国际商务Chapter12PPT课件
国际商务英语Chapter 12 E-commerce
buying and selling products and information on the Internet and other on-line services.
• e-business
Business models applied to electronic marketing to consumers
• Direct marketing versus indirect marketing
Direct marketing means that manufacturers advertise and distribute their own products to customers via the Internet-base electronic store (or other telemarketing media) without intervention of any intermediaries. On the other hand, indirect marketing means the products are distributed through third-party intermediaries such as emails.
• Consumer-to-business (C2B): This category includes individuals
who sell products or services to organizations, as well as individuals who seek sellers, interact with them, and conclude a transaction.
国际商务PPTChapter12
I. Basic Entry Decisions
Firms entering foreign markets make three basic decisions: 1. which markets to enter 2. when to enter those markets 3. on what scale to enter those markets
International Business 7e
by Charles W.L. Hill
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 12
Entering Foreign Markets
14-4
Introduction
Several factors affect the choice of entry mode including: transport costs trade barriers political risks economic risks business risks costs firm strategy The optimal entry mode varies by situation – what makes sense for one company might not make sense for another.
14-7
2. Timing Of Entry
Once attractive markets are identified, the firm must consider the timing of entry. Entry is early when the firm enters a foreign market before other foreign firms. Entry is late when the firm enters after other international businesses have already established themselves in the market.
国际商务课件
各国政治制度的差异
一国的经济和法律制度通常是由其政治制度决定的。政治制 度（political system）是指一国的政府产生的规则与行政 规则的总称，即政府体制。两个分析尺度： – 政府是强调集体主义目标还是强调个人主义目标？
集体主义（collectivism）强调集体的目标处于首要地位。古希 腊哲学家柏拉图在《共和国》中谈到：个人权利属于大多数人的 利益，而财产应为公众共有。 个人主义（individualism）的哲学观点是：个人在经济和政治 追求方面享有充分的自由。柏拉图的弟子亚里斯多德认为，个人 利益可凌驾于国家利益之上，个人在经济上、政治上的自由应是 社会生活原则，因为个体的多样性和财产私有化是人们所希望的。
– 市场经济：生产与消费活动都是私人属性的，由个人 依据市场信息而作出决定；整体上是市场机制(供求关 系与价格变动)起支配或者调节作用，其效率来源于市 场竞争。代表是：香港、新加坡、美国
– 指令性经济（计划经济）：生产活动具有国有属性， 生产和消费由政府管理，其效率来源于政府组织优秀 人才对生产与需要的科学计算。20世纪70年代以前的 部分社会主义国家
国际贸易包括商品和服务的跨国流动
国际服务贸易伴随着国际间人员的流动以及大量商品的国际 运输与买卖而出现的。世界贸易组织的《服务贸易总协定》 （GATS）规定：服务贸易包括四种形式： – 从一国境内向任何其他国家境内提供的服务，即“越境 提供”，如跨国商品运输服务、运输保险服务等； – 在一国境内向任何其他国家的服务消费者提供服务，即 “境外消费”，如旅游服务； – 通过任何在其他国家境内的商业机构提供服务，即“商 业存在”，如境外设立的零售店、律师事务所； – 一国自然人在任何其他国家境内提供的服务，“自然人 移动”，如“洋打工”。
国际商务英语第12章.ppt
XXX
8 Sentences for Doing English-Chinese and Chinese-English
Translating Practices:
1. I am 22 years of age, make a good appearance and get along exceedingly well with people.
I am a boy of 22 years old and shall be graduated from Shanghai XX University next year. My major is International Trade. The courses which I have taken in my University are International Marketing, International Business Law, Foreign Trade English, Negotiation Technique, English Interpreting and etc. and my marks in all these courses examinations have all been excellent. Last year I got an opportunity to work as a parttime English interpreter in a foreign trade company and got some favorable experiences in doing this work which has greatly increased not only my interest, but also my self-confidence in selecting this job as my lifework. During your Spring Fair I happen to have some spare time, the period of which is suitable for your Fair. So I send you my application for this provisional work. If necessary, I would like to visit you at your appointed time. My telephone number is XXXXXX.
