中小企业可持续和价值创造的战略发展毕业论文中英文资料对照外文翻译文献综述
毕业论文外文翻译-家族式中小企业融资存在的问题及对策外文文献翻译-中英文论文对照翻译
题目：家族式中小企业融资存在的问题及对策第一部分外文翻译原文Family SME financing problems and countermeasures1、The status of family SMEsFamily-owned SMEs in the development of our country experienced a small to large, from weak to strong in the process, along with the family business in China today the deepening of economic reform and development and growth, has gone through four stages: the first stage, From 1978 to 1987, after the December 1978 Third Plenary Session of the Party, the private sector began to sprout exploration; the second stage, from 1988 to 1991, in 1988 the state promulgated the "Provisional Regulations on private Enterprises", the private sector has been Legislative protection; the third stage, from 1992 to 1996, the spring of 1992, Comrade Deng Xiaoping's southern tour speech, encourage private sector development; the fourth stage, the 15th Party Congress in 1997 affirmed the non-public economy is an important component of the socialist market economy private enterprises to enter the stage of stable development.At present, China's family-owned SMEs in general to take the family system management mode, although this management model, although in favor of corporate governance, reducing the commission Enterprises - the agency costs, but this also increases the external transactions arising from the establishment of corporate identity costs. On the one hand our economy is in a transition period, various policies and regulations are not perfect, the community has not formed a unified identity for the family of SMEs, which makes family-owned SMEs in the market development, customer acquisition financing and other aspects in particular more difficult. On the other hand due to the absolute control of the family by the family-owned small and medium enterprises, the decision arbitrary and authoritarian strong, the error rate is large, resulting in enterprise development to a certain stage on the lack of power, it is difficult to continue to develop.2、The main problem of family exist in the process of SME financing2.1 Family ownership structure and governance structure of SMEs unreasonableOur family ownership structure of SMEs in general showing unity, closed characteristics. According to statistics, the founder of the family business enterprise investment accounted for 75% of total share capital, its holding ratio as high as 70%, while the proportion of shares held by the founder's family also accounted for 10% ofthe company's total share capital, both in the family business of Holdings the proportion of 80%, the enterprise has absolute control. This single ownership structure and the closure of many family-owned SMEs generally do not pay attention to external financing, business development and capital accumulation is still relying on its own within the family obtain financing, which limits the expansion of enterprises.2.2 The family behind SME management modeCurrently, many executives are from family-owned small and medium enterprises within the family, but also because of the family's absolute control of the enterprise, many business owners arbitrariness in decision-making, so that companies will bring tremendous business risk to the enterprise zone to instability, which will undoubtedly increase the risk of funding provided. Meanwhile, in the internal distribution ofprofits, there is no established concept of sustainable development can play, often only taking into account the short-term interests, net of corporate profits spectroscopic eat, rarely from the perspective of enterprise development, consider using retained funds to supplement operating funds, and their accumulation of weak sense.2.3 The family-owned SME financial system is not perfectAs noted in the survey, more than 50 percent of family-owned SMEs in the financial system is not perfect, and many family-owned small and medium business managers lack professional financial management knowledge, lack of major financial decision analysis to develop a reasonable and legitimate, and even prepare several sets of accounts to check payable regulatory authorities. Because most investors to corporate lending main consideration is return on investment, and ROI analysis depends mainly on the view the company's financial statements, due to the corporate financial system defects, it is difficult to provide accurate accounting information, investors are unable to find out the enterprise the true face, nature does not give business loans.3、The Solution of family financing of SMEs3.1 Family fade colors, introducing diversification of investorsFirst of all to clarify property rights, according to the contribution principle, the principle of efficiency, fairness rationalize the relationship between members of the family property, clear the nature of the enterprise, the definition of enterprise property rights, reform of property rights. Forward to the public on the basis of clear property rights on the inside, diversify their ownership by absorbing social capital, the equity isfully owned by the family into a controlling stake, the investor capital, human capital and social capital is allocated in equal shares, to increase transparency and social trust.3.2 Change management model to promote institutional innovationMany of our family-owned small and medium enterprises in the employment context nepotism, meritocratic closer. This management model is not conducive to family-owned small and medium enterprises to introduce outstanding management personnel, resulting in a lack of family-owned small and medium business decision rationality, increasing the risk offamily-owned small and medium business, reducing the level of family credit for SMEs, resulting in banks and investors unwilling to its loans and investments. In view of this, family-owned SMEs should abandon the family management, the introduction of professional managerial system, the implementation of corporate restructuring in accordance with the requirements of modern enterprise system, the introduction of outstanding management talent, improve operational efficiency and reduce operational risks. So as to raise the level of credit to enhance financing capacity. At present, the rapid development of China's many family businesses employ people outside the family as a decision-making executives, such as the United States and other countries.3.3 Cegulate corporate financial system, improve financial managementAccording to the relevant regulations of the state, the establishment of financial and accounting system sound enterprises, not cooking the books, establish and improve financial reporting system to improve the credibility and transparency of the financial situation of the financial statements. These include: 1, raise funds, and the effectiveuse of funds, supervision and funding normal operation, maintenance, financial security, boost profits. 