与...竞争

A new GIS software company in China as well as its industry backgroud,also the GIS industry competition structure and development status. Furthermore, a study was done on both of its competitive structure and other factors against the external environment and of its strengths, weakness, opportunities, threats and other factors facing the internal environment in this field. Based on this study and the mission and the developing target of the company, established the general developing strategy of the company --- based upon Geospatial information industry, continuing to keep the monopoly status and anabasis GIS industry at the same time.Rely on the photogrammetry technique to build the brand in 3D GIS market to gradually form competition advantage.Take technique development tactic, such as intergrate with other kind of techniques, combine with 3D core techniques and purchase 3rd-technique;take tactic to make products cater to market, such as promote the products service definition, enhance the added-value development ability, improve products management and design, adopt 3rd products,etc;And particuliar marketing tactic,such as service marketing, relationship marketing, difference marketing and brand marketing,etc. At last, point out that should import professional managers to promote company quality and industry competition ability.

本文描述了一个新进入 GIS 领域的软件企业——适普软件有限公司的发展历史及所处行业背景，客观分析了它所处 GIS 行业的竞争结构、发展现状等外部环境，通过深入分析公司所面临的机遇、威胁、优势、劣势等因素后，结合公司的宗旨及整体发展目标确立了公司的总体发展战略——立足空间地理信息领域，维护公司在摄影测量市场的垄断地位，同时进军 GIS 市场，以摄影测量核心技术为依托，在三维 GIS 细分市场创立品牌，并逐步形成竞争优势，同时提出采用多种渠道发展技术、产品全方位适应市场、强化市场营销及市场开发多元化的竞争策略，并其进一步细化为技术开发策略，如与其他信息技术的结合、与真三维核心技术的结合、技术收购策略等；产品策略，如提高产品的服务理念、提高产品二次开发能力、提高产品管理和设计、采用第三方产品开发等；以及市场营销策略，如采用服务营销、关系营销、差异化营销、品牌营销等方式；最后提出公司应该引入职业经理人制度从管理角度全面提升公司质量，提高行业竞争力。

The competition in the 21st century, is not only between enterprises, but also between supply chains.

21世纪的竞争，不再是单个企业与企业之间的竞争，而是供应链与供应链之间的竞争。

Factors that could affect results include the ability to market and sell products; changes in relationships with strategic partners and reliance on strategic partners for the performance of critical activities under collaborative arrangements; failure of distributors or other customers to meet purchase forecasts or minimum purchase requirements for our products; impact of competitors, competing products and technology changes; ability to develop, commercialize and market new products; market acceptance of oral fluid testing or other new products or technology; changes in market acceptance based on product performance; continued bulk purchases by customers, including governmental agencies, and the ability to fully deploy those purchases in a timely manner; ability to fund research and development and other products and operations; ability to obtain and maintain new or existing product distribution channels; reliance on sole supply sources for critical product components; availability of related products produced by third parties; ability to obtain, and timing and cost of obtaining, necessary regulatory approval for new products or new indications or applications for existing products; ability to comply with applicable regulatory requirements; history of losses and ability to achieve sustained profitability; volatility of our stock price; uncertainty relating to patent protection and potential patent infringement claims; uncertainty and costs of litigation relating to patents and other intellectual property; availability of licenses to patents or other technology; ability to enter into international manufacturing agreements; obstacles to international marketing and manufacturing of products; ability to sell products internationally; loss or impairment of sources of capital; ability to meet financial covenants in agreements with financial institutions; ability to retain qualified personnel; exposure to product liability, patent infringement, and other types of litigation; changes in international, federal or state laws and regulations; customer consolidations and inventory practices; equipment failures and ability to obtain needed raw materials and components; the impact of terrorist attacks and civil unrest; ability to complete consolidation or restructuring activities; ability to identify, complete and realize the full benefits of potential acquisitions; and general political, business and economic conditions.