国际商务完整版课件全套ppt教程(最新)
因而，国际商务具有国际化特性，更复杂、难度和
风险更大。它反映了各国在经济上的相互依赖关系，
是国际经济活动的具体表现。
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1.2 国际商务的基本内容和类型
国际商务是指跨越国界的任何形 式的经济活动。它包括几乎任何形式 的经济资源：商品、资本、劳务、技 术和信息的国际转移。
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国际商务是一个历史范畴。它是人类社会生 产力发展到一定历史阶段，在世界经济日趋全 球化和企业生产经营管理活动日益国际化的背 景下产生和发展起来的。是以生产的国际化、 交换的国际化以及消费的国际化为特征，并分 别通过产品流动和要素流动来实现的。它是根 据每个国家、政府、企业各自不同的战略目标， 各自的资源条件，以及外部环境提供的可能性, 进行多种的选择和组合的结果。一国商务国际 化的程度和空间跨度不同，它选择的国际商务 的活动形式也就不同。
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1.4 国际商务的基本成因
2 科技革命与国际商务
科技革命是推动人类社会进步与发展的第一 原动力，历史上每一次科技革命总是社会生产力 跃进一大步。但这一过程也总是在一定的生产关 系下进行的。一旦该生产关系受到科技革命所带 来的生产力的推动，那么其本身也将进入新的发 展阶段。因此，科技革命的不断发展使世界经济 也得以不断发展。这就导致世界经济和国际经济 关系的深刻变化，国际商务也是在这样的大背景 下产生与不断发展起来的。
国际商务英语综合教程ppt_廖瑛
3. The Scope of International Business Activities
Difficult meanings: sector部门 extensive广泛的 consulting咨询 securities证券 commitments托收 in contrast相反地 portfolio有价证券 entrepreneurial企业的 affiliate分支机构 assets财产 turnkey project全包;交钥匙工程 approach方法
国际商务 查尔斯希尔IM_Chapter_12
The Strategy of International Business12∙With this chapter we switch our emphasis from the environmentof business to the strategies offirms. Students should be able to more directly understand howfirms handle the complexinternational environmentpreviously described.∙Suggest the reasons why firms may decide to enterinternational business, andidentify the benefits frominternational strategies∙Outline the basic strategiesundertaken by MNEs, andspecifically focus on how theyrelate to the needs for localresponsiveness and costminimization In this chapter the focus shifts from the environment to the firm itself and, in particular, to the actions managers can take to compete more effectively as an international business. This chapter looks at how firms can increase their profitability by expanding their operations in foreign markets, the different strategies that firms pursue when competing internationally, and the various factors that affect a firm’s choice of strategy.Subsequent chapters build on the framework established here to discuss a variety of topics including the design of organization structures and control systems for international businesses, strategies for entering foreign markets, the use and misuse of strategic alliances, strategies for exporting, and the various manufacturing, marketing, R&D, human resource, accounting, and financial strategies that international businesses pursue.OUTLINE OF CHAPTER 12: THE STRATEGY OF INTERNATIONAL BUSINESSOpening Case: Wal-Mart’s Global ExpansionIntroductionStrategy and the FirmValue CreationStrategic PositioningOperations: The Firm as a Value ChainGlobal Expansion, Profitability and GrowthExpanding the Market: Leveraging Products and CompetenciesLocation EconomiesExperience EffectsLeveraging Subsidiary SkillsSummaryCost Pressures and Pressures for Local Responsiveness.Pressures for Cost ReductionsPressures for Local ResponsivenessChoosing a StrategyGlobal Standardization StrategyLocalization StrategyTransnational StrategyInternational StrategyThe Evolution of StrategyChapter SummaryCritical Thinking and Discussion QuestionsClosing Case: The Evolution of Strategy at Procter & GambleAppendix: Profitability, Growth and ValueTEACHING SUGGESTIONSA good way to begin the discussion of international strategy is to ask class members to discuss a recent public event that had a global strategy. Possible topics are the tsunami relief efforts, the Bob Geldhof and Bono efforts to create public pressure to forgive debt in Africa, Aids and cancer cure research efforts such as the one Armstrong’s yellow wristband supports. What strategy do you think each of these efforts had for going international or global? Was it successful?TRANSITIONThe Opening Case on Wal-Mart shows that even a giant can stumble in executing a strategy in an international setting. A good place to begin might be with a discussion of the errors Wal-Mart made going into Mexico, and how quickly they learned from these experiences. Note that the Wal-Mart system learned from the errors, not simply individuals.LECTURE OUTLINE FOR CHAPTERThis teaching outline follows the PowerPoint presentation provided along with thisin structor’s manual. The PPT slides include extensive notes that are printable under view—notes page. What follows is a summary.Slide 12-3, 12-4 Wal-Mart’s Global