2, establish a sound financial management system, financial revenues and expenditures do a good job planning, control, accounting, analysis and assessment work. 3, to strengthen the management of financial accounting, in order to improve the timeliness and accuracy of accounting information.In short, to be truly effective in solving the difficult problem of family SME financing, companies need to go through joint efforts of financial institutions, to create a family-owned diversified financing channels for SMEs, social credit sound socio-economic environment for the family-owned SMEs the development provides a relaxed environment for raising capital.第二部位论文译文题目：家族式中小企业融资存在的问题及对策一、家族式中小企业的现状家族式中小企业在我国的发展经历了一个由小到大、由弱变强的过程，当今中国的家族企业随着经济体制改革的不断深化而发展壮大，经历了四个阶段:第一阶段，1978～1987年，1978年12月党的十一届三中全会以后，私营企业开始萌芽探索;第二阶段，1988～1991年，1988年国家颁布了《私营企业暂行条例》，私营企业得到了立法保护;第三阶段，1992～1996年，1992年春邓小平同志南巡讲话，鼓励私营企业发展;第四阶段，1997年党的十五大肯定了非公经济是社会主义市场经济的重要组成部分，私营企业进入稳步发展阶段。
中小企业战略管理论文参考文献范例
中小企业战略管理论文参考文献一、中小企业战略管理论文期刊参考文献[1].外国中小企业战略管理探析.《外国经济与管理》.被北京大学《中文核心期刊要目总览》收录PKU.被南京大学《核心期刊目录》收录CSSCI.2004年4期.颜光华.林明.[2].我国中小企业战略管理的现状、成因及建议.《科技管理研究》.被北京大学《中文核心期刊要目总览》收录PKU.2005年2期.袁界平.[3].中小企业战略管理的研究.《企业经济》.被北京大学《中文核心期刊要目总览》收录PKU.被南京大学《核心期刊目录》收录CSSCI.2005年1期.陈传联.[4].中小企业战略管理浅析.《中国经贸导刊》.被北京大学《中文核心期刊要目总览》收录PKU.2011年10期.陆生堂.[5].我国中小企业战略管理存在的问题及对策研究.《中国商贸》.被北京大学《中文核心期刊要目总览》收录PKU.2011年9期.曹燕锋.杨存良.[6].中小企业战略管理瓶颈及其突破研究.《中小企业管理与科技》.2011年1期.谷立霞.孙文博.焦建素.[7].中小企业战略管理:理论述评及初步分析框架.《技术经济》.2008年7期.项国鹏.王进领.[8].我国中小企业战略管理存在的问题及对策研究.《企业导报》.2013年18期.李群奎.[9].我国中小企业战略管理浅析.《商场现代化》.2012年25期.张俊.[10]浅论中小企业战略管理中道德缺失的原因和解决途径.《管理世界》.被北京大学《中文核心期刊要目总览》收录PKU.被南京大学《核心期刊目录》收录CSSCI.2009年6期.陈爱清.二、中小企业战略管理论文参考文献学位论文类[1].加强中小企业的战略管理研究.被引次数：13作者：张新芝.企业管理南昌大学2005（学位年度）[2].试论新形势下的中小企业战略管理.被引次数：1作者：李望志.工商管理北方交通大学北京交通大学2001（学位年度）[3].浙江纺织类中小企业战略管理问题研究.被引次数：1作者：王志凝.企业管理对外经济贸易大学2009（学位年度）[4]. 军事战略思想与中小企业战略管理.作者：张荣辉.科学社会主义与国际共运厦门大学2008（学位年度）[5].新兴中小企业发展战略的研究与应用.被引次数：6作者：石拓.工商管理西南交通大学2010（学位年度）[6].我国中小企业生命周期特点及管理对策研究.被引次数：23作者：唐钟起.工商管理(MBA)哈尔滨工程大学2005（学位年度）[7].战略性新兴产业中小企业战略管理研究.被引次数：6作者：曲立勇.工商管理河南大学2012（学位年度）[8]平衡计分卡在中小企业战略管理中的运用：以HC公司为例.作者：王晓妮.工商管理云南大学2007（学位年度）[9].金融危机后宁波赛格进出口有限公司战略转型研究.作者：孙挺.工商管理宁波大学2014（学位年度）[10].中小型企业战略管理问题研究——以HYQ科技有限公司为例.被引次数：1作者：林黔.工商管理贵州大学2008（学位年度）三、中小企业战略管理论文专著参考文献[1]新疆兵团城市中小型房地产企业战略管理模型研究.王蕾.姜曙光.陈立福.马鸿雁，20092009建设管理与房地产发展国际学术会议[2]中国蕈菌产品研究.余杰，2010首届中国蕈菌与健康高峰论坛[3]浅谈民营企业的可持续发展.邓德梅，20112011’中国(河北)非公有制经济发展论坛。
中英文外文文献翻译中小企业财务风险管理研究
本科毕业设计（论文）中英文对照翻译(此文档为word格式,下载后您可任意修改编辑!)作者：Bernard G期刊：International Journal of Information Business and Management 第5卷，第3期，pp：41-51.原文The research of financial Risk Management in SMESBernard GINTRUDUCTIONSmall and medium sized enterprises (SME) differ from large corporations among other aspects first of all in their size. Theirimportance in the economy however is large . SME sector of India is considered as the backbone of economy contributing to 45% of the industrial output, 40% of India’s exports, employing 60 million people, create 1.3 million jobs every year and produce more than 8000 quality products for the Indian and international markets. With approximately 30 million SMEs in India, 12 million people expected to join the workforce in next 3 years and the sector growing at a rate of 8% per year, Government of India is taking different measures so as to increase their competitiveness in the international market. There are several factors that have contributed towards the growth of Indian SMEs. Few of these include; funding of SMEs by local and foreign investors, the new technology that is used in the market is assisting SMEs add considerable value to their business, various trade directories and trade portals help facilitate trade between buyer and supplier and thus reducing the barrier to trade With this huge potential, backed up by strong government support; Indian SMEs continue to post their growth stories. Despite of this strong growth, there is huge potential amongst Indian SMEs that still remains untapped. Once this untapped potential becomes the source for growth of these units, there would be no stopping to India posting a GDP higher than that of US and China and becoming the world’s economic powerhouse. RESEARCH QUESTIONRisk and economic activity are inseparable. Every business decisionand entrepreneurial act is connected with risk. This applies also to business of small and medium sized enterprises as they are also facing several and often the same risks as bigger companies. In a real business environment with market imperfections they need to manage those risks in order to secure their business continuity and add additional value by avoiding or reducing transaction costs and cost of financial distress or bankruptcy. However, risk management is a challenge for most SME. In contrast to larger companies they often lack the necessary resources, with regard to manpower, databases and specialty of knowledge to perform a standardized and structured risk management. The result is that many smaller companies do not perform sufficient analysis to identify their risk. This aspect is exacerbated due to a lack in literature about methods for risk management in SME, as stated by Henschel: The two challenging aspects with regard to risk management in SME are therefore: 1. SME differ from large corporations in many characteristics 2. The existing research lacks a focus on risk management in SME The following research question will be central to this work: 1.how can SME manage their internal financial risk? 2.Which aspects, based on their characteristics, have to be taken into account for this? 3.Which mean fulfils the requirements and can be applied to SME? LITERA TURE REVIEWIn contrast to larger corporations, in SME one of the owners is oftenpart of the management team. His intuition and experience are important for managing the company. Therefore, in small companies, the (owner-) manager is often responsible for many different tasks and important decisions. Most SME do not have the necessary resources to employ specialists on every position in the company. They focus on their core business and have generalists for the administrative functions. Behr and Guttler find that SME on average have equity ratios lower than 20%. The different characteristics of management, position on procurement and capital markets and the legal framework need to be taken into account when applying management instruments like risk management. Therefore the risk management