hnd 国际商务组织GBO 2(1)
hnd-国际商务组织GBO-1
1.IntroductionThe main idea of this report is want to indicate the differences of organization structures between early organization and after-changes. And analyse the key factors, both internal and external that influence the design of international organization structures. And explain how organizations ensure that the structure is both effective and efficient.2.Produces:The data for this report were gathered from Dec 1th to 9th 2010 and sourced from internet and library.3.Findings3.1Describe the types of organization structures used by Johnson ＆Johnson that are just beginning international expansion.Johnson ＆Johnson is established in 1886, the product sells the whole world 175 countries. Johnson ＆Johnson is the largest and comprehensiveness medicine health care company in the world. At first Johnson & Johnson Stetting up an export department in Greece.After several years later,the Johnson & Johnson set up 72 stores in China,Greece,Mexico city.so we can see stetting up an export department will help company gain access to a range of advice and help. When a business first moves into the arena of international trade it is likely that, in the early stages, the main signs of the expansion will be the setting up of an export office and an overseas sales office.Exporting involves the transfer of goods and services to foreign countries for their sales through a company operating in that country.The overseas sales office is a reasonable first step in providing feed back, offering research opportunity.3.2Describe how these structures change as the organization increases its international presence.The Johnson ＆Johnson Stores offer the business as a franchising of business opportunity to international expanding. Using franchising as the vehicle for expansion allows parent company toretain control over the basic business operation. When people have a direct interest in their work, they enjoy it more.The Johnson ＆Johnson Stores constantly adjust to provide organizational change in order to reach strategic goals.The Johnson ＆Johnson Stores adjust to the challenges, such as decreases in performance, aftermath of mergers and acquisitions, strategic shifts, competitive pressure and customer demand changes.The W Johnson ＆Johnson Stores ability to adjust to the new challenges is defined by the flexibility of its organizational capabilities, the actual organizational structures, processes, the quality and motivation of its people and the openness of its culture.3.3Analyze the key factors, both internal and external that influence the design of international organization structures.There are two internal factors affecting the Johnson ＆Johnson business structure, respective is the enterprise’s management philosophy of operating and QualityFor enterprise’s management philoosophyJohnson ＆Johnson concept is to put ourselves in the sake of our customers to maximize convenience for customers. Johnson & Johnoson leads management technique and all new principle of management of several years of retail experience,forerunner into the region and seeks and the common deveopment of local dealer.For the QualityJohnson & Johnson has many Medical apparatus,and the quality of them are very good,For example,the Johnson & Johnson has a medical apparatus called blood sugar instrument,it is one of world's most advanced instruments.Many oversea hospital are use it.From these we can see the Johnson & Johnson’s quality is very goodThere are two external factors that influence the Johnson & Johnson Competition in the same industry and economic conditionFor the Competiton in the same industryBetween the companies have many competiton,and the brand’s characteristic is very important,Also the Johnson & Johnson has many completion in the same industry. Loreal also is famous company,And it enter the same oversea maket.So Johnson & Johnoson change the organizational structure.Johnson & Johnson setting up shop everywhere in the oversea market.Let it have more completion in the oversea market make its brand more famousFor economic conditionBefore Johnson & Johnson enter the oversea market,they must know these country’s econmic conditon,make sure they can change the organization strcture to meet the market.For example,before Johnson & Johnson enter the Chinese market,Johnson & Johnson have know about the Chinese economic condition,they must change the organization sturcture let the chinese have the ability to buy their product.3.4 Explain how organizations ensure that the structure is both effective and efficient.Relationships between companies, cooperation and strategic are becoming even more important. They provide a number of key advantages because as well as offering mutual benefits to one of the most effective way of boosting their competitiveness.It is also important for the deployment of international standards, as a means of access to EU and non-EU markets and of consolidating domestic ones, developing new complementary activities, etc.Johnson ＆Johnson is flat-structure organization. They are more/greater communication between management and workers and better team spirit. In additional of less bureaucracy and easier decision making. Finally, they are fewer levels of management, which includes benefits such as lower costs as managers are generally paid more than workers. In summary of the organizations can ensure that the structure is both effective and efficient.Organizations constantly audit, design and implement. First, the reason for the organization audit is systematically identify improvement potential in the organization identify improvement potential in the organization as it stand today. Second, organization design helps develop organizational solutions in order to improve the effectiveness and performance of the organization. Third, the typical organizational design project is structured in three phases: analysis, conceptdevelopment and implementation planning. Fourth, the purpose of organizational implementation is to realize the new organization by increasing the flexibility if the company’s organizational capabilities.4.ConclusionThe main idea of this report is the differences of organization structures between early organization and after-changes. And analyse the key factors, both internal and external that influence the design of international organization structures. And explain how organizations ensure that the structure is both effective and efficient.5.ReferenceThe information about Johnson ＆Johnson organization structureBusiness culture and strategy: An introduction. Scottish qualifications authority.Handy, C(1990) inside organization:21 Ideas for manages,London:BBC Books。
part1——chapter1国际商务的学习chapter2全球化与国际商务
国际商务就是国际贸易、国际金融和国际投资的综合，这类观点持
有者多是经济学科背景；
国际商务就等于是国际管理（international management）或者是
管理职能（如营销、财务、人力资源等）的国际扩展，此类观点多
由工商管理背景者持有。
国际商务的内容
什么是国际商务？至今，学术界仍然不能做出完美的回答。 对于国际商务所包含的基本内容，已经形成了初步的共识。
从3650亿美元增加到36650亿美元，增长了约10倍，在国际贸易中的比重已超过19%。
国际贸易的现实——国际贸易的类型结构
服务贸易的结构正在发生重大变化。
在三类服务贸易中，运输服务、旅游服务在世界服务贸易所占比重呈下降趋势，而其他服 务增长最快，所占比重不断上升。
国际贸易的现实——国际贸易的国家主体
——引用深圳特区建设30周年纪念电视剧《命运》片段
市场全球化（globalization of markets)
把历史上独特的和分离的国家市场合并为一个巨大的市场
请举例：我们身边的外国商品
市场全球化（globalization of markets)
中国产品远销到全球
目前中国产品已经远销到全球 230多个国家和地区，世界贸 易组织指出，2015年，中国 出口为全球的14%，美国为 9%，德国8%。欧洲和亚洲齐 头并进。在全球5579个出口 项目中，中国有1762个项目 的出口占比居首，排行全球第 一。
斯密（Adam Smith）提出的绝对优势理论（Theory of Absolute Advantage）认为，在自由贸易下，每个国 家通过专门从事其具有绝对优势的经济活动来获益。
绝对优势是指一国所具有的绝对超过其他国家的经济优势。
2024年国际商务协议通用功能指导手册
2024年国际商务协议通用功能指导手册本合同目录一览1. 第一条定义与术语1.1. 1.1 术语解释1.2. 1.2 术语定义2. 第二条协议主体2.1. 2.1 主体资格2.2. 2.2 主体权利与义务3. 第三条合作内容3.1. 3.1 合作项目概述3.2. 3.2 合作项目具体内容4. 第四条合作期限4.1. 4.1 起始日期4.2. 4.2 结束日期5. 第五条合作地点与方式5.1. 5.1 合作地点5.2. 5.2 合作方式6. 第六条资源共享6.1. 6.1 资源共享方式6.2. 6.2 资源共享的具体措施7. 第七条技术支持与培训7.1. 7.1 技术支持内容7.2. 7.2 培训计划与实施8. 第八条费用与支付8.1. 8.1 费用概述8.2. 8.2 费用支付方式与时间9. 第九条违约责任9.1. 9.1 违约行为9.2. 9.2 违约责任的具体承担方式10. 第十条争议解决10.1. 10.1 争议解决方式10.2. 10.2 争议解决机构11. 第十一条合同的生效与终止11.1. 11.1 合同生效条件11.2. 11.2 合同终止条件12. 第十二条保密条款12.1. 12.1 保密信息范围12.2. 12.2 保密信息的使用与保护13. 第十三条法律适用与争议解决13.1. 13.1 法律适用13.2. 13.2 争议解决14. 第十四条其他条款14.1. 14.1 附加条款14.2. 14.2 修改与补充第一部分：合同如下：第一条定义与术语1.1 术语解释（1）本合同：指2024年国际商务协议通用功能指导手册。
（2）双方：指甲方和乙方，甲方为国际商务协议的卖方，乙方为国际商务协议的买方。
（3）合作项目：指本合同项下双方共同确定的具体商务合作事项。
（4）技术支持：指甲方为乙方提供的与产品相关的技术咨询、技术培训等服务。
（5）资源共享：指双方在合作期间，按照约定共享彼此的技术、市场、渠道等资源。
国际商务组织
Contents1.0 Interdiction (2)2.1 Topic 1：Describe the types of organization structures used by organizations that are just beginning international expansion (2)2.2 Topic 2：Describe how these structures change as the organization increases its international presence (2)2.3Topic 3：Analyze the key factors, both internal and external that influences the design of international organization structures (3)2.4 Topic 4：Explain how organizations ensure that the structure is both effective and efficient (4)6.0 Conclusion (5)7.0 References (6)1.0Introduction:This report is to illustrate some multinational companies just entering the international market, the type of structure, structural changes and structural changes due to changes in how companies operate more effectively development.2.1 Topic 1：Describe the types of organization structures used by organizations that are just beginning international expansion.The structure of international organizations can be divided into two categories: the traditional organizational structure and global organizational structure. Traditional organizational structure in which the development of enterprises in accordance with the order from the export department is divided into structure, self-subsidiary structure, the International Department of the structure. Global organization is currently the world's highest form of organization.The Starbuck Company started in 1971 in Seattle, Washington. Grew hadfrom55 stores in 1989 to over 2,200 stores today. The company’s products sold include: beverages, pastries, whole coffee beans, coffee-related retail items. In 1996, Starbucks formally enter the international in Tokyo, first opened a silver overseas coffee shop. The United States Starbucks in the global market situation is according to different branches make different business organization structure. At present there are four ways of cooperation: Wholly self-supporting, the joint venture company, licensing, franchising.2.2 Topic 2：Describe how these structures change as the organization increases its international presence.When the company began international expansion, do not stand still. Thedevelopment of new products and services is the essence of any company. Starbucks at the beginning of the organizational structure is simple. This is a flat structure.The CEO has the highest authority, to coordinate departments. However, the limited increase this year, simple structure, but just as chaotic, which reduces the efficiency of the company. The structure of which must be changed. In the process of international expansion of Starbucks used the form of financial or business opportunities to achieve more profits. So the structure has changed a mixed structure.2.3 Topic 3：Analyze the key factors, both internal and external that influences the design of international organization structures.Lenovo Group acquired IBM basically retained after the PC division of IBM products and the regional setting of the dual matrix structure, which certainly has itsadvantages, for example, supply and research and development corresponding concentration of