专有技术英文翻译

根据个人的技术诀窍/经验know-hown技术，技能business know-how 办事能力know-hown.专门技能, 实践知识, 技术诀窍, 生产经验, 技术情报[秘密]technicaladj技术性的a technical job 技术性的工作 工艺的；技能的To build this machine，you must have technical ability. 要造这台机器，你们必须有技术能力。 专门性的

我会让你知道的英文：I’ll let you know。

重点词汇：know

短语

You Know 你知道 ; 你要知道 ; 你了解 ; 我说

I know 我知道 ; 水瓶座 ; 我晓得

right to know 知情权 ; 知的权利 ; 知晓权

U-KNOW 瑜卤允浩 ; 郑允浩 ; 允浩 ; 东方神起

know-how 专有技术 ; 过程性知识 ; 技术

Know thyself 认识你自己 ; 知己知彼 ; 认识自己 ; 了解你自己

词语辨析

understand, learn, comprehend, know

这组词都有“懂，知道，明了”的意思，其区别是：

understand 指对事物已有彻底的认识，不仅知其性质、含义和细节，而且了解其内外的关系。

learn通常指通过他人而获得消息或情况，侧重从不知到知的变化过程。

comprehend 侧重熟悉了解的过程。

know 普通用词，多指通过学习、经验或他人传播而得到知识，含直接知道的意味。

汗，我才把英文翻译交了，最近翻译到要吐了。。。

概念化和圈定 符合正在形成的共识，取而代之的是更广泛的战略联盟识（见，例如， Spekman和Sawhney 1990 ;特普斯特拉和西莫南1992 ） ， 各种形式的组织间合作 不同程度的僵硬的合作安排 精神被认为在此范围内的网域 战略联盟。因此，建立战略联盟，可能是结构 化作为。 （一）一个独特的法人实体，以该联盟 合作伙伴承诺商定的技能和资源，并在 每个联盟的合作伙伴持有的股份 （即股权的合资企业）或 （二）一个独特的实体间的 联盟伙伴承诺商定的技能和资源 （例如， nonequity合资企业，如联合技术日 开发中心或联合产品开发团队） 。 实际上，尽管某些类型的战略联盟将 有一个有限的生命的定义（例如，一个联合的产品开发， opmentproject ） ，其他形式的战略联盟，如 股权的合资企业，理论上可以永远存在。 联盟，不涉及共享公平是那么严格 并可能会更容易修改，重组，或终止比 战略联盟，涉及公平分享的联合 合资企业。因此，当市场条件不稳定 占上风，如当时的情况的技术基础 一个行业正在迅速演变的灵活性和适应， 能够提供比较灵活的形式的联盟，可能是 认为利好消息。 组织间的合作关系可以存在 两家公司之间，两者的主要经济通讯 mitment是相同的价值链活动（例如， 福特和马自达之间;沃尔玛和Dillards ） ，或 两家公司之间的主要经济承诺 是相邻阶段的价值链。就是这种情况 在供应商与制造商联盟（如福特 汽车和汽车零部件供应商） 。前者是 说明横向组织间的合作 关系，而后者是纵向间 合作关系。 虽然是组织间合作的一个关键方面 的战略联盟，这决不是他们的唯一defin - 技术特点。因为战略的目的是 实现可持续的竞争优势，一个interorgani - zational的伙伴关系，才能实事求是地被视为一种策略 社区联盟只有这将使公司的合作 实现竞争优势的市场。同样地 所指出的那样谢斯和Parvatiyar （ 1992年） ，主要 根本目的之间的密切合作组织 筹措既可以战略（例如，进入一个新的 产品市场的网域）或业务（例如，精简 业务活动，如自动调整和 发票，通过电子数据交换系统） 。 因此，虽然条款“战略伙伴关系” ， “战略 建立伙伴关系， “和”战略联盟“ ，有时用 描述之间的密切合作的制造商和 零售商等领域的发展，系统的 电子数据交换（ EDI ）和程序的效率， 系数消费者反应（化学） ，这些关系 主要业务为导向。他们没有证据免疫 portant特色的战略联盟，如排除， sivity和nonimitability ，因此不能导致 可持续的竞争优势。通常，他们是复制 cated了制造商的竞争对手，其零售 合作伙伴。例如，电子数据交换系统和连接宝洁 宝洁和沃尔玛重复类似的是， 吐温沃尔玛和宝洁的主要竞争对手 （即杠杆兄弟和Wal - Mart和广州高露洁棕榄 和沃尔玛） 。此外，宝洁，杠杆 兄弟，和高露洁公司也有类似的关系 船舶与沃尔玛的主要竞争对手，即卡玛特 和目标。换句话说，因为这三个竞争 制造商也有类似的合作安排 与三个竞争零售商，这些伙伴关系可以 不得在帮助任何公司或个人 一种伙伴关系加强其竞争地位的 等等。因此，这种关系的特点 制造企业和营销中介机构的策略， 特捷联盟是值得怀疑的。他们往往成本 与做生意特别是企业和/或 竞争在某些行业。 动机联盟形成 输入新的国际市场。企业寻求进入 新的国际市场，在追求增长和 盈利能力，从历史角度来看，推行不同的条目 战略，如内部开发，收购， 兼并和合资企业。最近几年，但是， 日益认识到，必须进入和 实现一个可行的市场地位，在所有主要的世界 市场似乎已经提供了动力，以不断 越来越多的企业更加紧密地审查 可取的进入战略联盟与其他 公司拥有互补的技能和资源。 