techniques of larger corporations cannot easily be applied to SME. In practice it can therefore be observed that although SME are not facing less risks and uncertainties than large companies, their risk management differs from the practices in larger companies. The latter have the resources to employ a risk manager and a professional, structured and standardized risk management system. In contrast to that, risk management in SME differs in the degree of implementation and the techniques applied. Jonen & Simgen-Weber With regard to firm size and the use of risk management. Beyer, Hachmeister & Lampenius observe in a study from 2010 that increasing firm size among SME enhances the use of risk management. This observation matches with the opinion of nearly 10% of SME, which are of the opinion, that risk management is onlyreasonable in larger corporations. Beyer, Hachmeister & Lampenius find that most of the surveyed SME identify risks with help of statistics, checklists, creativity and scenario analyses. reveals similar findings and state that most companies rely on key figure systems for identifying and evaluating the urgency of business risks. That small firms face higher costs of hedging than larger corporations. This fact is reducing the benefits from hedging and therefore he advises to evaluate the usage of hedging for each firm individually. The lacking expertise to decide about hedges in SME is also identified by Eckbo, According to his findings, smaller companies often lack the understanding and management capacities needed to use those instruments. METHODOLOGY USE OF FINANCIAL ANAL YSIS IN SME RISK MANAGEMENT How financial analysis can be used in SME risk management? Development of financial risk overview for SME The following sections show the development of the financial risk overview. After presenting the framework, the different ratios will be discussed to finally present a selection of suitable ratios and choose appropriate comparison data. Framework for financial risk overviewThe idea is to use a set of ratios in an overview as the basis for the financial risk management.This provides even more information than the analysis of historicaldata and allows reacting fast on critical developments and managing the identified risks. However not only the internal data can be used for the risk management. In addition to that also the information available in the papers can be used. Some of them state average values for the defaulted or bankrupt companies one year prior bankruptcy -and few papers also for a longer time horizon. Those values can be used as a comparison value to evaluate the risk situation of the company. For this an appropriate set of ratios has to be chosen. The ratios, which will be included in the overview and analysis sheet, should fulfill two main requirements. First of all they should match the main financial risks of the company in order to deliver significant information and not miss an important risk factor. Secondly the ratios need to be relevant in two different ways. On the one hand they should be applicable independently of other ratios. This means that they also deliver useful information when not used in a regression, as it is applied in many of the papers. On the other hand to be appropriate to use them, the ratios need to show a different development for healthy companies than for those under financial distress. The difference between the values of the two groups should be large enough to see into which the observed company belongs. Evaluation of ratios for financial risk overview When choosing ratios from the different categories, it needs to be evaluated which ones are the most appropriate ones. For this some comparison values are needed inorder to see whether the ratios show different values and developments for the two groups of companies. The most convenient source for the comparison values are the research papers as their values are based on large samples of annual reports and by providing average values outweigh outliers in the data. Altman shows a table with the values for 8 different ratios for the five years prior bankruptcy of which he uses 5, while Porporato & Sandin use 13 ratios in their model and Ohlson bases his evaluation on 9 figures and ratios [10]. Khong, Ong & Y ap and Cerovac & Ivicic also show the difference in ratios between the two groups, however only directly before bankruptcy and not as a development over time [9]. Therefore this information is not as valuable as the others ([4][15]).In summary, the main internal financial risks in a SME should be covered by financial structure, liquidity and profitability ratios, which are the main categories of ratios applied in the research papers.Financial structureA ratio used in many of the papers is the total debt to total assets ratio, analyzing the financial structure of the company. Next to the papers of Altman, Ohlson and Porporato & Sandin also Khong, Ong & Y ap and Cerovac & Ivicic show comparison values for this ratio. Those demonstrate a huge difference in size between the bankrupt andnon-bankrupt groups.Therefore the information of total debt/total assets is more reliable and should rather be used for the overview. The other ratios analyzing the financial structure are only used in one of the papers and except for one the reference data only covers the last year before bankruptcy. Therefore a time trend cannot be detected and their relevance cannot be approved.译文中小企业财务风险管理研究博纳德引言除了其他方面，中小型企业(SME)与大型企业的不同之处首先在于他们的规模不同，但是，他们在国民经济中同样具有重要的作用。
中小企业营销创新和产品创新外文文献翻译中英文
中小企业营销创新和产品创新外文文献翻译中英文（节选重点翻译）英文How do innovation culture, marketing innovation and product innovation affect the market performance of small and medium-sized enterprises(SMEs)?Hasan AksoyIntroductionIt is known that innovation has a significant impact on the performance of firms. Most studies that focus on the relationship between innovation efficiency and firm size only sought to understand the findings in terms of the improvement of market performance and the exploitation of new market opportunities. This specific relationship was further established for small and medium-sized enterprises (SMEs), as well as large companies. Because of their number and the significant share of the workforce involved, SMEs play a crucial role in the economies. Thus, strengthening the innovative aspects and knowledge of SMEs brings major opportunities, as innovation is a key to long-term competitiveness and promises further gains regarding private sector performance and economic development.In this light, this paper aims to contribute to the literature by providing a better understanding of the links between