production and R & D can create economies of scale, but the matrix structure The defect is fatal, and its mandate fuzzy, redundant, slow and full of arguments, the high cost and other defects are commonly difficult to overcome. Lenovo Group today, according to business and development goals, adjusts the size of the organizational structure, so that the organizational structure to better serve the business development services. Three stages in the development of different organizational structures were used. Started in business development, the use of simple linear function into the phase of the matrix to achieve product diversification, business unit management structure, and later in response to international market competition, the company began to flatten the structure, information and networking development, because the market influence and competitiveness, to better adapt to the international market.2.4 Topic 4：Explain how organizations ensure that the structure is both effective and efficient.In order to run effective and efficient company, Lenovo Group is also committed to integrate the internal structure. A growing number of global economic integration, the company does not limit the number of people, task, process and location alone, but as soon as possible to information, human resources and action to implement the most needed. But also to the enterprise, the diversity of different departments within the enterprise, the organizational structure of different regions is no longer a unified model, but according to the specific environment and the organization's old building different organizational structure of the target. The same organization, but also through incentives and other means to encourage employees of improve the speed and its work to ensure effective and efficient operation quality. Lenovo is also regular and frequent meetings, by maintaining the same goals, clear and detailed responsibilitiesin all aspects at all levels, while from time to time some group activities to enhance the staff, so that more united team, the establishment of emotional communication information management system, the Organization resources, reasonable arrangements to maximize the efficiency of the company.3.0 Conclusion：This report mainly relates to multinational groups, including the international expansion of Starbucks and Lenovo, the two organizations the organizational structure of the original type, in the development process of some changes, such as changes in external and internal factors and the shareholding structure in order to ensure more effective operate effectively is how to change the organizational structure of the company.4.0 Reference：/wiki/%E7%BB%84%E7%BB%87%E7%BB%93%E6%9E%8 4/view/69005.htm/view/6a084f6a561252d380eb6ee7.html/wang_f1990@126/blog/static/162475696201068111023384/ /special/l/000915RB/lenovo0930.html/view/8276.htm/wiki/%E6%98%9F%E5%B7%B4%E5%85%8B。
HND大二商法导论复习提纲
Acts of parliament
1. The Licensing (Scotland) Act 1975 2. The Divorce (Scotland) Act 1976 3. Abolition of Poindings and Warrant Sales Act 2001 4. Dog Fouling (Scotland) Act 2003 5. The Health and Satefy at Work Act 1974 6. Sale of Goods Act 1979 7. Employment Rights Act 1996 8. Protection of Children (Scotland) Act 2003
苏格兰议会制定在苏格兰实施的法律的权力来源于英国议会。 所有由苏格兰议会通过的法律都被认为是二级法律而不是主 体法例。此外应指出的是英国议会制定一个简单的条例就可 以将废除苏格兰议会。
What is a statute?
Acts of Parliament are often referred to as statute law. Until the creation of the Scottish Parliament, the Westminster Parliament alone made laws for Scotland. However, Westminster Parliament has given the scottish parliament authority in many different areas of policy to make statute law.
《国际商务》课程笔记
《国际商务》课程笔记第一章：国际商务概述一、国际商务的概念1. 定义：国际商务是指个人、企业、政府和其他组织在跨越国界的情况下，进行的商品、服务、技术、资本、劳动力等经济资源的交换和流通活动。
这些活动涉及到不同国家之间的经济交易、合作与竞争。
2. 范畴：国际商务涵盖了国际贸易、国际直接投资、国际间接投资、国际金融市场、国际企业经营管理等多个领域。
二、国际商务的特点1. 跨国界：- 语言差异：国际商务活动需要克服语言障碍，进行有效沟通。
- 文化差异：不同国家的文化背景影响商务行为和交易方式。
- 法律差异：各国的法律体系不同，国际商务活动需遵守相关国家的法律法规。
2. 复杂性：- 政治因素：政治稳定性、国际关系等对国际商务活动产生影响。
- 经济因素：汇率波动、经济周期、市场竞争等影响国际商务的决策。
- 金融因素：国际金融市场波动、资本流动限制等对国际商务活动产生影响。
3. 风险性：- 汇率风险：货币汇率变动可能导致收益或损失。
- 政治风险：政治动荡、政策变动可能影响国际商务活动的顺利进行。
- 市场风险：市场需求变化、竞争格局变动等带来不确定性。
4. 机遇与挑战并存：- 市场机遇：国际市场为企业提供了更广阔的发展空间。
- 竞争挑战：国际市场竞争激烈，企业需不断提升自身竞争力。
三、国际商务的重要性1. 促进经济增长：- 资源配置：国际商务有助于全球资源的优化配置，提高资源使用效率。
- 生产效率：国际竞争促使企业提高生产效率，推动技术进步。
2. 拓展市场空间：- 规模经济：企业通过国际商务活动实现规模经济，降低成本。
- 市场多元化：企业可分散市场风险，提高市场竞争力。
3. 促进技术进步：- 技术引进：国际商务活动有助于企业引进先进技术和管理经验。
- 技术创新：国际市场竞争促使企业加大研发投入，推动技术创新。
4. 提高人民生活水平：- 产品多样化：国际商务丰富了消费者的选择，提高生活品质。
- 价格竞争：国际竞争促使企业提供性价比更高的产品和服务。
国际商务组织12
CONTENTS1.0 Introduction (1)2.1 Historic Context (1)2.2 The Development of Expansion (2)3.1 The Strategies for Research and Development (3)3.2 Production Unit and Global Position (4)3.3 The Adjustment for Local Criteria (6)3.4 Pricing, Distribution Policies and Logistics (7)3.5 Communication Strategy (9)1.0 IntroductionHuawei Technologies Co. Ltd. is a Chinese multinational networking and telecommunications equipment and services company headquartered in Shenzhen, Guangdong. It is the largest telecommunications equipment manufacturer in the world, having overtaken Ericsson in 2012.2.1 Historic ContextDuring the 1980s, China's government tried to modernize the country's underdeveloped telecommunications infrastructure. A core component of the telecommunications network was telephone exchange switches, and in the late 1980s several Chinese research groups endeavored to acquire and develop the technology, usually through joint ventures with foreign companies. (Wikipedia, 2015)The former deputy director of the People's Liberation Army engineering corp, Ren Zhengfei, founded Huawei in 1987 in Shenzhen. Rather than relying on joint ventures to secure technology transfers from foreign companies (which were often reluctant to transfer their most advanced technologies to Chinese firms), Ren focused on local research and development to produce the switches through reverse-engineering of foreign technologies. At a time when all of China's telecommunications technology was imported from abroad, Ren hoped to build a domestic Chinese telecommunication company that could compete with foreign competitors (Peilei Fan, 2006).The company's first major breakthrough came in 1993, when it launched its C&C08 program controlled telephone switch. (Mashpedia, 2015) It was by far the most powerful switch available in China at the time. Huawei also gained a key contract to build the first national telecommunications network for the People's Liberation Army, a deal one employee described as "small in terms of our overall business, but large in terms of our relationships. Another major turning point for the company came in 1996, when the government in Beijing adopted an explicit policy of supporting domestic telecommunications manufacturers and restricting access to foreign competitors.Huawei was promoted by both the government and the military as a national champion, and established new research and development offices.As of December 31, 2012, Huawei had filed 41,948 patent applications in China, 12,453 under the Patent Cooperation Treaty (PCT), and 14,494 outside China. Among these applications, 30,240 patents have been granted. As an important contributor to the ICT industry, Huawei applies standards to the industry in key standards organizations and key standards projects, participates in and supports mainstream international standards, and makes a variety of positive contributions. (,2015) At the ITU, for example, Huawei took the initiative to facilitate the establishment of an organization to research Carrier SDN. Huawei is a founding member of the oneM2M global partnership project. By the end of 2012, Huawei had joined more than 150 industry standards organizations, including the 3GPP, IETF, IEEE, ITU, BBF, ETSI, ATIS, TMF, WFA, CCSA, and OMA. In 2012, Huawei submitted more than 5,000 proposals to these standards organizations and served as a board member for ETSI, ATIS, OMA, CCSA, WFA, and numerous other organizations. The company holds more than 180 positions in international standards organizations.2.2 The Development of ExpansionIn 1997, Huawei won its first overseas contract, providing fixed-line network products to Hong Kong company Hutchison Whampoa. Later that year, Huawei launched its wireless GSM-based products and eventually expanded to offer CDMA and UMTS. Huawei‟ s journey of globalization began with the first overseas research and development center being set up in Bangalore in 1999 with a handful of engineers. Today, the company boasts of 2700 engineers, out of which more than 98% are local employees including in leadership roles.From 1998 to 2003, Huawei contracted with IBM for management consulting, and underwent significant transformation of its management and product development structure. After 2000, Huawei increased its speed of expansion into overseas markets,having achieved international sales of more than US$100 million by 2000 and establishing an R&D center in Stockholm, Sweden. In 2001, Huawei established four R&D centers in the United States, divested non-core subsidiary Avansys to Emerson for US$750 million and joined the International Telecommunications Union (ITU). By 2002, Huawei‟s international market sales had reached US$552 million. (, 2015)In 2004 Huawei continued its overseas expansion with a contract to build a third-generation network for Telfort, the Dutch mobile operator. This contract, valued at more than $US25 million, was the first such contract for the company in Europe.In July 2010, Huawei was included in the Global Fortune 500 2010 list published by the U.S. magazine Fortune for the first time, on the strength of annual sales of US$21.8 billion and net profit of US$2.67 billion. In late 2010 it was reported that Huawei is planning to invest around US$500 million (Rs 2,200 crore) to set up a telecom equipment manufacturing facility in Tamil Nadu, India and $US100 million to expand its R&D center in Bangalore.In October 2013, Huawei has been selected by TDC A/S as a sole vendor to modernize the nationwide GSM/UMTS/LTE network in Denmark and provide managed services over a six-year period. The value of the contract is over $700 million over the term of the agreement. As per the latest mandate of The Economist, Huawei is the number one Telecom Vendor in the world.3.1 The Strategies for Research and DevelopmentHuawei has over 170,000 employees as of September 2015, around 76,000 of whom are engaged in research and development (R&D). It has 21 R&D institutes in countries including China, the United States, Canada, UK, Pakistan, France, Belgium, Germany, Colombia, Sweden, Ireland, India, Russia, and Turkey, and in 2013 invested US$5 billion in R&D, increased to $6.4bn in 2014.