中小企业进入国际市场英文版
开拓海外市场英语
开拓海外市场英语一、单词1. expand- 英语释义：to be or make larger in size, number, or amount.- 用法：expand可作及物动词或不及物动词。
作及物动词时，直接接宾语；作不及物动词时，常与介词等搭配。
- 双语例句：Thepany plans to expand its business overseas.（公司计划拓展海外业务。
）2. penetrate- 英语释义：to succeed in entering or joining a particular market or area of activity.- 用法：penetrate常与介词into搭配。
- 双语例句：It's difficult for smallpanies to penetrate into the overseas market.（小公司很难打入海外市场。
）3. venture- 英语释义：a new activity, usually in business, that involves risk or uncertainty.- 用法：可作名词和动词。
作名词时表示“企业；风险项目”；作动词时表示“冒险去（某处）；敢于做（某事）”。
- 双语例句：Manypanies are willing to take a venture in overseas markets.（许多公司愿意在海外市场冒险一试。
）4. globalize- 英语释义：to make (something) operate on a global scale.- 用法：及物动词。
- 双语例句：The firm is trying to globalize its production and sales.（这家公司正试图使其生产和销售全球化。
）5. overseas- 英语释义：in, from, or to a foreign country that is across the sea.- 用法：可作形容词和副词。
小企业成功打入国际市场案例分析如何打入国际市场中小企业国际市场.doc
小企业成功打入国际市场案例分析-如何打入国际市场,中小企业,国际市场小企业成功打入国际市场案例分析中国贸易网(6)打进欧洲市场的原因：公司要想获得较多的利润，应该争取进入销售总额达2亿美元的欧洲市场，这个市场是美国市场的十倍。
2、市场信息搜集(l)销量：欧洲特制干酪市场是美国的十倍，这是一条非常重要的信息。
(2)运费：与各种交通运输部门联系，了解运费情况。
(3)关税：欧洲干酪进口税高达35％。
(4)消费者对产品的反映：通过国际食品博览会，发现伊诺的产品很受欢迎。
除此以外，还了解到，欧洲的一些中间商(他们也参加了博览会)的反映也很好。
(5)获得进一步的信息：虽然消费者和各方面对伊诺特制干酪的反映很好，但公司并没有急于全面进入欧洲，而是进行试销，希望通过试销获得进一步的信息。
(6)试销地点的选择：欧洲有20多个国家，伊诺为什么选择瑞典呢?原因有两个：①国家小，试销成本低；②瑞典具有代表性。
瑞典的经济发展水平在欧洲具有典型意义，如果瑞典比其他国家富很多或穷很多，试销的信息就会不准确；瑞典人的口味也有代表性，如果他们喜欢“朗得尔”，其他欧洲人也会喜欢。
3、伊诺公司进入欧洲市场的战略(1)战略目标：打入欧洲市场，短期争取一定市场占有率，长期争取较大利润。
(2)产品策略①产品：出售特制干酪。
因为公司规模较小，只生产3个品种。
②种类：一般来说，一个国家的食品很难适应另一国家消费者的口味。
但试销已经证实，欧洲人喜欢伊诺产品，并且3个品种中，法国味洋葱干酪是本企业的独特产品。
③包装：由于生产地与销售市场的距离较远，需要设计特制包装，便于运输和长期储存。
④商标名称：商标名称采用法语，因为世界上食品名气较大的国家是法国和中国。
在欧洲，使用法语，欧洲人会认为是很好的食品。
(3)价格策略①运费和关税：在这里，它们是影响产品价格的两个主要因素。
企业虽然经过努力，希望关税委员会帮助降低关税，但没有成功。
原因是，公司规模小，职工少，从而职工选民在政治上的影响不大。
论中小企业国际市场进入策略
论中小企业国际市场进入策略引言随着全球化进程的推进，中小企业逐渐成为国际市场竞争中的重要参与者。
然而，由于资源有限和市场经验不足，中小企业在进入国际市场时面临着各种挑战和难题。
因此，本文就中小企业国际市场进入策略进行探讨，旨在帮助中小企业克服困难，获得更好的市场竞争力。
中小企业国际市场进入策略1. 市场调研和分析在进入国际市场之前，中小企业需要进行充分的市场调研和分析。
这包括对目标市场的文化、经济、政治环境、消费者需求等方面的了解。
通过综合分析，中小企业可以确定目标市场的潜力和竞争状况，从而制定相应的进入策略。
2. 合作与联盟中小企业在国际市场进入中可能面临着资源有限的问题。
在这种情况下，与其他企业进行合作或联盟是一个有效的策略。
通过与其他企业合作，中小企业可以共享资源、分担风险、共同开拓市场。
例如，可以与当地分销商合作，利用其渠道和销售网络来推广产品。
3. 产品定位和差异化竞争中小企业在进入国际市场时，需要明确定位自己的产品，并通过差异化竞争寻找自己的竞争优势。
差异化竞争可以通过产品的质量、设计、功能、品牌形象等方面来实现。
通过与竞争对手不同的产品特点，中小企业可以吸引消费者，并获得市场份额。
4. 渠道的选择和管理在进入国际市场时，中小企业需要选择适合自己的渠道来推广和销售产品。
渠道的选择包括直销、代理商、分销商等多种形式。
中小企业需要考虑渠道的覆盖能力、成本、管理难度等因素，选择适合自己的渠道形式，并进行有效的渠道管理，以确保产品能够顺利进入市场。
5. 市场推广和品牌建设中小企业进入国际市场后，需要进行市场推广和品牌建设。
市场推广包括广告、促销、公关等活动，旨在提高产品的知名度和认可度。
品牌建设包括品牌定位、形象塑造、产品质量管理等方面的工作。
通过市场推广和品牌建设，中小企业可以提升产品的竞争力，吸引更多的消费者。
6. 适应当地环境和文化进入国际市场后，中小企业需要适应当地的环境和文化。
这包括了解当地法律法规、文化习俗、消费习惯等方面的知识。
中国国际中小企业博览会常用词汇翻译(中英文版)
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SME Fair
会事务局
China International Cooperation 中国中小企业国际合作
19
Association of Small and
协会
Medium Enterprises
China Private-Owned Business
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中国个体劳动者协会
Association
30
厄瓜多尔工业生产部
Production of Ecuador
Ministry of Industry and Trade
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越南工业贸易部
of Vietnam
Ministry of Cooperatives and 印度尼西亚中小企业与
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SMEs of the Republic of
合作社国务部
Indonesia
33
Ministry of Economy of Mexico 墨西哥经济部
34
Ministry of Micro, Small and 印度微中小企业部
3
35
36 37 38 39
40 活动名称 41 42 43 44 45 46
47 48
Medium Enterprises of India
法国中小企业部
Ministry of Economic
24
意大利经济发展部
Development of Italy
25
SME Agency of Japan
日本中小企业厅
Administrator of Small and
26
Medium
Business 韩国中小企业厅
Administration of South Korea
中小企业的核心竞争力外文文献翻译中英文
外文文献翻译原文及译文（节选重点翻译）中小企业的核心竞争力外文文献翻译文献出处：Technological Forecasting and Social Change, Volume 78, Issue 7，September 2020, Pages：65-76译文字数：4000 多字英文The Core Competitiveness of Small and Medium EnterprisesJoseph OstroyAbstractSMTE faced severe competition in today’s market. In this paper, core competitiveness is describe as the source of persistent competitive advantage of enterprise, and yields generous profits in new business environment. The study aimed at develop enterprise strategies to promote core competitiveness, also referring to core competitiveness as both prerequisite and final target to develop enterprise strategies in today’s business environment.Keywords: Core Competitiveness, SMTE, Enterprise Strategies.1 IntroductionThe definition of SMTE in China is originated from "Innovation Fund Temporary Provisions for Mid- and Small-Scale Technology Enterprise" which enact by Science and technology Department & Ministry of Finance in 1995.The provision required SMET to meet the standards as follows: (1) “no more than500 employees, among which technicians qualified for a higher education than colleges and universities is no less than 30 percent”; (2) “should mainly engaged in the development, exploitation, production andservice of new and high-tech products”; (3) “enterprise leaders are relatively capable of innovation, market development and management”;(4) “the funds for R&D of new and high-tech products is no less than 3 percent of the sales every year, and technicians directly related to R&D are more than 10 percent of all employees”; (5) good management and achievement are required to enterprises which have leading products and will come to the stage of mass production, as well as those which have come to the stage of mass production.The SMTE develops rapidly due to the predominance of technology and innovation. However, the restrictions upon the SMTE and the entry into WTO put them into a cruelly fierce competition with big enterprises home and abroad which have accumulated rich market experiences. In such a case, if SMTE can’t find the position and make full use of their advantages, they may have problems to survive, to say nothing of development.The core competitiveness of an enterprise is the long-term formation of the enterprise, which is embedded in the internal quality of the enterprise and unique to the enterprise. It supports the past, present and future competitive advantages of the enterprise, and becomes the core ability that the enterprise can surpass to obtain the initiative in the competitive environment. Enterprise core competitiveness is the source of persistent competitive advantage of enterprise, and yields generous profits.Thus, to survive and develop, SMTE may promote core competitiveness which can be achieved by enterprise strategy. So, the important method which guides SMTE to survive and develop is to identify and estimate enterprise core competitiveness, to develop reasonable, scientific and feasible developmental strategies on the basis of identification of exterior and inner environment.As the "engine" to gain the advantages of enterprises, core competitiveness must have its own characteristics:•Value. The core competitiveness has unique value to the enterprise and customers, and has a special contribution to the enterprise to win and maintain its competitive advantage. The core competitiveness is conducive to the improvement of the efficiency of the enterprise, which can enable the enterprise to provide users with more use value than other companies in terms of value creation and cost reduction. It can enable enterprises to have higher labor efficiency and converted product costs than leading, thereby obtaining higher and long-term economic benefits and maximizing enterprise value.•Extensibility or overlap. Provide support for a variety of products or services. Once an enterprise has established its own core competitiveness, it can make related technical fields and new innovations a big win. Because in the production practice, enterprises can combine their core competitiveness into different innovations to accumulate newfoundations for creation and development, and then establish their own competitive advantages in certain fields, and constantly launch innovations.•Difficult to imitate or imitation. A company's core competitiveness should be unique to the company, that is, other companies do not have it (at least temporarily not participating), and it is not imitable and irreplaceable. This is the case of the company Porsche, as a German company. Small and medium-sized automobile companies, in a wide variety of automobile industries, Porsche only chooses sports cars as the main product, and is known for creating outstanding performance and noble quality. The circled customers are obsessed with "driving wisdom, galloping technology" The car family has formed a unique product positioning, unique customer positioning, unique price positioning and continuous innovation to meet the needs of customers. It is unique in the manufacturing industry and creates first-class economic benefits.•The core competitiveness is constantly evolving. If the external environment undergoes drastic changes or is poorly managed, the core competitiveness of an enterprise at a certain stage will depreciate into general capabilities or be lost. The core competitiveness also has a life cycle from birth, growth, growth to decline. After the reduction, the core competitiveness of the enterprise, especially the final product, core product, and core technology will shift the intensified market competitionand the development of science and technology, while gradually losing its competitive advantage or even being eliminated. Therefore, enterprises must constantly manage the development trend of the industry, the development trend of the enterprise and the storage status of the enterprise's own resources, and timely improve the core competitiveness of the enterprise. Core competitiveness needs timely protection and innovation.