美国历史——镀金年代(20世纪初期)

美国历史——镀金年代
Horizontal integration：
In microeconomics and strategic management, the term horizontal integration describes a type of ownership and control. It is a strategy used by a business or corporation that seeks to sell a type of product in numerous markets. Horizontal integration in marketing is much more common than vertical integration is in production. Horizontal integration occurs when a firm is being taken over by, or merged with, another firm which is in the same industry and in the same stage of production as the merged firm, e.g. a car manufacturer merging with another car manufacturer. In this case both the companies are in the same stage of production and also in the same industry. This process is also known as a "buy out" or "take-over".
A monopoly created through horizontal integration is called a horizontal monopoly.
A term that is closely related with horizontal integration is horizontal expansion. This is the expansion of a firm within an industry in which it is already active for the purpose of increasing its share of the market for a particular product or service.
在微观经济学和战略管理，横向联合一词描述了所有权和控制权的类型。

它是由一个企业或公司，寻求在许多市场上出售的产品所使用的战略。

横向整合行销更为常见的比垂直一体化生产。

横向整合发生在一个公司被接管或合并，而另一家公司在同行业中，作为合并后的公司生产的同一阶段，如汽车制造商合并与另一辆汽车制造商。

在这种情况下，两个企业都在相同的生产阶段，并在同行业。

这个过程也称为“买断”或“接管”。

通过横向整合创建的垄断称为横向垄断。

一个是与横向一体化相关的术语是横向扩展。

这是一个公司在一个行业中，它已经为增加某一产品或服务其市场份额的目的，积极拓展。

Vertical integration
In microeconomics and management, the term vertical integration describes a style of management control. Vertically integrated companies in a supply chain are united through a common owner. Usually each member of the supply chain produces a different product or (market-specific) service, and the products combine to satisfy a common need. It is contrasted with horizontal integration.
Vertical integration is one method of avoiding the hold-up problem. A monopoly produced through vertical integration is called a vertical monopoly, although it might be more appropriate to speak of this as some form of cartel.
Nineteenth century steel tycoon Andrew Carnegie introduced the idea of the existence and use of vertical integration. This led other businesspeople to use the system to promote better financial growth and efficiency in their companies and businesses.
在微观经济学和管理，垂直整合一词描述了管理控制的风格。

在供应链垂直整合的公司是通过一个统一的共同拥有人。

通常每个成员对供应链产生不同的产品或（市场专用）服务，产品组合，以满足共同的需要。

这是对比与横向一体化。

垂直整合是一种避免套牢问题的方法。

通过纵向一体化而产生的垄断被称为垂直垄断，尽管它可能更适合这个发言，一些形式的卡特尔。

十九世纪钢铁大亨安德鲁卡内基介绍了存在和垂直整合的点子。

这导致其他商业人士可以使用该系统来更好地促进财政增长，并在其公司和企业的效率。

One of the earliest, largest and most famous examples of vertical integration was the Carnegie Steel company. The company controlled not only the mills where the steel was manufactured but also the mines where the iron ore was extracted, the coal mines that supplied the coal, the ships that transported the iron ore and the railroads that transported the coal to the factory, the coke ovens where the coal was cooked, etc. The company also focused heavily on developing talent internally from the bottom up, rather than importing it from other companies.[1] Later on, Carnegie even established an institute of higher learning to teach the steel processes to the next generation.
垂直一体化的最早，规模最大，最有名的例子之一是卡内基钢铁公司。

本公司控制的地方，不仅是钢铁生产厂，也是在那里提取的铁矿石矿山，煤矿的煤炭供应，运输的船只的铁矿石和铁路等运输的煤炭工厂，其中焦炉煤熟，等公司还注重大力发展自下而上的人才引进国内注册，而不是从其他公司来说，[1]。

后来，甚至建立了卡内基高等学校教导钢铁协会下一代的过程。

Oil industry
Oil companies, both multinational (such as ExxonMobil, Royal Dutch Shell, ConocoPhillips or BP) and national (e.g. Petronas) often adopt a vertically integrated structure. This means that they are active along the entire supply chain from locating crude oil deposits, drilling and extracting crude, transporting it around the world, refining it into petroleum products such as petrol/gasoline, to distributing the fuel to company-owned retail stations, for sale to consumers.
石油工业
石油企业，跨国企业（如埃克森美孚，皇家荷兰壳牌，康菲或BP）和国家（如马来西亚国家石油公司），往往采用垂直一体化结构。

这意味着它们沿着从定位原油存款，钻探和开采原油，它在世界各地运输，提炼，如汽油/汽油石油产品它，分发到公司拥有的加油站整个供应链活动的燃料，出售给消费者。

Vertical integration is the degree to which a firm owns its upstream suppliers and its downstream buyers. Contrary to horizontal integration, which is a consolidation of many firms that handle the same part of the production process, vertical integration is typified
by one firm engaged in different parts of production (e.g. growing raw materials, manufacturing, transporting, marketing, and/or retailing).
There are three varieties: backward (upstream) vertical integration, forward (downstream) vertical integration, and balanced (both upstream and downstream) vertical integration.
• A company exhibits backward vertical integration when it controls subsidiaries that produce some of the inputs used in the production of its products. For
example, an automobile company may own a tire company, a glass company, and
a metal company. Control of these three subsidiaries is intended to create a stable
supply of inputs and ensure a consistent quality in their final product. It was the
main business approach of Ford and other car companies in the 1920s, who
sought to minimize costs by centralizing the production of cars and car parts.
• A company tends toward forward vertical integration when it controls distribution centers and retailers where its products are sold.
•Balanced vertical integration means a firm controls all of these components, from raw materials to final delivery.
The three varieties noted are only abstractions; actual firms employ a wide variety of subtle variations. Suppliers are often contractors, not legally owned subsidiaries. Still, a client may effectively control a supplier if their contract solely assures the supplier's profitability. Distribution and retail partnerships exhibit similarly wide ranges of complexity and interdependence. In relatively open capitalist contexts, pure vertical integration by explicit ownership is uncommon—and distributing ownership is commonly a strategy for distributing risks.
垂直整合的程度，其中一个公司拥有自己的上游供应商和下游的买家。

相反，横向一体化，这是该处理的生产工艺相同的部分很多公司合并，垂直整合是典型的一家公司在不同地区从事生产（如日益增长的原材料，制造，运输，销售，和/或零售）。

有三个品种：向后（上游）的垂直整合，远期（下游）的垂直整合，平衡（上游和下游）的垂直整合。

•一个落后的垂直整合公司展出时，它控制的子公司，生产的产品在其生产中使用的一些投入。

例如，一家汽车公司可以拥有一个轮胎公司，玻璃公司，和一个金属公司。

这三个子公司控制权的目的是创造一个稳定供应的投入，并确保其最终产品质量的稳定。

那是在20世纪20年代福特和其他汽车公司，谁试图尽量减少集中的汽车和汽车零部件生产成本的主要经营方针。

•一个公司往往对提出纵向一体化配送中心时，它控制并在其产品主要销往零售商。

•平衡垂直整合意味着公司控制着所有这些组件，从原材料到最终交付
这三个品种注意的是只有抽象的，实际的公司聘用了微妙的变化多种多样。

承包商，供应商往往不合法拥有的子公司。

尽管如此，客户可有效地控制供应商，如果他们的合约只保证了供应商的盈利能力。

分销和零售伙伴关系表现出复杂性和相互
依存的类似广泛范围。

在相对开放的资本主义背景下，纯以明确所有权的纵向一体化是少见和分配所有权，通常一个传播风险的策略。