(, 2015) At the time of its establishment Huawei was focused on manufacturing phone switches, but has since expanded its business to include building telecommunications networks; providingoperational and consulting services and equipment to enterprises inside and outside of China; and manufacturing communications devices for the consumer market. Huawei has focused on expanding its mobile technology and networking solutions through a number of partnerships. In 1999, the company opened a research and development (R&D) center in Bangalore, India to develop a wide range of telecom software. From 1998 to 2003, Huawei contracted with IBM for management consulting, and underwent significant transformation of its management and product development structure. In March 2003, Huawei and 3Com Corporation formed a joint venture company, 3Com-Huawei (H3C), which focused on the R&D, production and sales of data networking products. In 2005, Huawei began a joint venture with Siemens, called TD Tech, for developing 3G/ TD-SCDMA mobile communication technology products. In 2006, Huawei established a Shanghai-based joint R&D center with Motorola to develop UMTS technologies. Later that year, Huawei also established a joint venture with Telecom Venezuela, called Industria Electronica Orinoquia, for research and development and sale of telecommunications terminals. The main R & D staffs are the staffs of the company and the joint venture company. In June 2011, Huawei signed a five-year agreement to contribute donated services, equipment and technical expertise worth over US$1.4 million to Carleton University, in Ottawa, Canada, to establish a research lab dedicated to cloud computing technology and services. The main R & D staffs are the school's teachers and students.3.2 Production Unit and Global PositionIn late 2010 it was reported that Huawei is planning to invest around US$500 million (Rs 2,200 crore) to set up a telecom equipment manufacturing facility in Tamil Nadu, India and $US100 million to expand its R&D center in Bangalore. At February 5, 2015, Huawei announced the launch of its new Research & Development campus situated in Bangalore. Huawei is proud to dedicate this state-of-the art R&D campus to India as a part of its commitment to contribute to Indian government’s flag-ship agenda "Make in India".Technological factors: The new R&D center is the first by a Chinese company in India and exhibits close cooperation between India and China in the field of ICT. It is aimed at creating a bigger role in the innovation journey of Huawei; the creation of future-oriented technologies, generating patents from India, contributing to industry standardization, collaborating with peers and academia in R&D and supporting the digital transformation of society.Country factors: Setting up R & D center in India, HUAWEI has also been supported by the government of India and China. Speaking at the inauguration of the R&D Campus, Amitabh Kant, Secretary, Department of Industrial Policy & Promotion (DIPP), and Government of India said, "It is a privilege to be present on the occasion of the launch of the expansive R&D Campus of Huawei in Bangalore. Huawei has played an important role in the evolution of telecom ecosystem in the country and its investment in new facility further showcases Huawei’s commitment to the India market. This campus will complement the technological pride of the Indian nation, providing opportunities to multiple technology professionals & engineers." His Excellency Mr. Le Yucheng, China’s Ambassador to India commented, "It is a proud moment for the two countries, as Huawei’s investment in its new R&D campus in India reiterates conducive trade relations between India and China, and further enhances bilateral trade between the two countries."Product factors: At 30 November , 2011, Huawei announced the opening of a Global Network Operations Center (GNOC) in Bangalore, which complements Huawei's existing Network Operation Center (NOC) located in New Delhi. The GNOC will offer a wide range of managed services capabilities that will meet the current and future needs of Huawei's operator customers, enabling them to substantially improve their network quality, leverage network investment, and reduce operating costs. India population is dense, the labor cost is low, production costs will also be reduced. Global position: The India R&D center plays a key role in component development and delivery center of Huawei for the global markets and has ownership of almost all software platforms, components and products being developed in India. India R&D center is engaged in developing cutting-edge software products and platforms in theareas of IP based Data transmission networks, Intelligent Networks, BSS, OSS, Terminal devices and future oriented technologies including SDN, Big Data, Cloud, Mobile Internet, Digital Services etc. The center has evolved as the biggest competence center for global product and solution delivery.Besides its own development centre, Huawei has significant cooperation with the Indian IT industry through outsourcing software development, testing, and system integration work to Indian IT service companies, that has resulted in employment generation, IT export revenues and telecom domain expertise for these Indian companies.Marketing needs: Presently, the Indian telecom sector is undergoing a major transformation. The last decade has seen an exponential growth of mobile users from a few million to near a billion today. This growth was driven by a latent demand for voice traffic. We are now moving from a voice-only network to a …voice also‟ network which will see huge consumption of data volumes, adoptions of new applications & content-rich services, and a bigger penetration of smart phones. Translating this to wireless technology, this will mean a service-aware network that is elastic for varying customer needs, and is flatter with highly-scalable backhaul capabilities.3.3 The Adjustment for Local CriteriaAt 11 November, 2014, Huawei announced their flagship device, Huawei Mate7, at an exclusive event held in Sydney, Australia. Mate7, featuring a new single-touch fingerprint technology, a big 6-inch screen with FHD display for enhanced entertainment viewing, a slimmer 7.9mm body for increased comfort, a more powerful octa-core chipset for superior performance and a longer-lasting 4100 mAh battery. Huawei Mate7 is the latest big-screen smartphone from Huawei as it showcased its big ambitions to be one of the top smartphone vendors in the world. HUAWEI is changing its marketing approach, trying to get rid of the image of the supplier of cheap tech products, and this is a problem for many China Company. This is an important change for a company focused on engineering research anddevelopment, and relatively less attention to the company's consumer brands.We are proud to offer one of the fastest and most enjoyable big-screen smartphone experiences for Australian consumers. It‟ s a symbol of our relentless commitment for innovation and making it possible for people everywhere to enjoy our premium quality products, ” said Howard Chen, Managing Director Consumer Business Group at Huawei Australia. “Huawei Mate7 leads the big-screen pack with smarter and faster 4G Cat6 performance, impressive battery power efficiency, and outstanding convenience with its superior single-touch fingerprint technology.”(, 2015)It‟s become apparent that Australians love big and fast 4G smartphones and the Huawei Mate7 certainly delivers. As we carry our lives around in these smartphones nowadays, Huawei‟s new fingerprint technology is right on the button, offering consumers‟greater piece of mind and protection.With the availability of our new innovative enterprise solutions and expanding our product portfolio across Australia, we want to give Australian businesses choice. More importantly give them the ability to efficiently run and service their business needs through our end-to-end solutions,”said Peter Rossi, CTO at Huawei Australia. In the last ten years Huawei has invested globally $24 billion (US dollars) in Research & Development. These leading edge products are the result of this investment and it’s exciting that Australian businesses and organisations now have the opportunity to consider these products as part of their ICT solutions said Mr Rossi.Now, Huawei is a leading information and communications technology (ICT) solutions provider with the vision to enrich life through communication. Half of the Australian population already use some sort of Huawei product for their telecommunications needs.3.4 Pricing, Distribution Policies and LogisticsPricing: HUAWEI mainly adopted three pricing strategies. Penetration pricing strategy: New products listed at the beginning of a low price, could attracting a largenumber of consumers, expanding market share. Psychological pricing strategy: Mantissa pricing retained ending prices, take a fraction of the price, will set the price below the integer level, so that prices at a low level. Competition oriented pricing strategy: In the market, the price of the same kind of commodity price is the basis of the price, and the price level is determined by the change of competitive price. HUAWEI glory quad core pricing 1888 yuan while Mi 2 pricing 1999 yuan. Distribution: HUAWEI's distribution concept is mutually beneficial and win-win. Through the establishment of distribution channels to ensure that the common long-term interests of HUAWEI, channels, customers.HUAWEI in the international market is usually carried out by agents. As the contact of manufacture and retailer ( consumer), agent plays an important role in distributing of products and obtaining resources of customer.Huawei Technologies Australia announced its intention to grow its channel business with the appointment of DNA Connect as its national distributor.Huawei Head of Enterprise, Daniel Lin said the company had firm plans to extend its reach beyond its established communications technology into the server, storage and data centre business across Australia.“Huawei has identified synergies and strengths with DNA Connect that will help us grow existing channel relationships and win new business,”Mr Lin said. (, 2015)With more than 20 years experience in the distribution business DNA Connect highlighted its proven success with a range of innovative channel offerings including its focus on pre-sales architect solutions, demand generation, partner technicalenablement and certification and sales support.Logistics: Huawei online mall using the SF express service. SF express is the fastest best service delivery company in China. By SF express, Huawei customers can receive their products which were bought online in the shortest time.3.5 Communication StrategyCommunicating product attributes to prospective customers is a critical element in the marketing mix. How a firm communicates with customers depends partly on the choice of channel. Integrated marketing communications (IMC) is the coordination of all promotional activities—media advertising, direct mail, personal selling, sales promotion, and public relations—to produce a unified customer-focused message. Through public relations, using mass media, internal publications and other means, with customers, government departments, the surrounding community, financial institutions, etc., to establish a good relationship, and strive for social support, create a good atmosphere for development. Establish a good corporate image, improve enterprise visibility, reputation and creditworthiness, to provide good environment for enterprise growth and sustainable development. And the company could make adjustments to different markets. Let customers know more about the company's products, so that improve product sales.Huawei used the pull strategy. Huawei Glory used a lot of advertising to promote. Many bus station in Guangzhou are posted full of the brand advertising of Huawei Glory. All of the ads are about don't talk about dreams, have a dream and do it. Consumer is the main object of the enterprise advertising. After consumers watched the ads, they will consider whether to accept the content of advertising, whether theneed to promote the advertising products. If they really need to, consumers will really have the incentive to buy. As a result, the first of the advertising effect is the consumer, the enterprise advertising must be able to be accepted by consumers, it can produce the effect.10。