考虑，例如，国际进入战略 两家公司的主导谷类早餐 企业在美国-凯洛格公司和 通用磨坊公司在过去70年来，已对凯洛格 自己的进入，培育，并取得了主导位置 在市场化的谷类早餐在一些 西欧国家。一般。米尔斯，另一方面 另一方面，这只是最近才开始销售其早餐 谷物在西欧，选择进入一个战略同盟 平衡与雀巢公司，而不是发展自己的 分配制度从无到有，通用磨坊选择 雀巢公司利用广泛的销售队伍和分布 配电基础设施和其熟悉的 西欧市场（见吉布森1990 ;诺尔顿 1991年） 。追求这个选项，通用磨坊也 能够加快进入市场 谷类早餐在西欧。 绕过障碍，进入新的国际3月， kets 。当进入新的国际市场，公司往往 进入联盟，以减少经济风险。此外，通过 结成联盟与国内企业所熟悉 的细微差别，对当地环境，公司也可 能够规避法律，政治，和/或调节 latory进入壁垒，以及降低政治风险。 此外，联盟合作伙伴的工作经验 与当地的广告代理商，市场研究议程 种，和大众传播媒体，以及深入 了解当地市场，可促进 效力的整体营销工作。 保护竞争地位的国内市场。通过 攻击外国竞争对手在其国内市场，并 从而有必要的资源挪作 进入新的国际市场上对保护， 技术的竞争优势在其本土市场，该公司可能会 能够保护其份额在国内市场。说明性 使用的战略联盟作为一项战略来对付 在国外的竞争，以保护自己的市场 立场在国内市场是卡特彼勒公司联盟 与日本三菱商事（见特，波特和Rudden 1982年） 。 扩大产品线/填补产品线空白。的实践 泰斯公司进入战略联盟，以 扩大其产品线和/或填补空白的现有 产品线之间的联盟表明了美国汽车 制造商和日本的，如 通用汽车公司的联盟，五十铃，铃木，日本和Chrys - 勒联盟与日本三菱商事的。 输入新的产品市场领域/立足于 新兴产业。随着产业的成熟，企业发现 其传统市场的停滞和经济增长机遇 关系严重限制进入战略联盟 企图多样化，充分利用经济增长 机会在其他产品市场领域。此外，前看到的出现alternaUve ，替代技术， 策略，公司已进入联盟与其他 公司具有领先地位的新技术获得 立足于新兴产业。 形状产业结构。战略联盟，促进 技术革命，通过合并所附- 前不同的技术，并创造了急剧的变化， 消费者的偏好可以（一）大大改变基地 的竞争削弱了现有资源的竞争 性优势的行业和（ ii ）塑造行业结构 结构，提高进入壁垒，创造新技术 标准，建立新的分销渠道，并取消 veloping新的供应商。创新技术，如新产品 设计，新的生产工艺，或新的营销的AP - proaches可以推动整个行业进入了更高的速度 通过刺激经济增长的主要需求。 减少潜在威胁未来的竞争。一般 电力，授权其先进的燃气涡轮技术 外国生产商，它被视为潜在的主要 竞争对手，据报告，不仅创造了一个俘虏 市场的技术在这些国家，而且还elimi - 氨酸的威胁，未来的竞争从这些比较， 新兴工业化经济体在美国市场（见沃森1982年） 。 提高进入壁垒。力量联手，获得加 性的力量，有可能联盟成员 树立进入壁垒，不让竞争对手基地 体积必要利用规模经济（华生 1982年） 。 克服的进入壁垒。战略联盟，也可以 使企业克服进入壁垒。例如， 加拿大电讯业的发展，之前的deregu - 化于1992年，主要是北方电信的 专有技术是有效的行业标准。 放松管制以后， AT ＆ T公司，形成一个网络 联盟与加拿大的小公司，如联合 通信公司，已经能够出售综合 技术大省水电费（ “ AT ＆ T公司的关键 负责“ 1993年） 。 提高资源利用效率。战略联盟可以 使合作伙伴，以降低生产成本的考虑 利用（一）规模，范围，和/或经验的影响， （二）在生产要素成本的差异。例如，共享 生产设施可能允许联盟伙伴 实现效益的规模经济和经验 影响。同样，利用销售队伍，销售，和/或 arehousing设施的合作伙伴可以允许 公司销售其产品以较低的成本。 资源延伸。战略联盟是一个可行的 其他的任何公司，在国内发展或 收购的超出其资源能力，并 合并，这将产生亏损的企业形象， 是不可接受的。联盟可能会特别有吸引力 为小企业缺乏资源，投资于研发， 新产品，和其它有竞争力的关键活动 站住脚跟，在市场上，或关键捍卫 或加强其市场地位。然而，面对 升级的成本的R ＆ D和/或投资资本 设备和设施，需要服务的全球市场， 即使大公司正越来越多地被迫进入 战略联盟与合作伙伴愿意分享在发展的 opmental成本和/或资本设备支出。 学习新技能。企业往往进入联盟 的意图，学习他们的联盟合作伙伴（哈梅尔 1991年） 。例如，通用汽车公司的主要目标 在联盟与丰田学习丰田的方法 管理和制造。学习如何面对 劳动和供应商在美国，据报 除丰田的主要目标。有趣的是，作为运算 构成相互学习，它已经指出， 有时企业进入战略联盟的 意图的学习，他们可以从他们的合作伙伴（即， 随着时间的推移内在的独特能力/技能 联盟合作伙伴） ，同时维护 他们自己独特的技能，从他们的内在 合作伙伴。战略联盟，因此也被炭火 acterized被许多人视为一场比赛，以了解，因此，一种新形式 竞争中的合作伙伴，学习速度最快 将能够主宰的关系，以及将 能够重新谈判的条款联盟在其支持 （主要1990年） 。