the layers ofinnovation and market performance. Equally, the study empirically tests the resource-based view (RBV) and is extended from Terziovski's work. In contrast to numerous previous studies that indicate market performance as a dimension of the firm's performance, this study provides a clearer view upon the relationship between the constructs of innovation that drive market performance.The first objective implies highlighting the importance of market innovation and innovation culture on product innovation in SMEs. Thus, it should be mentioned that innovation is significant at all stages of competition and creates wealth in the business environment for companies. Some researchers argue that small firms invest more in product innovation than they do in process innovation. Therefore, this study approaches only the effect of product innovation on market performance. Companies need to apply innovation culture in their practices, such as to allow them to succeed in terms of innovative products and services. It is creativity, empowerment, and change of organizational culture that drives innovation. Empirical evidence suggests that it is important to build, maintain, and promote a culture of innovation, if companies want to remain successful and create new products. However, despite the attention towards the topic of marketing innovation and innovation culture in the literature, previous research did not sufficiently analyzed the contribution of innovation culture and theimpact of marketing innovation on product innovation.The second objective of the study is to address the importance of marketing innovation strategies and product innovation when considering superior market performance. The primary idea behind this research is that marketing innovation is a prerequisite when trying to improve market performance. Marketing and product innovation strategies are the key contributors to market performance. Competitiveness has become an indispensable element of survival in the marketplace, while innovation activities create superior value and benefits, such as allowing a company to differentiate itself from its' competitors. SMEs can effectively use market innovation to sell differentiated products and services in complex environments. The innovation literature suggests that product innovation affects performance. In the research, the focus was on the influence innovative activities have on market performance. This study contributes to the present literature by revealing the manner in which the development of a unique innovation culture and marketing innovation provides SMEs with product innovation success. It also sustains that the creation of innovative marketing strategies and product innovation capabilities maintain superior market performance on the part of SMEs.The researcher theoretically approaches the fact that an RBV plays a major role in explaining and answering the following questions in the model. Firstly, to what degree do marketing innovation and productinnovation efforts influence the market performance of SMEs? Secondly, how does innovation culture impact on both marketing and product innovation in SMEs? Thirdly, to what degree do marketing and product innovation interact with each other to affect the market performance of SMEs? In this light, the SPSS Amos from listed Turkish SMEs was used to test the hypothesis.The study begins by discussing the literature and theoretical background of the model, followed by the description of the methodology and the examined samples and measures. The final sections present the results, while highlighting a critical review and possible avenues for future research.Innovation cultureThe findings in the literature indicate a significant relationship between culture and innovation [79], [80], [81], [82], [83]. Innovation is a crucial precursor to competition and generates wealth in the business environment [13], [14], [15]. However, the application of innovation is not easy to embrace without having a culture that encourages the organization to innovate [84]. Innovation occurs when firms motivate their employees to share their skills with the rest of the organization [47]. As such, values, beliefs, and behaviors are shared by organizational members in a manner that builds an innovation culture [85], [86]. This empowers company development and the obtaining of new knowledgethat improves the innovation [87], [88].Marketing innovationMarketing adds value to the sales interface and to the innovation performance of the company [103]. Market innovation focuses on developing the mix of a target market, while determining how companies can serve the target markets best [37]. It is also described as a progress in marketing mix [53], [61]. Nevertheless, innovation and marketing must go hand in hand. Innovation reveals the buyer's needs beyond the product, while marketing innovation has to evaluate customer value perceptions and generate opportunities for unmet customer needs, based on which companies may provide new innovative products [40], [104].Product innovation is significant in the marketing context because it attracts new customers by promising superior value and by enlarging market segments and product lines [91], [105]. Many studies support the positive relationship between marketing innovation and product innovation. For example, some indicate that marketing innovation has a positive effect on product innovation [106], [107]. Additionally, marketing innovation empowers the offer of cheaper and better quality products [108]. Marketing innovations produce a higher diversification of products [109], which helps companies expand their offerings, while acting as one of the important sources of competitive advantage [110]. As such, firms should use new methods and innovative marketing ideas topromote their products that are not well-known in the market [111].The marketing capability and innovation performance of companies are strongly related [112]. Innovation is also a significant function of marketing, as it is linked to firm performance. Thus, the remarkable interest on the part of researchers towards the ability of marketing innovation to increase firm performance is reasoned . Equally, marketing innovation has a positive effect on firm performance [117], [118] and an ability to improve, strengthen, and maintain the firm's competitive advantage.Product innovationAs innovation can be applied in different forms, the study regards product innovation as one of the significant types of innovation. There are several studies in the literature discussing product innovation . Product innovation is defined as the development and