HND国际商业组织outcome1
Introduction:This report mainly wrote GM to enter the international market of some of the history, and after entering the international market structure changes. There are two topic in this report.Topic 1Describe the historic context of a global business organization from its beginnings to present day, including scaleGM, General MotosGeneral motors is by William Durant in 1908 September in buick motor company developed on the basis of American auto city, was founded in Detroit. General motors have intervened in global 33 countries established automobile manufacturing business; the automobile products are sold in more than 200 countries.GM export department in the Philippine capital Manila the establishment of the first Far East branches. By the 1920s mid-century, gm North American manufacturing export department has put the car exports to Asia.In 1922, Manila office moved to Shanghai, China, for the future of China assembly line laid a foundation. 1923 the Sloan company as President, and to the company's production line for rationalization adjustment, the company thus into rapid development period.After the Second World War, GM decision-makers realize there will be a car sales period, launched a larger, more profit potential cars, and strengthened in automobile market leading position, and in other products on the market has also won the main position, become one of America's biggest Military supplies contractor. In 1923,general motors in Europe opened the first production factoryAs outside North America countries and regions in the manufacture and sales of the car first attempt, gm in Denmark Copenhagen opened the first production factory. The factory first production Chevrolet motor, in Scandinavian countries, Baltic countries, Germany, Poland, Czechoslovakia, Austria, Hungary and Russia sales. General motors in 1926 and continue to conduct its global expansion, step to gm Australia Co., LTD was established opened its in Asia and South America founded new subsidiary companies and factories prologue. Successively completed in the factory located in Melbourne, Australia, Perth, Sydney and Adelaide, Brisbane...In 1926, accelerating the global expansion. Gm in New Zealand Co., LTD started production copper torre business.Gm Japan Co., LTD. Was set up, the office is located in kobe.Gm Japanese Company to open a new factory in Osaka.And then in 1927 established gm Java Company (now Indonesia)1Topic2Describe the development of the organization’s expansion including global acquisition and mergers and business structure --- whether centralized or decentralizedThe company has combined in 1911 trucks fast car company and the integrity of the company, composed of GM truck company, has purchased a tractor company in the same year, 1913, the company purchased the refrigerator Health (later the Frigidaire Division) and the Champion Spark Plug Company (later renamed AC Spark Plug Company) and so on.Durant regained control after he acquired the Shelton car company, Fisher 60% of the 1shares of auto companies and auto makers in Canada McLaughlin Motor Company (later the GM Canada). During World War I, the company produced a large number of trucks for the troops, ambulances, aircraft engines and so on.After the war, the company has through the creation of General Motors Acceptance Corporation to strengthen product wholesale, with great success. 1923, has merged with yellow car manufacturing company and several aircraft companies, launched a 1925 Chevrolet sedan to compete with Ford to make modern car design and implementation of "a car and needs money for a goal" and the annual introduced a new model of strategy to the Ford Motor Company, thrown far behind.In 1980, GM sold the Frigidaire division and the Terex Division. In 1984, GM invested 2.5 billion acquisition of Electronic Data Systems; 1985, also announced the formation of Saturn Corporation, a Japanese-style in the Tennessee factory production cars, and 4.7 billion acquisition of Hughes Aircraft Company. At the same time, GM has also launched joint ventures with other companies more than 50 companies, from manufacturing to artificial intelligence, robotics companies, a wide range, with Smith's words, this is to find the key to the 21st century.2ConclusionsGM has a long history, GM after a great deal of international market expansion, accompanied by merger and acquisition and successful opened the international market.2HND Global Business Organisations: F27C 35Candidate name: Chen TianlunStudent ID: 095194915Tutor: Minggui QuTitle of the project: Investigation of the organizational structure of GM Word count: 690。
2024年国际商务与贸易培训资料
• 环境保护与贸易政策：随着全球环境问题的日益严重，环境保护与贸易政策的 关系也越来越受到关注。各国政府和国际组织正在积极探讨如何将环境保护与 贸易政策相结合，促进可持续发展。这包括推广绿色贸易、制定环境标准、实 施环境税等政策措施。
国际商务合同风险防范措施
事前风险防范
通过尽职调查、风险评估等手段，预防潜在风险 。
事中风险监控
建立风险监控机制，及时发现并应对合同履行过 程中的风险。
事后风险处置
采取协商、调解、仲裁或诉讼等方式，妥善解决 合同纠纷，降低损失。
06
国际支付与结算方式选择及 应用
汇款、托收和信用证等传统支付方式介绍
风险控制措施
为降低支付风险，可以采取以下措施：建立信用评估机制，对交易对手进行信用评估；选择合适的支付方式，根 据交易情况选择最合适的支付方式；采用第三方担保或保险机制，为交易双方提供保障；加强法律法规建设，规 范国际支付行为。
07
国际商务法律法规与知识产 权保护
世界贸易组织相关法律法规介绍
世界贸易组织（WTO）基本原则
加强国际合作与交流
国际商务活动促进了商品、资本、技 术和信息等生产要素的跨国流动，推 动了经济全球化进程。
国际商务活动促进了不同国家和地区 之间的经济交流与合作，有利于加强 国际合作与交流。
促进企业国际化
通过国际商务活动，企业可以拓展海 外市场，获取国际资源，提高企业国 际化水平。
当代国际商务发展趋势与挑战
2024年国际商务与贸易培训 资料
汇报人：XX
国际商务专业人员职业资格国家二级职业资格证书
国际商务专业人员职业资格国家二级职业资格证书一、背景介绍国际商务是一个不断发展的领域，随着全球化的深入发展，国际商务领域的人才需求也逐渐增加。
为了提高国际商务专业人员的素质，我国国家人力资源和社会保障部于2006年颁布了《国际商务专业人员职业资格国家二级职业资格证书》（简称国际商务二级证书）。
二、国际商务二级证书的意义国际商务二级证书是对国际商务专业人员技能和知识水平的认证，具有一定的权威性和可信度。
持有该证书的人员在就业、职称评定、职业发展等方面会得到更多的机会和便利。
国际商务二级证书也是国际商务专业人员自我提升的有力工具，可以有效地提高自身的竞争力和专业素养。
三、获得国际商务二级证书的条件要获得国际商务二级证书，申请人需要符合一定的条件和资格要求。
申请人需要具有相关的学位等级或者工作经验，包括国际贸易、国际商务英语、国际经济与贸易等专业背景。
申请人需要参加国家规定的考试，并且考试成绩达到一定的标准。
申请人还需要通过面试等环节的综合评定，确保其在国际商务领域具有一定的实际能力和工作经验。
四、国际商务二级证书的考试内容国际商务二级证书的考试内容主要包括国际贸易实务、国际商务英语、国际市场营销、国际贸易政策与法规等方面的知识。
考试形式既包括笔试，也包括口试，以全面评价考生的专业知识和实际应用能力。
考试内容还会根据国际商务领域的最新发展动态进行更新和调整，确保考试内容的时效性和适用性。
五、国际商务二级证书的培训和认定机构为了保证国际商务二级证书的质量和水平，国家设立了一些专门的培训和认定机构，负责组织培训和考试，并对考试成绩进行认证和公布。
这些机构包括国家商务部门和一些专业的职业资格认定机构，具有一定的权威性和公信力，可以有效地保障证书的申请和认证程序的公平和合理。
六、国际商务二级证书的发展前景随着我国经济的不断发展和对外贸易的持续增长，国际商务领域的人才需求会继续增加。
国际商务二级证书作为对国际商务专业人员能力的认证，将会在就业、职业发展等方面发挥越来越重要的作用。
HND项目专业课程设置一览表
HND项目专业课程设置一览表中文名称学分英文名称Busin ess Law: An In troducti on 商法导论 1Bus in ess Con tractual商务契约关系 1 Relati on shipsBus in ess Acco un ti ng 商务会计 2Economic Issues: Anintroduction 经济学导论 1Man agi ng People and人力和组织管理 2 Orga ni sati onsCommuni cati on: An alys ing andPrese nting Complex 商务沟通技巧 1Communi cati onIntern ati onal Market ing: An国际营销导论 1 in troducti onIn ternati on al Market ing: The Mix 国际市场组合 1in formati on and Communi cati on商务信息与通讯技术 2 Tech no logy in Bus in essBus in ess Culture and Strategy 商务文化与策略 2Global Trade and Bus in ess:记分单元1 1 Graded Unit 11Econo mics 1: Micro and Macro经济学I :微观与宏观理论及其应用 经济学U :世界经济 1 财政预算 1 国际惯例 1 出口援助资源 1 出口 2 财务报表分析 2 国际物流2 国际商业组织2Theory and Applicati onEcono mics 2: The World Economy Prepari ng Finan cial Forecasts Intern ati onal In stituti ons Sources of Export Assista nee Export ingFinancial Reporting and Analysis Intern ati onal LogisticsGlobal Bus in ess Orga ni sati onsGlobal Trade and Bus in ess:记分单元2 2Graded un it 21国际理财Finan cial Services课程设置英文名称Busin ess Acco untingBusin ess Law: An In troducti onCommuni cati on: An alys ing andPrese nting Complex Communi cati onCreati ng a Culture of CustomerCareEcono mic Issues: AnIn troducti onFinan cial Sector: AnIn troducti onIn formati on Tech no logy: Applicati ons Software 1 Man agi ng People and Orga ni sati onsMarket ing: An In troducti on中文名称学分商务会计 2 商法导论 1商务沟通技巧 1 客户服务文化构建 1 经济学导论 1 金融业导论 1信息技术应用软件1 I人力和组织管理 2 市场学导论1Personal Finan cial Services 个人理财服务保险原理 1记分单元1 1经济学U :世界经1济国际贸易融资2 金融服务业规范 1所得税1信息技术应用软件1n投资学 2 养老金规划 2 个人和商业信贷 2 财政预算1记分单元2 1记分单元31Prin ciples of In sura nee Finan cial Services: Group AwardGraded Unit 1Econo mics 2: The World EconomyFinancing Intern ati onal Trade Finan cial Services Regulatory Framework In come TaxIn formati on Tech no logy: Applicati ons Software 2 In vestme nt Pension Provisi onPersonal and Commercial Lending Prepari ng Finan cial Forecasts Finan cial Services: Group Award Graded Unit 2Finan cial Services: Group AwardGraded Un it 3。
国际商务组织与控制课件
国际商务组织的发展历程
要点一
总结词
国际商务组织的发展历程经历了多个阶段，包括萌芽期、 发展期和成熟期。
要点二
详细描述
在萌芽期，国际商务组织主要表现为国际贸易和商业合作 。随着全球化进程加速，国际商务组织逐渐发展壮大，形 成了跨国公司和国际联盟等组织形式。进入成熟期，国际 商务组织的数量和规模不断扩大，涉及领域更加广泛，合 作形式也更加多样。同时，国际商务组织也面临着诸多挑 战，如文化差异、法律法规差异等。
国际商务组织的战略规划
01
02
03
战略分析
介绍国际商务组织在进行 战略规划时所需进行的环 境分析、资源分析和竞争 分析等。
战略选择
根据战略分析的结果，提 出国际商务组织的战略选 择，如市场渗透、产品开 发、多元化等。
战略实施与监控
阐述如何将选择的战略转 化为具体的行动计划，并 建立相应的监控机制以确 保战略的有效实施。
国际知识产权保护法律规范
保护知识产权，打击侵权行为，促进技术创新。
国际商务组织的税务环境
国际税收协定
为跨国公司减轻税务负担 ，避免双重征税。
税务筹划与合规
合理规划税务，降低税务 风险，确保合规经营。
税务争议解决机制
建立有效的争议解决机制 ，保障跨国公司的合法权 益。
国际商务组织的贸易壁垒与市场准入
可持续发展战略的挑战与 应对
国际商务组织在实施可持续发展战略过程中 面临诸多挑战，如资源限制、政策法规等， 需要采取有效的应对措施。
国际商务组织的人才管理挑战
人才管理挑战的来源
国际商务组织的业务范围广泛，涉及不同国家和地区的市场和文 化，对人才的需求和要求也日益多样化、复杂化。
国际商务(第五版)第7章——国际企业组织
协调系统
协调有助于实现技术效率和代理效率
协调有助于提高技术效率，是因为协调保证了（水平方向上） 部门之间的活动相互一致，可以更好地实现规模经济和范围经 济效应。
协调还可以降低代理成本，实现代理效率。这是因为协调保证 了（垂直方向上）上级和下级的目标一致，降低了委托人和代 理人之间信息的不对称性。
当企业选择部门划分所依据的维度时，应该考虑到潜在 规模经济和范围经济的实现。
垂直差异化：配置权威
配置权威，也称控制（control），分为集权和分权。
集权 把决策权集中在高层管理者手中叫作集权。
分权
把决策权下放给低层管理者叫作分权。
垂直差异化：配置权威
集权的4条理由
第一，集权有助于协调。 第二，集权能保证决策与组织目标相一致。若把决策权分配给
与采取本土化战略的企业相比，采取跨国战略的企业更需要拥 有一个为各国子公司所共享的企业文化，而那些采取全球标准 化战略和国际战略的企业介于两者之间。
这恰恰与不同全球战略的协调需求差异所对应。
企业的基本结构
U型结构 M型结构 矩阵结构 网络结构 杂合、混合结构
基本结构：U型结构
U型结构，即单一职能结构（ unitary functional structure ）是 纵向一体化、有多个职能部门、生产单一产品的典型结构。
控制系统：控制机制
管理绩效评价。
除了衡量子公司业绩，多国企业还需要单独评价子公司经理人 员，以避免惩罚或奖励其不可控制的情况。
至于哪些条件是子公司不可控的，在每个多国企业和每个子公 司都不同。
原则上，当由母公司进行决策，且子公司不能采取相应风险管 理措施消除其负面影响时，尤其是为了公司整体业绩而牺牲个 别子公司收益的情况下，应单独评价子公司经理人员。
HND 大综合1 中文翻译
G -巴尔可编程序控制器(plc)的案例研究背景资料G制造、批发和巴尔可编程序控制器(plc)饮料,主要市场碳酸饮料。
在格拉斯哥的基础,它一直制造软饮料在苏格兰自1875年以来。
其最知名的产品,Irn-Bru产生于1901年,是第一个。
巴尔的成了众人的有限公司于1965年。
生意一直与之关联的巴尔的家人和肢体的大多数的公司的股票。
然而,罗宾·巴尔,主席,是唯一的成员在巴尔的家人仍然直接聘用的业务。
巴尔的有一个深思熟虑的政策将焦点集中在饮料市场。
它不产生任何其他类型的产品,没有兴趣在任何其他领域的业务活动。
它把自己描述成一个“独立,消费者发光二极管(led)和有利可图的上市公司,从事制造、分销和销售品牌软饮”。
在过去的40年,这个数字在苏格兰的软饮料制造商已经下降,由大约有200到大约六岁了。
巴尔的是迄今为止最大的生存。
在过去的几年中,巴尔的已经获得了一个数量的其他公司。
这些包括软饮料公司,特别是那些在英格兰,例如除了在1972年与Mandora有限的圣克曼斯菲尔德于1988年。
在2001年,Findlays有限的,其产生的Findlays爱丁堡池泉山矿泉水,变成了一个在中国的全资子公司,G巴尔可编程序控制器(plc)。
附录1的细目巴尔的组织。
这个软性饮料市场和巴尔的产品目录巴尔的国际知名品牌竞争所拥有的大型跨国公司,就像可口可乐和百事可乐。
它这样做是由一组的品牌和品牌拥有本身属于其他公司,这些公司的安排,它在英国。
品牌是高度显著的软饮料市场。
这意味着公司必须有可用资金投入市场营销他们的产品。
与此同时,他们也必须要能够生产足够数量来获得规模经济的生产。
传统上,巴尔的力量是在苏格兰Irn-Bru杂货店的地方是最主要的品牌名称。
公司拥有一支长期的目标是增加销售额的南部边境。
销量一直呈上升趋势,但他们仍然相比微不足道,销售在苏格兰。
尽管如此,现在是Irn-Bru百强品牌在英国的杂货店。
这是第三个最大的软饮料在英国和顶级的non-cola品牌。
HND国际商务组织