The definition of law from the transliteration of view, transliteration method than other methods, in the translation of the introduction of professional and technical terms, place names and proper nouns, such as trade names are more commonly used. Moreover, who in the process of transforming a bilingual call to retain the original integrity of the obvious pronunciation, it sounds particularly touches the heart. For example: "tea, spread from China to the world, English tea originated in Fujian dialect 'tea' in the pronunciation" [2] 369 English won ton (wonton), yamen (government offices), mafoo (groom), xiucai (scholar) and so on. In this way, has managed to maintain the semantic characteristics of Chinese culture, but also attracted the attention of readers, and yet conform to the language of communication environment. However, transliteration is not perfect, for example, sold on the market called the day-to-day wash supplies LUX, and its Chinese name as "Book", just look at this Chinese name, so people must think first of all is Hercules, they with well-developed muscles, superior athletic ability, it is difficult to make people think of using this product to achieve the kind of comfort, the feeling of moisture. This has resulted in the troubled readers. B), literal translation So, what is the literal translation? There is no conclusion. But an argument can be used, that is asked in the language specification does not run as well as errors caused by the premise of Lenovo, both in translation and the original contents of the original form, in particular, to maintain the original text refers to the metaphor, image and local color, such as the President for translation [7]. Goal is to achieve the unity of form and content, that is, "shape", "God" in both. Such as the "iron rice bowl" straight to iron rice bowl; "red" straight to red packet; "open-door policy" open-door policy; "township enterprises" township and village enterprises; "illegal" black market "time is money" Time is money and so on, which is the expression of the translation of the contents of the original terms, but also to preserve the original terms of the analogy. But the literal translation to the translator often caused by a "dead language" of the loopholes里钻, translation of the vocabulary, the article will be very rigid, when the use of literal translation to pay particular attention to this point. (C), free translation Free translation, simply put, is straightforward to translate the meaning of [8]. Such as "proprietary technology" technical know-how "three sentences always our" talk shop all the time "land of fish and rice" a land of honey and milk "small savings, waste of big / small smart, pound foolish" Penny wise, pound foolish; "Great food stalls" sidewalk snack booth and so on, which is a paraphrase of words implies deep understanding of justice will find each other through culture similar things in the scene, used to convey the true information contained in the original vocabulary. It lies in mass "God" is not "shaped" like. Of course, the translation also there are some shortcomings. Many foreign words, one word corresponds to more than one interpretation, the relative lack of translation in the context of the time, the translator can not be accurately on the choice of its translation, resulting in mistranslation; In addition, translation of acronyms, we will lack of emergence of the phenomenon of information: If the CD is often said the Chinese explanation for the CD, and CD's full name should be "Compact disk", which the "compact" the word close, compact, lightweight means, just from the English vocabulary level, it is difficult to think of what this phrase associated with the laser.

