战略上

Therefore, the present study is more of practical significance.Guided by the trade competition analyses and competition advantage theory put forward by Prof. Michael Porter, the present paper has conducted an analysis over the five competition forces facing the construction publication trade after Chinas accedence to WTO.

如何面对竞争并在竞争中取得优势，我国的出版企业面临着三种战略选择，即成本领先战略、差异化战略、目标聚焦战略，在分析上述战略的基础上，本文提出建筑类出版社必须实施差异化战略取得竞争优势的结论。

With that on re-conceptualisations of poverty to identify four main types of strategies: strategies to increase resources, strategies to change the quantity of human capital, strategies involving drawing on stocks of social capital, and strategies to mitigate or limit a decline in consumption also Moser,1998

与上重新conceptualisations贫穷确定的四个主要类型的战略：战略，以增加资源，战略，改变的数量，人力资本，战略制定，涉及对股市的社会资本，和战略，以减轻或限制下降，在消费（也莫塞尔， 1998年

Under the discussion of the inner and outer environments for the development and protection of Jiang-Su coastal mud flat, the strategic system of sustainable development is established.

在分析江苏省沿海滩涂开发与保护的内部条件和外部环境的基础上，构建江苏沿海滩涂开发与保护可持续发展的战略体系，提出江苏省沿海滩涂可持续发展的外部目标（包括社会目标、经济目标、环境目标）和内部目标（包括组织战略目标、人力资源战略目标、技术开发战略目标和财务战略目标），从江苏沿海滩涂开发与保护可持续发展的实施主体、要素保障、政策需求、动态管理等方面提出了政策保障措施。

For the development strategy mode, high-speed increase strategy, flexible economy development strategy and informationlization development strategy can be selected. For the space development mode, the step development mode, point and line development mode, and reticulation development mode can be selected. The priority function of provincial capital city is service.

在发展战略模式上，可选择高速度增长战略、变通经济发展战略、信息化发展战略，在空间发展模式上，可选择梯度推进发展模式、点——轴开发模式、网状交织发展模式等。

We look at the strategy in China there are many ways because HSBC grows in Hong Kong and Shanghai banking cooperation, so we get a very long history yet, goes back 135 years we have been in the land of your country, several times, over that period of time, but it is terribly important for us it is a very important of the future, I am not say anything because our chairman doesnt say anything possible opportunity to try to impress people that how much you want to be here significant, what I find really fascinating because we have just been spending a lot of time just making research in the brands of China, degree our competitors brand in general, there is a tendency I think among the people of Chinese all think it is a developing country, from the marketing standpoint, brand standpoint, in actually fact, if you look at how Chinese brands behave, it is a very developed country, it behaves much more like France, or the UK, does like Brazil, or Malazia, you have heard how competitive this market places, there are lots of very very good products, very high quality products, lots of very well-excepted local brands have a long history, in fact, it not given one foreign brand comes in, we have history and understanding here, we are the new brand on the block if you like, we have to understand where our initial be in the very complicated very very competitive market place, there are a lot of banks, there are a lot of banks specialized particular sector of the market, they also move to grow become a lot of unbanked people in this country, so all of our present opportunities and my strategy were wave with those

说到我们中国的战略，我想应该有许多种不同的战略吧，因为汇丰在香港和上海都有分支。我们在中国有很悠久的历史，可以追溯到135年前，之后几番登陆中国，但我认为最重要的，还是汇丰未来在中国的发展，虽然我很想让大家知道我们在中国发展的迫切愿望，但我现在不能宣布任何的战略，是因为我们的主席还没有表态。在中国，我们对中国的品牌做过许多的调研工作，把我们的竞争对手分级，最让我感到震惊的，在中国有一种趋势就是，从市场的角度来看，品牌的角度来看，中国的民众都认为中国是一个发展中国家，而实际上，如果你观察一下中国的知名品牌是怎么样运行的，你就会发现更像一个发达国家。这样的品牌行为更像是在法国，在英国，在巴西，或是马来西亚，在中国，你会发现市场竞争也是那样的激烈，中国市场上有许多出色的商品，高质量的商品，有许多拥有悠久历史、具有独特影响力的知名品牌，实际上，任何一个外国的品牌、任何一个后进入者想挤进来，都不是容易的事情。虽然我们很早就和中国有渊源，但我们也可以说是一个新的市场进入者，我们必须在这个复杂而又竞争激烈的市场中找到我们的方向，中国市场上现在有许多的银行，还有许多专门服务于某一特定顾客群的银行，但我们的空间还很大，因为中国还有许多没有开发的处女地，所以，我认为我们现在的机会和战略是和那些竞争对手们在市场上共舞。

