1、 外文翻译 原文 Harvard Business Review Material source： Harvard Business Review Author： Porter M.E Now that companies can source capital; goods, information, and technology from around the world, often with the click of a mouse, much of the conventional wisdom about how companies and nations compete needs
2、 to be overhauled. In theory, more open global markets and faster transportation and communication should diminish the role of location in competition. After all, anything that can he efficiently sourced from a distance through global markets and corporate networks is available to any company and th
3、erefore is essentially nullified as a source of competitive advantage. But if location matters less, why, then, is it true that the odds of finding a world-class mutual-fund company in Boston are much higher than in most any other place？ Why could the same be said of textile-related companies in Nor
4、th Carolina and South Carolina, of high-performance auto companies in southern Germany, or of fashion shoe companies in northern Italy? Todays economic map of the world is dominated by what I call clusters: critical masses-in one place-of unusual competitive success in particular fields. Clusters ar
5、e a striking feature of virtually every national, regional, state, and even metropolitan economy, especially in more economically advanced nations.Silicon Valley and Hollywood may be the worlds best-known clusters.Clusters are not unique, however; they are biology typical-and there in lies a paradox
6、:the enduring competitive advantages in a global economy lie increasingly in local things-knowledge, relationships, motivation-that distant reveal can not match.Although location remains fundamental to competition, its role today differs vastly from a generation ago.In an era when competition was dr
7、iven heavily by input costs, locations with some important endowment-a natural harbor, for example, or a supply of cheap labor-often enjoyed a comparative advantage that was both competitively decisive and persistent over time. Competition in todays economy is far more dynamic. Companies can mitigat
8、e many input-cost disadvantages through global sourcing, rendering the old notion of comparative advantage less relation and competitive success in so many fields are geographically concentrated-whether its entertainment in Hollywood, finance on Wall Street, or consumer electronics in Japan. Cluster
9、s affect competitiveness within countries as well as across national borders. Therefore, they lead to new agendas for all business executives not just those who compete globally. More broadly, clusters represent a new way of thinking about location, challenging much of the conventional wisdom about
10、bow companies should be configured, bow institutions such as universities can contribute to competitive success, and bow governments can promote economic development and prosperity. Clusters are geographic concentrations of interconnected companies and institutions in a particular field. Clusters en
11、compass an array of linked industries and other entities important to competition. They include, for example, suppliers of specialized inputs such as components, machinery, and services, and providers of specialized infrastructure. Clusters also often extend downstream to channels and customers and
12、laterally to manufacturers of complementary products and to companies in industries related by skills, technologies, or common inputs. Finally, many clusters include governmental and other institutions such as universities, standards-setting agencies, think tanks, vocational training providers, and
13、trade associations - that provide specialized training, education, information, research, and technical support. Consider also the Italian leather fashion cluster, which contains well-known shoe companies such as Gucci as well as a host of specialized suppliers of footwear components, machinery, mol