•Interrelatedness. Core competitiveness is a collection of skills and technologies, rather than scattered skills or technologies. The core competitiveness is generated by the interaction of many different units or individuals. Its carrier is the entire enterprise, not a certain department of the enterprise. The formation of the core competitiveness of an enterprise is bound to be the result of the overall optimization of the enterprise.2 Current ResearchIn order to study enterprise core competitiveness and developmental strategy which are interrelated with each other, current research focus on concrete enterprise, or general enterprise. Current research focus on three main headings: the significance of certain enterprise strategy used to promote enterprise core competitiveness; select enterprise strategy or the executive mode of certain strategy according to the source and level of advantages related to core competitiveness; select proper developmental strategy so as to promote enterprise core competitiveness.In this paper, study aimed at SMTE core competitiveness and developmental strategies is supposed to be developed, especially, put core competitiveness as both prerequisite and final target to develop enterprise strategies, is applied to SMTE for core competitiveness analysis.3 Theoretical ResearchWe may consider that, the structure and developmental level of enterprise core competitiveness advantages plays a critical role in inner environment of enterprise, and embodies the core strength, so it is an important base for enterprise to select and develop strategies. Meanwhile, to enterprise, core competitiveness is the source of development, is the goal of growth, and is the necessity of strategies. Furthermore, the structure of enterprise core competitiveness pointed out the direction how enterprises make a long-term existence and how they realize enterprise strategy. The most important is that, enterprise core competitiveness is dynamical and relative, so it is necessary to maintain and develop it persistently.This paper’s idea is, by enterprise core competitiveness theory, obtaining estimation system and method on the basis of analyzing the structure of SMTE core competitiveness concretely. Then, we obtain the analytical framework of inner and exterior environment related to SMTE, and try to give multistage developmental strategy of SMTE in its general sense. We have to point out two relations here: first, the goal of enterprisedevelopmental strategy is defined by the structure of SMTE core competitiveness; second, the structure and level of SMTE core competitiveness is most important content of enterprise inner environment, defines enterprise’s advantage source and advantage degree, so that it exercises an influence on the choice of enterprise strategies. So we may conclude that core competitiveness and level are target and condition of strategical choice.4 Analytical Model of SMTE Developmental Strategy Based on Core CompetitivenessThere are meanings about SMTE developmental strategy based on core competitiveness: first, the developmental strategy is aimed at maintaining and promoting SMTE core competitiveness; second, in order to establish the developmental strategy, we need to inspect inner and external environmental factors comprehensively, especially, the situation of enterprise core competitiveness, which includes the structure and level of core competitiveness. Third, the developmental strategy mainly focuses on every factors influencing core competitiveness level.4.1Analytical Model of SMTE External EnvironmentThe analysis of SMTE external environment refers to those factors which are external to the SMTE and have a potential impact on SMTE, and according to different influence circle, it is divided into macroscopic environment analysis and analysis of industry lifecycle and industrycompetition.(1)Analytical model of macroscopic environmentAnalysis of macroscopic environment includes PEST analysis and environmental uncertainty analysis, among which, PEST (Political, Economic, Social, and Technological) analysis is shown as Fig: Uncertainty analysis is the analysis of complexity and varying speed of four primary influential factors. Environmental uncertainty level is measured by two points: one is the simple complexity, which means quantity and diversity degree of external factors related to SMTE running, and the other is degree of stability, which means varying rate of external environment.(2) Analytical model of SMTE’s industrial life circle and industrial competition Generally speaking, industrial life circle is divided into formative period, growing period, mature period and declining period, so as to the industries SMTE reside in. Now, we study the influence of industry life circle to strategy, and give the analytical framework of industry life circle based on the indicator characteristics which include market development, market structure, production series, financial affairs and current situation of production and so on, and which are separately analyzed by four periods of the industrial circle that SMTE belong to.4.2 Analytical Model of SMTE Inner EnvironmentThe analysis of SMTE inner environment includes three aspects: analysis of resources hold by SMTE, capability analysis, and core competitiveness analysis.Resources refer to the production factors which enterprises use to provide customs value product and services, they are generally divided into three categories: material resources, intangible resources and human resources, and they are displayed in Table. The goal of analysis to SMTE capability and core competitiveness is to make varieties of the capabilities that enterprise use to create or maintain competitive advantage clear, is to understand enterprise’ core specialty, is to know enterprise’ competitive disadvantage. SMTE capability analysis means analyzing the capability that SMTE integrating resources so as to accomplish certain goal. The commonly used method is Baud’s value chain analysis.Two methods can be used to analyze SMTE core competitiveness: one is the qualitative method, in which six standards are used to judge whether a resource or capability is the core capability; the other is the quantitative method, that is to say, the method to establish and apply indicator system estimation mentioned before.4.3 SMTE Strategic Choice MethodSMTE strategic choice inspects the results of enterprise inner and external environment synthetically. So, for the purpose of developing reasonable strategy to guide enterprise development, we have to analyzethe factors revealing SMTE inner and external environment.This paper adopts strategic position and action assessment matrix (SPACE) to analyze SMTE inner and external environment concretely, and makes corresponding strategic choices by the analysis. Matrix SPACE uses four-dimensional system of coordinate. Generally, the horizontal axis represents two enterprise external factors: environmental stability (ES) and industrial stability (IS), and the vertical axis represent two enterprise inner factors: financial strength (FS) and competitive advantage (CA), as shown in Fig.5 ConclusionEnterprise developmental strategies are composed of three levels: corporation strategy, business strategy and functional strategy. Now, starting with the promotion of SMTE core competitiveness, we combine SMTE inner and external environment and give SMTE multiple developmental strategies.Growing strategy, that is to say, the expanding strategy is supposed to the first choice of SMTE corporation strategy.Among competitive strategies, cost excelling strategy makes no great sense to SMTE, but production diversity strategy and concentration strategy are good to SMTE. Production diversity strategy avoids the price war while satisfying certain consumptive groups, so it brings high profit. Concentration strategy avoids direct confliction with competitors in largescale, which brings growing production, lower cost, and bigger competitive advantage based on concentration of lesser resources.SMTE functional strategy assumes the responsibility of resource accumulation and core competitiveness promotion while thining enterprise overall strategy and competitive strategy.• Technology innovation strategy. First, enterprise should value technology innovation highly. Second, the training and development of enterprise technicians, especially the R&D technicians should be made much account of. Third, enterprise may increase the devotion on R&D to maintain the level of technology and production. Otherwise, enterprise could cooperate with colleges and universities which have technological advantage in related domain to speed up enterprise technology i nnovation.• Financing strategy. Lacking of capital has restricted SMTE from further development, including narrow financing channels, high financing cost, disordered financing proportion, single financial service, and so on. Seeking for capital support of government is an effective capital resource for survival and development of SMTE.• Human resources strategy. First, effective knowledge management and new structure fitting knowledge innovation is critical. Second, human resources training system is need to be established.• Enterprise culture strategy. Enterprise culture generally includes the values, brand, and inner image of the enterprise, among which valuesis the core by leading the development of whole enterprise. First, enterprise should build up the values of “innovation”, “learning”, “science”, and then set up brand sense, emphasize enterprise characteristics. Meanwhile, enterpriser factors are highly valued and enterprisers’ good qualities are brought up.译文中小企业的核心竞争力研究约瑟夫·奥斯特罗伊摘要中小企业在当今市场上正面临着激烈的竞争。
联想企业进入国际市场策略分析(英文版)
Lenovo's business strategy of entering internationalmarketIntroductionChoosing what kind of strategy to enter the overseas market is not only important to the business success of accessing to overseas markets, but also important to the business to further develop and expand. This influences the company's competitive position in the global market and international development pace. This management report is based on the related theory, company’s advantages and the objective s of the international business company. Its aim is to put forward for Lenovo to enter the international market and international business model design.1. Lenovo business backgroundLenovo was founded in 1984 by the CAS Institute and being invested 20million Yuan. The founders are 11 scientific and technical people. And today Lenovo has grown into a diversified development large enterprise groups in the information industry. At the beginning, the turnover of the company is only 300 million. But the number was 1.1 billion i n 1994 and 30 billion i n 2004 in annual sales development. Today's Lenovo Group is China's leading IT Company. It is primarily engaged in the desktop computer, notebook computer and mobile phone devicesand servers .It has developed into a diversified development company. Lenovo has been across two steps from its beingset up: Before the 90s in the 20th century, Lenovo was mainly a trade-oriented enterprise. Survival is the main purpose; the secondAfter stage is the development of its own brand in the later ten years.20 years’ development, Lenovo has been ranked first in Asia in the computer industry, dominating the Chinese market; the future of the space is the global market and global competition.2 Lenovo Corporate CultureLenovo has made brilliant achievements and attracted worldwide attention in the past 20 years in the territory of China. It is a charming legend of Chinese enterprises. T hen what is Lenovo’s secret of success? Through the course of development and the understanding for Lenovo business culture, we think the success is based on different stages of the corporate culture and making theappropriate adjustments according to the situation. Thatis, with the transition o f the company time after time, that the cultural evolution are carried out again and again.Recalling the past 20 years, the association of11people enterprises has developed as a major international enterprise groups.Liu and 11 others started by 20 million to set up the Institute of Computer Technology - the predecessor company. This stage primarilyused technology services to accumulatefunds through open market with its competitive products. The corporate culture of this period mainly represented that entrepreneurs developed that the researchers stood behind the counter and made some Lenovo rules, etc to explore the managementof enterprise management. Among them, the association put forward that we want the results not the process and the benefits notthe effort. The market outlook included the quality is life, the user is Queen and the reputation is even more expensive than gold.2.1 Liu's business and customer cultureThe culture of Liu’s period emphasized the pursuit of a strong executive. In 1984, Lenovo was set up in a square room of the Chinese Academy of Sciences. 