radical change in the performance attributes of the supplied product or service . The concept dominated most discussions on innovation; since it has the strategic importance to satisfy the customer's needs and enter into new markets. The innovation literature suggests that product innovation affects company performance. Despite SMEs' flexibility and ability to rapidly respond to market needs, the tendency for product innovation is higher in larger firms than is the case in smaller enterprises . Equally, while analyzing the SMEs associated with the development of productinnovation and the relationship between product innovation and firms' performance, a study reveals that the product innovation has a positive relationship with a firm's performance [. In addition, the positive relationship between new product development and performance is also supported.Discussion of the findings and conclusionInnovation is a prerequisite for being successful in a competitive environment. In SMEs, innovation culture is an important construct that can sustain product innovation and foster marketing strategies. As such, understanding marketing innovation can help to encourage product innovation and SME market performance. Terziovski's model ensures a framework for considering SME performance and the impact of innovation constructs on it. While building on this model, the present study considers in an empirical context how distinct layers of innovation can support SME market performance. The tests reported here indicate that innovation constructs support SME market performance.Theoretical implicationsThe study extends a model suggested by literature. In Terziovski's model, SME performance depends on strategies, capabilities, culture, relationships, and structure. In this paper, SMEs market performance depends on more focused constructs, in the form of innovation culture, market innovation, and product innovation.Thus, the findings of this study seek to bring several contributions to the literature with regard to organizational practices. It contributes to the overall understanding of market performance by analyzing the innovative structure of SMEs. The theoretical model investigates the relationships among innovation culture, product innovation, marketing innovation, and the market performance of SMEs. The findings show that innovation culture is an effective source of both marketing innovation and product innovation (H1aand H1b). Furthermore, there are some reasonable statements about these results. Firstly, innovation culture is a prior condition for achieving organizational, marketing, and managerial success in competitive markets. Although previous research revealed the importance of innovation culture in an organization, various questions remain regarding the relationships between innovation culture and the innovative marketing strategies of SMEs.SMEs' innovation culture not only positively impacts on marketing strategies, but also positively strengthens product innovation performance. When a firm's innovation culture is strong, it has the ability to sustain marketing strategies and foster the generation of new ideas and services to satisfy customers. Also, the creation of an innovation culture may help to develop the process of product innovation and performance.The study reveals that a marketing innovation strategy has a significant and positive relationship with both product innovation andmarket performance (H2a and H2b). In the same light, previous studies noted the important role of marketing innovation on market performance, business performance, and SME performance. However, this study extends previous research studies by testing marketing innovation in an integrated model, focusing on SME and market performance. New products are successful when the associated development and marketing activities are well performed. Nevertheless, potential customers know little about a product when it is initially released on the market. Therefore, companies need new tools to introduce and promote it, which will ultimately lead to marketing innovation.Numerous studies argued that product innovation plays a critical role in the development of new products, process efficiency, and sustained competitive advantage, in terms of extending market share. The findings show that product innovation has a significant and positive relationship with market performance (H3). Moreover, unique new products have the effect of enhancing performance.The results of the model highlight that innovation culture and marketing innovation in SMEs have a positive direct relationship with product innovation. The results of the study offer a valuable perspective for researchers, implying that innovation culture stimulates the SMEs to differentiate their organizational culture and products from those of their competitors. As such, the present study contributes to the innovationliterature by improving the understanding of the relationship between innovation and the market performance of SMEs. Mainly, it extends the understanding of the relationships between innovation and market performance by analyzing the impact of marketing innovation and product innovation.Managerial implicationsThe findings of the study point out some implications for managers in terms of the importance of SME marketing innovation strategies and product innovation, with regard to increasing the market share. Firstly, SMEs should improve marketing innovation to achieve a competitive advantage, by building an innovative culture within the company and following the trends. Marketing innovation is crucial for SME managers when it comes to creating new and unique products, and for attaining superior market performance.Secondly, the findings of the study also propose that SMEs should balance their investment in terms of an innovational learning culture, marketing, and innovation processes, as part of the pursuit of improving market performance. These results help managers to achieve superior market performance. Thirdly, SMEs should improve their product innovation capability, by investing in promotion techniques, and introducing innovative marketing programs within the company. Furthermore, SMEs should be responsive to this type of innovationresulting from their organization environment and marketing related activities, as improving such capability in order to encourage innovation can the develop market performance.As one can observe, the model described in the study opens the door for a new approach on the part of managers regarding the manner in which SMEs make use of marketing and innovative skills, ensuring successful market performance. Additionally, embedding an innovation culture in the organizational structure can support a higher level of marketing and product innovation. Thus, managers can guide employee behavior, conduct, and integrate their new ideas in such a way as to achieve better market performance outcomes.中文创新文化，营销创新和产品创新如何影响中小企业的市场表现？引言众所周知，创新对公司的绩效有重大影响。
