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英語Presentation模板:Blue Ocean Strategy (BOS) Analysis

論文價格: 免費 時間:2022-11-15 14:51:58 來源:www.europeanvox.com 作者:留學作業網

英語Presentation模板-藍海戰略(BOS)分析,本文是一篇英文演講稿模板,主要內容是根據作者的個人研究工作基于被稱為“藍?!钡纳虡I戰略概念。藍海戰略(BOS)的概念起源于2005年,當時BOS研究所的兩位作者W.Chan Kim和Renee Mauborgne寫了一本書,名為《藍?!?。通常,人們認為最好的組織策略是為組織增加利潤的策略。根據這些作者所寫的書,企業應該尋求在一個沒有競爭的市場中建立對其產品或服務的需求,而不是與行業中現有的生產商進行競爭。反之亦然,在現有行業中,公司之間經常相互競爭,試圖超越競爭對手,搶奪市場份額,這使得每個公司都很難生存。這一行業被稱為紅海,所有公司都努力從彼此手中奪取相同的市場份額,隨著新供應商進入市場,利潤減少,增長機會貶值,這往往會對新進入者造成威脅,和/或使一些企業無法保持市場份額。下面就輕參考這篇英語Presentation模板的具體內容。

英語Presentation模板

My individual research work undertaken is based on the business strategy concept known as “Blue Ocean”. The concept of the Blue Ocean Strategy (BOS) originated in 2005 when two authors named as W. Chan Kim and Renee Mauborgne of the BOS Institute wrote a book named as Blue Ocean. Commonly, people believe that the finest organizational strategy is the one which escalate profits for the organization. According to the book written by these authors, firms should seek to build demand for their products or services in a market where there is no competition rather than competing nose to nose with existing producers in the industry. Vice versa, in existing industries firms often compete with each other and seek to surpass their competitors and snatch their market share which makes it very tough for every firm to survive. Such an industry is known as Red Ocean where all the firms strive to capture the same market share from each other and as new suppliers enter into the market, profits are reduced, chances for growth are depreciated which often create threats for new entrants and/or disable some businesses to retain their share in the market. For this reason, such a strategy would not fit best for every firm in the modern business environment. A Blue Ocean strategy identifies such industries that do not exist or are unknown. The application of such a strategy requires that demand must be created for the product or service rather than competing against the rivals. The supporters of the Blue Ocean strategy argue that firms can rapidly boost their profits and grow expeditiously if the firm is able to provide products and services that are innovative to both the buyer and the business. This is because innovative products and services are more likely to be valued by the customers and eliminate such products or services which are of unsubstantial value to the existing or the future market.
出于這個原因,這樣的戰略并不適合現代商業環境中的每一家公司。藍海戰略確定了這些不存在或未知的行業。這種策略的應用要求必須為產品或服務創造需求,而不是與競爭對手競爭。藍海戰略的支持者認為,如果公司能夠提供對買方和企業都具有創新性的產品和服務,公司可以迅速提高利潤并快速增長。這是因為創新產品和服務更有可能受到客戶的重視,并消除這些對現有或未來市場沒有實質價值的產品或服務。       
(B) Key Areas of Research and sources:主要研究領域和來
To navigate the blue ocean is it required to think outside the box. There must be an idea or approach which must not necessarily a better way to do something which is already being done and where there must be a competitive edge in a limited market space.
要在藍海中航行,需要跳出框框思考。必須有一種想法或方法,這種想法或方法不一定是更好的方法來做已經在做的事情,并且必須在有限的市場空間中具有競爭優勢。
The difference between the red and blue ocean is that in the red ocean there would be a competition in the current market space of your contraption whereas in the blue ocean an incontestable market space is established which attracts new demand. Therefore, there must be a clear idea whether we are in a red or blue ocean before the start of research.
紅海和藍海的區別在于,在紅海中,你的設備的當前市場空間將存在競爭,而在藍海中,建立了一個無可爭辯的市場空間,吸引了新的需求。因此,在開始研究之前,我們必須清楚地知道我們是處于紅色海洋還是藍色海洋。
A field research strategy is used where the fundamental aim of this research is the identification of the potential group which is not your customer in strategic buyers group both inside and outside the industry or substitute markets. This research also helps providing us the contour of existing buyer and non customers.