11 staff started the business by 20 million invested by CAS Institute of Technology. What Lenovo face during thisperiod is related to the competitive pressures of survival. They are full ofdetermination to start business and full o f the spirit t o overcome allAt that time Lenovo often say that we should let 5% of difficulties.possibility turn to 100% of reality. This is a very strong entrepreneurialculture shown in the environment at the time. In the view of Liu’sword being word, action being action which is executed firmly, the staffshave a very strong response. This will help Lenovo the target ofcustomer-centric orientation at this time. Lenovo believes that thecustomer is queen, and treating customers are going to face the cold ass.This reflects the association has strong customer awareness. Fromchanging from scholarship to do the market, Lenovo began tounderstand what to be concerned about is what customers need,consider what products we should go for sale, consider how to controlcosts in order to earn money, consider creating our own brand. As aresult, business sense builds up step by step Lenovo people often saythat there is no master. It is ourselves lead us into the door of themarket; At the same time, the most impressive cultural memories haveto be realistic and enterprising spirit of the association, which requirespeople to have the spirit o f down to earth and the realistic spirit o fmaking progress.2.2 Yang's strictness and entrepreneurial cultureWhen the company first got into the business and a long-termsustainable development objective shown in front of Lenovo, the corporate culture walks toward the rules-oriented. Lenovo people want precise and efficient rules, want everyone to be strict, serious, active and efficient. They put a lot of things into one workflow system to have specifications. They say obeying the three principles of working, turning around the rule. The behavior of employees needs to be regulated, howto carry out the business needs norms, businesses management alsoneeds to be regulated. Lenovo culture gets into a strict culture period. That strict c ulture as a management style appears at this time is conducive to the overall management level. The company promotes thestrict accurate culture of this period which ensures the rapid development trend of Lenovo's 1997-1999 three-year.When the company got more and more developed, more and more departments, Lenovo discovered that simple strict culture is not conducive to focus on collaboration within the company. So this period Lenovo spoke more about team sense, telling us the truth that how towork in little company, how to be a man in large company. Meanwhile,the company advocated equality, trust, appreciation, affection of family culture to make Lenovo a little more conducive to collaboration withinthe company's air. Family culture promoted mutual support, promotedmutual customer philosophy, implemented matrix management model,required the co-ordination between departments and levels andresource sharing, promoted equality, trust, appreciation and affection. At this time the corporation culture began the transition that is guidance from the rules to the support. In 2000 Lenovo formally definedthe support of family-oriented culture. Yang yuan qing is Called From the revered teacher, to the respected the manager, now as Yuan Qing. Three such changes have been achieved for China's IT flagship corporation for 17 years after its setup. Yang admitted: Lenovo was more left early in the days and family composition is relatively small. So we began to emphasize the family culture two years ago. There will be a fixed day each month, leading members of the team standing in front ofthe company to meet the staff. Yang let all Lenovo employees call him Yuan Qing. Who called president Yang would get a fine of 100 Yuan. Lenovo stressed family culture for a time. Researchers at the Institute follow the work in Silicon Valley, such as the allocation of working hours can be on their own decision, casual dress in the office and so on. Yang also proposed that in the staff birthday, present birthday cake asthe company name; even on Valentine's Day let everyone get off to date early. Family culture is the content of building creativity i n a more relaxed, vibrant atmosphere.Since the moment the new generation of Yang truly took over the future from the older generation Liu, Lenovo began its new journey, which is Lenovo's second business. Lenovo now advocate entrepreneurialculture on the basis of culture in the family. In the full sense of post-industrial designed Lenovo's new building in Shenzhen, offices, elevators, cafeterias and even bathrooms can find small banners everywhere associated with the entrepreneurial culture. Yuan Qing want to always remind people to think that let everyone back together to have a self-made spirit to face the current competitive environment. Lenovo's new entrepreneurial culture is precisely in line with the profound sentiment which Yang points: Lenovo ten years, the most basic thing which never should be lost, is never satisfied, keep making progress, look at the big, lofty goals. There is a goal, then always another goal, which is the kind of jumping to reach.If the Lenovo culture which is from an entrepreneurial culture, clientis on behalf of the company’s culture to strict culture, family cultureculture of past and present, then the culture which is about to start the business is Lenovo's future culture. Therefore, the culture is Lenovo's core competitiveness. Today it is the culture that creates Lenovo. Lenovo is not only changing their culture step by step, but also creating their own culture in another step. In Lenovo's cultural construction, Lenovo have learned international advanced enterprise culture, and ultimately the unique formation is formed. This is Lenovo's business model of cultural development at different stages of development and showing a different orientation. The development of corporate culturespiraled up. In general, the company carries out the evolving corporate culture from the innovation (first business) oriented, goal-oriented, rules-oriented, support-oriented and high level of innovation (second business) oriented and finally form the formation of spiral trend.3 Lenovo’s challengesDecember 2004, "Lenovo" took over IBM PC Division by huge amountsof money of the company, which caused great shock and marks that Lenovo began to walk the road of export-oriented by the help of "International Strategic Alliances". Lenovo's international road faces complex international market. Lenovo needs to build up its own comparative advantages. Through the integration of the IBM brand, management and channel edge, it needs to form a unique competitive edge.Beijing December 8, 2004 in Beijing, Lenovo Group announced it getthe acquisition of IBM's global PC business as total 1.25 billion, including business desktop and notebook business. Specifically, Lenovo paid 1.25 billion, including 0.65 billion in cash and 0.6 billion stock composition of Lenovo. The Chinese shareholder, Legend Holdings will hold a stake of around 45%. IBM will own about 18.5% ofthe shares. Lenovo also announced a high-level change adjustment,IBM senior vice president Stephen • Ward will serve as the new Lenovo CEO while Yang was named chairman of the company.Contact the previous March 26, 2004, Lenovo signed with the International Olympic Committee. The signing ceremony theme is: letthe world think of China. Lenovo became the 6th Olympic Partner. Lenovo's international journey has started long time ago. The acquisition is actually two acts of IT cooperation about China-US strategic partnership. Lenovo will be changed from international import-oriented to export-oriented of the road through "international strategic alliances “.Facing the new challenges of the Internet economy, the new era of Lenovo is ready to step forward at the new strategies, new journey of the oath-taking rally. As Yang who is the core leaderships of the new generation said that the culture and the new Lenovo's strategy is the first and foremost urgent problem. Then through the review of corporate culture changes, founder Liu said, "Western management emphasizes standardization. Oriental Management stresses human, family, or more artistic management. Lenovo should take the standardized and scientific management as the foundation, and regulate with human feelings and family. “‘Main ingredient’ stil l needs to be standardized.”4 International market developmentInternationalization has always been a goal and strategic objectives of Lenovo. Raising the 2001 target, the 2002 Technology InnovationConference, April 8, 2003 the new association's name, 2008 Lenovo sponsors Olympic Games, being an Olympic sponsor and the Lenovo acquisition of IBM are all tactical measures for the association International, which have become an integral part of this strategic action. This acquisition is a historical powerful combination between Lenovo and IBM. Lenovo is bullish on IBM's influence in the international and excellent technique and management resources. Modern Marketing tells us that if companies want to ensure their survival in the competition, and actively explore the market, the best way is to seek some new mode of competition in order to achieveco-existence and common development goals. In an increasingly competitive international market, the principle pursued by the previous competitors that competitors are enemies to each other has become increasingly obsolete business concepts and is abandoned by people. International strategic a lliance is just a new marketing organization having the function of both competition and cooperation.World's fourth largest PC maker Lenovo Group released fiscal earnings 2008/2009 in the third quarter. Until December 31, 2008 in the third quarter, Lenovo's net loss is up to $ 97,000,000. Lenovo Group must acknowledge its remaining issues and positive response in order to get more healthy and stable development in the current global financial crisis situation, and sustaining process of international business. Theprincipal analyst Ye Lei of Gartner which is China's leading market research firm in Chinese hardware market said 2009 is the key. Lenovois ready to fight to defend against the war.4.1 Mature markets recognition overseasThe global market is divided into emerging markets and mature marketby Lenovo. In the United States mature market, the main customershave an approval for Think Pad and Think Centre products, whileLenovo has no attractiveness. There has been a "U.S. Department ofState Procurement storm" interpreted by the industry analysts