国际企业管理 双语 期末简答题汇总(含翻译)
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topic4国际商务研究
1. What are the major difference between international and domestic research?(4-1) 国际和国内调查的主要差异有哪些？
• The four primary reasons for this difference are • 1.new parameters, • 2.new environmental factors, • 3.an increase in the number of factors involved, • 4. a broader definition of competition. • 造成这种差异的四个主要原因是 • 1.新参数， • 2.新的环境因素， • 3.增加许多因素参与， • 4.竞争的更广泛的定义。
2. What are the major alternative entry strategies we can choice when going international? List 6 alternatives at least. 当我们进入国际市场时，有哪些主要的可供选择 的战略？至少列举6条。 (5-1, 5-2, 5-3)
五种力量，塑造行业竞争的水平： 1、客户的议价能力；2、供应商的议价 能力；3、替代产品的威胁；4。新加入 者的威胁；5。行业现有竞争对手之间的 竞争状态。
Topic 5 How to enter the international market 主题5 怎样进入国际市场
1.When we DECIDING TO GO INTERNATIONAL what else we should consider except the benefit we may obtain in global market? (5-1) 当我们在进入国际市场时，除了我们即将获得的利益， 我们还需要考虑其它哪些因素？
B.larger and more experienced firms mostly use other modes of entry, such as 1.direct foreign investment—greenfield investment, joint venture investment, full ownership subsidiaries 2. contractual agreements--management contracts, outsourcing, turnkey operations, 3.Equity participation 4.Consortia 规模较大的企业大多采用其他模式的进入，如 1、外商直接投资独资、合资子公司的投资，全部所有 权 2。合同协议-管理合同，外包，交钥匙操作， 3、股权参与 4。联盟
A.majority of firms that initiate international business activities use four forms of entry strategies: 1.indirect exporting and importing, 2.direct exporting and importing, 3.licensing, 4.franchising. 绝大多数公司发起国际商务活动，使用四种形式的进入 策略： 间接出口和进口 直接出口和进口 许可证 特许经营。
2.What are the major motivations push or pull company go abroad? （2-2） 推动公司出 国的主要动力有哪些？ 1. Having a unique technological advantage with goods or services or possessing exclusive market information具有独特的技术 优势，具有商品或服务，或拥有市场信息的专 有技术 2. Economies of scale规模经济 3. Tax benefits税收优惠
9. Identify the most appropriate distribution channels for your product in the chosen country. 10.Observe macro-level trends 11.Beware of regulatory hurdles 12.Identify the most attractive segment or segments 13.Consider the costs of Greenfielding compared to acquisition or joint venture. 9。确定最适合您的产品在选定的国家的分销渠道。 10、观察宏观趋势 11、谨防监管障碍 12、识别最有吸引力的段或段 13。考虑greenfielding相比，收购或合资企业的成本。
5.Conduct your own Competitive Analysis of each market under consideration. 6.Identify markets that are in a state of “disequilibrium.” 7.Find pockets of unhappy customers with low switching costs. 8.Understanding the customers‟ purchase decision criteria 5、对各市场进行竞争分析。 6，确定处于“不平衡”状态的市场。 7、寻找低转换成本的不满意客户。 8、了解客户的购买决策标准
2。比较优势--有些国家必须比其他国家的效率要比 其他国家的效率要高。李嘉图称这种优势为比较优 势。
3.Determinants of National Competitive Advantage: Porter’s Diamond 3。国家竞争 优势的决定因素：波特的钻石
Topic4 International business reseach
3.What are the key forces that shape the level of competition in the industry according to Michael Porter?米迦勒波特的 行业竞争的关键力量是什么？ (4-3)
Five Forces that shape the level of competition in the industry: 1.The Bargaining Power of Customers; 2.The Bargaining Power of Suppliers; 3.The Threat of Substitute Products; 4. The Threat of New Entrants; 5. the Current State of Rivalry Among Existing Competitors in the Industry.
