其他产品的支持才能有效运行并满足客户的需求。客户总是认为补充剂产品要花多少钱?在这种情况下,对价格敏感的客户可能会决定转向其他一些不需要其他产品支持的产品,以满足客户的需求。另一方面,对价格不太敏感的客户会考虑补充剂产品是否可用。然而,这是营销经理在决定向消费者介绍新产品之前应该考虑的突出因素之一。
        Stage 5: Maintenance 第5阶段:维护
        The next factor that buyers usually consider is how easy it would be to maintain the product and how much it would cost them. In the modern business environment, customers wish to purchase such products which can be maintained in less time and reduced cost. This is one of the most imperative factors which marketing managers should consider if they wish to retain their customers and also attract new customers from the market. Also, if a product requires external maintenance, customers think of factors such as cost of external maintenance and accessibility of maintenance store.
        买家通常考虑的下一个因素是维护产品有多容易,以及需要花费多少钱。在现代商业环境中,客户希望购买能够在更短时间内维护并降低成本的产品。这是营销经理如果想留住客户并从市场上吸引新客户,应考虑的最重要因素之一。此外,如果产品需要外部维护,客户会考虑外部维护成本和维护商店的可访问性等因素。       
        Stage 6: Disposal 第6阶段:处置
        Lastly, customers also think whether it would be easy to dispose the product or not. In this regard, managers should consider the legal and environmental issues before promoting their product into the market. Sustainable development of a product is a key aspect in the modern business environment and the firm which is able to develop, promotes and dispose their products without causing minimal harm to the environment would surely have a differentiation edge over their rivals in the market.
        最后,客户也会考虑处理产品是否容易。在这方面,管理者应在将其产品推向市场之前考虑法律和环境问题。产品的可持续发展是现代商业环境中的一个关键方面,能够开发、推广和处置其产品而不会对环境造成最小损害的公司肯定会在市场上与竞争对手相比具有差异优势。
        Four Hurdles Execution:- 四栏执行
        After the management has established a blue ocean strategy, the next step in the process is to effectively implement such a strategy. Successful implementation of a strategy at any phase plays a vital role because ineffective implementation of a strategy can lead to wastage of precious resources and time. While implementing a blue ocean strategy, an organization is faced with the following four types of hurdles. If the organization wishes to succeed, it must take appropriate measures to overcome these hurdles to find a blue ocean.
        在管理层制定了蓝海战略之后,该过程的下一步是有效实施这一战略。战略在任何阶段的成功实施都起着至关重要的作用,因为战略的无效实施可能导致宝贵资源和时间的浪费。在实施蓝海战略时,组织面临以下四种障碍。如果该组织希望取得成功,它必须采取适当措施克服这些障碍,找到一片蓝海。
        The Cognitive Hurdle: 认知障碍
        Normally, companies operate in red oceans which may not to lead to sustainable growth and profits in the future. Although, companies have grown and met their milestones while operating in the red ocean, managers must think beyond this if they wish to survive in the modern business environment where new competitors arise everyday in the industry making the competition more rugged. The organization as a whole must be mentally prepared for such a strategy before implementing it so that precious resources are not wasted.
        通常,公司在红海中经营,这可能不会导致未来的可持续增长和利润。虽然,公司在红海中经营的同时已经成长并达到了里程碑,但如果他们希望在现代商业环境中生存,行业中每天都会出现新的竞争对手,使竞争更加激烈,那么管理者必须超越这一点。整个组织在实施这一战略之前必须做好心理准备,以避免浪费宝贵的资源。
        The Resource Hurdle: 资源障碍
        Normally, organizations believe that when it changes its business strategy, additional resources would be required to implement the new strategy. At this point, this is the greatest hurdle which organizations come across during the implementation of the new strategy. But such a hurdle can be easily surmount if the firm has a competent and experienced human resource department.
        通常,组织认为,当它改变其业务战略时,将需要额外的资源来实施新战略。此时,这是组织在实施新战略过程中遇到的最大障碍。但是,如果公司有一个称职且经验丰富的人力资源部门,这样的障碍很容易克服。       
        The Motivational Hurdle: 动机障碍
        A radical shift in the strategy of the business might demotivate the employees in an organization. If the management is competent and capable, they would also overcome this hurdle by creating a sense of ownership in the employees and also enriching their jobs.