aslow-cost sales strategy in China American Psychological conflict. Lenovo Group former vice president and chief marketing officer De Puke • Advani pointed out that Lenovo is really not fully involved in all over about small businesses in the U.S. market, in product, market accessand other aspects related to the brand. He pointed out actually "It contains a full market opportunities inside it." As a result, Lenovo will be in broader product coverage in the United States. The market is not just the Think brand, but also focuses on small business users. Onlythe multimedia home user market is not being involved. Therefore, in mature markets recognition overseas, only the Lenovo Group seize this opportunity in the complete market, its international business can be protected.4.2 New product market opening upIn the business strategy, product strategy for Lenovo Group International Trade, we have already explained that in the third quarterof fiscal year 2008/09, it is high time for Lenovo to launch a Netbook. At that time Asus was selling netbooks, but Lenovo worried about that the netbook would fail to keep up the pace of PC market. So Lenovo oncehad a negative attitude towards the market. But when the netbook started to show the market's early growth, Lenovo is still a attitude of seeing. It is the positive attitude that let Lenovo lose opportunities in the shopping mall. And meanwhile it led to miss opportunities to avoid the crisis for Lenovo. As many manufacturers have started entering the netbook market, Lenovo finally reached the market. So seize the opportunity to develop new products for Lenovo later days in the market should be a good suggestion.In international business course, Lenovo should do develop new products to get more market share, seize new opportunities in time andhave a keen insight into the market.4.3 Human ResourcesThe accumulation of human resources plays a key role in business growth for IT Corporation. Lenovo has been hired former IBM executive Stephen Ward • M as the new Lenovo's CE O, former senior vice president of Dell William •J • Amelio as president and CEO, formerpresident of China Dell Michael David as president of Lenovo in Asia Pacific and Lenovo senior vice president. Lenovo announced that former Vice President Gerry Smith of Dell took over Liu Jun’s position who is the original senior vice president. Stakeholders once reckoned that Lenovo was changing into "Dell". And if Lenovo truly wants to become a successful international entrepreneur, it must have international talent, and the courage to reuse experienced personnel in order to have the opportunity to gain surprise.Followed by the acquisition of IBM PCD, the internal association breedsa culture of inertia. It represents mainly that the weak performance in innovation, the negative promotion at business model and the setbacksfor the PC market sensitive (such as the netbook market in the late judge). Lenovo personnel innovation incentive mechanism should be established. Except in the marketing model, staff motivation and successful innovation on the organization, Lenovo should eradicate the culture of inertia of the staff in the most important technological innovation. So let it be a business full of vitality and vigor. Therefore, in the international business, Lenovo should do to deal with human resources issues and open up better international business.4.4 Establishment of a global consumer businessIn announcing layoffs, restructuring and a series of heavy news, Lenovo has finally started to beat back to the market: In one year, Lenovo willlaunched nearly 50 consumer computer products worldwide. In this counter-attack war, China indisputably becomes the most important piece. It not only provides a successful model for the global market, but also stays ahead of a situation gesture when more powerful enemy arrives to.In the system of international business, Lenovo Group should have the ability t o resume the global sales operations in order to protect the integrity of the process of its international business.5. A more developed structureIn order to effectively carry out international business activities and ensure the strategic goals of international business, Lenovo Group should establish a strategy of the organization and a form of controlling consistent with its international business. It should continuously improve the management of the organization in the international business.In recent years, Lenovo Group makes some appropriate adjustments inthe organizational structure. And headquarters move to the United States from Beijing. But the personnel arrangements, information flowing problems, the effective m anagement of business activities, controlling and coordination problems, the level of appropriate management, the range of management issues, centralization, decentralization and allocation of responsibilities have always impactedon the enterprise's international business results.The establishment of transnational network structure represents the ability f or rapid response for the local environment. And it is a new solution for taking advantage of global economies scale, seeking places for complex needs such as the superiority of global knowledge sources.ReferenceLenovo. 2010, Annual Report and Financial Statements.Chen, F., 2001.. O mega, 29(3), pp. 221-231Emilia, R. & Sara, M., 2008.. Journal of World Business, 43(2), pp. 171-185Jarko, F. & Iikka, K., 2010.. Journal of Asian Economics, 21(3), pp. 293-303Jerry, B. & Tracy, D., 2005.. Organizational Dynamics, 34(1), pp. 89-102.Kevin, G. & Mark, U., 2003.. T ransportation Research Part A: Policy and Practice, 37(6), pp. 479-497Mika, G. & Manek, K., 2004.. International Business Review, 13(5), pp. 555-571Ming, C. & Shih, W., 2010.. Expert Systems with Applications, 37(11), pp. 7394-7407Riku, L. Mika, G., 2007.. I ndustrial Marketing Management, 36(8), pp. 1104-1117Robert, K. & Steve, W., 2002.. Human Resource Management Review, 12(3), pp. 405-418Saeed, S., 2008. . Industrial Marketing Management, 37(1), pp. 3-8.Salomão, A. & Rajan, N., 2009.. Journal of Business Research, 62(6), pp. 667-672Sanjay, G. & Vicki, C., 2008.. International J ournal of Production Economics, 113(2), pp. 914-927Susan, R., 2002.. Journal of Banking & Finance, 26(9), pp. 1889-1918。
我国中小企业国际市场进入方式选择分析
我国中小企业国际市场进入方式的选择分析世界经济一体化进程不断加快，我国改革开放力度与深度也不断加大，我国企业面临极大的挑战，与此同时国内各行业竞争也在不断加剧，在国内复杂激烈的环境中取得一席之地成为一个难题，于是更多企业开始试图进入国际市场。
我国中小企业虽然面临的规模小、资金少的劣势，但是经过一番努力，有一部分中小企业顺利地打开了国际市场的大门。
一、案例简介温州东艺鞋业有限公司成立于1991年9月，凭借其”营销满意，开拓永远”的企业理念，发展成为中国鞋业界的巨头企业之一，现已成为中国皮革协会常务理事单位。
东艺公司以良好的企业形象和过硬的”东艺品牌”，赢得了市场和信誉，出现了内、外销两旺的大好势头，产品覆盖全国28个省、市、自治区，还远销俄罗斯、美国、英国、约旦、挪威、瑞典、日本、韩国、阿联酋及东欧各国，共20多个国家与地区。
1992年春，俄罗斯客商急需东芝”大号”皮鞋，，东芝迅速抓住了商机，拉开了东艺进军国际市场的序幕。
之后，东艺公司迅速做出决策，改生产女鞋为生产男鞋，转内销为外贸，全面进军俄罗斯市场。
在俄罗斯打响品牌之后，俄罗斯客商的订单增加，东艺开始尝试直接出口的外贸方式。
1996年德国举办世界上最大的鞋展会，东艺通过香港贸促会顺利获得鞋展的第一摊位，拿到了几大订单。
之后，东艺公司抓住每一次赴国外参展的契机来打响”东艺”品牌，随即参加了美国拉斯维加斯、意大利米兰、法国巴黎、南非开普敦鞋展会，随后约旦、挪威、日本、韩国、美国、加拿大等国家和地区的客商签约不断，东芝也顺利打开了走向国际的绿色通道。
我国加入wto之后，东艺开始将战略重点转向美国，经过3个多月努力，拿到了美国第四大零售商elanpllo公司的订单，在全国首开先河进入美国最大的鞋类零售市场。
2003年成功开拓美国市场后，东艺把触角伸向了欧盟市场。
欧盟最大的鞋类零售商戴希曼公司把原来下到意大利的高档鞋订单转到东艺，东艺自此闯进了国际的时尚舞台。
企业走向世界的英语作文
企业走向世界的英语作文Entering the global market is a crucial step for any company seeking to expand its reach and influence. It opens up new opportunities for growth and allows businesses totap into international resources and talent.In order to successfully go global, companies need to conduct thorough market research and understand thecultural nuances of the countries they are entering. Thiswill help them tailor their products and services to meetthe specific needs and preferences of their target audience.Embracing diversity and inclusivity is key to thrivingin the global market. Companies must be open to workingwith people from different backgrounds and perspectives,and be willing to adapt to new ways of doing business.Effective communication is essential when venturinginto the global market. Companies need to be able to effectively convey their brand message and valueproposition to a diverse audience, often in multiple languages.Building strong partnerships and networks is crucialfor success in the global market. Collaborating with local businesses and stakeholders can provide valuable insights and support, helping companies navigate unfamiliarterritory and establish a strong presence in new markets.Adapting to local regulations and legal requirements is essential for companies going global. This may involve obtaining necessary permits and licenses, as well as complying with local labor laws and business practices.In conclusion, expanding into the global market presents both challenges and opportunities for companies. By embracing diversity, conducting thorough research, and building strong partnerships, businesses can successfully navigate the complexities of the global market and achieve sustainable growth and success.。
跨国企业进入中国市场英语
跨国企业进入中国市场英语In recent years, more and more multinational enterprises have entered the Chinese market. What are the reasons behind this trend? What are the challenges that these enterprises face? And what are the opportunities that they can seize?Reasons for Entering the Chinese Market:1. Large and Growing Market: With a population of over 1.4 billion people and a growing middle class, China offers enormous opportunities for businesses that can cater to the needs and preferences of Chinese consumers.2. Low Labor Costs: China has a vast pool of workers who are willing to work for lower wages than their counterpartsin developed countries, making it an attractive destination for labor-intensive industries.3. Access to Natural Resources: China is rich in natural resources, such as coal, iron ore, and rare earths, which are essential for many industries.4. Government Incentives: The Chinese government offers various incentives and subsidies to foreign businesses that invest in certain sectors or regions.Challenges Faced by Multinational Enterprises:1. Cultural Differences: China has a unique culture and business practices that may be unfamiliar to foreign businesses, making it challenging to adapt and communicate effectively.2. Regulatory Complexity: The Chinese regulatory environment is complex and constantly evolving, and foreign businesses must stay abreast of the latest rules andregulations to avoid legal problems.3. Intellectual Property Protection: Intellectual property theft is a significant problem in China, and multinational enterprises must take steps to protect their intellectual property rights.4. Competition: As more and more foreign businesses enter the Chinese market, the competition becomes more intense, making it more challenging for new entrants to establish a foothold.Opportunities for Multinational Enterprises:1. Collaborating with Chinese Companies: Multinational enterprises can collaborate with local Chinese companies to gain access to their knowledge of the local market and regulatory environment.2. Innovation and R&D: China is investing heavily in innovation and research and development, and foreign businesses can leverage this trend by establishing research and development centers in China.3. E-commerce: E-commerce is booming in China, and multinational enterprises can leverage this trend by establishing online stores and utilizing online marketplaces.4. Belt and Road Initiative: China's Belt and Road Initiative is a massive infrastructure and economic development project that includes over 70 countries, providing opportunities for foreign businesses to expandtheir operations in these regions.In conclusion, China represents enormous opportunities for multinational enterprises, but they must navigate the challenges of cultural differences, complex regulations, intellectual property protection, and competition. By collaborating with local companies, investing in research anddevelopment, leveraging e-commerce, and participating in the Belt and Road Initiative, they can mitigate these challenges and succeed in the Chinese market.。
