外文翻译---中小企业创新发展与产品经营的制胜战略(编辑修改稿)

外文翻译---中小企业创新发展与产品经营的制胜战略(编辑修改稿)内容摘要：

ceramic goods (., tableware, tile, brick and sanitaryware sectors) brought with it the main innovating problem of obtaining output continuity。 manufacturing one cup, tile or brick as mentioned previously. To respond to this, revolutionary production units were established, the forerunner to this being Wedgwood. Much of the industry then witnessed an extended period of consolidation and, up until the middle of the twentieth century, the manufacturing of ceramics goods had hardly changed from the revolutionary production units of 200 years ago. Today, new technology is of increasing importance to the UK ceramic producer. With increased petition from both other materials (for example, glass and plastic) and foreign markets, the need for new technology to provide faster throughput times and greater reliability is of great importance. The majority of this innovation activity is concerned with making ceramic goods quicker, cheaper, more reliable and long lasting. Increased mechanisation is also being sought in the majority of the main manufacturers from tile, sanitaryware and tableware manufactures: The industrial potter39。 s ideal is a single machine into which are fed the powdered raw materials at one end and which turns out the fully finished pieces of ware, ready for despatch, at the other end. 3. The role of the research and technology organisation (RTO) RTOs and Research Associations are private sector panies that specialise in the provision of services to the plete spectrum of UK and international panies, generating and diffusing innovation across the technology spectrum. An RTO will usually represent an industry or technologytype and draw its member base from the panies it serves. Their unique position enables them to understand the mechanisms, requirements and needs of their particular industry or sector, which makes them the ideal broker in the provision of innovation for that sector. Their discourse with regulatory bodies, as well as the member base, also makes them ideally placed to understand technological and innovation drivers in their The RTO for the ceramics industry is CERAM Research. Established in 1948, it offers a wide range of services (for example, consultancy, testing and technical support) for all ceramic sectors。 which includes traditional ceramics and structural (bricks and roof tiles) and advanced ceramics. However, CERAM39。 s major strength in aiding and facilitating innovation amongst members of the industry, is its ability to facilitate funding and management of collaborative research, development and technology transfer projects. There is, however, evidence of attempts to improve this business awareness in the industry. The development of various industrial thinktanks and strategic direction groups, for example, the Manufacturing Improvement Club , and the introduction of research projects, akin to this, have highlighted a certain willingness to further cognise innovation processes. In some organisations, more accepting and inquisitive business attitudes are also displayed by being enthusiastic about exploring other industries in grossly different sectors in order to apply manufacturing process technology, productive technologies and business perspectives. A recent, although slight, trend of employing managers and executives from other, more technologically advanced, industries underlines this. There is, however, evidence of attempts to improve this business awareness in the industry. The development of various industrial thinktanks and strategic direction groups, for example, the Manufacturing Improvement Club , and the introduction of research projects, akin to this, have highlighted a certain willingness to further cognise innovation processes. In some organisations, more accepting and inquisitive business attitudes are also displayed by being enthusiastic about exploring other industries in grossly different sectors in order to apply manufacturing process technology, productive technologies and business perspectives. A recent, although slight, trend of employing managers and executives from other, more technologically advanced, industries underlines this. 4. Organisation and management of innovation As past literature illustrates, the organisation and management of innovation is key to overall business success, especially since it is something that can be controlled. This is no different in the ceramics industry, where effective organisation, planning, scheduling and implementation of innovation is of great importance. One interview respondent mented that the process had to be treated as if it were a business in its own right: You can39。 t handle it from the inception point in anything other than with business objectives at the end. Much of this project planning and consequent management is, however, very dependent on the source of funding for innovation. As emphasised above, many ceramics panies do not have the resources to innovate beyond incremental improvements and amendments, in the form of product range additions, etc. Therefore, they seek external funding and project management support. Such sources include government, Department of Trade and Industry (DTI) and European Commission funding. However, when such funding is secured, there are often concrete targets set and deliverables required by the funding source. This is because, today, much Government and European funding for mercial research and technology transfer requires prehensive justification. Consequently, much of the planning and management procedures for externally funded projects are determi ned as a result。