        企业战略的根本转变可能会削弱组织中员工的积极性。如果管理层有能力和能力,他们也会克服这一障碍,在员工中建立主人翁意识,并丰富他们的工作。       
        The Political Hurdle: 政治障碍
        Some organizations are very much influenced by the political environment. This is the last hurdle faced by an organization when implementing the blue ocean strategy. Governments have the right to completely abandon a product if they think the product can cause harm to the public at large e.g. drugs. A detailed analysis of the political environment would surely put the managers in a better place which would ultimately help them to overcome this hurdle.
        一些组织非常受政治环境的影响。这是组织在实施蓝海战略时面临的最后一个障碍。如果政府认为某一产品可能对公众造成伤害,例如毒品,则有权完全放弃该产品。对政治环境的详细分析肯定会使管理者处于一个更好的位置,最终有助于他们克服这一障碍。
        (d) Key conclusions and findings:-主要结论和发现
        Based on studies, the authors of the blue ocean strategy have suggested that companies in the future would not be able to flourish by just competing with their rivals to retain their market share. The authors believe that in the modern business environment, innovation is the key to success and if an organization succeeds in creating a culture of innovation, it can easily survive in the long term without competing with any rivals in the market. Since the past many years, companies have fought with each other in order to secure their profit and market share. As a consequence, such rivalry between the firms has resulted in “bloody red oceans” where everyone tries to grab others’ share of the market and steal their customers. This ultimately means that if an organization wishes to survive in the modern business environment, it should therefore try to adopt a blue ocean strategy. This is because adopting such a strategy would place the company in a much better position with no competitors in the market and might put the business in a monopoly position which would ultimately make the business the leader of the market. A Blue Ocean strategy focuses on six principles which if followed adequately can create a blue ocean for the business where competition is irrelevant. These principles include:
        根据研究,蓝海战略的作者们认为,未来的公司将无法仅仅通过与竞争对手竞争来保持市场份额而蓬勃发展。作者认为,在现代商业环境中,创新是成功的关键,如果一个组织成功地创造了创新文化,它就可以轻松地长期生存,而不必与市场上的任何竞争对手竞争。过去多年来,公司为了确保利润和市场份额而相互斗争。因此,两家公司之间的这种竞争导致了“血腥的红海”,每个人都试图抢夺他人的市场份额,并抢走他们的客户。这最终意味着,如果一个组织希望在现代商业环境中生存,那么它应该尝试采用蓝海战略。这是因为采用这样的策略将使公司处于一个更好的位置,在市场上没有竞争对手,并可能使企业处于垄断地位,最终使企业成为市场的领导者。蓝海战略侧重于六项原则,如果充分遵循这些原则,可以为竞争无关紧要的企业创造蓝海。这些原则包括:
        Identification of diverse pathways through which a market can be created where the business has no rivals to compete with.
        Encourage the managers to create value innovation rather than just focusing on increasing the profits or turnover of the business.
        Plan to attain beyond current demand and create new demand by targeting non-customers.
        Follow the right strategic sequence to create a blue ocean.
        Prevail over the four hurdles of execution.
        确定在企业没有竞争对手的情况下可以创建市场的多种途径。             
        鼓励管理者创造价值创新,而不仅仅是专注于增加企业的利润或营业额。             
        计划超越当前需求,通过瞄准非客户创造新需求。             
        遵循正确的战略顺序,创造蓝海。             
        超越执行的四个障碍。
        Execute the blue ocean strategy by motivating people to do so. The management must be capable to deal with behavioral issues in order to implement this final principle.
        通过激励员工来执行蓝海战略。管理层必须能够处理行为问题,以实现这一最终原则。
        However, there are some risks associated with the blue ocean strategy which the organization should seek to minimize to successfully implement the blue ocean strategy. These are:
        然而,蓝海战略存在一些风险,该组织应尽量减少这些风险,以成功实施蓝海战略。这些是:
        The blue ocean strategy encourages the managers of the business to develop new strategies and new products to create uncontested market space. The idea seems fair but this could also encourage the managers to ignore competition and they may lose grip over their core competencies. A competent management assumes that they have no rivals in place and seek to continuously improve their performance. Such a strategy could also encourage the management to overlook their rivals in the market and as a result they might lose their attained market share.
        蓝海战略鼓励企业经理开发新战略和新产品,以创造无竞争的市场空间。这个想法似乎很公平,但这也会鼓励管理者忽视竞争,他们可能会失去对核心竞争力的控制。称职的管理层假定他们没有竞争对手,并寻求持续改进他们的绩效。这样的策略也会鼓励管理层忽视市场上的竞争对手,结果可能会失去已获得的市场份额。
        Although every business seeks to create a blue ocean by trying to develop strategies and product which differ largely from the products offered by their competitors. This means that a business may think that they have created a blue ocean whereas actually it has not been successful in doing so.