1.The definition of law from the transliteration of view, transliteration method than other methods, in the translation of the introduction of professional and technical terms, place names and proper nouns, such as trade names are more commonly used. Moreover, who in the process of transforming a bilingual call to retain the original integrity of the obvious pronunciation, it sounds particularly touches the heart. For example: "tea, spread from China to the world, English tea originated in Fujian dialect 'tea' in the pronunciation" [2] 369 English won ton (wonton), yamen (government offices), mafoo (groom), xiucai (scholar) and so on. In this way, has managed to maintain the semantic characteristics of Chinese culture, but also attracted the attention of readers, and yet conform to the language of communication environment. However, transliteration is not perfect, for example, sold on the market called the day-to-day wash supplies LUX, and its Chinese name as "Book", just look at this Chinese name, so people must think first of all is Hercules, they with well-developed muscles, superior athletic ability, it is difficult to make people think of using this product to achieve the kind of comfort, the feeling of moisture. This has resulted in the troubled readers.2.Free translation, simply put, is straightforward to translate the meaning of [8]. Such as "proprietary technology" technical know-how "three sentences always our" talk shop all the time "land of fish and rice" a land of honey and milk "small savings, waste of big / small smart, pound foolish" Penny wise, pound foolish; "Great food stalls" sidewalk snack booth and so on, which is a paraphrase of words implies deep understanding of justice will find each other through culture similar things in the scene, used to convey the true information contained in the original vocabulary. It lies in mass "God" is not "shaped" like. Of course, the translation also there are some shortcomings. Many foreign words, one word corresponds to more than one interpretation, the relative lack of translation in the context of the time, the translator can not be accurately on the choice of its translation, resulting in mistranslation; In addition, translation of acronyms, we will lack of emergence of the phenomenon of information: If the CD is often said the Chinese explanation for the CD, and CD's full name should be "Compact disk", which the "compact" the word close, compact, lightweight means, just from the English vocabulary level, it is difficult to think of what this phrase associated with the laser.

Iwillletyouknow;I'llletyouknow.YouKnow你知道;你要知道;你了解;我说。Iknow我知道;水瓶座;我晓得。righttoknow知情权;知的权利;知晓权。U-KNOW瑜卤允浩;郑允浩;允浩;东方神起。know-how专有技术;过程性知识;技术。Knowthyself认识你自己;知己知彼;认识自己;了解你自己。一站式出国留学攻略