The Investigative Report of Global Business OrganizationCandidate Name: Litao LiuCandidate Award: GTBCandidate SCN: 0Word Count: 3000 WordsTable of Contents1. Introduction (3)2. Development and Findings (4)The Global Expansion process of the Organization (4)The Changes of Business Structure (10)Evaluate the strategies of R&D of the Organization (12)Explanation of Decision making process of Production Unit 15 Identify the criteria affects the decisions to alter goods17 Pricing strategy, distribution strategy and effects of logistics (19)Communication strategy adopted and evaluation (21)Analyze the recruitment policy of the organization (22)Analyze the salaries in the countries it operates (24)Compare the variations in labor relations (25)Explain the financial decision making : centralization/decentralization (26)How exchange rate fluctuation affect the organization (31)Methods adopted in Annual Accounts (33)Financial influences in decision making of global production (35)3. Conclusions (36)4. Reference (37)5. Appendix (38)1. IntroductionThe report is about the Global Business Organization. From here reflect a global company perspective. The company is Li Hejun’s Hanergy Holding Group Limited. Hanergy Holding Group Co. Ltd. was established in 1994. Head was quartered in Beijing, in more than 10 provinces in China and the United States, Britain, the Netherlands, Hong Kong and other countries and regions with subsidiaries and affiliates. Group hydropower and other clean energy-based tradition, has been built, under construction in the interests of the total installed capacity of hydropower projects over six million kilowatts; solar photovoltaic industry is dominated by investment in Guangdong, Sichuan, construction production capacity of about more than 3GW solar photovoltaic R & D base, is the largest and highest degree of specialization private clean energy companies.This report described the Hanergy Holding Group Co. Ltd’s profileand development since the establishment. It is from the point of view of the global economic development to the company in the process of expansion, mergers and acquisitions. The report described the changes in the company's internal process, and then found out the mutual influence between the global economy and the company.2. Development and FindingsThe Global Expansion process of the OrganizationHanergy Holding Group (Beijing He Tai He Trade & Development at the time) was incorporated in 1994. August 28, 2000, Hanergy began construction on its first hydropower station, Mujing Hydropower Station, on the Dongjiang River, Guangdong province. November 2006, Hanergy's projects were registered with the Executive Board of the UN's Clean Development Mechanism. November 9, 2007 All three phases of the Helanshan Wind Farm in Ningxia Autonomous Region were connected to the grid for power generation. December 29, 2007 Wulanghe River Secondary Hydropower Station in Yunnan Province was connected to the grid for power generation. May 21, 2008 The First Phase of Rudong Wind Farm in Jiangsu Province, also the largest wind farm in Asia at the time, was connected to the grid for powergeneration. December 20,2012, The 20MW ground-mounted solar power station owned by Hanergy, located at Taiyangshan Development Zone of Wuzhong City, Ningxia, celebrated its grid connection, making it Hanergy’s first large-scale centralized ground-mounted PV power station with successful grid connection in China. November 29, 2012, Hanergy announced that it achieved a 3GW annual production capacity of thin-film PV modules, which makes it the largest thin-film solar company in the world. September 25, 2012, Hanergy completed the acquisition of Solibro GmbH, a subsidiary of . June 30, 2012, L' Aquila PV Power Station in Italy was connected to the grid for power generation. The power station was developed and constructed by Hanergy in partnership with AzzeroCO2 and Exalto. June 13, 2012, Hanergy established a strategic partnership with IKEA, based on which Hanergy will install photovoltaic panels on the rooftops of all IKEA stores in China and select IKEA vendors. The IKEA project, including production and installation of PV panels, will be executed in three years. September 9, 2013, Hanergy Holding Group and the Climate Group co-organized the forum “The Third Industrial Revolution & China” at Hanergy’s Beijing headquarters. Jeremy Rifkin, a well-known American economist and expert on social trends and the author of The Third Industrial Revolution, attended the forum. It was the first time Rifkin had visited China, and Hanergywas his first stop. September 3, 2013, Hanergy signed a cooperation framework agreement with the China-Africa Development Fund to work together on expanding markets in Africa and Portuguese-speaking countries. August 14, 2013, Michel Sidibé, Under Secretary-general of the UN and Executive Director of UNAIDS, visited Hanergy and discussed the global HIV/AIDS partnership and the role of Chinese private companies in HIV response. Chinese entrepreneurs as well as representatives of UN agencies and the National Health and Family Planning Commission were in attendance. July 3, 2013, Hanergy and IKEA hosted the Launching & Grid-Connection Ceremony for Hanergy-IKEA Roof-top Power Stations. So far, Hanergy has installed thin-film PV solar power panels on the roof-tops of five IKEA stores. January 9, 2013, Hanergy finalized the acquisition of MiaSolé, a US manufacturer of CIGS thin-film PV modules. The deal brought to the group not only globe-leading CIGS technology with the highest conversion efficiency in the world, but also a company size that ranks among the top thin-film PV players globally. August 13, 2014, Hanergy announced that it had completed its acquisition of Alta Devices, giving it an advantage in the world’s most efficient thin-film photovoltaic technology – the GaAs flexible thin-film technology. June 15, 2014, In the 24 Hours of Le Mans race of the FIA World Endurance Championship, Hanergy designed a partnershipagreement with Aston Martin Racing and thus became the team’s exclusive solar power partner. The two parties will work together utilizing Hanergy’s flexible thin-film power generation technology in the FIA World Endurance Championship to improve the performance of racecars. May 19, 2014, Hanergy Global Solar Power & Applications Asia Pacific Limited Company, a wholly-owned subsidiary of Hanergy Solar Group, signed a strategic cooperation framework memorandum at Hanergy Holding Group’s headquarters with Sojitz Machinery Corporation, a wholly-owned subsidiary of Sojitz Corporation. According to the memorandum, the two companies will establish a long-term strategic partnership for thin-film solar power generation in Japan and other countries. February 28, 2014, The Traditional Chinese version of China’s New Energy Revolution, the first book by Hanergy Holding Group’s Chairman and CEO Li Hejun, was released. The Traditional Chinese version will be distributed in Hong Kong, Macau, Taiwan, and countries outside China. February 27, 2014, The first Zero Discrimination Day in China, co-organized by UNAIDS, the China Red Ribbon Foundation, and Hanergy Holding Group, was observed at the Secretariat of the China Red Ribbon Foundation, which is located at Hanergy’s Be ijing Headquarters. Mid-February, MIT Technology Review released its Most Innovative Companies list for 2014, on which Hanergy ranked 23rd. Hanergy wasthe only Chinese energy company that made it to the list. Other companies on the list included Tesla, Google, Samsung, BMW, and , The International Business Times released its list of the top seven solar power projects in the world for 2013. Hanergy’s program to sell its solar cells in IKEA and the California Valley Solar Ranch project were both on the list. Late-January, Hanergy Holding Group’s Chairman and CEO Li Hejun visited Togo, C?te d’Ivoire, and Mali. He discussed ways in which thin-film solar power technology could change the local energy mix in Africa, the growth of the African economy, corporate social responsibility, and other issues with Togolese President Faure Gnassingbé, Ivorian President Alassane Ouattara, and Malian President Ibrahim Boubacar Ke?ta. January 13,2014, The China Photovoltaic Industry Alliance was established in Beijing, and the China New Energy Chamber of Commerce’s Chairman Li Hejun was appointed as the Alliance’s Chairman. The Alliance was launched by more than 100 well-known photovoltaics companies, including Hanergy, Dongyue Federation, Hi-Tech Wealth, Apollo Solar Energy Technology, TEL Solar, and Almaden, as well as research institutions. January 8, 2014, Hanergy signed a cooperation agreement with China Minsheng Bank and the Asia Financial Cooperation Association to establish a comprehensive strategic partnership. In the following three years, China MinshengBank and the Asia Financial Cooperation Association will provide Hanergy with no less than 20 billion yuan in comprehensive financing support to boost Hanergy’s strategic development in photovoltaics, hydropower, and other 1 the company from inception to the present expansion process, it has not been difficult to find the company held hydroelectric and photovoltaic industry such new energy industry's core technology. The company has always led the development of new energy industries. The company's energy facilities even became a mainstay in some areas. The company’s cooperation with governments and international organizations are also closely. Through mergers and acquisitions, the company had to seize market share in many countries. In China, Hanergy Holding Group Limitedbased mainly on the support of regional development in China. Is that some of the government's cooperation projects or activities like poverty alleviation. The company is by small businesses and ways of cooperation with large enterprises and government or international organization mergers and acquisitions to enter the international market.1 Source:The Changes of Business StructureAs a global company, Hanergy’s business structure is really complex and comprehe nsive. But in the early age, company’s structure was more simple.Graph 1: Hanergy’s organization structure(early stage)Data Source:2: Hanergy’s organization structure(present status)Data Source: graph 2 is also not integral, because the company’s structure has many details. It is not difficult to see that Hanergy’s organization structure in the early stage is simple. Leaders make decisions, each department go execute. That is the work process. Centralization phenomenon is obviously. With the company’s global expansion, the management team cannot deal with the whole work by themselves. So they must work points to the underlying. Centralization and decentralization are more important in business management rights. Centralization is the business management authority more concentrated in the top of the corporate form of organization. It is characterized by the majority of business decision-making power concentrated in the hands of senior leadership, to subordinate control more unified management, unified accounting. The advantage is in favor of centralized leadership, coordinating the activities of the sector, it is conducive to professional management, improve the efficiency of management activities. Decentralization is the management rights of enterprises are dispersed in an appropriate form of organization in the underlying business. Characterized by the lower middle class have more decision-making power and less control of their superiors, under the unified planning can make their own decisions, independent accounting. Hanergy’s centralization and decentralization’sprocess is for these reasons.Evaluate the strategies of R&D of the OrganizationThe key to survival in the industry rely on technical innovation, which also represents as the driving force for keeping longevity