创新型中小企业 英语
创新型中小企业英语英文回答：Innovative Small and Medium-Sized Enterprises (SMEs)。
Innovation is crucial for the growth and prosperity of any economy, and SMEs play a vital role in driving innovation. They are often at the forefront of developing new products, services, and technologies, and they are more agile and adaptable than larger companies.There are a number of factors that contribute to the success of innovative SMEs. These include:Access to funding: SMEs often need access to funding to invest in research and development (R&D) and to scale up their operations. There are a number of government programs and private investment funds that can provide funding for innovative SMEs.Strong leadership: Innovative SMEs typically have strong leadership that is committed to innovation. This leadership is able to create a culture of innovation and to inspire employees to develop new ideas.Skilled workforce: Innovative SMEs need a skilled workforce that is able to develop and implement new technologies. This workforce must be able to work independently and to collaborate effectively with others.Collaboration with larger companies: Innovative SMEs can benefit from collaborating with larger companies. These collaborations can provide SMEs with access to funding, expertise, and market opportunities.Governments can play a role in supporting innovative SMEs by:Providing funding: Governments can provide funding for innovative SMEs through grants, loans, and tax incentives.Creating a supportive policy environment: Governmentscan create a supportive policy environment for innovative SMEs by reducing regulatory hurdles and by providing access to research and development facilities.Promoting collaboration: Governments can promote collaboration between innovative SMEs and larger companies by organizing networking events and by providing fundingfor joint projects.Innovative SMEs are essential for the growth and prosperity of any economy. They are at the forefront of developing new products, services, and technologies, and they create jobs and boost economic growth. Governments can play a role in supporting innovative SMEs by providing funding, creating a supportive policy environment, and promoting collaboration.中文回答：创新型中小企业。
中国文化产品走向全球市场 的英语作文
中国文化产品走向全球市场的英语作文With the rapid development of the economy and the increasing global influence of China, Chinese cultural products have been attracting more and more attention in the international market. In recent years, there has been a growing trend of Chinese cultural products making their way into the global market, from traditional crafts and art to modern technologies and entertainment. This phenomenon not only showcases the diversity and richness of Chinese culture, but also promotes cultural exchange and understanding between China and the rest of the world.One of the key factors driving the globalization of Chinese cultural products is the government's support and promotion of the cultural industry. The Chinese government has been actively encouraging the development and export of cultural products through policies such as tax incentives, funding support, and international cooperation initiatives. These efforts have helped to boost the competitiveness of Chinese cultural products in the global market and increase their visibility on the international stage.Another important factor contributing to the success of Chinese cultural products in the global market is the increasingdemand for unique and exotic cultural experiences. In an era of globalization and cultural homogenization, consumers around the world are seeking out products that reflect the diversity and authenticity of different cultures. Chinese cultural products, with their rich history, distinctive aesthetics, and unique traditions, offer a refreshing alternative to the mainstream Western cultural products that dominate the global market.Chinese traditional crafts such as pottery, calligraphy, and silk embroidery have long been admired for their exquisite craftsmanship and artistic sophistication. In recent years, these traditional crafts have been reinterpreted and modernized to appeal to a wider audience, both at home and abroad. For example, Chinese fashion designers have been incorporating traditional embroidery techniques into their modern designs, creating a fusion of the old and the new that resonates with contemporary consumers.Chinese contemporary art and literature have also been gaining recognition in the global market, with many Chinese artists and writers winning international awards and accolades. The popularity of Chinese science fiction novels, such as Liu Cixin's "The Three-Body Problem," has sparked a growing interest in Chinese literature and culture among readers aroundthe world. Chinese filmmakers, such as Zhang Yimou and Jia Zhangke, have been making waves at international film festivals with their thought-provoking and visually stunning works.In addition to traditional arts and literature, Chinese technology and entertainment products have also been making a splash in the global market. Chinese companies such as Huawei, Xiaomi, and TikTok have become household names worldwide, offering innovative products and services that rival those of Western tech giants. Chinese entertainment companies, such as Tencent and NetEase, have been expanding their presence in the global gaming and film industries, producing popular content that appeals to a global audience.In conclusion, the globalization of Chinese cultural products is a testament to the enduring appeal and influence of Chinese culture in the global market. By showcasing the best of traditional and contemporary Chinese arts, crafts, literature, and technology, Chinese cultural products are not only enriching the cultural landscape of the world, but also fostering greater cross-cultural understanding and cooperation. As China continues to rise as a global cultural power, we can expect to see even more Chinese cultural products making their mark on the global stage in the years to come.。
帮您开拓市场英语作文
帮您开拓市场英语作文1. Hey there! Looking to expand your market? Let's talk about some strategies to help you reach new customers and grow your business.2. First things first, have you considered attending industry trade shows or conferences? These events are great opportunities to network with potential clients and showcase your products or services.3. Another way to open up new markets is by leveraging social media. With the right approach, you can reach a global audience and create buzz around your brand.4. Don't forget about partnerships and collaborations. Teaming up with other businesses or influencers can give you access to their customer base and help you tap into new markets.5. Have you thought about offering your products orservices online? E-commerce is a powerful tool for reaching customers beyond your local area and can help you breakinto new markets.6. Lastly, consider conducting market research to identify untapped opportunities. By understanding the needs and preferences of different customer segments, you can tailor your offerings to appeal to new markets.7. So, there you have it! With a combination of networking, social media, partnerships, e-commerce, and market research, you can start to open up new markets and take your business to the next level. Good luck!。
MMOG-LE-第4版-学习资料
ห้องสมุดไป่ตู้
MMOG/LE第四版发布的目的是提供一个对MP&L的绩效及性能等方面进行综合评估的审 核工具。MMOG/LE审核工具能够使全球汽车供应链范围内的企业对其供应链的能力及性 能进行综合评估。
MMOG/LE第四版的主要修正点是从“完成版”MMOG/LE审核内容中提炼开发了“基础版”的MMOG/LE， 旨在帮助层级供应商更好地审核其次级供应商。 “完整版”MMOG/LE第四版包含了197条审核条例。“基础版”MMOG/LE第四版是在同一文件中，通过 提炼“完整版”MMOG/LE（4）条例而获得的子集版本。 MMOG/LE审核工具既能被企业内部作为持续的改进工具，或对外作为客户要求。然而，无论用在何处，企 业必须要与客户确认是使用“完整版”或“基础版”哪一版本。 MMOG/LE审核工具是一份Excel形式的文件，会自动计算企业全球MMOG/LE的得分并生成差距分析。 现在，第四版MMOG/LE仅有英文版发布。其他语言版本将陆续于2014年内面世。 第三版MMOG/LE现有英文版、西班牙语版、葡萄牙语版、中文版、韩文版及俄语版可提供。这些语言版本 的MMOG/LE（3）将连同其英文版一起发送给客户。第三版MMOG/LE将持续提供至2015年5月。
理方面的问题，并通过解决这些问题，实现企业物流管理改进。这6章内容，包括了企业有 关物料管理的各部门业务操作，分别为：
策略与改进、
工作组织架构、 生产和能力计划、 客户接口、
生产和产品控制、
供应商关系。
针对MMOG/LE自评估范围的六章内容，每章又分别由不同的明细子章节构成，各子章节彼此间互相
依托，互为基础，形成金字塔结构，共同构成MMOGL/LE的理论框架。
自评估范围的六章内容，每章又划分成不同的细节，对这些细节分别提供不同的规则， 来进行考评。每一项规则，罗列出评估的原因，根据规则的重要程度，进行不同的权重
公司全球化英文作文
公司全球化英文作文英文：Globalization has become an inevitable trend for companies in today's world. As a company, we have been actively exploring overseas markets and expanding our business globally. In order to achieve this, we have adopted various strategies such as establishing overseas branches, forming partnerships with local companies, and conducting market research to better understand the needs and preferences of consumers in different regions.One of the challenges we have faced in the process of globalization is the language barrier. In some countries, English is not the primary language, and it can bedifficult to communicate effectively with local employees and customers. To overcome this, we have hired language experts and provided language training to our employees. We have also developed multilingual websites and customer service systems to better serve our global customers.Another challenge is cultural differences. Different regions have different customs, traditions, and ways of doing business. For example, in some countries, it is customary to exchange gifts during business meetings, while in others, it is considered inappropriate. To adapt tothese differences, we have conducted extensive research on local cultures and customs, and have trained our employeesto be culturally sensitive and respectful.Despite the challenges, globalization has brought many benefits to our company. By expanding our business globally, we have been able to tap into new markets, increase our customer base, and diversify our revenue streams. We have also gained valuable insights into different regions and cultures, which has helped us to develop new products and services that meet the needs of our global customers.中文：全球化已成为当今世界上公司不可避免的趋势。
开扩海外市场英语作文