ExpansionWal-Mart entered global markets and learned quickly about global operations.Slides 12-5, 12-6 Strategy and the FirmA firm’s strategy can be defined as the actions that managers take to attain the goals of the firm.Slides 12-7, 12-8 Value CreationIf consumers perceive the value of a good to be much higher than the actual cost of producing that good, profit margins will be higher. Porter emphasizes two basic strategies to create value and attain competitive advantage: low cost and differentiation strategy. Slide 12-9 Strategic PositioningNot all positions on the efficiency frontier are viable. As shown on figure 12.2, in the international hotel industry, there might not be enough demand to support a chain that emphasizes very low cost and strips all of the value out of its product offering. This is because international travelers are relatively affluent and expect a degree of comfort (value) when they travel away from home. Thus, a firm must also chose a strategic position that is viable.Slide 12-10 Strategic Choice in the International Hotel IndustrySlide 12-11 The Value ChainSlide 12-12 Global Expansion, Profitability, and Profit GrowthSlide 12-13 The Value ChainSlide 12-14 Expanding the Market: Leveraging Product and CompetenciesSlide 12-15 Location EconomiesA product might be designed in France, manufactured in Mexico and marketed using skills of American managers.Slide 12-16 Experience EffectsExperience effects are systematic reductions in production costs over the life of the product. The speed with which a firm moves down the Experience Curve will determine how much advantage it has over its competitorsSlide 12-17 Leveraging Subsidiary SkillsA global corporation can find vital skills developed in one foreign subsidiary and leverage them in another part of the world. In order to take advantage of subsidiary skills the company must have sophisticated processes that identify new skills that could be of interest. Once these skills are identified, managers must have the capability to transfer them elsewhere.Slide 12-18 Cost Pressures and Pressures for Local ResponsivenessSlide 12-19 Pressures for Cost ReductionSlide 12-20 Pressures for Local ResponsivenessWhether it is consumer tastes, infrastructure, distribution channels, or host government, global companies can often experience pressure to conform to the local needs.Slide 12-21 Choosing a StrategySlides 12-22, 12-23 The Evolution of StrategyFour strategies reflect varying approaches to cost pressure and local responsiveness. Slide 12-24 Looking Ahead to Chapter 13The Organization of International BusinessSlide 12-25 International StrategySlide 12-26 Multidomestic StrategySlide 12-27 Global StrategySlide 12-28 Transnational StrategyANOTHER PERSPECTIVEThese are comments or illustrations of material in the text that build from unusual applications or other views of the major concepts. You may find them useful to stimulate discussion or to help bring a concept home to your students.Education as a Part of YOUR Value ChainThe concept of value chain can be used to examine the role your undergraduate education plays in your life plans. If you examine your personal development plans (education, internship, physical and emotional/spiritual fitness, extracurricular activities) and think about them in terms of primary and support activities, how do your choice of major and attitude toward education fit into your personal development strategy? How do your choices of how you spend your time fit into your value chain? Do you ever spend time doing things that don’t support the strategic goals of your “personal value chain”? Strategic Airline AlliancesStrategic alliances are at work in the air with many airlines. For example, Delta and Alitalia have an alliance that allows them each to offer more direct flights between more hub cities in the U.S. and in Itlay. They share booking, ground support, maintenance, and marketing. Each flight flies with either a Delta or an Alitalia crew and plane. The areas in which the alliances collaborate show us that systems (ticketing, scheduling, maintenance) can merge more easily than do people. With people, we have culture, and Italian and American cultural values can differ considerably.Microsoft Ready to Adapt Software Programs to Foreign CulturesMicrosoft has followed a standardi zed strategy for