如果本研究的基本目的是在行業內外或替代市場的戰略買家群體中識別不是您客戶的潛在群體,則采用實地研究策略。這項研究也有助于為我們提供現有買家和非客戶的輪廓。
A team is developed comprising research experts and analysts, professionals in qualitative and quantitative research methodologies. The team is a master in all the important areas market intelligence, competitive intelligence, analysis of the vendor, research and analytics, analysis of various trends in the market, forecasting and business analysis. The resource for this research includes experienced analysts from globally recognized market intelligence organizations, business economists and financial experts with comprehensive sector experiences.
建立了一個由研究專家和分析師、定性和定量研究方法專業人員組成的團隊。該團隊精通所有重要領域的市場情報、競爭情報、供應商分析、研究和分析、市場各種趨勢分析、預測和業務分析。這項研究的資源包括來自全球公認的市場情報組織的經驗豐富的分析師、具有全面行業經驗的商業經濟學家和金融專家。
Qualitative research method is used for the collection of data in the field at the initial phase of research. The contraption for this research includes surveys, questionnaires, guides for interviews and virtual or on the spot discussion forums. This approach promotes open ended discussions in a composed ambiance to advocate true and direct dialogue. This method is mostly used because the data and intelligence which are required to recognize new buyers and market opportunities are not obtainable easily
定性研究方法用于在研究初期收集現場數據。這項研究的構思包括調查、問卷、訪談指南和虛擬或現場討論論壇。這種方法促進在平靜的氣氛中進行不限成員名額的討論,以倡導真正和直接的對話。這種方法主要用于識別新買家和市場機會所需的數據和情報不易獲得
A secondary, quantitative research is acknowledged in the research plan when wide range of representative data is needed to know about new market circumstances. This methodology includes sample management, survey instrument design and management of data, tabulation and analysis by both the traditional methods for the collection of data.
當需要廣泛的代表性數據來了解新的市場環境時,研究計劃中承認了二級定量研究。這一方法包括樣本管理、調查儀器設計和數據管理,以及通過傳統數據收集方法進行制表和分析。
(c) Discussion of Strategic Models Identified:-確定的戰略模型討論
During my research, I have come across plenty of strategic models which enable the implementation of the blue ocean strategy. Some of them are discussed below.
在我的研究過程中,我發現了許多能夠實施藍海戰略的戰略模型。其中一些將在下面討論。
The Four Actions Framework:- 四大行動框架
This framework looks at different aspects of the industry by asking four different questions. These questions help to straighten the focus of the business and realign its overall strategy to create value. These questions involve asking:
這個框架通過提出四個不同的問題來審視行業的不同方面。這些問題有助于理順業務重點,重新調整其整體戰略以創造價值。這些問題包括:
What are the factors that need to be created which have not yet been created by the industry?行業尚未創造的需要創造的因素有哪些?
What are the factors that should be promoted over the industry’s standards?哪些因素應該高于行業標準?
What are the factors that need to be scale down the industry’s standards?需要降低行業標準的因素有哪些?
What are the factors taken for granted by the industry and should be exterminated?行業認為理所當然的、應該消除的因素是什么?       
The first question assists the managers of the firm to explore new ways of adding value to their products or service for the buyers. The second question encourages the management of the firm to divulge and eradicate the compromises made by the buyer. The first two questions seek to provide the firm with a differentiation edge. The third question points out the factors that need to be reduced which may have been redesigned in order to compete with the rivals. The fourth question identifies those factors which may have had value in the past but are of minute value to the buyers today. The last two questions seek to assist the firm in becoming a cost leader in the industry.
第一個問題有助于公司的經理探索為其產品或服務增加價值的新方法。第二個問題鼓勵公司管理層泄露并消除買方的妥協。前兩個問題旨在為公司提供差異化優勢。第三個問題指出了需要減少的因素,這些因素可能是為了與競爭對手競爭而重新設計的。第四個問題確定了那些在過去可能有價值,但對今天的買家來說價值很小的因素。最后兩個問題旨在幫助公司成為行業中的成本領導者。
Buyer Experience Cycle:- 買方體驗周期
While making a purchase, a buyer goes through six different stages, from the initial purchase to the final disposal of the product. In deciding which product to purchase, a buyer thinks from unalike aspects in order to buy the product that best satisfies the needs of the buyer. These stages are called utility levers.