        A blue ocean strategy encourages the businesses to look for industries that are far beyond their own core competencies. When the business is enthused to think different under a blue ocean strategy, there is a risk that the business might overlook their strengths and history and forced to diversify in such industries where the risk of failure is high because of no experience in that industry.
        尽管每个企业都试图通过开发与其竞争对手提供的产品有很大差异的战略和产品来创造蓝海。这意味着一家企业可能认为他们创造了一片蓝海,但实际上并没有成功。             
        蓝海战略鼓励企业寻找远远超出自身核心竞争力的行业。当企业热衷于在蓝海战略下进行不同的思考时,企业可能会忽视自己的优势和历史,并被迫在这些行业进行多元化经营,因为这些行业没有经验,因此失败的风险很高。
        All in all, a blue ocean strategy is more likely to lead a company to flourish in the future but it is vital that the pros and cons are considered evenly before implementing such a strategy.
        总而言之,蓝海战略更有可能引领一家公司在未来蓬勃发展,但在实施这种战略之前,必须平衡考虑利弊。
        (e) Summary on the success or failure:-成功或失败总结
        Overall, working on such a project has aggrandized our team working skills because everyone took the responsibility on themselves which created a sense of ownership in every team member and ultimately the team as a whole was able to conclude the work effectively. For this reason, all of the questions which were asked of us were abundantly answered including the group presentation. Working on such an assignment has been very informative for us and we all are now aware of the different types of business strategies in the modern business environment. This could prove useful for us when we start our practical career.
        总的来说,在这样一个项目中工作增强了我们的团队工作技能,因为每个人都承担了自己的责任,这让每个团队成员都有了主人翁感,最终整个团队能够有效地完成工作。出于这个原因,我们所有的问题都得到了充分的回答,包括小组演示。完成这样的任务对我们来说非常有帮助,我们现在都意识到现代商业环境中不同类型的商业策略。当我们开始实际工作时,这可能会对我们有用。
        From the group standpoint, we are now aware of the different types of business strategies and how successful implementation of a blue ocean strategy can be of benefit to a business. We have also learned that how such strategies can be implemented and what are the pre-requisites for implementing the different types of business strategies. Moreover, we have also learned what type of strategy would suit a particular business and we agree on the fact that the blue ocean strategy is not fit for all types of business. The selection of a strategy varies from business to business depending on their environment and other significant factors which the management should bear in mind when choosing a strategy.
        从集团的角度来看,我们现在意识到不同类型的业务战略,以及成功实施蓝海战略对企业的益处。我们还了解到如何实施这些战略,以及实施不同类型的业务战略的先决条件是什么。此外,我们还了解了什么类型的战略适合特定的业务,我们同意蓝海战略并不适合所有类型的业务。战略的选择因企业而异,具体取决于环境和管理层在选择战略时应考虑的其他重要因素。
        Individually, I have understood that in the modern business environment, adopting and implementing a business strategy is vital for the success of a business. It doesn’t matter whether the business decides to adopt a blue ocean strategy or not, what matters is the commitment of the management and their capabilities and experience which would result in the long term survival of the business.
        就个人而言,我已经明白,在现代商业环境中,采用和实施商业战略对企业的成功至关重要。企业是否决定采用蓝海战略并不重要,重要的是管理层的承诺以及他们的能力和经验,这将导致企业的长期生存。
        (f) Individual contribution and impact on group presentation:-个人的贡献和对小组陈述的影响
        Before proceeding with the assignment, all of the team members were assigned particular areas of their interest to work on. I was assigned to identify the different types of strategic models which could help the business in achieving their aims and objectives in the long run. This doesn’t mean that all of the team members were working in isolation, instead all of the team members were helping and supporting in each other’s work. This created a team spirit and all of the team members felt a sense of ownership as everyone felt that it is their responsibility to complete the assignment.
        Lastly, my presentation’s focal point is the adequate preparation of slides and plenteous research from diverse resources. Detailed work was done with the team to cover up all areas of the assignment evenly.
        在继续执行任务之前,所有团队成员都被分配了他们感兴趣的特定领域。我被指派识别不同类型的战略模型,这些模型可以帮助企业实现长期目标。这并不意味着所有团队成员都在孤立地工作,而是所有团队成员在彼此的工作中相互帮助和支持。这创造了团队精神,所有团队成员都有一种主人翁感,因为每个人都觉得完成任务是他们的责任。             
        最后,我演讲的重点是充分准备幻灯片,并利用各种资源进行大量研究。团队进行了详细的工作,以均匀地覆盖任务的所有区域。
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