开扩海外市场英语作文Expanding into the overseas market is a great opportunity for our company to grow and diversify our customer base. It allows us to tap into new markets and reach a larger audience, ultimately increasing our brand recognition and sales potential.One of the key benefits of entering the international market is the opportunity to capitalize on the growing demand for our products and services in foreign countries. This enables us to expand our customer base and generate additional revenue streams, ultimately contributing to the overall growth and success of our business.By expanding into the overseas market, we can also reduce our dependence on the domestic market, which may be subject to economic fluctuations or other challenges. Diversifying our market presence allows us to mitigate risks and ensure a more stable and sustainable business model.Entering the international market also presents an opportunity for us to learn from different business practices and cultural perspectives. This can help us improve our operations and customer service, as well as develop new products and services that are tailored to the unique needs and preferences of international customers.Expanding into the overseas market also presents challenges, such as navigating foreign regulations and cultural differences. However, by carefully researching and planning our entry into new markets, we can overcome these challenges and establish a strong presence that will contribute to our long-term success.In conclusion, expanding into the overseas marketoffers numerous opportunities for growth and diversification. By carefully considering the benefits and challenges, and developing a strategic approach, we can successfully tap into new markets and establish a strong international presence for our company.。
中国国际中小企业博览会常用词汇翻译(中英文版)
会事务局
19
China International Cooperation
Association of Small and
Medium Enterprises
中国中小企业国际合作
协会
20
China Private-Owned Business
Association
中国个体劳动者协会
Entrepreneurship Competition
“创客中国”创新创业大
赛总决赛和成果展
48
The Embracing Middle East Sum
一带一路专项行动之广
mit under the Special Action to S upport SMEs to Participate in th e Belt and Road Initiative
China SME Summit
中国中小企业高峰论坛
44
Main Forum
主论坛
45
Sub-Forum
分论坛
46
The SMEs Cross-border
Business Matchmaking Activity
中小企业跨境撮合对接
洽谈会
47
“Maker in China”I nnovation and
Exhibition
跨境电商展
56
display, trade, exchange and cooperation
展示、交易、交流、合
作
57
Strengthen understanding and cooperation, enlarge exchange for common development
国际市场营销学培训讲义(英文版)
国际市场营销学培训讲义(英文版) International Marketing Training HandbookSession 1: Introduction to International Marketing1.1 Definition of International Marketing- Explanation of international marketing and its importance in today's globalized world.- Overview of key concepts, such as globalization, market segmentation, and cultural diversity.1.2 Benefits and Challenges of International Marketing- Discussion on the advantages of expanding into international markets, such as increased sales and new business opportunities. - Identification of common challenges, such as cultural differences, legal and regulatory complexities, and competitive pressures.1.3 International Marketing Strategies- Introduction to different strategies for entering international markets, including exporting, licensing, joint ventures, and direct investment.- Examination of factors influencing strategy selection, such as market potential, risk assessment, and resource allocation. Session 2: Market Research and Analysis2.1 Understanding Global Consumers- Analysis of cultural differences and their impact on consumer behavior.- Identification of global consumer segments and trends to targeteffectively.2.2 Market Research Methods- Overview of primary and secondary research methods for gathering market intelligence.- Explanation of techniques for analyzing market data, such as surveys, focus groups, and data mining.2.3 Assessing Market Potential- Examination of key factors to consider when evaluating market potential, including market size, growth rate, and competition.- Introduction to tools and frameworks for assessing market attractiveness and competitiveness.Session 3: Market Entry Strategies3.1 Exporting and Importing- Discussion on the advantages and disadvantages of exporting and importing.- Explanation of export and import processes, including logistics, documentation, and international trade regulations.3.2 Licensing and Franchising- Overview of licensing and franchising as market entry strategies. - Examination of the benefits, risks, and considerations involved in entering into licensing and franchising agreements.3.3 Joint Ventures and Strategic Alliances- Introduction to joint ventures and strategic alliances as collaborative market entry strategies.- Analysis of the advantages, challenges, and factors for successful partnerships.Session 4: Product and Brand Management4.1 Adaptation vs. Standardization- Examination of product and brand adaptation strategies to suit local market preferences.- Discussion on the benefits and risks of standardizing products and brands across international markets.4.2 Product Development and Innovation- Overview of product development processes for international markets.- Introduction to strategies for fostering innovation and staying competitive in global markets.4.3 Branding and Positioning- Explanation of brand building and positioning strategies for global brands.- Examination of the role of culture, communication, and customer perception in successful international branding.Session 5: Communication and Promotion5.1 Integrated Marketing Communications- Introduction to integrated marketing communications (IMC) and its role in international marketing.- Explanation of different promotional tools and channels, such as advertising, public relations, and digital marketing.5.2 Cultural Sensitivity in Communication- Discussion on the importance of cultural sensitivity and adaptation in international communication.- Analysis of successful cross-cultural marketing campaigns and the lessons learned.5.3 Digital Marketing in International Markets- Overview of digital marketing strategies and tactics for reaching global audiences.- Examination of the challenges and opportunities in leveraging digital platforms for international marketing.Note: This training handbook provides an overview of key topicsin international marketing and can be customized to suit specific training objectives and participant needs.Session 6: Pricing and Distribution6.1 Pricing Strategies in International Markets- Explanation of factors affecting pricing decisions in international markets, such as currency fluctuations, local market conditions, and competition.- Introduction to pricing strategies, such as cost-based pricing, market-based pricing, and value-based pricing.6.2 Distribution Channels and Logistics- Overview of distribution channel options in international markets, including direct sales, distributors, agents, and e-commerce.- Examination of logistics considerations, such as transportation, warehousing, and customs regulations.6.3 Channel Management and Relationship Building- Discussion on the importance of effective channel management and relationship building with international partners.- Introduction to strategies for selecting, managing, and incentivizing channel partners.Session 7: Legal and Ethical Considerations7.1 International Legal Framework- Overview of international trade laws and regulations, such as tariff and non-tariff barriers, intellectual property protection, and contract laws.- Explanation of the role of international organizations, such as the World Trade Organization (WTO), in promoting fair trade practices.7.2 Ethical Issues in International Marketing- Analysis of ethical dilemmas and challenges in international marketing, such as cultural sensitivity, advertising standards, and environmental sustainability.- Discussion on the importance of corporate social responsibility (CSR) in international business practices.7.3 Risk Management and Compliance- Introduction to risk management strategies for mitigating legal and ethical risks in international marketing.- Explanation of compliance standards, such as anti-corruption laws and data privacy regulations, that businesses need to adhere to in global markets.Session 8: Market Expansion and Growth8.1 Emerging Markets and Opportunities- Analysis of emerging markets and their potential for business expansion and growth.- Discussion on strategies for entering and succeeding in emerging markets, such as adaptation to local conditions and collaboration with local partners.8.2 International Business Development- Overview of strategies and considerations for expanding and growing international business operations.- Discussion on factors such as market diversification, innovation, and strategic partnerships.8.3 Sustainable International Marketing- Examination of sustainability and responsible business practices in international marketing.- Introduction to concepts such as green marketing, social entrepreneurship, and inclusive business models.Session 9: Cross-Cultural Communication and Negotiation9.1 The Importance of Cross-Cultural Communication- Explanation of the challenges and opportunities presented by cross-cultural communication in international business.- Analysis of cultural dimensions and their impact on communication styles and business practices.9.2 Cross-Cultural Negotiation- Overview of negotiation strategies and techniques in cross-cultural settings.- Examination of cultural norms and practices that influence negotiation processes and outcomes.9.3 Managing Cultural Differences- Discussion on strategies for managing and leveraging cultural differences in international business.- Introduction to intercultural competence skills, such as empathy, adaptability, and cultural intelligence.Session 10: International Marketing Plan10.1 Developing an International Marketing Plan- Step-by-step guide to developing an international marketing plan. - Explanation of key components, such as market analysis, target market selection, marketing objectives, and implementation strategies.10.2 Evaluating and Monitoring International Marketing Performance- Introduction to metrics and tools for evaluating the performance of international marketing activities.- Discussion on the importance of monitoring and adjusting strategies based on market feedback and changing conditions. 10.3 Case Studies and Best Practices in International Marketing- Analysis of real-world case studies and best practices in international marketing.- Examination of successful international marketing campaigns and their underlying strategies and tactics.Note: This training handbook provides an overview of key topics in international marketing and can be customized to suit specific training objectives and participant needs. The content can be expanded upon by incorporating additional case studies, interactive exercises, and group discussions to enhance participant engagement and learning.。
我国中小企业走向国际市场困难原因之所在
②中小企业自身在搞“小而全”，盲目追求独立经营，不愿意做“配角”，“宁做鸡头、不做凤尾”。
③传统计划经济体制下的条块分割状况非但没有消除，地方保护主义又大行其道，形成了分属于不同地区和不同部门的大企业与中小企业之间分工协作的严重障碍。
（3）企业产权制度不合理。过去，我国的中小企业以国有企业为主体，产权模糊和政企不分的企业制度严重制约了企业的发展。随着国有企业改革的深入和所有制的多元化，目前，国有企业的比重已经很低，集体企业、个体私营企业和“三资”企业已经成为中小企业的主体。但是，目前我国的集体企业和个体私营企业的产权制度仍然存在诸多的不合理，也阻碍了中小企业的发展莉. FDI提升中国贸易竞争力的实证分析[J]. 山西财经大学学报 , 2008,(02):25-28.