在進行購買時,買家要經歷六個不同的階段,從最初購買到最終處置產品。在決定購買哪種產品時,購買者從不同的方面考慮,以便購買最能滿足購買者需求的產品。這些階段稱為效用杠桿。
Stage 1: Purchase: 第一階段:購買
At the initial stage, the buyer has a set of questions in his mind based on which he decides which product he has to buy and how much time it would take for him to find the desired product. For this reason, it can be seen that shopping malls today are successful because they have different products under one single roof and at the same time seek to satisfy diverse needs of a variety of customers. Theoretically, it is quite simple but marketing managers should give sufficient consideration to this factor and make the “product finding experience” easier and much simpler for the buyer. Also, customers tend to buy their products from places that are attractive or give them the option to choose their desired products from the most fascinating products. On the other side, accessibility is a vital issue. If a store offers the best products in town but is not in reach of the buyers, they are most likely to switch to an alternative store to make their purchases. Moreover, from the perspective of a buyer, a secure transaction environment has a positive psychological affect on the buyer and encourages him to make his purchases. Lastly, customers always prefer to buy from such stores which they are familiar with because they know they would be provided with a commendable customer service.
在最初階段,購買者心中有一系列問題,根據這些問題,他決定購買哪種產品,以及需要多長時間才能找到所需的產品。因此,可以看出,如今的購物中心之所以成功,是因為它們在同一屋檐下擁有不同的產品,同時尋求滿足各種客戶的不同需求。從理論上講,這很簡單,但營銷經理應該充分考慮這一因素,使“產品尋找體驗”對買家來說更容易、更簡單。此外,客戶傾向于從有吸引力的地方購買產品,或者讓他們從最吸引人的產品中選擇自己想要的產品。另一方面,無障礙是一個至關重要的問題。如果一家商店提供了鎮上最好的產品,但買家買不到,他們很可能會選擇另一家商店進行購買。此外,從買家的角度來看,安全的交易環境對買家有積極的心理影響,并鼓勵他進行購買。最后,顧客總是喜歡從他們熟悉的商店購買,因為他們知道會為他們提供值得稱贊的客戶服務。
Stage 2: Delivery: 第2階段:交付
The next stage is concerned with delivering the product to the buyer. Buyers usually ask that how much time it would take for the product to be delivered to them. This is where businesses can outdid their competitors in the market and exclusively in the services sector where “on time delivery” is the critical success factor for many businesses.
下一階段是將產品交付給買方。購買者通常會詢問產品交付給他們需要多長時間。這是企業可以在市場和服務領域超越競爭對手的地方,而“準時交付”是許多企業的關鍵成功因素。
Stage 3: Use: 第3階段:使用
Are the functions and features of the product effective? Do they satisfy the desired needs of the customers?
Does the buyer require any guidance or teaching in order to use the product?
Is the product easy to use and operate (e.g. in case of electronics)?
產品的功能和特點是否有效?它們是否滿足了客戶的期望需求?             
買方是否需要任何指導或教學才能使用產品?             
產品是否易于使用和操作(如電子產品)?
Stage 4: Supplements: 第4階段:補充
Some products require the support of other products in order to operate effectively and meet the demand of customers. Customers always think that how much the supplement product would cost them? In this case, customers who are price sensitive might decide to switch to some other product which does not require the support of other products to operate and meet the needs of customer. On the other hand, customers who are not much price sensitive would consider whether the supplement product is available and accessible. However, this is one of the salient factors which the marketing managers should consider before deciding to introduce a fresh product to the consumers.
一些產品需要其他產品的支持才能有效運行并滿足客戶的需求??蛻艨偸钦J為補充劑產品要花多少錢?在這種情況下,對價格敏感的客戶可能會決定轉向其他一些不需要其他產品支持的產品,以滿足客戶的需求。另一方面,對價格不太敏感的客戶會考慮補充劑產品是否可用。然而,這是營銷經理在決定向消費者介紹新產品之前應該考慮的突出因素之一。
Stage 5: Maintenance 第5階段:維護
The next factor that buyers usually consider is how easy it would be to maintain the product and how much it would cost them. In the modern business environment, customers wish to purchase such products which can be maintained in less time and reduced cost. This is one of the most imperative factors which marketing managers should consider if they wish to retain their customers and also attract new customers from the market. Also, if a product requires external maintenance, customers think of factors such as cost of external maintenance and accessibility of maintenance store.
