國際貿(mào)易專業(yè)外文翻譯 --- 國際化經(jīng)營

1、<p><b>　　國際化經(jīng)營</b></p><p>　　工商企業(yè)日趨國際化，但他們中大多數(shù)不是出于戰(zhàn)略上的選擇，而是經(jīng)歷了一個(gè)緩慢的“循序漸進(jìn)”的過程。有些公司開始被吸引到國際市場上來，是因?yàn)槭盏搅苏疑祥T來的定單，在發(fā)現(xiàn)新的機(jī)會(huì)之后，通過一系列步驟走向國外建立生產(chǎn)廣家。有些公司主動(dòng)進(jìn)行國際經(jīng)營是為了對(duì)付寡頭賣主壟斷的威脅。還有些公司則是碰上了特殊機(jī)遇，通過在國外經(jīng)營來開發(fā)資源供

2、應(yīng)，獲得外國技術(shù)或提高生產(chǎn)效率。許多公司在成為全球性企業(yè)的某一階段，都被生動(dòng)地描繪成由一種特別關(guān)系網(wǎng)把不同國家各種各樣的公司聯(lián)系在一起的投資組合。</p><p>　　這些早期的經(jīng)營措施，很難說是完整的全球戰(zhàn)略的一部分。但是由于國際范圍的競爭、國家控制措施和公司日漸意識(shí)到增效利益而產(chǎn)生壓力時(shí)，越來越多的公司在制定全球戰(zhàn)略，采用全球規(guī)劃程序。全球戰(zhàn)略是表示企業(yè)戰(zhàn)略的一項(xiàng)計(jì)劃，考慮到地理來源和地理機(jī)遇及限制，從其有限

3、資源的地理分布中，最大限度地?cái)U(kuò)大選擇的目標(biāo)。</p><p>　　全球戰(zhàn)略，除了包括公司如何進(jìn)入新的市場、要擁有些什么和如何進(jìn)行全球運(yùn)作外，還包括制定規(guī)劃、選擇時(shí)機(jī)和確定公司的經(jīng)營地點(diǎn)和資源。合理地制定全球戰(zhàn)略，需要認(rèn)真評(píng)估全球各種可選擇的方案和每個(gè)方案涉及的風(fēng)險(xiǎn)。制訂全球戰(zhàn)略，決策者絕不要對(duì)任何國家充滿盲目性，必須先考慮到世界市場及世界資源的分布，再考慮單獨(dú)某一國家的市場和資源。全球戰(zhàn)略旨在于在多國的基礎(chǔ)上取得

4、最大的效益，而不是把國際經(jīng)營活動(dòng)當(dāng)作不同國家的業(yè)務(wù)組合。</p><p>　　需要有一個(gè)全球戰(zhàn)略的基本原因，是多數(shù)產(chǎn)品和生產(chǎn)要素市場超越了國家的界限，但最終決定經(jīng)營的競爭，并不局限在個(gè)別的地點(diǎn)和國家市場。因此，為了保持具有競爭性，或者變?yōu)榫哂懈偁幮?，大多?shù)公司的戰(zhàn)略范圍必須包括國內(nèi)外市場的威脅和機(jī)遇。如果國內(nèi)競爭者的視野拓寬，規(guī)模擴(kuò)大，而這家公司仍舊小規(guī)模經(jīng)營，就會(huì)發(fā)現(xiàn)自己不能在研究或產(chǎn)品開發(fā)方面與他人并駕齊驅(qū)。

5、即使國內(nèi)競爭沒有迅速擴(kuò)展到其他市場，外國公司也會(huì)采取氣勢逼人的戰(zhàn)略。當(dāng)日本的公司大規(guī)模地打入歐美傳統(tǒng)市場的時(shí)候，歐美許多產(chǎn)業(yè)的公司對(duì)這種競爭性的挑戰(zhàn)大都毫無準(zhǔn)備。凡在全球戰(zhàn)略中沒有包括日本人銳意爭取的那些價(jià)格區(qū)段的汽車公司，立即在成本上處于不利地位。在摩托車工業(yè)中，把迅速增長的市場拱手讓與日本競爭者的情況更為嚴(yán)重。很多著名的公司完全銷聲匿跡。</p><p>　　在美國市場上，取得成就會(huì)領(lǐng)先，所以美國公司過去在產(chǎn)