14、ds, design services, and tanned leather. (Seethe exhibit “Mapping the Italian Leather Fashion Cluster.“) It also consists of several chains of related industries, including those producing different types of leather goods (linked by common inputs and technologies) and different types of footwear (li
15、nked by overlapping channels and technologies). These industries employ common marketing media and compete with similar images in similar customer segments. A related Italian cluster in textile fashion, including clothing, scarves, and accessories, produces complementary products that often employ c
16、ommon channels. The extraordinary strength of the Italian leather fashion cluster can he attributed, at least in part, to the multiple linkages and synergies that participating Italian businesses enjoy. A clusters boundaries are defined by the linkages and complementarities across industries and ins
17、titutions that are most important to competition. Although clusters often fit within political boundaries, they may cross state or even national borders. In the United States, for example, a pharmaceuticals cluster straddles New Jersey and Pennsylvania near Philadelphia. Similarly, a chemicals clust
18、er in Germany crosses over into German-speaking Switzerland. Clusters rarely conform to standard industrial classification systems, which fail to capture many important actors and relationships in competition. Thus significant clusters may be obscured or even go unrecognized. In Massachusetts, for e
19、xample, more than 400 companies, representing at least 39,000 high-paying jobs, are involved in medical devices in some way. The cluster long remained all but invisible, however, buried within larger and overlapping industry categories such as electronic equipment and plastic products. Executives in
20、 the medical devices cluster have only recently come together to work on issues that will benefit them all. Clusters promote both competition and cooperation. Rivals compete intensely to win and retain customers. Without vigorous competition, a cluster will fail. Yet there is also cooperation, much
21、of it vertical, involving companies in related industries and local government. 译文 哈佛商业评论 资料来源 : 哈佛商业评论， 1998(11) 作者： 迈克尔 .波特 现在公司使用的能源资本，物资，信息，技术等来自世界各地，而且往往只需点击一次鼠标就可实现，但是大部分关于公司和国家的传统竞争需要整顿。从理论上讲，更开放的全球市场和快捷的交通和通讯要削弱地理的竞争作用。毕竟，什么货源都可以有效的来自远距离只要通过全球市场和公司网络，因为竞争优势的来源是提供给任何公司，因此位置基本上是无效的。但如果位置事项少，那幺
22、，为什幺说是否正确，即在波士顿找到一个世界级 的赔率的共同基金公司远远高于大多数其他任何地方吗？为什么能同时说，纺织相关企业，在北卡罗来纳州和南卡罗来纳州，高品质的汽车公司，在德国南部，而时尚鞋业公司在意大利北部？今天的经济世界地图，主要经济区域是称之为集群：在一个特定领域成功的集群具有不寻常的竞争力。集群经济是一个鲜明的特点，几乎在每一个国家，区域，甚至大城市，特别是在经济较先进的民族之林。硅谷和好莱坞可能是世界上最知名的集群。集群并不是独一无二的，然而，他们是典型的生物学是一个悖论：持久的竞争优势，在全球经济一体化的时代越来越多，在当地的知识，人际 关系和动机的揭示是无法匹敌的。虽然地点依
23、然是基本的竞争，它的作用，从上一代到今天有很大不同。在这个时代，当竞争被驱动，重投入成本，地点在一些重要的天然的港口，例如，供应的廉价劳动力，往往具有比较优势，这两个竞争力的决定性和持久性是随着时间而推移的。在今天的经济上竞争远远更具活力。公司可以减缓许多投入成本的弊端，通过全球性采购，从而使旧的概念具有比较优势不足的关系和竞争性的成功，这幺多的领域都在地理上集中，不论它是娱乐的好莱坞，金 融华尔街，或在日本的消费电子产品。集群影响竞争力，在国家内部以及跨越国界方面。因此，他们会导致新的议事日程，所有的业务经理不只具有国际竞争能力。更广泛地说，集群代表着一种新的思维方式，具有挑战性的许多传统智
24、慧的低头公司应该予以配置低头机构，例如大学能有助于竞争力的成功，政府可以促进经济发展和共同繁荣。 集群是地理浓度在某一特定领域相互联系的公司和机构。簇包含一个数组联系的产业和其他实体的重要比赛。举例来说他们包括，供应商的专门投入，如零件，机械和服务，并提供专门的基础设施。集群也往往延长下游渠道和客户，并从 横向上，以制造商的互补性的产品和公司，在相关行业的技能，技术或共同投入。最后，许多集群包括政府和其他机构例如大学，标准机构制定，智囊团，职业培训机构，以及行业协会即提供专门训练，教育，资讯，研究和技术支持。考虑意大利皮革时装集群，其中有着名的制鞋企业，如古驰，以及作为东道主的专门供应商的鞋类
25、部件，机械，模具，设计服务，以及皮革。（狂展“测绘意大利皮革时装集群”），它也包括几个连锁店的相关产业，包括那些生产不同种类的皮革制品（投资相连的共同投入和技术等方面）以及不同类型的鞋类（投资相连重叠渠道和技术）。这些行 业雇用的共同行销的媒体竞争，是类似的图像在类似的客户群。一个相关的意大利集群在纺织服装，包括服装，围巾，及配件，生产互补产品，往往会采用共同的渠道。非凡的实力，意大利皮革时装集群可以归因于他，至少部分原因是为了多重的联系和协同参加的意大利企业享有。 一个集群的界线是指联系和互补性的行业和机构，是最重要的竞争。虽然集群往往是符合他们的政治界限，他们可能跨州甚至国界的限制。在美国
26、，举例来说，某制药集群横跨新泽西州和宾夕法尼亚州附近的费城。同样，化学品集中在德国跨越到讲德语的瑞士。 集群很少符合标准产业分类系统， 整改的要捕捉许多重要的角色和关系中的竞争。从而显着的集群可能被遮蔽，甚至得不到承认。在马萨诸塞州，举例来说，有超过 400家公司，代表至少 39000个高收入的工作，涉及医疗器械。集群长期处于无形的，埋在较大的重叠中，工业门类齐全，例如电子设备和塑料制品等。行政人员在医疗器械集群最近才走到一起工作，将有利于他们所有人。 集群既促进竞争与合作。对手竞争激烈，要赢得并留住客户，没有激烈的竞争，集群就会失败。然而，也有合作，涉及的很大一部分垂直的公司存在相关行业和地方政府中。