概念化和圈定 Consistent with the emerging consensus in favor of a 符合正在形成的共识 ， 取而代之的是 broader construal of strategic alliances (see, for example, 更广泛的战略联盟识（见，例如， Spekman and Sawhney 1990; Terpstra and Simonin 1992), Spekman和Sawhney 1990 ;特普斯特拉和西莫南1992 ） ， a variety of forms of interorganizational cooperation that 各种形式的组织间合作 vary in the degree of rigidity of the cooperative arrange- 不同程度的僵硬的合作安排 ment are viewed here as falling within the domain of 精神被认为在此范围内的网域 strategic alliances. 战略联盟。 Thus a strategic alliance could be struc- 因此 ， 建立战略联盟 ， 可能是结构 tured as either . 化作为。 (i) a distinct corporate entity to which the alliance （一）一个独特的法人实体 ， 以该联盟 partners commit agreed upon skills and resources and in 合作伙伴承诺商定的技能和资源 ， 并在 which each of the alliance partners hold an equity position 每个联盟的合作伙伴持有的股份 (ie, an equity joint venture) or （即股权的合资企业）或 (ii) a distinct interorganizational entity to which the （二）一个独特的实体间的 alliance partners commit agreed upon skills and resources 联盟伙伴承诺商定的技能和资源 (eg, a nonequity venture such as a joint technology de- （例如， nonequity合资企业 ， 如联合技术日 velopment center or joint product development team). 开发中心或联合产品开发团队） 。 In effect, although some types of strategic alliances will 实际上，尽管某些类型的战略联盟将 have a finite life by definition (eg, a joint product devel- 有一个有限的生命的定义（例如，一个联合的产品开发， opmentproject), other forms of strategic alliances, such as opmentproject ） ，其他形式的战略联盟，如 equity joint ventures, can theoretically exist in perpetuity. 股权的合资企业，理论上可以永远存在。 Alliances that do not involve shared equity are less rigid 联盟 ， 不涉及共享公平是那么严格 and may be easier to revise, reorganize, or terminate than 并可能会更容易修改，重组，或终止比 strategic alliances that entail equity sharing in a joint 战略联盟 ， 涉及公平分享的联合 venture. 合资企业。 As a result, when unstable market conditions 因此，当市场条件不稳定 prevail, such as is the case when the technological base of 占上风，如当时的情况的技术基础 an industry is evolving rapidly, the flexibility and adapt- 一个行业正在迅速演变的灵活性和适应， ability offered by less rigid forms of alliances may be 能够提供比较灵活的形式的联盟 ， 可能是 viewed favorably. 认为利好消息。 Interorganizational cooperative relationships can exist 组织间的合作关系可以存在 between two firms, both of whose primary economic com- 两家公司之间，两者的主要经济通讯 mitment is to the same set of value chain activities (eg, mitment是相同的价值链活动（例如， between Ford and Mazda; Wal-Mart and Dillards), or 福特和马自达之间;沃尔玛和Dillards ） ，或 between two firms whose primary economic commitments 两家公司之间的主要经济承诺 are to adjacent stages of the value chain. 是相邻阶段的价值链。 Such is the case 就是这种情况 in supplier-manufacturer alliances (eg, between Ford 在供应商与制造商联盟（如福特 Motor Co. and its auto parts suppliers). 汽车和汽车零部件供应商） 。 The former is 前者是 illustrative of a horizontal interorganizational cooperative 说明横向组织间的合作 relationship, and the latter of a vertical interorganizational 关系，而后者是纵向间 cooperative relationship. 合作关系。 Although interorganizational cooperation is a key facet 虽然是组织间合作的一个关键方面 of strategic alliances, this is by no means their only defin- 的战略联盟，这决不是他们的唯一defin - ing characteristic. 技术特点。 Because the purpose of strategy is to 因为战略的目的是 achieve sustainable competitive advantage, an interorgani- 实现可持续的竞争优势，一个interorgani - zational partnership can realistically be viewed as a strate- zational的伙伴关系 ， 才能实事求是地被视为一种策略 gic alliance only if it would enable the cooperating firms 社区联盟只有这将使公司的合作 to achieve a competitive advantage in the marketplace. 实现竞争优势的市场。 As 同样地 pointed out by Sheth and Parvatiyar (1992), the primary 所指出的那样谢斯和Parvatiyar （ 1992年） ，主要 purpose underlying close cooperation between organiza- 根本目的之间的密切合作组织 tions could either be strategic (eg, entry into a new 筹措既可以战略（例如，进入一个新的 product-market domain) or operational (eg, streamlining 产品市场的网域）或业务（例如，精简 operations activities such as automatic reordering and 业务活动 ， 如自动调整和 invoicing through electronic data interchange systems). 发票 ， 通过电子数据交换系统） 。 