of business.??Hanergy has attached great importance to investing in thin-film solar cell research. Six R&D centers have been established by Hanergy in Beijing, Sichuan, Silicone Valley of the US, and Uppsala, Sweden.?So far, Hanergy has applied for almost 1000 patents in new energy, out of which 60% are invention patents (including core patents from the acquired overseas companies). It has also been the chief developer or involved in the development of more than 10 national and industry standards on photovoltaics. The technological muscle of the corporation is also shown by its title of “National Hi-tech Company” and owning a Post-doctoral Research Center in the 2 and flexible solar cells represent the future of the PV industry. Based on this strategic thinking, Hanergy commissioned experts to select some companies with great potential out of the PV companies in Europe, the US and Japan for a global technical integration. This was also a significant move for Hanergy 2 Source:to go global and become a multinational clean energy player. In September 2012, Hanergy finalized the acquisition of Silbro under the German PV giant Q-Cells. With CIGS functional layers deposited on the glass substrate through co-evaporation, the CIGS technology possessed by Solibro has the greatest potentials to be improved. In 2012, the CIGS models produced by the company had over 12% conversion efficiency on average, which were among the highest conversion efficiencies of its kind globally. On June 5, 2012, Hanergy acquired Solibro, a subsidiary of Q-CELLS and a CIGS thin-film battery manufacturer. The enterprise’s CIGS thin-film solar battery has the world’s highest module-component conversion efficiency. At present, the research conversion efficiency has reached %, which is certified by National Renewable Energy Laboratory (NREL). On January 9, 2013, Hanergy announced at its headquarters in Beijing that the company had completed the acquisition with MiaSolé, taking its second step of overseas technical integration. Through this acquisition, Hanergy obtained the CIGS technology with the world’s highest conversion rate. At the same time, the production conversion rate reached %, making Hanergy the world’s largest thin-film solar enterprise boasting the most advanced technologies. On July 25, 2013, Hanergy successfully acquired Global Solar Energy, a globally leadingthin-film solar manufacturer headquartered in Tucson, Arizona, US. Its soft solar battery modules can be widely used in Building Integrated PV (BIPV), solar roof systems, and electric cars. Through acquisition of GSE, Hanergy has become the world’s first company that has realized mass-production of soft thin-film solar modules and occupied the forefront of thin-film photovoltaic technologies. With CIGS, a PV technology with the highest conversion efficiency in the world, brought by the technical acquisition, Hanergy has become the largest thin-film solar power company with the strongest technical expertise in the area in the world. So far, Hanergy has positioned itself at the frontier of global thin-film solar power technology, with seven technical roadmaps including a-Si/Ge, a-Si/μc-Si, CIGS,etc.A company should be an all-time technical leader in order to survive and thrive. As a global leading thin-film solar power company, Hanergy not only engages in R&D of thin-film photovoltaic technology, but also keep close track of the development trends and the global research progress of future clean energy such as the cutting edge photovoltaic technology. In this way, the company can maintain our strategic judgment of the development of clean energy in particular photovoltaic solar power, and stay in close contact with and lead the cutting-edge technical innovation. At present, Hanergy isfocused on R&D topics such as energy storage technology, smart micro-grid, concentrate photovoltaics, organic solar cells and hetero-junction solar cells.Explanation of Decision making process of Production Unit Corporate decision making happens at various levels in organizations and can be top down or bottom up. The difference between these two styles of decision making is that the top down decision making is done at the higher levels of the hierarchy and the decisions are passed down the corporate ladder to be implemented. On the other hand, bottom up decision making is done by giving autonomy to the middle managers and the line managers to take decisions based on the conditions and circumstances existing in their teams. In many organizations, what we see is a top down decision making in the realms of policy, strategic focus, directionin which the organization has to proceed and bottom up decision making about the day to day running of the teams. It needs to be remembered that the mid dle management is often called the “sandwich” layer because they have to implement the decisions made above and at the same time have to decide about how to run the teams and have to communicate them to the lower levels as well. The point here isthat in any process of corporate decision making, the actual implementers play a critical role since the best laid plans of the top management can go awry in case there is no commitment from the middle management. Hence, many organizations organize off site meetings at resorts and other places where the senior management briefs the middle management about the decisions that they have taken and how it would impact the organization. Corporate decision making is also characterized by consensus or the lack of it. Like in the real world, corporations often have power centers and groups that have their own agendas and hence arriving at a consensus can be cumbersome for the CEO or the Chairman of the Board of Directors. It is because of this reason that many corporations witness periodic restructurings with regards to organizational structure and with regards to turnover among the top management. In recent years, Hanergy has seen rapid and often turbulent situations in the company because of the power struggles at the top as well as lack of consensus among the top management about the direction that the company ought to take. The other aspect related to corporate decision making is that many organizations thrive on leaders who have a “halo” around them and hence decision making is smooth because the rival power centers often concede to the leader’s charisma or his or her ability and vision. Again, Hanergy has seen this happen when with theretirement of its legendary founder, Li Hejun; the company will going through a bad phase with competing factions jostling for control. Abroad, Apple is an example of a company that relied on the halo effect of its founder, Steve Jobs and once he passed away, there is some uncertainty about the way the company should take in the market. In conclusion, corporate decision making is successful as long as there is a “glue” to bind the organization together in the form of charismatic leaders or an organizational culture that values coherence and imposes stability. Once any of these conditions are removed, then the organizations fall into a self-defeating trap wherein the process of corporate decision making is impaired leading to the loss of competitiveness of the company.Identify the criteria affects the decisions to alter goods Following the strategy of 28 April 2013 on the establishment of electricity Group published after the announcement to enter the downstream solar business, the Board of Directors is pleased to announce the establishment of Hanergy Product Development Group, to accelerate the establishment of Hanergy products, brands, channels Trinity ability, by the Chairman of the company Li Hejun served as Chairman and CEO, headquartered in Silicon Valley, whichhas seven under products Division and product Development Center in Beijing, the Group will promote the development of its brands and the film generation product, entered a new 3 The main duties of the Group's product development, including research market needs of consumers and end users to analyze the potential market share to be developed and the company's total market demand, the establishment of product development projects, determine the product features, standards, pricing, cost and gross profit indicators, and is responsible for managing and implementing product development projects, the establishment and development of world-class R & D team. The Board believes that, with the establishment of the Group's product development, the Group will be more depth to develop the market demand, so that more consumers can enjoy the Group's products, for the Group more promising market. Product Development Group is in the establishment phase, depending on the actual situation and the board of directors may determine from time to time the Group's strategy, product development and the establishment of the Group's plan may be subject to change.3 Source:Pricing strategy, distribution strategy and effects of logistics The relationship between pricing strategy and channel distribution can be drawn from the fact that proper pricing strategy is one of the business strategies utilized by an organization, and the effective control or monitoring of the distribution channels helps ensure that the prices of products remain within the price limits set by an organization. Pricing strategy and channel distribution are also connected in the sense that the close monitoring of the distribution channels also helps ensure that the prices do not conflict with each other since different distributers might be tempted to tag on their own extra prices, leading to differing prices and a perception of price inconsistency. Another connection is the fact that a well-balanced external distribution channel can help a company that lacks the resources to internally distribute its products, further reducing the price of its products since the company would not be obliged to spend money in order to set up and maintain a sales team who would engage in direct sales and other considerations. One of the links between pricing strategy and channel distribution is derived from the effect that a lack of control over prices has on the manufacturer or importer of the product. Companies usually utilize pricing as one of their methods of effective strategizing. As such, any deviation from thedetermined price range will undermine the efforts of the business toward the implementation of the predetermined price. For example,a manufacturer of candles could set a maximum price for a box of50 individual candles at a determined price that takes into consideration an allowance for a margin of profit by distributors and retailers. When the distributors and retailers tag on extra amounts in excess of the maximum price set by the candle manufacturer, it defeats the aim of the company, making it necessary for such a company to put measures in place that will curtail these actions. Pricing strategy and channel distribution are also connected by the fact that the availability of good distribution channels means that a company will not have to spend any money on setting up its own internal distribution channel. Setting up a private distribution channel will involve hiring, training and paying the remuneration of a sales team, providing logistics to the sales team to enable them to effectively carry out their duties, and setting up outlets for the further