買家通??紤]的下一個因素是維護產品有多容易,以及需要花費多少錢。在現代商業環境中,客戶希望購買能夠在更短時間內維護并降低成本的產品。這是營銷經理如果想留住客戶并從市場上吸引新客戶,應考慮的最重要因素之一。此外,如果產品需要外部維護,客戶會考慮外部維護成本和維護商店的可訪問性等因素。       
Stage 6: Disposal 第6階段:處置
Lastly, customers also think whether it would be easy to dispose the product or not. In this regard, managers should consider the legal and environmental issues before promoting their product into the market. Sustainable development of a product is a key aspect in the modern business environment and the firm which is able to develop, promotes and dispose their products without causing minimal harm to the environment would surely have a differentiation edge over their rivals in the market.
最后,客戶也會考慮處理產品是否容易。在這方面,管理者應在將其產品推向市場之前考慮法律和環境問題。產品的可持續發展是現代商業環境中的一個關鍵方面,能夠開發、推廣和處置其產品而不會對環境造成最小損害的公司肯定會在市場上與競爭對手相比具有差異優勢。
Four Hurdles Execution:- 四欄執行
After the management has established a blue ocean strategy, the next step in the process is to effectively implement such a strategy. Successful implementation of a strategy at any phase plays a vital role because ineffective implementation of a strategy can lead to wastage of precious resources and time. While implementing a blue ocean strategy, an organization is faced with the following four types of hurdles. If the organization wishes to succeed, it must take appropriate measures to overcome these hurdles to find a blue ocean.
在管理層制定了藍海戰略之后,該過程的下一步是有效實施這一戰略。戰略在任何階段的成功實施都起著至關重要的作用,因為戰略的無效實施可能導致寶貴資源和時間的浪費。在實施藍海戰略時,組織面臨以下四種障礙。如果該組織希望取得成功,它必須采取適當措施克服這些障礙,找到一片藍海。
The Cognitive Hurdle: 認知障礙
Normally, companies operate in red oceans which may not to lead to sustainable growth and profits in the future. Although, companies have grown and met their milestones while operating in the red ocean, managers must think beyond this if they wish to survive in the modern business environment where new competitors arise everyday in the industry making the competition more rugged. The organization as a whole must be mentally prepared for such a strategy before implementing it so that precious resources are not wasted.
通常,公司在紅海中經營,這可能不會導致未來的可持續增長和利潤。雖然,公司在紅海中經營的同時已經成長并達到了里程碑,但如果他們希望在現代商業環境中生存,行業中每天都會出現新的競爭對手,使競爭更加激烈,那么管理者必須超越這一點。整個組織在實施這一戰略之前必須做好心理準備,以避免浪費寶貴的資源。
The Resource Hurdle: 資源障礙
Normally, organizations believe that when it changes its business strategy, additional resources would be required to implement the new strategy. At this point, this is the greatest hurdle which organizations come across during the implementation of the new strategy. But such a hurdle can be easily surmount if the firm has a competent and experienced human resource department.
通常,組織認為,當它改變其業務戰略時,將需要額外的資源來實施新戰略。此時,這是組織在實施新戰略過程中遇到的最大障礙。但是,如果公司有一個稱職且經驗豐富的人力資源部門,這樣的障礙很容易克服。       
The Motivational Hurdle: 動機障礙
A radical shift in the strategy of the business might demotivate the employees in an organization. If the management is competent and capable, they would also overcome this hurdle by creating a sense of ownership in the employees and also enriching their jobs.
企業戰略的根本轉變可能會削弱組織中員工的積極性。如果管理層有能力和能力,他們也會克服這一障礙,在員工中建立主人翁意識,并豐富他們的工作。       
The Political Hurdle: 政治障礙
Some organizations are very much influenced by the political environment. This is the last hurdle faced by an organization when implementing the blue ocean strategy. Governments have the right to completely abandon a product if they think the product can cause harm to the public at large e.g. drugs. A detailed analysis of the political environment would surely put the managers in a better place which would ultimately help them to overcome this hurdle.