Thus, although the terms "strategic partnership," "strategic 因此，虽然条款“战略伙伴关系” ， “战略 partnering," and "strategic alliances" are sometimes used 建立伙伴关系， “和”战略联盟“ ， 有时用 to describe close cooperation between manufacturers and 描述之间的密切合作的制造商和 retailers in areas such as the development of systems for 零售商等领域的发展 ， 系统的 electronic data interchange (EDI) and procedures for effi- 电子数据交换（ EDI ）和程序的效率， cient consumer response (ECR), these relationships are 系数消费者反应（化学） ，这些关系 primarily operations oriented. 主要业务为导向。 They do not evidence im- 他们没有证据免疫 portant characteristics of strategic alliances such as exclu- portant特色的战略联盟 ， 如排除， sivity and nonimitability, and therefore cannot result in a sivity和nonimitability ，因此不能导致 sustainable competitive advantage. 可持续的竞争优势。 Often, they are repli- 通常，他们是复制 cated by the manufacturer's competitors and its retail cated了制造商的竞争对手 ， 其零售 partners. 合作伙伴。 For example, an EDI system linking Procter and 例如，电子数据交换系统和连接宝洁 Gamble and Wal-Mart is duplicated by similar ones be- 宝洁和沃尔玛重复类似的是， tween Wal-Mart and Procter and Gamble's chief rivals 吐温沃尔玛和宝洁的主要竞争对手 (ie, Lever Brothers and Wal-Mart and Colgate-Palmolive （即杠杆兄弟和Wal - Mart 和广州高露洁棕榄 and Wal-Mart). 和沃尔玛） 。 Moreover, Procter and Gamble, Lever 此外，宝洁，杠杆 Brothers, and Colgate-Palmolive have similar relation- 兄弟，和高露洁公司也有类似的关系 ships with Wal-Mart's major competitors, namely, Kmart 船舶与沃尔玛的主要竞争对手，即卡玛特 and Target. 和目标。 In other words, given that the three competing 换句话说，因为这三个竞争 manufacturers have similar cooperative arrangements 制造商也有类似的合作安排 with the three competing retailers, these partnerships can- 与三个竞争零售商，这些伙伴关系可以 not be instrumental in helping either an individual firm or 不得在帮助任何公司或个人 a partnership enhance its competitive position over the 一种伙伴关系加强其竞争地位的 others. 等等。 Hence characterizing such relationships between 因此 ， 这种关系的特点 manufacturing firms and marketing intermediaries as stra- 制造企业和营销中介机构的策略， tegic alliances is questionable. 特捷联盟是值得怀疑的。 They are more often a cost 他们往往成本 associated with doing business with particular firms and/or 与做生意特别是企业和/或 competing in certain industries. 竞争在某些行业。 Motives Underlying Alliance Formation动机联盟形成 Enter new international markets.输入新的国际市场。 Firms seeking to enter企业寻求进入 new international markets, in their quest for growth and新的国际市场，在追求增长和 profitability, have historically pursued different entry盈利能力，从历史角度来看，推行不同的条目 strategies such as internal development, acquisitions,战略，如内部开发，收购， mergers, and joint ventures.兼并和合资企业。 In recent years, however, the最近几年，但是， growing recognition of the importance of entering and日益认识到，必须进入和 achieving a viable market position in all the major world实现一个可行的市场地位，在所有主要的世界 markets seems to have provided the impetus to an ever市场似乎已经提供了动力，以不断 increasing number of firms to more closely examine the越来越多的企业更加紧密地审查 desirability of entering into strategic alliances with other可取的进入战略联盟与其他 firms possessing complementary skills and resources.公司拥有互补的技能和资源。 Consider, for instance, the international entry strategies考虑，例如，国际进入战略 of two companies that dominate the breakfast cereals两家公司的主导谷类早餐 business in the United States--Kellogg Company and企业在美国-凯洛格公司和 General Mills Inc. Over the last 70 years, Kellogg has on通用磨坊公司在过去70年来，已对凯洛格 its own entered, nurtured, and achieved a dominant posi-自己的进入，培育，并取得了主导位置 tion in the market for breakfast cereals in a number of在市场化的谷类早餐在一些 Western European countries.西欧国家。 General.一般。 Mills, on the other米尔斯，另一方面 hand, which only recently began marketing its breakfast另一方面，这只是最近才开始销售其早餐 cereals in Western Europe, chose to enter a strategic alli-谷物在西欧，选择进入一个战略同盟 ance with Nestle SA Rather than developing its own平衡与雀巢公司，而不是发展自己的 distribution system from scratch, General Mills chose to分配制度从无到有，通用磨坊选择 take advantage of Nestle's extensive sales force and distri-雀巢公司利用广泛的销售队伍和分布 bution infrastructure and its intimate knowledge of the配电基础设施和其熟悉的 Western European market (see Gibson 1990; Knowlton西欧市场（见吉布森1990 ;诺尔顿 1991). 1991年） 。 By pursuing this option, General Mills was also in追求这个选项，通用磨坊也 a position to accelerate its pace of entry into the market for能够加快进入市场 breakfast cereals in Western Europe.谷类早餐在西欧。 Circumvent barriers to entering new international mar-绕过障碍，进入新的国际3月， kets. kets 。 When entering new international markets, firms often当进入新的国际市场，公司往往 enter alliances to reduce economic risk.