the design of its software’s appearance on personal computer screens. This standardized strategy has kept the look and feel of the product’s interface standard, no matter what language the product uses and where the product is sold. In 2004, Microsoft announced plans to further localize their products. They will add 100 languages to the 40 they already use for MS Office and Windows, and have begun to test varying designs for screens, task bars and logos in foreign markets. Analysts suggest that MS was pushed by the threat of the open-sourced Linux operating system and its ease of local adaptation. Some developing countries, especially in Asia, have been concerned about an excessive dependence of their IT infrastructure on Microsoft.ANSWERS TO CRITICAL THINKING AND DISCUSSION QUESTIONS FOR CHAPTER12QUESTION 1: In a world of zero transportation costs, no trade barriers, and nontrivial differences between nations with regard to factor conditions, firms must expand internationally if they are to survive. Discuss.ANSWER 1: The theory of comparative advantage suggests that activities should take place in the countries that can perform them most efficiently, given that different countries are endowed with different factors of production. If there are no barriers or costs to trade, then it is likely that many industries will be based out of the countries that provide the best set of factor endowments. Given location economies, a company can develop a global web of value-creation activities to take advantage of differing factor endowments in differing locations.For firms already located in the countries with the most favorable factor endowments for their industry, however, there may not be a need to expand internationally at a certain point in time. As factor endowments evolve, the firm may want to disperse its value-creating activities to those markets that offer comparative advantages. If the firm is in a competitive market (think of the example of Clear Vision), it will benefit from international expansion that includes its value-creating activities because of theCost position and product differentiation opportunities such expansion can confer. A firm may be able to survive in a local market without international expansion, as long as the local market is not targeted by competitors who have taken advantage of the economies offered by dispersing their value-creation activities internationally. An example is an inefficient, high-priced locally-owned supermarket that has not yet faced the entry of Wal-Mart in its market.QUESTION 2: Plot the position of the following firms on Figure 12.6: Procter & Gamble, Boeing, Coca Cola, Dow Chemicals, Intel, and McDonald’s. In each case justify your answer. ANSWER 2:Proctor & Gamble follows an international strategy moving towards transnational. Most of the R&D is done centrally, while the production and marketing is done locally. Their local competition lacks the marketing skills and R&D resources P&G possess. As their local competition becomes more sophisticated, they may move into a transnational strategy. This process has already begun.Boeing follows a global strategy in that it faces high pressure on cost and exploits location economies in its relatively standardized product.Coca-Cola follows an international strategy. Its R&D and the general market approach originate in Atlanta. Subsidiaries do have some discretion in marketing. One could also argue that because Coca Cola has been acquiring local bottlers, they are pursuing a multidomestic strategy.Dow Chemical follows a global strategy in that most of its products are commodities, so there is no pressure for localization. Price competition is critical.Intel follows a global strategy. R&D, production and marketing are located in favorable locations and the product is relatively standardized. Cost pressures are high.McDonald’s has been placed in the international strategy quadrant historically. It transfers valuable skills and marketing knowledge into other markets, where it has faced limited local competition because the local firms lacked McDonald’s skill and knowledge. There is local adaptation to tastes. Increasingly McDonald’s is facing local competition in international markets from other quick service restaurants and local imitators. McDonald’s localizes marketing other than the brand positioning, its supply chain, its human resources, its real estate strategy, and its production. This place McDonald’s in the multi domestic strategy quadrant.QUESTION 3: Read the Management Focus feature on General Motors contained in this chapter then answer the following questions:∙How would you characterize the strategy pursued by GM in the (a) developing world and (b) Europe before 1997?