来自百度文库
We should consider the risks and potential obstacles we will face in foreign country . 1.Cultural barriers---Variations in language,religious beliefs, societal norms, and business negotiation styles 我们应该考虑在国外的风险和潜在的障碍，我们将面 对的外国。 1。文化障碍---语言、宗教信仰、社会规范和商务谈判 风格的变化
Topic3
The Theory of International Trade and Investment(3-1)
话题三 国际贸易和国际投资理论（3-1）
1.Absolute Advantage— Some countries, owing to the skills of their workers or the quality of their natural resources, could produce the same products as other with fewer labor-hours. Adam Smith termed this efficiency Absolute Advantage. 1。绝对优势——一些国家，由于工人的技 能或自然资源的质量，可以生产与其他劳动 时间不一样的产品。亚当史密斯称这效率绝 对优势。
Topic2 Why Go International 话题二 为什么要走向国际
1. What are the key reasons holding companies back from going global ? (2-2) 妨碍公司全球化的几个关键原因？ In summary, the key reasons holding companies back are:妨碍公司全球化有几个关键原因，总结如下 1. Lack of managerial talent. 2. Differences—in language, culture, and business and legal procedures. 3. Expense and risk. 4. Difficulty of serious market penetration. 缺乏管理才能 语言，文化，商业和法律程序等方面的差异 费用和风险 市场占有率低的窘境
2. Comparative Advantage— Some countries must be relatively more efficient than the other country in one good„s production than the other. Ricardo termed this advantage as the comparative advantage.
2. How do you do when you assess the foreign market opportunities ?如果你有用国 外市场的机会，你会怎么做？ (4-3)
1.Determine if you have a clear advantage over other prospective entrants or existing players. 2.Identify an unmet market need or underserved market niche. 3.Find the “Goldilocks” sized market 4.Look for a growing pie so that your slice does not have to come from other players 1、确定你是否对其他潜在的进入者或现有的球员有明显的优势。 2。确定一个未满足的市场需求或缺医少药的利基市场。 3。找到“金发”中小企业市场 4，寻找一个不断增长的馅饼，这样你的切片就不必来自其他玩 家
2.economic risks 3.political risks 4.Foreign exchange risks 5.intellectual property protection 6.Different legal and economic systems 7.not being paid for your goods and services 2经济风险 3政治风险 4外汇风险 5知识产权保护 6不同的法律和经济制度 7没有为你的商品和服务支付
4.Approaching Neighbors to Control Risk 5.Protecting Turf 6. extend the product life cycle. 7.Shorter technology cycles and the rapid diffusion of technologies 4、接近邻居控制风险 5、保护草坪 6。延长产品生命周期。 7、较短的技术周期和技术的快速扩散
1. What are the major difference between international and domestic research?(4-1) 国际和国内调查的主要差异有哪些？
• The four primary reasons for this difference are • 1.new parameters, • 2.new environmental factors, • 3.an increase in the number of factors involved, • 4. a broader definition of competition. • 造成这种差异的四个主要原因是 • 1.新参数， • 2.新的环境因素， • 3.增加许多因素参与， • 4.竞争的更广泛的定义。
2. What are the major alternative entry strategies we can choice when going international? List 6 alternatives at least. 当我们进入国际市场时，有哪些主要的可供选择 的战略？至少列举6条。 (5-1, 5-2, 5-3)
五种力量，塑造行业竞争的水平： 1、客户的议价能力；2、供应商的议价 能力；3、替代产品的威胁；4。新加入 者的威胁；5。行业现有竞争对手之间的 竞争状态。
Topic 5 How to enter the international market 主题5 怎样进入国际市场
1.When we DECIDING TO GO INTERNATIONAL what else we should consider except the benefit we may obtain in global market? (5-1) 当我们在进入国际市场时，除了我们即将获得的利益， 我们还需要考虑其它哪些因素？
B.larger and more experienced firms mostly use other modes of entry, such as 1.direct foreign investment—greenfield investment, joint venture investment, full ownership subsidiaries 2. contractual agreements--management contracts, outsourcing, turnkey operations, 3.Equity participation 4.Consortia 规模较大的企业大多采用其他模式的进入，如 1、外商直接投资独资、合资子公司的投资，全部所有 权 2。合同协议-管理合同，外包，交钥匙操作， 3、股权参与 4。联盟
A.majority of firms that initiate international business activities use four forms of entry strategies: 1.indirect exporting and importing, 2.direct exporting and importing, 3.licensing, 4.franchising. 绝大多数公司发起国际商务活动，使用四种形式的进入 策略： 间接出口和进口 直接出口和进口 许可证 特许经营。