[2] 项义军, 尤涛. 当前我国贸易安全存在的问题及对策[J]. 商业研究 , 2010,(06):68-69.
势单力薄的中小企业所面对的强大竞争对手，既有国内的大型企业集团，又有国外的跨国公司，其生存环境日益艰难。但对于我国中小企业来说，不能因其自身的弱势而否定其继续存在和发展的必要性，也不能简单地走盲目扩张的道路，必须在深化改革中科学地确定自身的发展战略。为了适应经济全球化的要求，我国在对国有经济实施战略性改组过程中，组建了一些跨地区、跨行业、跨所有制和跨国经营的大型企业集团，以解决国有经济布局过于分散的问题。但现今有些地方政府和中小企业的领导，由于缺乏必要的战略眼光和起码的资本观念，不顾质量和前景，机械模仿，一味求大。他们错误地认为“大”就是实力；“大”就是规模经营；“大”就是企业发展潮流。有些中小企业在地方政府的撮合下搞“并购”、“走低成本扩张之路”，硬是将沟河中的“小舢板”强拼硬凑成“航空母舰”。这种盲目求大的做法，不仅不能解决中小企业在国内外大企业挤压下的生存发展问题，而且让参与“并购”的中小企业承担着巨大的风险。
英文品牌走向国际化作文
英文品牌走向国际化作文1. Going international is the next big step for any brand. It's like spreading your wings and venturing into new territories. You have to be bold and fearless, ready to face new challenges and embrace cultural diversity. It's a thrilling journey that requires adaptability and a deep understanding of the global market.2. When a brand goes international, it has the opportunity to reach a wider audience and tap into new markets. It's like opening doors to endless possibilities. Suddenly, your brand is no longer confined to a specific region or country. It becomes a global player, competing with other big names in the industry. It's a chance to make a mark on the world stage and leave a lasting impression.3. However, going international also comes with itsfair share of risks. Cultural differences, language barriers, and varying consumer preferences can pose challenges for a brand. It's like stepping into unknownterritory, where you have to navigate through unfamiliar waters. But with the right strategies and a willingness to learn and adapt, these challenges can be overcome, and the rewards can be immense.4. One of the key aspects of going international is understanding the local market. It's not enough to simply translate your marketing materials and expect success. You have to delve deep into the culture, understand the values and beliefs of the target audience, and tailor your brand message accordingly. It's like speaking their language, both literally and figuratively, to establish a genuine connection.5. Another important factor in international branding is maintaining consistency while embracing diversity. Your brand should have a strong identity that resonates across different cultures, but at the same time, it should be flexible enough to adapt to local preferences. It's like finding a balance between staying true to your brand DNA and embracing the uniqueness of each market.6. Going international also means facing increased competition. You're no longer competing with just local players, but with global giants as well. It's like entering a battlefield where only the strongest survive. To stand out, you have to offer something unique, something that sets you apart from the rest. It's like carving your own niche in a crowded marketplace and creating a loyal customer base.7. In conclusion, going international is a thrilling and challenging journey for any brand. It's an opportunity to reach new heights and leave a lasting impact on the global stage. But it requires adaptability, cultural understanding, and a willingness to embrace diversity. It's like embarking on an adventure, where every step brings new experiences and opportunities for growth. So, if you're ready to take your brand to the next level, it's time to go international.。
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[abstract] joining WTO how prompted Chinese small and medium-sized enterprises, entering international market as soon as possible, be theoretical and enterprise research hotspot. Based on the analysis of the characteristics of the international market, based on the actual situation of small and medium-sized enterprises in China, think to enter the international market of small and medium-sized enterprises must know from the strategic height three basic problems, and brings forward the basic countermeasures to enter the international market.[key words] international marketing marketing strategy in the international market Joining the WTO and global economic integration make Chinese small andmedium-sized enterprise business space becomes more wide, development conditions, but also more intense competition, on the one hand, to face the competition of domestic enterprises, on the other hand it should face international in many large multinational companies competition. The pressure of the competition forced the small and medium-sized enterprises to actively seek the internationl opportunity, exploring international market. Facing the international operation strategy innovation accelerated situation, China should entrepreneurs realize clearly, to meet foreign enterprises in China, goods in domestic "subordinate" and challenge, And let his own enterprise break through the narrow regional market, toward the global market, compete in the international market. In this process, the operator should stand in the development of strategic consideration question: first should be "global" consciousness, is good at standing in the global market Angle consider the problems and handle problems, set the international marketing concept, Secondly, according to the international economic development environment, analyses the international market, choose target market; Finally according to choose the target market, competitor analysis and their advantages and disadvantages, adopting appropriate international marketing strategy and tactics.A, international market management idea problemEnterprise wants to enter the international market, the first to have global consciousness, must strengthen the international management idea. Mainly includes the following aspects:1, internationalization of commodity conception. In the international market, products include not only all tangible commodity, and include land, mineral resources, labor, soft science achievement, trademark, information, technical know-how, talents, capital, etc. Scope of commodities greatly expanded. Only when the products can meet the target market on some unsatisfied demand, the enterprise can smoothly to enter the international market.2 and internationalized market ideas. The international market is completely by market for regulating lever, commodity price is decided by the market demand and supply. Enterprise products must according to the market's needs, thedecision-making meeting customers' demands as production and export the starting point and end-result.3 and internationalization competitive concept. The enterprise must upgrade the participation in international competition ability, from price as the main approaches of competition into products with high quality, excellent service and efficient work and new technology content continuously improve as the competition winner of the company.4 and internationalized risk perception. The international market is to bring enterprise development opportunities, also make the enterprise to face more economic risk, political risk, credit risk, exchange rate risk, etc. Enterprises must adopt measures to prevent, change of various risks for the opportunity or risk the loss that might be brought down to a minimum.5, internationalization of credit concept. Credit is the intangible asset of an enterprise. The enterprise prestige high, in financing can get more support, product quality can make up for the occasional problem. In the international market, both trade oceans apart, credibility is more became a kind of strong competition elements.6, internationalization of the concept of law. Engaged in international marketing enterprise, besides should follow the local laws, but also to obey the target market of the country in which the relevant laws and many international conventions and practices. In accordance with international standards in business.These theinternationalization management idea, is the international marketing managers should have some of the most basic idea, without these instructions operators to enter the international market may be blind.Second, the international target market selection problemThe international market is relatively domestic market terms, it is Commodity Exchange in space range is the expansion of the product, show Commodity Exchange relationship broke through a country's line, so from space, the international market is a geographic concepts. But the international market formation has its from buds, formation and development in such a process, so from time perspective, the international market is a historical concept. While the international market in its continuous developing again by different civilizations and cultural influences, thus the international market is a multidimensional concept and the analysis of world market characteristics and development trend from multidimensional, so as to fully understand the international market and choose the correct target market. The international market features and developing trend of generally includes:1, the composition of the international market in the global economic integration, under the trend of international market scope increasingly broad, in different development stages of countries and regions are involved in international commodity circulation among big, forming a huge international market, at the same time, some countries and regions and formed some between regional market, such as the European Union, the association of southeast Asian nations, west-africa economic community, Central America and the Caribbean community and the common market common market, etc., which is part of the international market, it is relatively independent regional market, their activities in the international market have important consequences.In addition, the international market is by various specific commodity market structure, these specific commodity between have very big difference, the terms of trade, trade practices, such as price level are different, so enterprises when they enter the international market of international market specific area and specific commoditymarket to perform detailed analysis, this is the enterprise foundation work of selecting target markets.2, the international market commodity structure in the international market, commodity structure is generally primary products and manufactured goods form, their respective in proportion of the development of the international market to have such a development trend: primary products in proportion of the lower, and manufactured goods and services trade in proportion of the higher and higher. In 1937 primary products in world trade for 63.3% proportion, 1980, and manufactured for 40.6% 1937 for 36.7%, to 1980 for outbreak. After the 1990s, more than seventy percent. This tells us that high value-added products in the international market is a market, is competitive.3, the capacity of the international market with technology, especially the Internet technology development, the world economy is increasingly active, the trend of economic globalization accelerated, international market capacity also further expansion, such as: the world exports from 1950 60.3bn to 1980, the growth of about 2 trillion 33 times. After China's entry into WTO, domestic enterprises enter into international market space expand further, this is development opportunities.4, international market monopoly extent although international market capacity is expanding constantly, but most share concentrated in a few large multinational corporations hand, there exist high monopoly, therefore enterprise to enter into international market should be considered when the market monopoly degree influences.5, international market trade freedom with the world political and economic liberalization of continuous development and expansion, mainly displays in greatly lowered tariffs, relax and cancellation restrictions on imports, implementing widespread special discount system etc, which promote the international market development, but also trade