∙What do you think were the likely competitive effects of the pre-1997 strategy?∙How would you characterize the strategy that GM has been pursuing since 1997?∙How should this strategy affect GM’s ability to create value in the global automobile market?ANSWER 3: Traditionally GM used the developing world for its excess inventory and dated designs. In effect, the developing world was a dumping ground for obsolete models and technology. In contrast, in Europe GM dealt with most of its operations on an arms-length basis prior to 1997. Europe developed their own brands (Opel), and GM granted most operations autonomy; they developed their own manufacturing strategies and marketing plans. Many of these operations had been independent companies when GM acquired them. Because the European countries differed markedly in their preferences (Germans value performance, for example, and Swedes, safety) a locally responsive strategy was essential.The effects of the pre-1997 strategy were that GM was able to capture a large share of the European market, where it appealed to local preferences, while in Latin America, the consumer in this much smaller market was likely to be insulted. The European competition looked to other areas of the world for their expansion, and made considerable inroads in Eastern Europe, Latin America and Asia.Since 1997, GM’s strategy has been to move toward a transnational strategy. They have tried to move from Detroit’s being the center of the GM universe and the source of all wisdom to an approach that recognizes centers of excellence and can benefit from comparative advantages in locations other than Detroit. GM has built four identical plants to capitalize on the efficiencies that are provided by a common global platform. Proponents of the increasing globalization can argue that cost pressures and the need to bring state of the art products to developing markets make the current strategy appear appropriate. Opponents can argue that the world still has very different consumers with different tastes and needs. (For example, American buyers need cup holders; Germans see them as silly clutter.This strategy should allow GM to benefit from innovation that occurs in any of its locations and at the same time, learn about local markets so that they can localize as needed, especially in marketing. Integrated production will allow cost savings at the same time.QUESTION 4: What do you see as the main organizational problems that are likely to be associated with implementation of a transnational strategy?ANSWER 4:This is a student judgment question. Implementation difficulties include communication issues, trust issues, multiple roles, flexibility and culture issues, among many others. For example, with GM, some European operations may need to collaborate with operations in Latin America. Actions related to such a loss of autonomy might function as a hurdle to implementation.TEACHING SUGGESTIONS FOR THE CLOSING CASE OF CHAPTER 12P&G is an effective summary case because students know the product line, and the strategic issues P&G has been addressing are classic as a company moves from amulti domestic to an more integrated, global strategy.Case Discussion QuestionsQUESTION 1: What strategy was Procter & Gamble pursuing when it first entered foreign markets in the period up until the 1980s?ANSWER 1: P&G pursued a multi domestic strategy, with much duplication among markets.QUESTION 2: Why do you think this strategy became less viable in the 1990s?ANSWER 2: Globalization pushed for economies. There was more competition in the local markets, both domestic and other MNCs such as Unilever. Local companies had learned how to produce and market the products P&G was offering the consumer.QUESTION 3: What strategy does P&G appear to be moving towards? What are the benefits of this strategy? What are the potential risks associated with it?ANSWER 3: P&G seems headed towards a global strategy. The benefits include