可能影响结果的因素包括营销以及出售产品的能力；与战略合作伙伴关系的变化以及根据合作协议对战略合作伙伴执行关键活动的依赖；经销商或者其他顾客未达到我方产品的采购预测或者最低采购要求；竞争对手、竞争产品以及技术变化的影响；新产品开发、商业化以及营销的能力；市场对唾液检测、其他新产品或者技术的接收程度、基于产品效果所造成的市场接收的变化；顾客、包括政府机构的持续大宗采购以及按时完成采购的能力；资助研究、开发以及其他产品和活动的能力；获得并维持新的或者现有的产品经销渠道的能力；关键产品部件对单一供应源的依赖；第三方生产的相关产品的供应情况；新产品或者现有产品的新疗效获得必要的管制批准的能力、时间以及费用；遵守适用的管制要求的能力；亏损的历史以及实现可持续盈利的能力；股票价格的波动；与专利保护和潜在的专利侵权诉讼有关的不确定性；与专利以及其他知识产权有关的不确定性以及诉讼费用；专利以及其他技术授权的提供情况；签订国际性制造协议的能力；产品进行国际营销以及制造的障碍；国际性销售产品的能力；资本来源的损失或者减少；履行与财务机构之间协议的能力；获得合格人员的能力；产品责任、专利侵权以及其他诉讼的风险；国际、联邦或者州的法律、法规的变化；顾客合并以及存货实践；设备故障以及获得所需原材料和部件的能力；恐怖主义袭击以及内乱的影响；完成合并或者重组活动的能力；识别、完成以及实现潜在收购的全部利益的能力；一般性政治、商业、经济形势等。

We have joined the World Trade Organization The establishment of an import relief system that abide by WTO agreement is the right and duty of any WTO contracting party. This course is aimed at studying the International Trade Policy changed which affected industrial competition Strategy Also, we compare the safeguards law and practice of USA, EU, Australia, Canada, Mainland China, Korea, Japan, Vietnan, Newzealand, phillippine, Indonesia as well as the rule of WTO safeguards agreement, so as to understand the "safety valve" and industry adjustment roles under safeguards system of each country in the free trade environment. Eventually, we will reduce trade flow an applicable and suitable import relief system, which cause distortion and maintains a fair trade circumstance.

我国已正式加入世界贸易组织，「经济专题讨论--国际贸易政策与产业竞争策略」主要在探讨美国、欧盟、澳洲、加拿大、中国大陆、韩国、日本、越南、纽西兰、菲律宾、印尼等主要国家之进口救济制度与实义，及其与我国与世界贸易组织乌拉圭回合协定下主要贸易国之制度作乙比较，期能了解各国进口救济制度在贸易自由化政策发展过程中所扮演「安全阀」及促进产业转移调整的角色，进而能建立一套国内法中客观可行之运行程序及合理救济制度，减少对贸易流量造成扭曲，使市场竞争更趋公平合理。

Under this background, what our country would faced soon has already no longer been that traditional countries compete for multilaterally or the monopoly with enterprises of enterprise compete, but come from more powerful global economic integration competition.

在此背景下，我国即将面临的已不再是传统意义上的国与国之间的多边竞争或企业与企业之间的垄断竞争，而是来自更为强劲的全球经济一体化竞争。

The core theory of market economy is ompetence standard under the circumstance of market economy, the existence and development of both society and the individual are facing competition and challenge.

市场经济的核心理念是"能力本位"，在市场经济条件下，社会与个人的生存、发展都面临着竞争与挑战，而竞争与挑战从不相信弱者的眼泪，倒是给强者以优厚的回报，勇于进取、发展个体自身的能力正是社会与个人双方都必需的，因而，我们不能不关注能力发展的进取性道德观念的树立，并将个人能力发展得如何也作为衡量个体是否道德的一种尺度。

Along with our country tourism's development, the tourist scenic zone is valued everybody's more and more, after our country joins WTO, the tourism is facing domestic and the overseas two market grave situation, the market competition is day by day intense, along with market competition's aggravating, the competition no longer is between the single competitor's contest, the tourist scenic zone implementation paragenesis marketing becomes one inevitable trend day after day, forms the scale superiority, thus is in an impregnable position in the intense market competition.