We look at the strategy in China there are many ways because HSBC grows in Hong Kong and Shanghai banking cooperation, so we get a very long history yet, goes back 135 years we have been in the land of your country, several times, over that period of time, but it is terribly important for us it is a very important of the future, I am not say anything because our chairman doesn't say anything possible opportunity to try to impress people that how much you want to be here significant, what I find really fascinating because we have just been spending a lot of time just making research in the brands of China, degree our competitors brand in general, there is a tendency I think among the people of Chinese all think it is a developing country, from the marketing standpoint, brand standpoint, in actually fact, if you look at how Chinese brands behave, it is a very developed country, it behaves much more like France, or the UK, does like Brazil, or Malazia, you have heard how competitive this market places, there are lots of very very good products, very high quality products, lots of very well-excepted local brands have a long history, in fact, it not given one foreign brand comes in, we have history and understanding here, we are the new brand on the block if you like, we have to understand where our initial be in the very complicated very very competitive market place, there are a lot of banks, there are a lot of banks specialized particular sector of the market, they also move to grow become a lot of unbanked people in this country, so all of our present opportunities and my strategy were wave with those

说到我们中国的战略，我想应该有许多种不同的战略吧，因为汇丰在香港和上海都有分支。我们在中国有很悠久的历史，可以追溯到135年前，之后几番登陆中国，但我认为最重要的，还是汇丰未来在中国的发展，虽然我很想让大家知道我们在中国发展的迫切愿望，但我现在不能宣布任何的战略，是因为我们的主席还没有表态。在中国，我们对中国的品牌做过许多的调研工作，把我们的竞争对手分级，最让我感到震惊的，在中国有一种趋势就是，从市场的角度来看，品牌的角度来看，中国的民众都认为中国是一个发展中国家，而实际上，如果你观察一下中国的知名品牌是怎么样运行的，你就会发现更像一个发达国家。这样的品牌行为更像是在法国，在英国，在巴西，或是马来西亚，在中国，你会发现市场竞争也是那样的激烈，中国市场上有许多出色的商品，高质量的商品，有许多拥有悠久历史、具有独特影响力的知名品牌，实际上，任何一个外国的品牌、任何一个后进入者想挤进来，都不是容易的事情。虽然我们很早就和中国有渊源，但我们也可以说是一个新的市场进入者，我们必须在这个复杂而又竞争激烈的市场中找到我们的方向，中国市场上现在有许多的银行，还有许多专门服务于某一特定顾客群的银行，但我们的空间还很大，因为中国还有许多没有开发的处女地，所以，我认为我们现在的机会和战略是和那些竞争对手们在市场上共舞。

The strategic alliance strategy is by nature results of changinginterfirm arrangements, which is neither different from arm's length arrangements and nor from hierarchical arrangementswithin the firm, and unsubstituted product with inside hierarchy and outside property rights transaction.

合资战略本质上是企业组织内部化战略的结果，即在组织形式上趋向于母子公司之间关系，价值创造呈降低成本导向机理；战略联盟本质上是企业间关系变化的结果，这种企业间关系以协调为特征，既不同于市场交易关系，也不同于组织内部的层级关系，是内部层级市场和外部产权交换不可替代的产物，价值创造呈潜在的利润导向机理。

After sum-up strategic cost management and performance theory, systemic expatiate the relationship of value chain and strategic cost management along with performance evalution, conformity inside value chain,opponent value chain and domain value chain, draw the outline of whole value matrix,which point out the value chain is the base of strategic cost management, and put forward strategic cost management performance evaluation step is identify value activity,make certain value chain, pick-up the evaluation index on the value chain, exercise synthesis evaluation method to appraisement.