protectionism is still widespread, even in some countries and industry is still very serious, therefore, the enterprise to break through the restriction of trade protectionism, effectively to enter the international market, this is our country enterprise challenges.6 and international markets competitive international market formation and development can say is the result of competition, due to the limited domestic market, promote the enterprise to actively explore foreign markets, especially in some countries scramble for global resources, to promote the enterprise to expand exports, which makes the international market competition intensified. In order to adapt to the need of the market, enterprises from other countries in the quality of the goods, performance, design and color, variety, packaging and after-sales service and so on to perform comprehensive competition, in addition, under the pressure of international environmental protection, energy saving and environment protection requirement also promote the enterprise in competition. Therefore, in the international market competition, there is a tendency of price competition in means dwindling, non-price competition means greatly increased.Through the analysis of international market can eliminate some misconceptions, for the correct selection of international target market, provide a clear ideas. Domestic enterprises to international market may understand the current prevalent this cognition questions:The international market need the best product generally believe that international market needs in high-grade, the best quality products. No doubt, high-grade, the best quality products in the international market is very competitive, but the international market developing unevenly, some brands of products is also very market, especially in some developing countries and developed countries. Developed countries have not only need a high grade product. Therefore domestic enterprises can use of the existing technical production products to the international market competition, the key is must have the correct international marketing strategy.The international market is the developed countries of the market undeniable, developed countries of the market is the international market the most important part of the developed countries, and the market economy is also developed, so we're talking about international market also often with developed countries to represent the market. But doesn't mean the international market is the developed countries of the market. The international market from the regional composed view, it is the domestic market other than countries, including market consisting of developed countries andless developed countries the market. So enterprises in consideration to enter the international market, don't just stare at the developed countries of the market, still should see vast less developed countries the market, and the market is our country enterprise on the existing technology and products may be easier to enter into the market, especially for some small and medium-sized enterprise, it may even more so. The international market is infinite relative international market demand for the domestic market, so some mostly multinational companies, including some small and medium-sized enterprises have to leave no stone unturned to develop international market that international market capacity is infinite, demand is infinite, so long as can be produced to enter the international market can sell out. This is actually enterprise of international market one-sided understanding, do not understand the international market development rule. The international market capacity is very big, but also is not unlimited, but the different national economic development level is different, consumption level is different also, the demand is limited. Therefore enterprise when they enter the international market, careful analysis of the international market demand, pertinently chose to enter the international market strategy.The international market need not China's "DaLuHuo" Chinese enterprises most production level is not high, produced by the product technical content is low, function, and from general appearance see no individuality characteristic, the price also is low. This mass production of products are people out DaLuHuo dubbed ", "also means that the product is no market, let alone to enter the international market. This is for Chinese enterprises to produce products a one-sided view. In fact our country has many excellent enterprise, produces the product quality is very high also, style, and the price is cheap or, in the international market is very competitive, for instance a few home appliance products like refrigerator, color TV sets, washing machines, microwave oven, air-conditioning have ballooned into some developed countries market, and have high market share. Another international market development also is very not balanced, less developed countries due to the economic development level is not high, residents' consumption ability is limited, market is not mature, demand the product may not need a high-classed, as long as the quality is reliable, the price is cheap, and conform to their use habit can. Therefore our country'senterprises should fully consider that this market, in these markets are promising. China's production of black and white television, daily consumer goods such as large into Africa and Latin America market is in a hurry.The competition of the international market more intense than domestic enterprises in our country think to enter the international market will face foreign enterprise direct competition, more intense than domestic competition, this is a mistake. In the global economic integration environment, the enterprise competition between national boundaries basically has no, especially transnational enterprises in the global fight for market, each country enterprise in China will face multinational enterprise competition, let alone with domestic enterprise competition, the competition intense rate is equivalent to enter the international market. With the development of our country is appliance with enters the domestic transnational enterprise competition and the constant development and expansion of the competition, the harshness of we know, a large number of home appliance enterprise across, but there are some enterprises develop, but in the domestic occupy the important position and trendency to enter the international market, such as like haier, changhong, konka, etc.Third, to enter the international market strategy problem1, entry strategy choiceInternational marketing is domestic marketing of a kind of outspread and collection. Market internationalization will marketing many aspects of together. Domination of strategic way, international standards and the major decisions in international business throughout the process of constant change. The international market marketing is facing the countries of different environment, in different environments to use different marketing techniques. Multinational companies in the implementation of the global strategy process, usually use the following three basic strategy: (1),"step-by-step internationalization". This is a step by step into the international marketing strategy. The marketing personnel in strange foreign markets to the prospect of the products doubt, so he yourself or ask an expert investigation and study, will the foreign market information feedback to domestic product developers, thus developed in the foreign market earned his products. In this process, theinternationalization of enterprise marketing strategy gradually implemented. (2), "one pace reachs the designated position". It is the most popular also most prospect marketing strategy. The marketing personnel with high sense of responsibility, dutifully do market analysis, trying to explore overseas markets with our company production ability be identical of photograph of customer's demand, the latest type and behavior pattern is very sensitive. The marketing personnel has always been to an integrated global view to develop international market. (3), "follow feeling". Currently the actual operation situation of multinational companies concerned, "feels" strategy use most often. Although the two strategies risks are much smaller, but often miss the boat. In fact, when the multinational companies for global market development of product, at first tend not to global market but for the local market development and many years have been only in domestic sales. Market Portland never blindly will these domestic best-selling products to foreign markets. Before this, they have done a lot of research and testing, and the product to be adjusted, but in the product connotation of domestic origin and still remain consistent. These products established domestic market relative position, and to "walk the one step one step" way to see. For the domestic enterprise that, according to the three basic strategy to choose to suit oneself strategy is the enterprise to enter the international market, the key to success in entering the strategy choice, we should consider their own advantages and disadvantages, into the kingdom and domestic market environment, and related economic policies and trade policies.2, enter the choice of methodsUnder normal circumstances, the enterprise to enter the international market with so few ways: trade type, contractual and equity type. Trade type into is through to DuiXiangGuo export commodities and the way to enter the international market, can be divided into indirect exports and direct export. Generally speaking, when the enterprise's lack of international marketing knowledge and experience, but have a chance or must enter into international market and to prevent entering venture, choose indirect exports is one good way. When enterprise familiar with international market, and the international market is growing rapidly, profitability high, can consider to direct export to enter the international market. DuiXiangGuo legal person enterpriseand signed non-equity properties of contract, oneself of the intangible assets DuiXiangGuo legal person, granting allowed their manufacturing, sales management of the enterprise products (services), or providing services and equipment, technical support, etc, in order to obtain the reward and enter the international market, called a contractual enter. Currently have this several forms: licensing, franchise and management contract and contract manufacturing and turn-key project. These into way is enterprise conscious, step-by-step, pertinently in international market fully exert enterprise management superiority, avoid barriers to international trade consider selecting mode. Equity type is the internationalization management enterprise through direct investment and have DuiXiangGuo some enterprise all or part of the equity to the foreign enterprises have ownership and management right, the way to enter the international market. Generally speaking, through stock type to enter the international market must resolve such two questions: joint venture, wholly or if it is wholly, still need to consider is the purchase or create.Internationalization management enterprise chose to enter the way, according to the characteristics of this in several ways, comprehensive consideration of the DuiXiangGuo investment environment and the enterprise's own advantage, the correct localization, gradual.References:1, ChenQiJie: "modern international marketing", Shanghai financal university press, November 2000 edition.2, HuZuoHao: "international marketing two schools: standardized opinions on adaptability view", journal of nankai management review 2002 issue 5.3, LiDePu etc: "modern international marketing is the thinking", "the economist, 2002 (ninth period.。