一些組織非常受政治環境的影響。這是組織在實施藍海戰略時面臨的最后一個障礙。如果政府認為某一產品可能對公眾造成傷害,例如毒品,則有權完全放棄該產品。對政治環境的詳細分析肯定會使管理者處于一個更好的位置,最終有助于他們克服這一障礙。
(d) Key conclusions and findings:-主要結論和發現
Based on studies, the authors of the blue ocean strategy have suggested that companies in the future would not be able to flourish by just competing with their rivals to retain their market share. The authors believe that in the modern business environment, innovation is the key to success and if an organization succeeds in creating a culture of innovation, it can easily survive in the long term without competing with any rivals in the market. Since the past many years, companies have fought with each other in order to secure their profit and market share. As a consequence, such rivalry between the firms has resulted in “bloody red oceans” where everyone tries to grab others’ share of the market and steal their customers. This ultimately means that if an organization wishes to survive in the modern business environment, it should therefore try to adopt a blue ocean strategy. This is because adopting such a strategy would place the company in a much better position with no competitors in the market and might put the business in a monopoly position which would ultimately make the business the leader of the market. A Blue Ocean strategy focuses on six principles which if followed adequately can create a blue ocean for the business where competition is irrelevant. These principles include:
根據研究,藍海戰略的作者們認為,未來的公司將無法僅僅通過與競爭對手競爭來保持市場份額而蓬勃發展。作者認為,在現代商業環境中,創新是成功的關鍵,如果一個組織成功地創造了創新文化,它就可以輕松地長期生存,而不必與市場上的任何競爭對手競爭。過去多年來,公司為了確保利潤和市場份額而相互斗爭。因此,兩家公司之間的這種競爭導致了“血腥的紅?!?,每個人都試圖搶奪他人的市場份額,并搶走他們的客戶。這最終意味著,如果一個組織希望在現代商業環境中生存,那么它應該嘗試采用藍海戰略。這是因為采用這樣的策略將使公司處于一個更好的位置,在市場上沒有競爭對手,并可能使企業處于壟斷地位,最終使企業成為市場的領導者。藍海戰略側重于六項原則,如果充分遵循這些原則,可以為競爭無關緊要的企業創造藍海。這些原則包括:
Identification of diverse pathways through which a market can be created where the business has no rivals to compete with.
Encourage the managers to create value innovation rather than just focusing on increasing the profits or turnover of the business.
Plan to attain beyond current demand and create new demand by targeting non-customers.
Follow the right strategic sequence to create a blue ocean.
Prevail over the four hurdles of execution.
確定在企業沒有競爭對手的情況下可以創建市場的多種途徑。             
鼓勵管理者創造價值創新,而不僅僅是專注于增加企業的利潤或營業額。             
計劃超越當前需求,通過瞄準非客戶創造新需求。             
遵循正確的戰略順序,創造藍海。             
超越執行的四個障礙。
Execute the blue ocean strategy by motivating people to do so. The management must be capable to deal with behavioral issues in order to implement this final principle.
通過激勵員工來執行藍海戰略。管理層必須能夠處理行為問題,以實現這一最終原則。
However, there are some risks associated with the blue ocean strategy which the organization should seek to minimize to successfully implement the blue ocean strategy. These are:
然而,藍海戰略存在一些風險,該組織應盡量減少這些風險,以成功實施藍海戰略。這些是:
The blue ocean strategy encourages the managers of the business to develop new strategies and new products to create uncontested market space. The idea seems fair but this could also encourage the managers to ignore competition and they may lose grip over their core competencies. A competent management assumes that they have no rivals in place and seek to continuously improve their performance. Such a strategy could also encourage the management to overlook their rivals in the market and as a result they might lose their attained market share.
藍海戰略鼓勵企業經理開發新戰略和新產品,以創造無競爭的市場空間。這個想法似乎很公平,但這也會鼓勵管理者忽視競爭,他們可能會失去對核心競爭力的控制。稱職的管理層假定他們沒有競爭對手,并尋求持續改進他們的績效。這樣的策略也會鼓勵管理層忽視市場上的競爭對手,結果可能會失去已獲得的市場份額。
Although every business seeks to create a blue ocean by trying to develop strategies and product which differ largely from the products offered by their competitors. This means that a business may think that they have created a blue ocean whereas actually it has not been successful in doing so.
A blue ocean strategy encourages the businesses to look for industries that are far beyond their own core competencies. When the business is enthused to think different under a blue ocean strategy, there is a risk that the business might overlook their strengths and history and forced to diversify in such industries where the risk of failure is high because of no experience in that industry.