随着我国旅游事业的发展，旅游景区越来越受到大家的重视，我国加入WTO后，旅游业面临着国内与国外两个市场的严峻局面，市场竞争日益激烈，随着市场竞争的加剧，竞争已不再是单个竞争者之间的较量，旅游景区实施共生营销日渐成为一种必然趋势，形成规模优势，从而在激烈的市场竞争中立于不败之地。

The scope of the eement enterprise, the large enterprise s ability of single-line production begins to be improved in coordinating with surroundings. It has entered a new ...

在日益激烈的市场竞争中，作者为企业制定并成功地实施了产品差异化竞争战略和区域市场中低成本与技术领先竞争战略，为企业的长期生存与发展搭起了一个更高的平台。

A number of research outcomes were concludedThe main conclusions: 1 the capital intensive, recourses intensive, scale-based benefit, high pollution and high industrial correlativeness are five most influential factors in paper industry; 2 theoretically, resources endowment, financing ability, quality of enterprise, structure of industrial organization, relevant industries, and the institutional environment are six key components of competitive power for regional paper industry. Among them, quality of enterprise, financing ability and the structure of industrial organization are the key elements for regional competition in paper industry; 3 the assessment of the competitiveness power of Fujian paper industry has showed that during 1999-2005, the competitiveness power of Fujian paper industry was stable; 4 financing ability and the structure of industrial organization have positive impact on the competitiveness power of paper industry; 5 The SWTO analysis shows that the advantage of Fujian paper industry is resource abundance, however, the disadvantages are financing ability and the structure of industrial organization.

主要结论有：①资本密集、资源密集、规模效益显著、污染型、产业关联度大等5个方面是造纸产业最为重要的5个特性；②从理论上分析，区域造纸产业竞争力的主要构成要素包括资源禀赋、融资能力、企业素质、产业组织结构、关联产业与制度环境等6个要素，其中企业素质、融资能力与产业组织结构是区域造纸产业的核心要素；③从福建省造纸产业综合竞争力的纵向测评结果来看，1999-2005年福建省造纸产业综合竞争力的表现较为稳定；④融资能力与产业组织结构对区域造纸产业竞争力具有显著的正向影响作用，它们是区域造纸产业竞争力最重要的影响因素；⑤根据SWOT分析结果表明，福建省在资源--对区域造纸产业竞争力影响有限的因素—拥有竞争优势，而在融资与产业组织结构等—对区域造纸产业竞争力有重要影响的因素-处于竞争劣势。

Therefore, we must differentiate from the point of view, and take full advantage of the physical network of ground advantage, or to avoid direct competition, such as China Post Logistics and Avon, Dell, Lenovo\'s cooperation, or we directly complement each other with these giants, forming strategic partnership and learn from their management experience, or take advantage of Or use China Post\'s logistics and information flow and capital resources for organic integration, and then in a different point of view of market position to participate in competition.

因此，必须从差异化的角度出发，发挥我们的地面实物网的优势，或者避免正面竞争，比如中邮物流与雅芳、戴尔、联想的合作，或者我们直接与这些巨头们互补，结成战略合作伙伴关系，学习他们的管理经验；或者利用中国邮政的物流、信息流和资金流的资源进行有机整合，然后以不同角度的市场地位参与到竞争中，从而由点到面逐步取得竞争优势。

Do you know, i need you to come back

你知道吗，我需要你回来

Yang yinshu、Wang xiangsheng、Li decang,The first discovery of haemaphysalis conicinna.

1〕 杨银书，王祥生，李德昌。安徽省首次发现嗜群血蜱。