中小企业激励机制英文文献及翻译
中小企业激励机制英文文献及翻译我国中小企业激励机制的问题及对策摘要文章主要分析了中小企业激励机制存在的问题及产生的原因，并从物质激励、精神激励和员工发展激励等方面探讨中小企业健全激励机制的对策。
关键词：中小型企业；激励机制；问题；对策1 我国中小企业激励机制存在的问题本文来自所谓企业激励机制，是指企业通过物质和精神的手段来创造、激发、满足并维持员工工作积极性、主动性、创造性的基本条件，从而保证企业实现预期目标的功能。
目前，中小企业激励机制主要存在以下问题。
1.1缺乏完善和制度性的激励机制激励制度是引导、规范员工行为导向共同目标的各种措施的总和。
员工是企业的生命和宝贵财富，一个产品从设计到开发、生产、销售，都离不开员工的辛勤劳动，因此企业应当具有完备的激励制度，这是员工做好本职工作的环境要求，也是保证企业目标顺利实现的制度保证。
但是在部分中小企业中普遍缺乏奖惩制度，缺乏正确奖励员工的方法，缺乏一个明确的标准，奖惩存在很大的随意性，管理者仅凭个人的好恶和伦理道德对员工进行奖惩，“奖得轻，罚得重，承诺兑现少”等现象时有发生；另外，部分中小企业薪酬设计不公平、外在竞争力不强以及财务管理制度混乱，这些状况的存在，使得许多员工工作积极性、主动性、创造性被扼杀，造成中小企业问恶意竞争加剧，企业成长率不高等诸多问题，究其原因就是激励方法的不当和激励手段、制度的落后所致。
1.2激励机制缺乏资金支持由于中小企业大多处于资金积累的成长期，资金实力相对薄弱，面对大企业年薪数十万元，甚至上百万元招募人才的大手笔就是显得无能为力了。
1.3重视物质激励而忽视精神激励目前我国的中小企业基本上采取单一的物质激励，企业管理者忽视对激励方式的研究，激励手段过于单一，忽视了物质激励与精神激励的有机结合。
还有些企业没有对员工的需要进行分析，“一刀切”地对所有的人采用同样的激励手段，没有认识到激励的有效性在于不同需要。
激励方式上只注重物质激励，强调奖金和红利的重要性，而不注重对员工的非物质性激励，对基层员工不予购买社会保险、工伤保险，员工缺乏安全感；只重视金钱激励，而忽视对员工的关心，在观念上只把员工作为企业的“雇员”在“利用”，而不是将员工视为企业的“成员”真正去关心和爱护他们。
中小企业文献综述
中小企业文献综述中小企业文献综述一、引言本章主要介绍中小企业的定义、发展状况和重要性，以及撰写综述的目的。
二、中小企业的定义和分类本章对中小企业的定义进行详细说明，并介绍各国对中小企业的分类标准。
三、中小企业的发展状况本章对中小企业的数量、从业人员规模和经济贡献等方面的发展状况进行综合分析，并对其面临的问题进行梳理。
四、中小企业的管理与创新本章主要介绍中小企业的管理特点和创新能力，包括管理模式、人力资源管理、战略管理和创新管理等方面的内容。
五、中小企业的融资问题本章对中小企业的融资问题进行深入探讨，包括融资渠道、融资难题和解决方法等方面的内容。
六、中小企业的市场拓展本章对中小企业的市场拓展策略进行研究，包括市场选择、市场定位和市场推广等方面的内容。
七、中小企业的国际化发展本章重点讨论中小企业的国际化发展趋势和策略，包括国际市场开拓、跨国并购和国际合作等方面的内容。
八、中小企业的企业社会责任本章主要探讨中小企业的企业社会责任意识和实践，包括员工福利、环境保护和社会公益等方面的内容。
九、中小企业的法律风险和合规管理本章详细介绍中小企业面临的法律风险和合规管理的重要性，包括知识产权保护、劳动合同管理和税务合规等方面的内容。
十、中小企业的未来趋势和建议本章对中小企业的未来趋势进行展望，并提出相应的建议，包括政策支持、技术创新和人才培养等方面的内容。
附件：本文档涉及的附件包括相关统计数据、调研问卷、研究报告等资料。
法律名词及注释：1-中小企业：根据《中小企业促进法》，指在我国独立从事经营活动、依法注册、在市场上属于中小企业范围的法人或者其他组织。
2-知识产权保护：指对创造性智力成果的合法权益进行保护的制度和法律措施。
3-劳动合同管理：指用人单位与劳动者订立和履行劳动合同的相关规范和程序。
4-税务合规：指企业在税收方面遵守相关法律法规，按时缴纳税款，并且提供准确的税务申报和报告。
毕业论文外文翻译--中小企业融资难相关问题分析(英语原文-中文翻译)
本科生毕业论文中小企业融资难问题分析一、中小企业融资难现状改革开放30 年来，我国的中小企业得到了迅速的发展，占企业总数99％的中小企业对我们国家GDP 贡献超过了60％，税收超过了50％，提供了70％的进出口贸易和80％的城镇就业岗位。
中小企业同样是我们国家自主创新的一个重要力量，66％的发明专利，82％的新产品开发都来自于中小企业，中小企业已经成为繁荣经济、扩大就业、调整结构、推动创新和形成新的产业的重要的力量。
自0 8 年国际金融危机爆发以来, 我国实施了积极的财政政策和宽松的货币政策, 但广大中小企业至今没有从积极的财政政策和适度宽松的货币政策当中直接受益,例如08 年全国新增小企业贷款只有225 亿，比去年只增长了1.4％，可是全国的贷款增加了14.9％，09 年头三个月全国的信贷规模总量增加了4 .8 万亿，其中给中小企业贷款增加的额度只占不到5％。
目前融资难、贷款难已经成为制约中小企业发展的瓶颈, 中小企业生产经营面临着严峻困难，据国家统计局和工信部统计到08 年底，全国中小企业中歇业停产或者倒闭的大约占7 .5％，城镇就业更加困难，这个状况不仅影响我国经济的复苏，而且直接影响保增长、保民生、保稳定的发展目标。
从这个意义上说，国际金融危机冲击下的我国经济能否真正的走出低谷，关键是广大中小企业的活力能否得到完全恢复。
中小企业融资难、贷款难应该说也是一个世界性的难题，从我国看，既有体制机制问题，也有中小企业自身的问题，主要有三个方面的原因：第一个，中小企业自身的问题, 中小企业一般规模小，实力弱，它的信誉不是太高。
中小企业普遍诚信意识薄弱，类似的一家企业几套报表的现象屡见不鲜，可能在税务这边报表难看一些, 少交点税，在银行这边可能表好看一些，多贷点款，这样信息是否真实可靠就成了问题。
而这种做法对企业反而是很不利的，对中小企业的发展是不健康的，我们试想一下，如果几个部门把这些表全拿在一起，那首先这个企业是不诚信的，他就没有立足之地了。
12320220208-冯涛-中小型企业信息化发展模式与策略研究外文文献及译文
成都东软学院毕业论文设计译文成都东软学院毕业论文设计译文成都东软学院本科毕业论文外文资料及译文起止时间：2015年10月03日—2015年11月31日系所：信管系专业：信息管理与信息系统班级：信息管理与信息系统2班*名：**学号：12320220208The Foreign language materials Analysis on the informatization construction of small andmedium-sized enterprisesWorsley SusanThe 2007 July in London【Abstract】:with the rapid development of information technology, the domestic,small and medium-sized enterprise informatization construction has entered a new stage ofdeve1opment, small and medium-sized enterprise informatization has become the small and medium enterprises out of its own advantage, improve competitive,advantage to enhance competition ability and development ability is an important choice. This paper analyzes the important role of informatization in small and medium-sized enterprises, summarizes the main problems in information system construction, and puts forwardthe countermeasures to solve the problem.IntroductionA l ong w ith the information technique change rapid l y deve l opme n t, eco n omic g lo ba l iz a ti o n a nd th e knowle dg e e co n o m y r ap id de vel opmen t,mar ket c o m pe titi o n b e co m ing i nc r easi n gly fi e rc e, man y s m all a nd m e d i um en t e rp ri se s q u i cke n th e informatiza t io n co n s tr uc t ion, ente rp rise i nformat i zation leve l direc tl y affects the com p e t itiveness o f ente rp rises. Enter p rise info r mat i zation i s t o show the en t erpr i se i s in p r o d uct i on, ci r c u lation and service and o th er busi n ess ac ti vities,th e use o f mo d ern information techno1ogy, t hrough adva n ced com p uter n etwork t echno l ogy to i n teg r ate the ex i sting p ro du ctio n, management, design,man uf ac tu ri n g a nd other secto r s, ente rp r i ses r eal i ze the automa t io n o f the p roduct i on p rocess, management o f the network, intell i ge n ce of d ecision-making a nd bu siness ope r at i o n o f the elec tr onic, so as t o improve th e econo m ic ef f ic i ency of e n ter p rises and th e co m pet i t i veness of ente rp r i ses i n the p r ocess.1.Strengthening the informatization construction of small and medium-sizedenterprises the important role1.1contribute to the technical progress of the enterpriseInformation tech n o l ogy promotes the sma ll and medium-sized enterprise technology innovation. Be helpful for technical innovation in enterprises of interstitial diffusio n.1.2contributes to improve the adaptability of enterprisesWith the h elp of info r mation t ech n ology and network, the en t erpr i se can time l y access to ma rk e t i n forma t ion, t o ex p and th e sco p e of the ma rk e t, be he lp ful for fac t o r o f p r oduct i on opt i mize con fi gu r at i on, ma k e th e ente rp rise adap t t o vary fr om m i n u te to min u te market e n vironme nt, enhance th e e n ter pri se ag ilit y.1.3to help improve the management efficiency of enterprisesIn f orma t ion management autom a tion, i nte ll igent ca n redu c e the cos t of po li cy, imp r ove th e ef fi ciency o f d e ci sio n ma ki ng.2.the current small and medium-sized enterprise informatization to build theproblem of existence2.1misunderstandingsAlthough many medium and small enterprises have different levels to carry out the informatization construction,but most are not on what is enterprise informatization, how to carry out informatization to have a thorough understanding.Many managers think that informatization construction is the enterprise business process" original copy", use the computer instead of manual operation, the traditiona1 habits and standard on the system and using the process of evaluation, and accordingly put forward to modify an