盡管每個企業都試圖通過開發與其競爭對手提供的產品有很大差異的戰略和產品來創造藍海。這意味著一家企業可能認為他們創造了一片藍海,但實際上并沒有成功。             
藍海戰略鼓勵企業尋找遠遠超出自身核心競爭力的行業。當企業熱衷于在藍海戰略下進行不同的思考時,企業可能會忽視自己的優勢和歷史,并被迫在這些行業進行多元化經營,因為這些行業沒有經驗,因此失敗的風險很高。
All in all, a blue ocean strategy is more likely to lead a company to flourish in the future but it is vital that the pros and cons are considered evenly before implementing such a strategy.
總而言之,藍海戰略更有可能引領一家公司在未來蓬勃發展,但在實施這種戰略之前,必須平衡考慮利弊。
(e) Summary on the success or failure:-成功或失敗總結
Overall, working on such a project has aggrandized our team working skills because everyone took the responsibility on themselves which created a sense of ownership in every team member and ultimately the team as a whole was able to conclude the work effectively. For this reason, all of the questions which were asked of us were abundantly answered including the group presentation. Working on such an assignment has been very informative for us and we all are now aware of the different types of business strategies in the modern business environment. This could prove useful for us when we start our practical career.
總的來說,在這樣一個項目中工作增強了我們的團隊工作技能,因為每個人都承擔了自己的責任,這讓每個團隊成員都有了主人翁感,最終整個團隊能夠有效地完成工作。出于這個原因,我們所有的問題都得到了充分的回答,包括小組演示。完成這樣的任務對我們來說非常有幫助,我們現在都意識到現代商業環境中不同類型的商業策略。當我們開始實際工作時,這可能會對我們有用。
From the group standpoint, we are now aware of the different types of business strategies and how successful implementation of a blue ocean strategy can be of benefit to a business. We have also learned that how such strategies can be implemented and what are the pre-requisites for implementing the different types of business strategies. Moreover, we have also learned what type of strategy would suit a particular business and we agree on the fact that the blue ocean strategy is not fit for all types of business. The selection of a strategy varies from business to business depending on their environment and other significant factors which the management should bear in mind when choosing a strategy.
從集團的角度來看,我們現在意識到不同類型的業務戰略,以及成功實施藍海戰略對企業的益處。我們還了解到如何實施這些戰略,以及實施不同類型的業務戰略的先決條件是什么。此外,我們還了解了什么類型的戰略適合特定的業務,我們同意藍海戰略并不適合所有類型的業務。戰略的選擇因企業而異,具體取決于環境和管理層在選擇戰略時應考慮的其他重要因素。
Individually, I have understood that in the modern business environment, adopting and implementing a business strategy is vital for the success of a business. It doesn’t matter whether the business decides to adopt a blue ocean strategy or not, what matters is the commitment of the management and their capabilities and experience which would result in the long term survival of the business.
就個人而言,我已經明白,在現代商業環境中,采用和實施商業戰略對企業的成功至關重要。企業是否決定采用藍海戰略并不重要,重要的是管理層的承諾以及他們的能力和經驗,這將導致企業的長期生存。
(f) Individual contribution and impact on group presentation:-個人的貢獻和對小組陳述的影響
Before proceeding with the assignment, all of the team members were assigned particular areas of their interest to work on. I was assigned to identify the different types of strategic models which could help the business in achieving their aims and objectives in the long run. This doesn’t mean that all of the team members were working in isolation, instead all of the team members were helping and supporting in each other’s work. This created a team spirit and all of the team members felt a sense of ownership as everyone felt that it is their responsibility to complete the assignment.
Lastly, my presentation’s focal point is the adequate preparation of slides and plenteous research from diverse resources. Detailed work was done with the team to cover up all areas of the assignment evenly.
在繼續執行任務之前,所有團隊成員都被分配了他們感興趣的特定領域。我被指派識別不同類型的戰略模型,這些模型可以幫助企業實現長期目標。這并不意味著所有團隊成員都在孤立地工作,而是所有團隊成員在彼此的工作中相互幫助和支持。這創造了團隊精神,所有團隊成員都有一種主人翁感,因為每個人都覺得完成任務是他們的責任。             
最后,我演講的重點是充分準備幻燈片,并利用各種資源進行大量研究。團隊進行了詳細的工作,以均勻地覆蓋任務的所有區域。
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