2.What are the major motivations push or pull company go abroad? （2-2） 推动公司出 国的主要动力有哪些？ 1. Having a unique technological advantage with goods or services or possessing exclusive market information具有独特的技术 优势，具有商品或服务，或拥有市场信息的专 有技术 2. Economies of scale规模经济 3. Tax benefits税收优惠
9. Identify the most appropriate distribution channels for your product in the chosen country. 10.Observe macro-level trends 11.Beware of regulatory hurdles 12.Identify the most attractive segment or segments 13.Consider the costs of Greenfielding compared to acquisition or joint venture. 9。确定最适合您的产品在选定的国家的分销渠道。 10、观察宏观趋势 11、谨防监管障碍 12、识别最有吸引力的段或段 13。考虑greenfielding相比，收购或合资企业的成本。
5.Conduct your own Competitive Analysis of each market under consideration. 6.Identify markets that are in a state of “disequilibrium.” 7.Find pockets of unhappy customers with low switching costs. 8.Understanding the customers‟ purchase decision criteria 5、对各市场进行竞争分析。 6，确定处于“不平衡”状态的市场。 7、寻找低转换成本的不满意客户。 8、了解客户的购买决策标准
2。比较优势--有些国家必须比其他国家的效率要比 其他国家的效率要高。李嘉图称这种优势为比较优 势。
3.Determinants of National Competitive Advantage: Porter’s Diamond 3。国家竞争 优势的决定因素：波特的钻石
Topic4 International business reseach
3.What are the key forces that shape the level of competition in the industry according to Michael Porter?米迦勒波特的 行业竞争的关键力量是什么？ (4-3)
Five Forces that shape the level of competition in the industry: 1.The Bargaining Power of Customers; 2.The Bargaining Power of Suppliers; 3.The Threat of Substitute Products; 4. The Threat of New Entrants; 5. the Current State of Rivalry Among Existing Competitors in the Industry.
来自百度文库
We should consider the risks and potential obstacles we will face in foreign country . 1.Cultural barriers---Variations in language,religious beliefs, societal norms, and business negotiation styles 我们应该考虑在国外的风险和潜在的障碍，我们将面 对的外国。 1。文化障碍---语言、宗教信仰、社会规范和商务谈判 风格的变化
Topic3
The Theory of International Trade and Investment(3-1)
话题三 国际贸易和国际投资理论（3-1）
1.Absolute Advantage— Some countries, owing to the skills of their workers or the quality of their natural resources, could produce the same products as other with fewer labor-hours. Adam Smith termed this efficiency Absolute Advantage. 1。绝对优势——一些国家，由于工人的技 能或自然资源的质量，可以生产与其他劳动 时间不一样的产品。亚当史密斯称这效率绝 对优势。
Topic2 Why Go International 话题二 为什么要走向国际
1. What are the key reasons holding companies back from going global ? (2-2) 妨碍公司全球化的几个关键原因？ In summary, the key reasons holding companies back are:妨碍公司全球化有几个关键原因，总结如下 1. Lack of managerial talent. 2. Differences—in language, culture, and business and legal procedures. 3. Expense and risk. 4. Difficulty of serious market penetration. 缺乏管理才能 语言，文化，商业和法律程序等方面的差异 费用和风险 市场占有率低的窘境
2. Comparative Advantage— Some countries must be relatively more efficient than the other country in one good„s production than the other. Ricardo termed this advantage as the comparative advantage.
2. How do you do when you assess the foreign market opportunities ?如果你有用国 外市场的机会，你会怎么做？ (4-3)
1.Determine if you have a clear advantage over other prospective entrants or existing players. 2.Identify an unmet market need or underserved market niche. 3.Find the “Goldilocks” sized market 4.Look for a growing pie so that your slice does not have to come from other players 1、确定你是否对其他潜在的进入者或现有的球员有明显的优势。 2。确定一个未满足的市场需求或缺医少药的利基市场。 3。找到“金发”中小企业市场 4，寻找一个不断增长的馅饼，这样你的切片就不必来自其他玩 家
2.economic risks 3.political risks 4.Foreign exchange risks 5.intellectual property protection 6.Different legal and economic systems 7.not being paid for your goods and services 2经济风险 3政治风险 4外汇风险 5知识产权保护 6不同的法律和经济制度 7没有为你的商品和服务支付
4.Approaching Neighbors to Control Risk 5.Protecting Turf 6. extend the product life cycle. 7.Shorter technology cycles and the rapid diffusion of technologies 4、接近邻居控制风险 5、保护草坪 6。延长产品生命周期。 7、较短的技术周期和技术的快速扩散