distribution of the product. Where the company does not need to do this, the money that would have been saved will allow it to further reduce the price of the product.Communication strategy adopted and evaluationCommunication is the sharing or exchange of thought by oral, written, or nonverbal means. To function effectively, managers need to know and be able to apply strategically a variety of communication skills that match varying managerial tasks. These tasks might call for nonverbal, presentational, or written skills as the manager meets others, speaks at meetings, or prepares reports to be read by clients or those higher on the organizational ladder. To work effectively, managers also need to know sources of information. Finally, managers need to understand the different communication channels , the lifeblood of any organization, needs to flow freely to be effective. Successful management requires downward communication to?subordinates, upward communication to superiors, and horizontal communication to peers in other divisions. Getting a task done, perhaps through delegation, is just one aspect of the manager's job. Obtaining the resources to do that job, letting others know what is going on, and coordinating with others are also crucial skills. These skills keep the organization working, and enhance the visibility of the manager and her division, thus ensuring continued support and promotion. Downward communication is more than passing on information to subordinates. It may involve effectively managing the tone of the message, as well as showing skill in delegation toensure the job is done effectively by the right person. In upward communication, tone is even more crucial, as are timing, strategy, and audience?adaptation. In neither case can the manager operate on automatic as the messages are sent out.4Hanergy’s communication strategy is particularly important at this time.Analyze the recruitment policy of the organizationOn the basis of its annual recruitment and headcount plan, Hanergy engages with those who recognize our corporate culture and are ready to grow together with us on a long-term basis. In the meantime, Hanergy also recruits new graduates from partner universities with relevant majors, integrity and the ambition to learn and grow. Hanergy has put in a place a well-developed human resources management and career development system. Supported by the system, staff can quickly identify with Hanergy’s corporate culture, enhance their capacity, and achieve their own growth while helping the corporation to grow. One highlight of Hanergy’s human resources system is its focus on the learning, training, and career planning of staff and the excellent planning of organizational development.4 Athos, ., and . Coffey. "Time, Space and Things." In Behavior in Organizations: A Multidimensional View. Englewood Cliffs, NJ: Prentice Hall, 1975.Based on specified functions of departments and positions, and well defined management authority and procedures, Human Resource Center motivates the individual employees to fulfill their potentials, helps them to develop their competences and expertise, and drives both the individuals and organization to become more professional. The well designed staff structure has helped to secure strategic selection, recruitment, training and retention of key staff. For example, staff evaluated with huge potentials will be promoted through a visionary selection mechanism to be middle and senior management. Besides, Hanergy also provides a well-structured incentive program, with stock options provided to the long-serving staff, and other staff motivated by promotion opportunities, honors, trainings and acknowledgment depending on his/her individual case and the stage of his/her service in the group. In this way, staff members are motivated to share the same destiny with the corporation and contribution to the sustainable growth of the company through their own growth. In return, the growth of the corporation will greatly reward the staff both tangibly and intangibly. Under the human resources development system, both well developed and individualized career development options are provided to staff based on their professional nature and personal strengths. We encourage the staff to pursue the most suitable career path options。
HND国际商业组织outcome1CXY
HND Global Business Organisations: F27C 35Candidate name: ChengXiaoyuStudent ID:135144843Tutor: Minggui QuTitle of the project:Investigation of the organizational structure of GM Word count: 735Introduction:This report mainly write General Motors to enter the international market, some of the history , after entering the international market, changes in the pattern . There are two in the subject of this report .Topic 1Describes the historical background , a global business organization, from the beginning to the present day, including the sizeGeneral Motors Corporation , GM motosGeneral Motors was founded by William Durant in September 1908 at the Buick Motor Company developed on the basis of the U.S. automobile city , was founded in Detroit . GM (General Motors) has been involved in 33 countries around the world to establish a car manufacturing business , automotive products are sold in over 200 countries.GM's export sector in the Philippine capital Manila, the first branch of the establishment of the Far East . To the 1920s , mid-century , GM North America, the car manufacturing export sector has been exported to Asia .In 1922, the Manila office moved to Shanghai, China, for the Chinese assembly lines laid the foundation for the future . In 1923, Sloan , president of the company's production line rationalization , the company will enter a rapid development period .After World War II , General Motors corporate decision makers realize that there will be a car sales during the launch of a larger , more profit potential of the car, to strengthen the automotive market leading position , and other products on the market also won the main position, to become the largest U.S. military supplies one of the contractors . In 1923, General Motors in Europe, opened its first manufacturing plantCountries and regions outside North America the manufacture and sale of automobile first attempt , General Motors in Copenhagen, Denmark opened its first manufacturing plant.The first production Chevrolet automobile factory in the Scandinavian countries , the Baltic countries , Germany, Poland , Czechoslovakia, Austria, Hungary and Russia. General Motors in 1926 , continued global expansion, strengthening General Motors Co., Ltd. was established in Australia opened its presence in Asia and South America, set up a new subsidiary companies and factories of the regiment. Has completed in the factory located in Melbourne , Australia , Perth , Sydney, Adelaide , Brisbane ...In 1926, accelerated global expansion. In New Zealand , general manager , the company began production of copper prop business.Gm Japan Co. , LTD. Established offices in kobe.Gm Japanese company founded in 1927 GM Java company opens a new factory , then Osaka.And ( now Indonesia )Topic2Describe the organization's expansion , including global acquisitions, mergers , and business development of the structure --- whether it is centralized or decentralizedCombined with the company in 1911 truck fast car company and the integrity of the company, the GM truck company , purchased a tractor company in the same year , 1913 , the company purchased a refrigerator Health ( later the Ministry of the Arctic ) and Champion Spark Plug Company ( after changed its name to AC spark Plug Company ) and so on.Durant regain control after he acquired Shelton Motor Company , Fisher's car companies and car manufacturers in Canada McLaughlin Motor Company ( later GM Canada ) 60% of the shares. During World War I , the company produces a largenumber of army trucks , ambulances , aircraft engines.After the war, the company has been through the establishment of General Motors Acceptance Corporation to strengthen product wholesale , and achieved great success. In 1923, a yellow car manufacturing companies and several aircraft companies merged , launched in 1925 to compete with Ford Chevrolet sedan , the modern automobile design and implementation of the " car, need the money as the goal" and launch a new model every year Ford Motor Company 's strategic , thrown far behind.In 1980, General Motors sold at Arctic sector and Terex . In 1984 , GM invested $ 250 million acquisition of Electronic Data Systems in 1985 , Saturn , Tennessee plant in the Japanese-style car , and $ 470 million acquisition of Hughes Aircraft Company also announced the establishment . Meanwhile, General Motors and other companies also launched a joint venture of more than 50 , from manufacturing to artificial intelligence, robotics companies , a wide range , with Smith 's words, it is to find the key to the 21st century .ConclusionGeneral Motors Corporation has a long history , General Motors Corporation through a lot of international market expansion , along with mergers and acquisitions , and successfully opened up the international market.。
国际商务组织报告
Content1 Introduction (2)2 Outcome1 (3)2.1 History (3)2.2 Entry mood (4)2.3 Organizations’ business structure (5)3 Outcome2 (7)3.1 Strategies of product (7)3.2 Production Unit and global position (8)3.3 Pricing, distribution policies and logistics (9)3.4 Need for clear communication (11)4 Outcome3 (12)4.1 Policy for recruitment to senior positions (12)4.2 Salaries structure (12)4.3 Variations in labour relations experienced (13)5 Outcome4 (15)5.1 Financial decision making (15)5.2 the effect of exchange rate fluctuation on organization (16)5.3 Financial influences (17)6 Conclusion 187 Reference 191 IntroductionThe report is for Global Business Organization, and it is to analyze the operation structure of the Kraft, and then can get some conclusion on the reason of Kraft success by using theoretic approach. (Kraft Group is an international home products retailer. It sells furniture,accessories, and bathroom and kitchen items.) Information was obtained by accessing websites, because this was the most effective way of obtaining the up-date information needed. I also extracted useful information from the books: Global Business Organization。
HND国际商业组织outcome2