experienced curve effects and location economies. The challenge may be a need to localize products. But perhaps certain parts of the value chain (such as marketing) can be localized, while other parts (production, R&D) remain global.globalEDGE™ Exercise Questions/Use the globalEDGE™ si te to complete the following exercises:Exercise 1Several classifications and rankings of multinational corporations are prepared by a variety of sources. Find one such ranking system and identify the criteria that are used in ranking the top global companies. Although some of these rankings require subscriptions, find a freely available ranking and extract the list of the highest ranked 25 companies paying particular attention to the home countries of the companies.Exercise 2The top management of your company, a manufacturer and marketer of laptop computers, has decided to pursue international expansion opportunities in Eastern Europe. In order to achieve some economies of scale, your management is aiming towards a strategy of minimum local adaptation. Focusing on an Eastern European country of your choice, prepare an executive summary that features those aspects of the product where standardization will simply not work, and adaptation to local conditions will be essential. ANSWERS TO globalEDGE EXERCISESChapter 12 – Exercise 1There are a variety of surveys that rank multinational corporations. Each of these surveys uses a slightly different method for ranking the companies, although size (assets or revenues) is typically one of the primary criteria. Some of the most influential rankings of this kind are the Financial Times FT Global 500, the Fortune Global 500, Forbes Global 2000, and the Business Week Global 1000. A full list and links to these studies can be accessed by under the “Rankings” c ategory of the globalEDGE Resource Desk. The Forbes 2000 listing, which is freely available is listed belowglobalEDGE™ Category: “Research: Rankings”Resource Name: Forbes Global 2000.Website: /global2000Chapter 12 – Exercise 2The country specific information can be found in the Country Insights section of globalEDGE. Both summary and detailed information regarding each country can be accessed by using the drop-down menu on th e right, or by clicking the “Europe” link. For illustration purposes, we will choose Bulgaria. The synopsis information indicates that the language of the country (Bulgarian) and the voltage used (110/220V) will be two of the critical variables that have to be considered in the adaptation of the product. Moredetailed analysis by following the external links, such as the Country Commercial Guide, will highlight additional aspects.globalEDGE™ Location: Resource Desk/ Country Insights/ Europe/ Bulgaria Resource Name: BulgariaWebsite: /ibrd/CountryIntro.asp?CountryID=40&RegionID=2SUGGESTED VIDEOSIn addition to the video presented below, Title 14: General Motors/Saab also fits in well with this chapter.A comprehensive list of video notes is included with the instructors’ materials for this textbook.VIDEO NOTESTitle 15: DHLSummaryDHL started in 1969 in San Francisco with a $3,000 investment. Today, the company delivers packages to 120,000 destinations in 200 countries, bringing in over $50 billion in revenues. DHL is a market leader in international express delivery. In fact, the company considers itself to be the inventor of international express shipping. DHL built its global operations by slowly expanding its services over the years. The company followed a backward path around the world from its San Francisco offices into Asia, moving on to Europe and Africa, and finally into North America. Its American operations have been strengthened with its recent acquisition of Airborne.DHL’s focus on improving its service in the U.S. prompted the company to acquire Airborne rather than take the time to build its own operations. The acquisition gave DHL the infrastructure necessary to become a serious competitor in the market. Now the acquisition is part of the company’s overall operation providing U.S.