进入联盟，以减少经济风险。 Moreover, by此外，通过 forming alliances with domestic firms that are familiar结成联盟与国内企业所熟悉 with the nuances of the local environment, a firm may also的细微差别，对当地环境，公司也可 be in a position to circumvent legal, political, and/or regu-能够规避法律，政治，和/或调节 latory barriers to entry, as well as reduce political risks. latory进入壁垒，以及降低政治风险。 Furthermore, the alliance partner's experience working此外，联盟合作伙伴的工作经验 with local advertising agencies, marketing research agen-与当地的广告代理商，市场研究议程 cies, and mass communications media, as well as in-depth种，和大众传播媒体，以及深入 knowledge of local markets, may contribute to enhancing了解当地市场，可促进 the effectiveness of the overall marketing effort.效力的整体营销工作。 Protect competitive position in the home market.保护竞争地位的国内市场。 By通过 attacking a foreign competitor in its home market, and攻击外国竞争对手在其国内市场，并 thereby necessitating diversion of resources away from从而有必要的资源挪作 expansion into new international markets toward protect-进入新的国际市场上对保护， ing its competitive position in its home market, a firm may技术的竞争优势在其本土市场，该公司可能会 be able to protect its share in the home market.能够保护其份额在国内市场。 Illustrative说明性 of the use of strategic alliances as a strategy to counter使用的战略联盟作为一项战略来对付 competition abroad in order to protect one's market在国外的竞争，以保护自己的市场 position in the home market is Caterpillar's alliance立场在国内市场是卡特彼勒公司联盟 with Mitsubishi of Japan (see Hout, Porter, and Rudden与日本三菱商事（见特，波特和Rudden 1982). 1982年） 。 Broaden product line/fill product line gaps.扩大产品线/填补产品线空白。 The prac-的实践 tice of firms entering into strategic alliances in order to泰斯公司进入战略联盟，以 broaden their product line and/or fill gaps in their existing扩大其产品线和/或填补空白的现有 product line is illustrated by alliances between US auto产品线之间的联盟表明了美国汽车 manufacturers and their Japanese counterparts, such as制造商和日本的，如 GM's alliances with Isuzu and Suzuki of Japan, and Chrys-通用汽车公司的联盟，五十铃，铃木，日本和Chrys - ler's alliance with Mitsubishi of Japan.勒联盟与日本三菱商事的。 Enter new-product market domains/gain a foothold in输入新的产品市场领域/立足于 emerging industries.新兴产业。 As industries mature, firms finding随着产业的成熟，企业发现 their traditional markets stagnating and growth opportuni-其传统市场的停滞和经济增长机遇 ties severely curtailed have entered into strategic alliances关系严重限制进入战略联盟 in an attempt to diversify and take advantage of growth企图多样化，充分利用经济增长 opportunities in other product-market domains.机会在其他产品市场领域。 Also, fore-seeing the emergence of alternaUve, substitute technolo-此外，前看到的出现alternaUve ，替代技术， gies, firms have entered into alliances with other策略，公司已进入联盟与其他 companies on the leading edge of new technologies to gain公司具有领先地位的新技术获得 a foothold in the emerging industries.立足于新兴产业。 Shape industry structure.形状产业结构。 Strategic alliances that foster战略联盟，促进 technological revolutions through the merging of hereto-技术革命，通过合并所附- fore divergent technologies and create dramatic changes in前不同的技术，并创造了急剧的变化， consumers' preferences can (i) significantly alter the bases消费者的偏好可以（一）大大改变基地 of competition by eroding the existing sources of competi-的竞争削弱了现有资源的竞争 tive advantage in an industry and (ii) shape industry struc-性优势的行业和（ ii ）塑造行业结构 ture by raising barriers to entry, creating new technological结构，提高进入壁垒，创造新技术 standards, establishing new distribution channels, and de-标准，建立新的分销渠道，并取消 veloping new suppliers. veloping新的供应商。 Innovations such as new product创新技术，如新产品 designs, new production processes, or new marketing ap-设计，新的生产工艺，或新的营销的AP - proaches can propel an entire industry into a higher rate of proaches可以推动整个行业进入了更高的速度 growth by stimulating primary demand.通过刺激经济增长的主要需求。 Reduce potential threat of future competition.减少潜在威胁未来的竞争。 General一般 Electric, by licensing its advanced gas turbine technology电力，授权其先进的燃气涡轮技术 to foreign producers that it viewed as potential major外国生产商，它被视为潜在的主要 competitors, is reported to have not only created a captive竞争对手，据报告，不仅创造了一个俘虏 market for its technology in these countries but also elimi-市场的技术在这些国家，而且还elimi - nated the threat of future competition from these compa-氨酸的威胁，未来的竞争从这些比较， nies in the context of the US market (see Watson 1982).新兴工业化经济体在美国市场（见沃森1982年） 。 