IntroductionThis report mainly describes the gm in the past to do some of the decisions that for gm brought some benefits, and analyzed these decisions why can succeed.Topic1Explain the strategies which are employed by the organization for research and development on a global basis1990 gm net loss of nearly 20 billion us dollars, and this kind of situation continued to worsen, 1991 company compensated expanded to 4.5 billion dollars, 1992 more because thresh employee retirement fund and contingent liabilities, increasing to $23.5 billion loss. Jack Smith in April 1992 was later, on the stand-in gm conducted a series of company reconstruction. Gm has been a highly decentralization organization, so each institution are according to their demand and ideas, development of vehicle parts and computer system, etc. Jack Smith thinks that this system is the source of infeasible because, part number of too much, system is complex, not only efficiency is poor, the more comprehensive benefits unavailable. Thus, he asked the institution unity through common parts and computer systems to work simplification reduce cost, in order to improve the effectiveness and efficiency. This effort achieved significant performance, such as the mid-size speaking, from the original every sell a car loss $2,000, reconstruction after each ascending to sell a car would earn $1,800.1Topic2Explain the decision making process for choice of production unit and its global positionGeneral motors have twelve basic product module (Platforms), a module may front-wheel drive small cars or rear wheel drive big cars (module definition is commonly with process and product portfolio and decide, in other words, different process with different products will have different module). Jack Smith therefore on the concise, because this a compact, large factory work simplification, elastic increases, inventory decline, the scale of production also follow to ascend.Topic3Describe the criteria that affect the decision to alter goods for local marketsGm has five main product lines, originally every product lines, all have own product combination, and forms with themselves as the only consideration product portfolio concept. Therefore, sometimes with Pontiac Buick products unavoidably Oldsmobile products and in the same region competition, in the long run, easy to cause the marketof chaos and consumer's temptation. Jack Smith thoroughly will this product combination, and adopt concept break gm whole company as a benchmark portfolio of products concept.Topic4Examine pricing and distribution policies, and the effect of logistics, to the success of the products in various markets.Jack Smith in the sales policy also carried out reforms, he sold to sharply reduce rental company vehicles. Previous gm average annual sales 800,000 cars, car rental companies to car rental company bought a new car rental in a few months, will the car at a relatively low price to resell others. Soon, more and more people have found, as long as pay a new Buick price, can to buy a second-hand car rental company Cadillac (right now Cadillac only traveled thousands of miles just). Therefore, some consumers prefer to buy second-hand car rental companies, is not willing to buy a new car. Jack Smith will sell rental company vehicles lose half, this tactic that general motors reduce annual 400 million dollars of losses.Topic5Explain the need for clear communication across the global market place to aid successful marketing of products.Gm Mr Wagoner in November 2000, participate in Shanghai mayor international entrepreneur advisory committee accepting reporter's interview, when the reporter asked in after China joined the wto, gm intend to purchase directly in China automobile production, sole proprietorship, rather than seek partnership in China, common development, Richard Wagner replied: "some companies to acquire others, more companies in selling their, only a few companies will continue to lone is. And general believe that rely on partners and alliances in the new century were most likely to be successful. Shanghai gm gm now in China is the flagship of the six joint venture, and it has become a gm model factory."ConclusionFrom general motors corporation of the reconstruction of success, the company that reconstruction must be courageous abandon past success. Gm reconstruction another successful key is to recognize the refactoring is necessary, and not just is should, courage to reform, to carry on the management reform.。
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1.IntroductionThis report is written for outcome 2 of Global Organization, it will identify a companiy and the structure. Johnson & Johnson is famous company in the world,and this report is introducing the structure of Johnson & Johnson Company and use the theory of Global business organizations.2.Produces:The data for this report were gathered from Dec 1th to 9th 2010 and sourced from internet and library.3.Findings:3.1 Explain how global business organizations use research, development and innovation in order to integrate their various production locations.In order to integrate their various production locations, Johnson & Johnson use the contract manufacture especially the model of Original Equipment Manufacture (OEM). Many contract manufacturers are in Asia.In the report about the OEM list from the Johnson & Johnson include: 93 India manufactures, 73 Thailand manufactures, 35 South Korea manufactures and 34 Vietnam besides there are also some manufactures in South America, Australia, Canada, Italy, Mexico and Turkey.The OEM will benefit Johnson & Johnson after it gets into the international market. The low raw material and workforce will let Johnson & Johnson reduce the production cost and easy to transport the production from the manufacture to the whole world. And OEM also will help the Johnson & Johnson focus on the product design which is the most important element for the Sports ware company.3.2 Describe the most critical stages in the development of new products and servicesThere are 8 in the development of new products,.they are:idea generation2.idea screening,3.concept development and testing4.marketing strategy and development5.business analysis6.product development7.testing morcinlizationJohnson ＆Johnson it also has the department of product development.And every year it has the new product to meet the market.For example at the year 1920 the Johnson & Johnson develop a new product called the wound sticks,at the first johnson & Johnson get a idea,when people get hurt What can prevent from a wound infection ,so they developed a wound sticks.Then they testing new product.Then Johnson & Johnson used the Marketing Strategy Development to know the target market, product positioning, and sales, share, and profit goals for the first few years. Long-run sales and profit goals and the marketing mix strategy. Through the marketing analysis, Johnson & Johnson Company will analysis Sales, cost, and profit projections. Than next stage is prototype development and testing. And Johnoson & Johnoson Company will take a test marketing including Standard test marketsControlled test markets, simulated test markets, finally Johnoson & Johnoson Company will put the new product into the market3.3 Describe the criteria that influence the global business organisation to change products and services to adapt their products to local market conditionsThere are have many criteria that infuluence the global business organsisation to change products and services to adapt their products to local market conditions.For Johnson & Johnson, the Customer expectations and taste is very important.For example in the china the people the skin different the American.So the Johnson & Johnson need to change the raw material to meet the china market.And the Safety and legal standards are also very important to the company.As we know every country have different safety and legal standards,So the Johnson & Johnson should change their product to meet the other market.3.4 Evaluate the importance of international logistics to the production strategy. There are many factors that influence international pricing, Logistics is vital for business. It is in the chain of suppliers, manufacturers and customers. Logistics should be operate at the right time, right quantities and right place.So it will help the organization save time and money and increase profits.For Johnson & Johnson the inflation is the major facts of pricing strategy. The inflation would decrease the real price of all the goods and services. The price of the product will increase by the influences of inflation. Because the price of raw material and the cost of transport will increase under the influences of inflation. For example in 2007 the price of Johnson & Johnson skin care article is 200 RMB and by the influences of inflation the price increase to 300 in 2009. Competition is also a major factor of pricing strategy. The Johnson & Johnson faces the oligopolistic market that Nike has the ability to impact the pricing in the market. And Johnson & Johnson Company also need to attention to his biggest rival Adidas Company. So Johnson & Johnson’s pricing strategy will consider both the factors from the market and the factor from their rival others.For Johnson & Johnson Company the buying customs of customers is the major facts of distribution strategy. The Johnson & Johnson has many sign sports superstar. Those role model make there fans will buy their product. So Johnson & Johnson Company will consider the customs of customers to planning their distribution strategy. The location and density of customers is also a major factor of distribution strategy. The location and density of customers will impact the distribution channel. If the location of the customers is concentrated the distribution channel will be consummate. If the location of the customers is dispersible the distribution channel will be complex.The role of international logistics in product strategy is the most important. The international logistics is the process that manages the product from the product out of the manufactory to put the product to the store. The international logistics make theproduct be packaged and transport the product to Johnson & Johnson store all over the world.3.5 The communication strategies used by the Company to promote their products and services in different international marketsThe Johnson & Johnson is use the Promtional mix to sell their product.Promotional mix is Specific combination of promotional methods such as print or broadcast advertising, direct marketing, personal selling, point of sale display, merchandising, etc., used for one product or a family of products.We usually on the TV can see Johnson & Johnson advertising "Give baby the best,From the first to the last",From this advertising,all of the mother are very trust Johnson & Johnson and they will use the Johnson & Johnson product.Johnson & Johnson sponsor at least 20 famous basketball club and 13 countries’ sport team. And that will improve Johnson & Johnson’s brand awareness also will increase the potential customers. Johnson & Johnson also like use the advertising as their promotion acts. There advertising is in everywhere. Such as the sports game live, website, sports magazineThe Johnson & Johnson is also use the used the organic growth strategy to sell their anic growth is growth that comes from a company's existing businesses, as opposed to growth that comes from buying new businesses. It may be negative.Between the local customers and the organizations, Johnson & Johnson builds a branch to provide more convenience. The branch will also let the organizations react to the local changes faster. Better decision under the local situations will be made in local branches of the organizations.4. conclusion:This reports shows the company choose the organisation structures is very important.The major factors that influence international pricing and distribution strategies, and the importance of international logistics to the production strategy. The criteria that influence the global business organization to change products and services to adapt their products to local market conditions.5.0 References:1. Business culture and strategy: An introduction. Scottish qualifications authority.2. The information about Johnson ＆Johnson organization structure3. Handy, C(1990) inside organization:21 Ideas for manages,London:BBC Books。