企业在中国市场的不同战略创新选择外文翻译资料

战略创新的定义

作者

公司重新设计经营方案，并专注于带给消费者价值的市场上

Govindarajan and Gupta (2011),

Markides(1998), Kim and

Mauborgne(1996)

企业应该能够准确识别他们与竞争对手之间的经营模式的差异，然后利用已确定的差异优势，创造一个不同与竞争对手的竞争策略

Luo and Diao (2007)

战略创新应是全方位的过程，虽然它可以分成不同的事件和过程

Cooper(1990)

一个组织的战略创新在引进新的产品/服务，或一个新的结构、行政系统，或新的生产工艺观察

Damanpour and Schneider (2006)

战略创新始终是成功的匹配与环境变化的组织要求，如输出新理念，流程，技术和服务

Zain (1995)

No.

类型

解释

作者

1

产品创新

产品创新通过动态和互惠关系提高公司的竞争力

Goldenberg and

mazursky (2002)

2

包装创新

包装创新在企业使用新包装、新商标、全新的品牌设计、有新内涵的产品广告和独特的组织结构时被证明

Matusow (2012)

3

研发创新

公司通过建立研发中心，在现有产品的基础上提高产品技术

Martin (1994)

4

通信创新

通信创新可使企业更好地倾听与反应，从而克服对消费者、员工和股东传递信息的障碍

Chua and morris (2009)

5

金融创新

金融创新是一个企业的金融体系的发展，以提高运营效率，降低风险和成本

Bhattachary and

Nanda (2000)

6

人力资源创新

人力资源创新是在怎样更好地招聘和留住员工方面的创新

Holbrook and

Hughes (2000)

7

材料创新

这是产的材料质量的提高

Parker (1986)

8

联盟和网络

这被认为是当公司利用合资伙伴制定具体的市场方案，在特定的区域推出合作品牌的产品/服务或建立合资基金相互投资

Cooke (1996)

9

附外文文献原文

Different choice of strategic innovation among

companies in China market

Abstract

Purpose—The purpose of this paper is to test the different among foreign and domestic cosmetics firms in terms of types of strategic innovations they chose in the Chinese market,and the difference between domestic large-sized cosmetics firms and cosmetics small-to medium-sized enterprises(SMEs)about types of strategic innovation they choose in Chinese market.

Design/methodology/approach—The independent-sample t-test was used to compare foreign and domestic cosmetics firms and domestic SMEs and large-sized cosmetics firms.

Findings—Foreign and domestic cosmetics firms should not choose the same type of strategic innovations,and it also showed that Chinese domestic large-sized firms and SMEs should not choose the same types of strategic innovations.

Research limitations/implications—China is the exclusive place of focus. Only 19 types of strategic innovations were analyzed. There may be other variables that have not been addressed in the study.

Practical implications—Though other large-sized companies achieved considerable profitability or growth by using some types of strategic innovations,the same types may not contribute to the same profitability or growth for SMEs.Although foreign cosmetics companies had great growth and profitability in the Chinese market,domestic large-sized companies should not blindly follow them as their needs and situations are different.

Originality/value—From this t-test analysis,it is clear that foreign cosmetics firms and domestic cosmetics firms choose different types of strategic innovation in Chinese market. Meanwhile,domestic large-sized cosmetics firms and SMEs chose different types of strategic innovation.

Keywords Strategic innovation,Domestic cosmetics firms,Foreign cosmetics firms,

Large-sized cosmetics firms,Medium-sized cosmetics firms,Small-sized cosmetic firms

Paper type Research paper

1.Introduction

Cosmetics businesses in China have become intensely competitive since globalization has changed the environment for them.Many cosmetics firms need to recombine available resources. Thus,innovation capability has become one of the core competitiveness measures for these firms(Derrick and Soren,2007). There are around 4000 local manufactures in the Chinese cosmetics sector,which capture just 20 per cent of the total market share(Cosmetics and Toiletries Market Review,2010). The Chinese cosmetics industry was started up in the 1980s as a response to the intrusion of foreign cosmetics firms in the Chinese marketplace. Most Chinese corporations are small-to medium-sized enterprises(SMEs),with average annual revenues of less than USD1.2 million(Chen and Xue,2005). Moreover,most domestic cosmetics firms target the low-end market. In China, the combined sales revenue of all domestic cosmetics firms is less than the sales revenues of individual large foreign cosmetics firms.

Foreign firms have managed to dominate the Chinese cosmetics market by entering the market quickly and introducing their brands backed by heavy investments

(Ronald,2002). These firms have been able to generate the majority of the whole industryrsquo;s revenue and consumers prefer them over domestic cosmetics firms in hope of better performance(Li and Chen,2011). Chinese cosmetics enterprises face competitive pressures caused by globalization. Simple imitation of Western business strategies is not advisable,and Western strategic innovation with its own corporate cultural characteristics is not a good fit for Chinese cosmetics firms. They need not only practical experience of business strategy development but also support to understand its theoretical foundation(Wu,2002).

With deeping globalization,a cosmetics enterprise in a dominate position could expand its market share further and try to create something novel to create a unique market space. At such a point,the traditional strategic model faces severe problems and the traditional mode of operation is unable to meet the requirements for a businessrsquo;s survival. The absolute importance of strategic innovation in the modern competitive climate has also been tested widely.

Strategic innovation is believed to create strategies,and come up with unique products

or services and new processes to improve growth to change the game and produce new

value for corporations(Derrick and Soren,2007).

Strategic innovation research was conducted during the 1980s and early 1990s

(Burgelman et al.,1998). The researchers studied different areas of strategic innovation. Some focused on corporate capability to redefine customer value and the corporate value chain,whereas a few considered environmental pressure,and others mentioned strategic innovations influence on corporate input and output(Edwards,2004;Chan and Mauborgne,2004).Graciela(2006) commented that the internationalization of large firms developed gradually and resulted in whole systems innovation at the regional and global levels in recent decades. For small firms and newcomers to the market,strategic innovation is the only method to be successful when facing enormous resource disadvantages(Gary,1998).“For corporations who are preparing to take risks,and questioning the status quo ,strategic innovation could make profitable growth even in shrinking or mature markets”(Bertrand and Orlega,2006).

There has been much research conducted on strategic innovation,as it has been adopted by different industries(Peter,2001;Luo and Lu,2004;Lin,2008),but nothing has been done concerning Chinarsquo;s cosmetics industry,and there was no evidence that results from

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