6、品壽命的最初階段不必從全球的角度來考慮。由于美國人口眾多、工資率高、可自由支配的購買力大，并且勇于創(chuàng)新，美國市場多年來對(duì)許多產(chǎn)品的容納率和增長率，在世界上都是名列前茅。反過來看，美國以外的公司則從產(chǎn)品開發(fā)一開始，就需要進(jìn)行全球通盤規(guī)劃。采用先進(jìn)技術(shù)的英國公司、，很可能發(fā)現(xiàn)美國的需求比英國的需求增長得快。如果把英國的需求拱手讓與美國的競爭者，那么美國競爭者的銷售額和經(jīng)驗(yàn)很快會(huì)超過英國公司?，F(xiàn)在美國的工資率和人均國民生產(chǎn)總值不再高出歐洲很多

7、，也許輪到美國公司應(yīng)該按照歐洲市場的需求來設(shè)計(jì)產(chǎn)品，因?yàn)樵跉W洲市場上銷售這些產(chǎn)品，很可能會(huì)超過美國市場。</p><p>　　凡是由于未能選擇最廉價(jià)的貨源而在競爭中落后的公司，都暴露出缺乏全球戰(zhàn)略思想。在其他一些情況下，企業(yè)也許已經(jīng)獲得世界市場的份額和廉價(jià)的貨源，但是這是以財(cái)政優(yōu)勢或比其外國競爭者相對(duì)靈活為代價(jià)取得的。借助于需要變動(dòng)和技術(shù)變革，較小的競爭者已經(jīng)能夠超過他們。</p><p>

8、;　　世界上國家很多，跨國公司必須要在選擇市場時(shí)樹立優(yōu)勢，根據(jù)市場進(jìn)行戰(zhàn)略評(píng)估和選擇經(jīng)營任務(wù)。必須決定戰(zhàn)略評(píng)估是根據(jù)一個(gè)主要的單一市場，許多單一市場，還是許多市場中的某些部分進(jìn)行的。這家公司還要決定為負(fù)責(zé)貫徹這一戰(zhàn)略評(píng)估如何進(jìn)行組織，是由總部來進(jìn)行，由多國委員會(huì)來進(jìn)行，還是由本國的公司來進(jìn)行？</p><p>　　單一主要市場方法，也叫做中心市場方法。在這種方法中，公司根據(jù)一國市場選擇經(jīng)營任務(wù)，建立營銷組合，以后

9、再擴(kuò)展到其他國家的市場。這一方法減少?zèng)Q策問題，由于地域擴(kuò)展的邊際成本低，還可以帶來高利潤。但是公司應(yīng)該選擇哪一個(gè)為中心市場呢？通常公司從國內(nèi)市場開始，但是這不一定是最好的選擇。一些日本和歐洲公司，已經(jīng)為某些有選擇的產(chǎn)品選擇了收入高和要求高的美國市場。美國的市場巨大，有利也有弊。許多歐洲人對(duì)在這樣巨大的市場上進(jìn)行通訊和協(xié)調(diào)工作所需要的代價(jià)望而卻步，因此不敢把首先在美國市場上進(jìn)行生產(chǎn)作為其世界產(chǎn)品戰(zhàn)略的一部分。</p><

10、;p>　　多元市場方法意味著高度的分散。如果當(dāng)?shù)厍闆r特殊，需要比如化肥和農(nóng)藥之類的某些特殊商品，大規(guī)模經(jīng)濟(jì)生產(chǎn)并不重要，公司的競爭優(yōu)勢取決于生產(chǎn)能力而不取決于先進(jìn)的產(chǎn)品設(shè)計(jì)等，那么在這些情況下，多元市場方法也許是最好的戰(zhàn)略。比如對(duì)像鋁錠之類的工業(yè)產(chǎn)品，產(chǎn)品的使用方式、顧客的態(tài)度和目標(biāo)客戶團(tuán)體等市場特點(diǎn)，可能在許多國家都大致相似，因此最佳戰(zhàn)略可能是集中開發(fā)更經(jīng)濟(jì)的生產(chǎn)過程，形成具有競爭力的成本優(yōu)勢。</p><p

11、>　　在細(xì)分市場方法中，企業(yè)要在國內(nèi)市場中認(rèn)準(zhǔn)那些在境外能夠受到不同對(duì)待從而獲利的細(xì)分市場。有些細(xì)分市場很小，在任何一個(gè)國家都沒有充足的理由使單一國家的企業(yè)開發(fā)適宜的產(chǎn)品或?yàn)殚_發(fā)市場進(jìn)行必要的投資。然而，在世界范圍內(nèi)或在若干國家之中，為這一細(xì)分市場付出這樣的代價(jià)則完全是正當(dāng)?shù)摹?lt;/p><p>　　歸根結(jié)底，全球戰(zhàn)略的制訂是由管理人員的全球經(jīng)營思路決定的。全球戰(zhàn)略的設(shè)計(jì)和實(shí)施，要求總公司和子公司的管理人員，