本文首先对国内外战略成本管理和绩效评价理论进行理论综述，在总结战略成本管理和绩效评价代表理论的基础上，系统的阐述价值链与战略成本管理及其绩效评价的关系，整合内部价值链、竞争对手价值链和产业价值链，勾勒出整合的价值链系统图，并在此基础上指出价值链是战略成本管理绩效评价的基础，并进一步提出价值链的界定、根据价值链提取评价指标、采用综合评价方法进行评价的战略成本管理绩效评价的步骤。

This paper mainly adopted literature data, questionnaire and interview and logic analysis methods, and used the theory of urban development, sports management theory, theory of mass sports, community sports theory, and other theories. By grasping the basic characteristics of China's social modernization process and analyzing the status of community sports conduction and management and the presence of a series of problems in the new-type city - Jiujiang, we found the main factors affecting urban Community Sports Management in Jiujiang City and opportunities for the urban community sports management binged by the implementation of the "3 +1" strategy, and Consequently, explored the model adapting to community sports management and development in Jiujiang the new-type city under a "3 +1" strategy. That is the light of these constraints and opportunities analysis concluded: As China's economic reform and social reform of the management system of deep,single Administrative Management Mode-omnipotent authority are depleting,at the same time,Jiujiang City "3 +1" to the implementation of the strategy has brought city and the residents change.Sports needs of the residents of the community which continuously enhance the connotation of sports management on the basis of qualitative change rapidly rich,variable-totalitarian government administration for the government-led management.

本论文主要采用文献资料法、问卷调查法、访谈法及逻辑分析等方法，运用城市发展理论、体育管理理论、群众体育理论、社区体育理论等多种理论，把握我国社会现代化过程的基本特征，通过分析新型城市--九江市城市社区体育开展现况及社区体育管理现状和存在的系列问题，找到了影响九江市城市社区体育管理的主要因素（管理体制的不合理；缺乏有针对性的政策法规；管理系统（服务管理系统、场地设施管理系统、体育人才管理系统、体育经费管理系统等）不够健全和完善；管理者思想和管理观念落后及被管理者素质不高等5个方面）及在实行&3+1&战略后给城市社区体育管理带来的机遇（&3+1&战略的实施为九江城市社区体育管理奠定了坚实的经济基础和发展的动力；&3+1&战略的实施为九江城市社区体育管理提供了广阔的市场和空间；实行&3+1&战略为社区体育管理带来了居民体育意识的转变等3个方面）等问题的研究，从而探索出&3+1&战略下适合九江市新型城市社区体育管理发展的模式，即针对以上制约因素和机遇的分析得出结论：随着我国经济体制改革和社会管理体制改革的深人，单一的行政全能主义管理模式的权威性日趋枯竭，与此同时，九江市&3+1&战略实施以来，给城市及居民带来了巨变，居民对体育需求度的不断增强，致使社区体育管理的内涵在质变的基础上迅速丰富化，变政府行政全能主义为政府主导型管理。

We construct a Salop model to analyze three conditions: no-fee, foreign fee, and surcharge. Our meaningful conclusions mainly are: When the interchange fee is equal to ATM's marginal cost, the bank's profit could be maximized; for pure ATM businesses, foreign fee is strategy-substitutable and surcharge is strategy-complementary; for banking competition, foreign fee is strategy-complementary and surcharge is strategy-substitutable.Keywords: ATM, foreign fee, surchargeJEL Number:

本文以Salop环形城市模型分析了跨行取款不收费制、跨行费制、额外费制下银行在ATM业务上的成本收益情况，本文有意义的结论主要有：当交换费等于ATM的边际成本时，两种费制都会使银行达到利润最大化；在纯粹ATM业务上，跨行费是战略替代的，额外费是战略互补的；在银行竞争上，跨行费是战略互补的，额外费是战略替代的。

In the United States, chronic alcoholism and hepatitis C are the most common ones.

在美国，慢性酒精中毒，肝炎是最常见的。

If you have any questions, you can contact me anytime.

如果有任何问题，你可以随时联系我。