Raise entry barriers.提高进入壁垒。 By joining forces to gain addi-力量联手，获得加 tional strength, it might be possible for alliance members性的力量，有可能联盟成员 to erect entry barriers by denying competitors the base树立进入壁垒，不让竞争对手基地 volume necessary to exploit economies of scale (Watson体积必要利用规模经济（华生 1982). 1982年） 。 Overcome entry barriers.克服的进入壁垒。 Strategic alliances can also战略联盟，也可以 enable firms to overcome entry barriers.使企业克服进入壁垒。 For instance, the例如， Canadian telecommunications industry, prior to its deregu-加拿大电讯业的发展，之前的deregu - lation in 1992, was dominated by Northern Telecom whose化于1992年，主要是北方电信的 proprietary technology was in effect the industry standard.专有技术是有效的行业标准。 Subsequent to deregulation, AT&T, by forming a network放松管制以后， AT ＆ T公司，形成一个网络 of alliances with smaller Canadian firms such as Unitel联盟与加拿大的小公司，如联合 Communications Inc., has been able to sell integrated通信公司，已经能够出售综合 technologies to large provincial utilities ("AT&T's Crucial技术大省水电费（ “ AT ＆ T公司的关键 Charge" 1993).负责“ 1993年） 。 Enhance resource use efficiency.提高资源利用效率。 Strategic alliances can战略联盟可以 enable partners to lower manufacturing costs by taking使合作伙伴，以降低生产成本的考虑 advantage of (i) scale, scope, and/or experience effects,利用（一）规模，范围，和/或经验的影响， and (ii) differences in factor costs. （二）在生产要素成本的差异。 For instance, sharing例如，共享 manufacturing facilities may allow alliance partners to生产设施可能允许联盟伙伴 realize the benefits of economies of scale and experience实现效益的规模经济和经验 effects.影响。 Similarly, using the sales force, distribution, and/or同样，利用销售队伍，销售，和/或 arehousing facilities of an alliance partner may allow a arehousing设施的合作伙伴可以允许 firm to market its offerings at a lower cost.公司销售其产品以较低的成本。 Resource extension.资源延伸。 Strategic alliances are a viable战略联盟是一个可行的 alternative for any firm, when internal development or其他的任何公司，在国内发展或 acquisitions are beyond its resource capabilities, and a收购的超出其资源能力，并 merger, that would entail the loss of its corporate identity,合并，这将产生亏损的企业形象， is unacceptable.是不可接受的。 Alliances may be particularly attractive联盟可能会特别有吸引力 for smaller firms that lack the resources to invest in R&D,为小企业缺乏资源，投资于研发， new products, and other competitive activities critical to新产品，和其它有竞争力的关键活动 gaining a foothold in the market, or critical to defending站住脚跟，在市场上，或关键捍卫 or enhancing their market position.或加强其市场地位。 However, in the face然而，面对 of escalating costs of R&D and/or investments in capital升级的成本的R ＆ D和/或投资资本 equipment and facilities needed to serve a global market,设备和设施，需要服务的全球市场， even larger firms are being increasingly forced to enter into即使大公司正越来越多地被迫进入 strategic alliances with partners willing to share in devel-战略联盟与合作伙伴愿意分享在发展的 opmental costs and/or capital equipment outlay. opmental成本和/或资本设备支出。 Acquire new skills.学习新技能。 Firms often enter into alliances with企业往往进入联盟 the intent of learning from their alliance partners (Hamel的意图，学习他们的联盟合作伙伴（哈梅尔 1991). 1991年） 。 For instance, one of General Motors' key objectives例如，通用汽车公司的主要目标 in its alliance with Toyota was learning Toyota's methods在联盟与丰田学习丰田的方法 of managing and manufacturing.管理和制造。 Learning to deal with学习如何面对 labor and suppliers in the United States were reportedly劳动和供应商在美国，据报 among Toyota's major objectives.除丰田的主要目标。 Interestingly, as op-有趣的是，作为运算 posed to mutual learning, it has been pointed out that构成相互学习，它已经指出， sometimes firms enter into strategic alliances with the有时企业进入战略联盟的 intent of learning all they can from their partners (ie,意图的学习，他们可以从他们的合作伙伴（即， internalizing over time the distinctive capabilities/skills of随着时间的推移内在的独特能力/技能 the alliance partners), while at the same time safeguarding联盟合作伙伴） ，同时维护 their own distinctive skills from being internalized by their他们自己独特的技能，从他们的内在 partner.合作伙伴。 Strategic alliances have, therefore, also been char-战略联盟，因此也被炭火 acterized by many as a race to learn, and hence a new form acterized被许多人视为一场比赛，以了解，因此，一种新形式 of competition in which the partner that learns fastest竞争中的合作伙伴，学习速度最快 would be able to dominate the relationship as well as be将能够主宰的关系，以及将 able to renegotiate the terms of the alliance in its favor能够重新谈判的条款联盟在其支持 (Main 1990). （主要1990年） 。