12、都要遵循同一全球策略，既不能視子公司為只是跟著總部指揮棒轉(zhuǎn)的附屬機(jī)構(gòu)，也不能視為是獨(dú)立的城邦，而要看作是整體的一部分，無論從全球目標(biāo)還是從當(dāng)?shù)氐哪繕?biāo)來說，都要如此。全系統(tǒng)的每一部分都發(fā)揮各自的特長，做出各自的獨(dú)特貢獻(xiàn)。這種方法通常被稱為“地心說”，是總公司和子公司齊心協(xié)力制訂出全球的統(tǒng)一標(biāo)準(zhǔn)，但根據(jù)各地情況允許統(tǒng)一標(biāo)準(zhǔn)略有差異，并據(jù)此做出重大決策。但是，地心說要求對(duì)子公司的管理人員實(shí)行獎(jiǎng)勵(lì)制度，鼓勵(lì)他們?yōu)槿蚰繕?biāo)努力，而不只是僅僅為了達(dá)

13、到本國的目標(biāo)。</p><p>　　在國際化的企業(yè)中，總公司對(duì)子公司的定位一般有三種類型：（重視本國的）民族中心主義型、（重視所在國的）多中心型和（重視全世界的）地球中心型。</p><p>　　民族中心主義態(tài)度的特點(diǎn)可以歸納為：“我們本國人比總公司和子公司中的任何外國人都優(yōu)越、可靠和值得信任?！痹谶@樣的公司里，工作標(biāo)準(zhǔn)和決策規(guī)則一般要根據(jù)本國的標(biāo)準(zhǔn)。民族中心主義是和全球戰(zhàn)略背道而馳的，因

14、為這種方法缺少良好的反饋，并且熟悉經(jīng)營地區(qū)當(dāng)?shù)厍闆r的管理人員的經(jīng)驗(yàn)和看法在制定決策中得不到適當(dāng)?shù)闹匾暋?lt;/p><p>　　多中心的公司走向另一個(gè)極端，認(rèn)為當(dāng)?shù)厝藢?duì)情況最為熟悉，他們的想法對(duì)公司總是最有利，跨國公司在所在國開設(shè)的企業(yè)在特色和做法上部應(yīng)該盡量當(dāng)?shù)鼗?。這類公司更像是一個(gè)半獨(dú)立的子公司的聯(lián)合體。多中心的管理政策可能會(huì)犧牲跨國經(jīng)營的大部分統(tǒng)一和增效利益。多中心主義的代價(jià)是重復(fù)勞動(dòng)和對(duì)本國經(jīng)驗(yàn)不能有效利用所

15、造成的浪費(fèi)。這種方法的優(yōu)點(diǎn)是能夠充分利用當(dāng)?shù)氐馁Y源和人力，而付出的代價(jià)是犧牲全球的增長和效率。</p><p>　　地心主義也有代價(jià)，大部分是通訊旅行費(fèi)用，由于想要對(duì)人員進(jìn)行全球目標(biāo)的教育和取得共識(shí)而在決策上花費(fèi)的時(shí)間，以及有一個(gè)相當(dāng)大的總部官僚機(jī)構(gòu)所花的費(fèi)用。但是這些代價(jià)的回報(bào)卻是整個(gè)企業(yè)更加客觀的經(jīng)營，利用整個(gè)世界的資源，提高地方公司的管理水平，對(duì)全球目標(biāo)更多的責(zé)任感，以及最后，但并非最不重要的一點(diǎn)是利潤。當(dāng)

16、然，全球型企業(yè)的成功取決于它是否有足夠的全球型的管理人員。</p><p>　　本文摘至：Richard. E. Caves., Management and Administration, Macmillan Press Ltd., 2005</p><p>　　Going International</p><p>　　Business enterprises

17、have become increasingly international but most of them go international by a process of creeping "incremental-ism" rather than by strategy choice. Some firms are first attracted to foreign markets by unsolicit

18、ed export orders and, after discovering new opportunities, move through a series of stages to the establishment of foreign production facilities. Other firms initiate international activities in response to threats to an

19、 oligopoly position. Still others respond to spec</p><p>　　Rarely are these early moves part of a comprehensive global strategy. But as pressures arise from competition in an international scale and from cou

20、ntry control programs, and as firms become increasingly aware of synergistic benefits, more and more are building global strategies and adopting global planning procedures. A global strategy is a plan expressing an enter

21、prise's strategy for maximizing its chosen objectives through geographical allocation of its limited resources, taking into account </p><p>　　A global strategy encompasses the planning, timing, and locat