opinion.2.2insufficient capital investmentEnterprise informatization is a n eed fo r lo n g-te r m deve l opme nt of investme nt p r ojec t, n o t on l y in the i ni t i a l stage w i1l cos t a lo t o f money t o buy ha rd ware and m a t chi n g software reso ur ce, in the la tt er par t of t he t ra i n i ng of person n el t ec hni cal f o ll ow-up sys t em up g r a d e a n d mai nt e n ance aspec t is t o i n ves t e n or m ous ca pi tal.2.3composite talent shortageSmall and medium-sized enterprises have already know IT technology and understand the business processes and complex business management backbone littletalent which to a large extent restricts the small and medium-sized enterprise informatization construction quality and speed.2.4Management supporting backwardEnterprise information to promote information technology plays its role in management must with the advanced management means and methods to combine, melting into the modern management idea and method.2.5Problems in the external environment1)Government support is not enough, the lack of scientific guidance. Governmentsupport for small and medium sized enterprise informatization construction is not enough, insufficient guidance, mainly reflected in the following two aspects: first, large enterprises is present at all levels of Government Informatization Transformation of special funds focus on the funding, and the informatization construction of small and medium sized enterprises lack of attention; the, government departments themselves in the process of information did not take the lead, such as lack of the information-based degree of the industrial and commercial bureau, tax bureau, making every month the company but also to the Inland Revenue Department ranked team for a long time to make statements and so on, which in a certain extent, affected the enthusiasm of the informatization construction of small and medium sized enterprises.2)The relevant laws and regulations are not perfect. At present our country in theinformation construction of enterprises is still not unified planning and standards, the corresponding laws and regulations are not perfect, the informatization construction of the regional industry basically in a state of fragmentation. For the network economic crimes, China is also lack of effective technical means and legal sanctions basis, so the first use of information technology companies to pay the price is relatively large. So many small and medium enterprises in the face of dazzling computer hardware and software market and numerous information systems development failures phenomenon, many confused, indecisive.3)Services Limited, the environment is poor. Compared with foreign countries, thedevelopment of China's software industry is lagging behind. On the market a lot of enterprise information solutions are provided by foreign large software companies, such as SAP, the United States, the United States, and so on.However, these programs are very expensive, small and medium enterprises can not afford to buy. Although there are a lot of Domestic Company for small and medium enterprises to provide the so-called tailored management software products, the price is not expensive, but the software can not meet the actual needs of small and medium enterprises, service has not kept up with. In addition, the small and medium enterprises in the construction of information technology has expertise in consulting company, the construction of information technology is not enough, leading to the project quality can not be guaranteed. Electronic payment, information security, social credit system and other aspects of the existing problems that the enterprise believes that now is not the best time to carry out information.3.Accelerating the information construction of small and medium-sizedenterprises measures3.1Enterprise1)Correct understanding of informationThe rapid development in information technology today economic globalization pace accelerate, make enterprise information construction becomes the trend of the times to be a trend which cannot be rmation process, which is to integrate the various resources within the enterprise through the computer network technology, optimize the management process, and then improve the process of economic efficiency and competitiveness of enterprises. Enterprise information is not equal to the simple computer, it is a complex process. Only business process reengineering, so that information technology into the enterprise's financial, sales, planning, production, procurement and other business processes, or else simply do not talk about what the enterprise information.2)Accelerate composite information talentsEnterprises should establish corresponding mechanism cultivate and maintain a technology to improve the team all staff and managers in the management of information technology knowledge and theory level.Talents are the most valuable resources for enterprises. In order to promote the development of information technology, small and medium enterprises must do a good job in both hands. On the one hand, enterprises must formulate human resource strategy, adopt various methods and means to recruit and introduce talents for enterprises, especially the advanced technology. On the other hand, enterprises should carry out more training activities within the enterprise, through technical exchanges and cooperation and other ways to cultivate a large number of professional knowledge, with practical ability of information technology personnel, improve the comprehensive ability of the enterprise to improve the normal operation of enterprise information.3)Take the key breakthrough of phased implementationEnterprise information is a step is not possible nor practical, should take steps to implement, key breakthrough system construction mode, can be divided into several different stages to implement it step by step. As small and medium-sized enterprises, by their own limitations, can input information construction funds will not too much.4)Plays by society and government supportOur country small and medium-sized enterprise information is still in its infancy, is inseparable from the government’s guidance and social support.Small and medium enterprise informationization is a revolution ,is a complex and arduous system project ,involving all aspects of the business small and medium-sized enterprise informatization level is directly related to the level of the whole national informatization level. Small and medium-sized enterprises want to survive and develop, infromatization construction to be imperative informatization construction of small and medium-sized enterprises