22、ion of a firm's activities and resources as well as its strategies for how it will enter new markets, what it will own, and how it will manage the global operation. The construction of a global strategy on a rational

23、 basis requires a careful assessment of the global alternatives and the risks involved for each. To build a global strategy, the decision maker must be free of any national blinders and consider world markets and world r

24、eso</p><p>　　The basic reasons for having a global strategy are that most product and factor markets extend beyond the boundaries of a single country and the competition that ultimately determines performanc

25、e is not constrained to individual locations and country markets. To remain competitive, or to become competitive, the strategy horizon for most firms must, therefore, encompass threats and opportunities of both domestic

26、 and foreign origin. If its domestic competitors extend their horizons to include a br</p><p>　　Many U. S. firms did not need in the past to think globally at the early stages of a product's life because

27、 leadership coincided with achievement in the U. S. market. With its large population, high-wage rates, high discretionary spending power, and high propensity to innovate, the U-S. market was for many years the leader in

28、 adoption and growth rates for many products. Conversely, firms outside the United States had more need to plan globally from the beginning of any product development. A U. </p><p>　　Absence of global thinki

29、ng also shows up where firms have been left behind in the competitive race because they failed to tap the cheapest sources of supply. In still other cases, firms may have achieved global market share and cheapest supplie

30、s, but at the expense of their financial strength or flexibility relative to foreign competitors. Assisted by a fluctuation in demand or technological changes, smaller competitors have been able to overtake them.</p&g

31、t;<p>　　Since there are so many countries in the world, the multinational firm must establish priorities for selecting those markets against which it will make this strategic evaluation and choice of its business

32、mission. It must decide whether strategic evaluation is carried out against one major single market, many single markets, or some segments of many markets. It must also decide how it is going to organize the responsibili

33、ty for carrying through this strategic assessment. Will it be done by centr</p><p>　　In the major single market, or central market, approach, the firm selects its mission based on one national market and est

34、ablishes a marketing mix, and later expands to other national markets. This approach reduces decision problems and can bring high profits because of the low marginal cost of geographic extensions. But which central marke

35、t should the firm choose? Normally, the firm begins with its home market, but this may not be the best choice. Some Japanese and European firms have selected </p><p>　　The multiple market approach implies a

36、high degree of decentralization. It may be the best strategy in situations where special local conditions require particular products, such as fertilizers and pesticides, where economies of large-scale production are not

37、 important, and where the firm's competitive advantage depends upon capabilities other than advanced product design. In the case of an industrial product such as aluminum ingots, for example, the market characteristi

38、cs such as product usage </p><p>　　In the market segment approach, the firm identifies segments of national markets that could profitably be given separate treatment across national boundaries. Small market

39、segments in individual countries may be insufficient for any one country unit to justify development of an appropriate product or to make the necessary investment in market development. World-wide or for a number of coun

40、tries, however, such a segment may readily justify the expense.</p><p>　　In the last analysis, developing a global strategy depends upon the way executives think about doing business around the world. The de

41、sign and implementation of a global strategy require that managers in both headquarters and subsidiaries follow a worldwide approach which considers subsidiaries as neither satellites nor independent city-states but as p

42、arts of a whole, the focus of which is on worldwide as well as local objectives. And each part of the system makes its unique contribution with it</p><p>　　In international enterprises, there are three gener

43、al types of headquarters' orientation toward subsidiaries; ethnocentric (home-country oriented), polycentric (or host-country oriented) , and geocentric (world oriented).</p><p>　　The ethnocentric attit

44、ude can be characterized as: "We, the home-country nationals, are superior to, more trustworthy than, and more reliable than any foreigners in headquarters or the subsidiaries.” In such firms, performance criteria a

45、nd decision rules are generally based on home-country standards. Ethnocentrism works against a global strategy because of a lack of good feed back and because the experience and views of managers familiar with local cond

46、itions in the areas of operation do not car</p><p>　　Polycentric firms go to the other extreme by assuming that local people always know what is best for them and that the unit of the multinational enterpris

47、e located in a host country should be as local in identity and behavior as possible. A polycentric firm is more akin to a confederation of quasi-independent subsidiaries. A polycentric management philosophy is likely to

48、sacrifice most of the unification and synergistic benefits of multinational operation. The costs of polycentrism are the waste</p><p>　　Egocentrism also has costs, largely-related to communication and travel

49、 expense, time spent in decision making because of the desire to educate personnel about global objectives and to secure consensus, and the expense of a relatively large headquarters bureaucracy. But the payoffs are a mo

50、re objective total enterprise performance, worldwide utilization of resources, improvement of local company management, a greater sense of commitment to worldwide goals, and, last but not least, more profit. A</p>