to obtain the competitive advantage will become the inevitable choice.5)To make the overall planning of enterprise informationEnterprise information planning, also known as enterprise IT planning, it is theguidance of enterprise development strategy, diagnosis and analysis of enterprise management status, optimize the business process, and put forward the enterprise information system architecture, determine the logic relationship between each part of the information system. In the preparation of enterprise information construction, the research on the status quo and future development of enterprises should be made, including a series of complete planning including enterprise information network, technical route, the choice of software, implementation and consulting team, information realization steps and so on.3.2government and social aspects1)To strengthen the policy support to the informatization construction of small andmedium sized enterprises.To give full play to the role of the national enterprise information work leading group and local business information work leading group, all levels of government information technology to reform the special funds also have a certain tilt, adhere to the policy of the government to promote, market guidance, business entities, industry breakthrough, regional expansion, and strengthen enterprise information engineering support, and provide more effective macro guidance, organization and policy support.2)To create a good legal environment. Governments at all levels should developinformation management regulations as soon as possible,Strengthen the management of information resources. In order to solve the problem of security and electronic contract authentication of online transactions and settlement, online contract law should be introduced as soon as possible to enhance the security of online transactions. To strengthen the laws and regulations on the fight against Internet crimes and to strengthen the protection of intellectual property rights. At the same time, we should further improve the information security monitoring system, establish an effective mechanism for information security and emergency handling mechanism, in the focus on the protection of basic network and important system security based on comprehensive information security protection.3)To strengthen the information guidance, play the role of the third party resourcesand platform.Small and medium enterprise information is still in the enlightenment, need to actively cooperate with the full range of positive guidance. Government to play the role of policy guidance to play the role of enterprise information, the media should play an active role in promoting and promoting the role of. At the same time, we should give full play to the role of the third party resources and platform. If the enterprise from the construction of network platform, run the server group, support a team to start, really need a high input. But in fact, they can outsource these operations, the business can only focus on the core business process. The use of third party platform to establish supply management system, often can achieve the goal of low cost, high efficiency, dynamic, very worthy of small and medium enterprises for reference.4.ConclusionIn recent years, the Chinese government has strengthened the guidance andpromotion of the small and medium-sized enterprise information, and hasachieved some results. But from the level of development of informationtechnology and Chinese enterprises to participate in the global competition point of view, is still a long way to go. The government should continue to increasesupport for small and medium-sized enterprises, accelerate the construction of information infrastructure and public information resources, accelerate theconstruction of small and medium enterprise information service team, andactively carry out e-government, so as to mobilize and encourage theimplementation of information technology in small and medium enterprises.外文文献中小企业信息化建设分析沃斯利-苏珊2007年6月-伦敦【摘要】:随着信息技术的飞速发展，国内、中小企业信息化建设进入了新的发展阶段，中小企业信息化已成为中小企业自身优势，提高竞争优势，增强竞争力和发展能力是一个重要的选择。
关于中小企业创业与经营的英语作文
中小企业创业与经营的英语作文1Starting a small or medium -sized enterprise (SME) and running it is no easy feat.First of all, let's talk about what it means. Starting an SME means having an idea and turning it into a business. It could be a small restaurant, a local shop, or a tech startup. For example, there's a small family -run restaurant near my place. The couple who own it had this great idea of bringing the local cuisine to a new level. They started from scratch, finding a location, buying equipment, and hiring staff.The importance of SMEs can't be overstated. They create jobs. In the case of that small restaurant, they hired local people, including some young folks who were just starting out in the job market. SMEs also contribute to the local economy. When the restaurant opened, it started buying ingredients from local farmers, which helped the local agricultural business.However, SMEs face a lot of challenges. One major challenge is lack of funds. That small restaurant, for instance, had a really hard time getting enough money to renovate the place and buy high -quality equipment at the beginning. Another challenge is competition. There are so many restaurants in the area, and they have to constantly come up with new ideas to attract customers. For small tech SMEs, attracting top - notch talent is difficult. Tech talents often prefer big companies with more resources and better benefits.In conclusion, starting and operating an SME is a complex process with both great significance and tough challenges.中文翻译:创办和经营中小企业（SME）并非易事。
小微企业融资中英文对照外文翻译文献
小微企业融资中英文对照外文翻译文献(文档含英文原文和中文翻译)中小型企业融资决策企业的产生、生存及发展均离不开投资与融资活动。
随着我国加入WTO 组织，市场经济体制的逐步完善，金融市场的快速发展，投资与融资效率也越来越成为企业发展的关键。
对于中小型企业而言，应要根据自身发展需求，认真考虑如何选择自己需要和适合自己发展阶段的融资方式以及各种融资方式的利用时机、条件、成本和风险，确定合适的融资规模以及制定最佳融资期限等问题。
要解决这些问题，需要中小型企业制定适当的融资策略，以作出最优化的融资决策。
一、企业融资决策概述(一)企业融资决策概述企业融资决策，是企业根据其价值创造目标需要，利用一定时机与渠道，采取经济有效的融资工具，为公司筹集所需资金的一种市场行为。
它不仅改变了公司的资产负债结构，而且影响了企业内部管理、经营业绩、可持续发展及价值增长。
典型的融资决策包括出售何种债务和股权（融资方式）、如何确定所要出售债务和股权的价值（融资成本）、何时出售些债务和股权（融资时机）等等。
而其中最主要的包括融资规模的决策和融资方式的决策。
融资规模应为企业完成资金使用目的的最低需要量。
而企业的融资方式则多种多样，常见的以下几种：1权机构的国有资产投资、政策性银行贷款、预算外专项建设基金、财政补贴。
2银行融资。
从资金融出角度即银行的资金运用来说，主要是各种代款，例如：信用贷款、抵押贷款、担保贷款、贴现贷款、融资租凭、证券投资。
3商业融资。
其方式也是多种多样，主要包括商品交易过程中各企业间发生的赊购商品、预收货款等形式。
4政券融资。
该方式主要包括股标融资和债券融资两大类。
(二)融资决策过程企业制定融资决策的过程，也即确定最优资本结构的过程。
具体决策程序是：首先，当一家企业为筹措一笔资金面临几种融资方案时，企业可以分别计算出各个融资方案的加权平均资本成本率，然后选择其中加权平均资本成本率最低的一种。
其次，被选中的加权平均资本成本率最低的那种融资方案只是诸种方案中最佳的，并不意味着它已经形成了最佳资本结构，这时，企业要观察投资者对贷出款项的要求、股票市场的价格波动等情况，根据财务判断分析资本结构的合理性，同时企业财务人员可利用一些财务分析方法对资本结构通行更详尽的分析。