-based gateways for packages traveling to other parts of the world. All packages traveling outside the U.S. must pass through the U.S. Customs office located within the gateway sites.This video relates well to the material in Chapter 14 on acquisition versus Greenfield investments, and also to the discussion of strategy in Chapter 12.Discussion Questions1. DHL provides door-to-door service for its customers using its own agents. Discuss the service. What are the advantages of having in-house handling of packages when shipping internationally rather than using agents who work for several different companies?International Business: Competing in the Global Marketplace Sixth Edition Chapter 12 2. When DHL moved into the U.S. market, it made the decision to acquire Airborne rather than build its own operations. Discuss the advantages and disadvantages of this strategy.3. DHL’s U.S. gateway system p rovides on-site customs clearance services. Does this give DHL a competitive advantage? Why or why not?4. DHL believes that when considering international express delivery services, speed and reliability are key issues for the customer. Using the pressure for costs reduction/pressure for local responsiveness grid, consider the international shipping business. Where do the major players stand relative to one another? Is any one player better positioned to succeed?187。
国际商务(第三版)课件第12章
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2. 企业开展国际市场营销面临的机遇和有利条件
（1）经济全球化。
（2） 跨国公司的榜样力量。
（3）通信技术和互联网的发展。
（4）世界经济和国际贸易快速发展。
3. 企业开展国际市场营销面临的挑战
（1）经济全球化带来的挑战。
（2）新贸易保护主义的挑战，20世纪90年代，国际竞争进一步 加剧，新贸易保护主义逐渐盛行，大体上包括：从关税壁垒转 向非关税壁垒，非关税壁垒实行的范围逐渐扩大，对发展中国 家的歧视性非关税壁垒的措施也在逐渐加强。同时，贸易集团 化进一步加强，随着世界经济发展的不平衡性，区域经济一体 化现象进一步加剧，形成了东盟，欧盟，北美自由贸易区等区 域经济体，但是对于非集团成员的国家来说，则设置了更多的 进入障碍和贸易壁垒。
上述定义包括两大领域——生产领域和流通领域；一种手段—— 提供产品或服务；一个原则——满足消费者需求；一个目标— —企业获得利润。
国际市场营销区别于一般市场营销：国际市场营销必须是跨国界 的，营销管理涉及到不同国家的文化差异，政治经济环境的差 异，法律法规制度的差异以及行为习惯的差异。
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12.1.2 国际市场营销的特点
另外一种方式是离散国际市场细分，这种方式完全以个体消费者 为核心。
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5. 国际市场细分的步骤
（1）选择市场或产品种类。
（2）选择细分市场的基础。即选择某个细分市场的原因或理由 分析。这一步骤需要管理者的洞察力、创造力以及市场知识。
（3）选择市场细分主题。选择了一个或多个基础之后，营销人 员必须选择市场细分的主题。根据主题来确定有用的细分变量。
（2）有规律的对外营销阶段。这一阶段的特点在于企业的生产 能力已经远远超过国内需求，企业会主动制定销售计划，在国 内外发展贸易商或进口商，或者在海外建立自己的销售子公司。
国际商务第十二章重点内容讲义
Select the Market or Site
Field trips
• • • Engage in negotiations Gain firsthand exposure Contact customers/others
Competitor analysis
• • • • • Access to inputs ’ numbers/shares Competitors Competitors’ ’ strategies Competitors Competitors’ Channel access Customer loyalty
U.S. States Go Global
Methods of Primary Research
Trade shows and missions Interviews and focus groups Surveys Environmental scanning
5
Chapter Review
• List each key factor to assess in national business environments • Discuss measuring potential in emerging and industrialized markets • Identify three key market research difficulties • Explain the usefulness of each secondary data source • Describe each method of primary research
Government bureaucracy
� Administrative delays
国际商务(希尔)英文版PPT
The Direction Of FDI
Figure 7.3: FDI Inflows by Region ($ b i l l i o n ) , 1995-2006
7-11
The Direction Of FDI
·Gross fixed capital formation summarizes the total amount of capital invested in factories, stores, office buildings, and the like ·All else being equal, the greater the capital investment an economy, the more favorable its future prospects are likely to be ·So, FDI can be seen as an important source of capital investment and a determinant of the future growth rate of
7-14
The Source Of FDI
·Since World War II, the U.S. has been the largest source country for FDI ·The United Kingdom, the Netherlands, France, Germany, and Japan are other important source countries
7-6
Classroom Performance System
The amount of FDI undertaken over a given time period is
国际商务ppt课件
案例三：苹果的国际市场营销策略
总结词
高端定位、品牌形象
详细描述
苹果公司以高端定位和品牌形象为核心，通过推出具有 影响力的产品和服务，吸引全球消费者。苹果注重品质 控制和用户体验，通过不断的技术创新和设计优化，提 升品牌价值和市场份额。
案例三：苹果的国际市场营销策略
案例一：华为的国际市场拓展
总结词
自主研发、知识产权保护
详细描述
华为注重自主研发和技术创新，拥有大量的知识产权。通过 加强知识产权保护ห้องสมุดไป่ตู้华为在国际市场上树立了良好的形象， 并有效避免了技术侵权纠纷。
案例一：华为的国际市场拓展
总结词
国际合作、标准制定
详细描述
华为积极参与国际标准和行业组织的 制定，与全球众多企业和机构展开合 作。通过参与标准制定和国际合作， 华为不断提升自身技术水平和行业影 响力。
市场需求
竞争状况
分析目标市场的竞争状况，包括竞争 对手、市场份额和产品差异化等。
了解目标市场的消费者需求和消费习 惯，以制定有针对性的营销策略。
法律环境
法律制度
了解目标市场的法律制度和法律 法规，以确保企业遵守当地法律
。
法律风险
评估企业在目标市场中面临的法律 风险，包括知识产权侵权、反垄断 法、劳动法和税法等。
案例二：阿里巴巴的跨境电商业务
总结词
电子商务平台、全球化运营
VS
详细描述
阿里巴巴通过搭建全球领先的电子商务平 台，为全球商家和消费者提供在线交易服 务。通过全球化运营和技术创新，阿里巴 巴的跨境电商业务迅速发展壮大。
案例二：阿里巴巴的跨境电商业务
总结词
多元化产品线、品牌建设
《国际商务函电双语教程》chapter 12
Promotion （促销）
Background Information Sample Letters
Letter 1 Letter 2 Letter 3 Useful Expressions Key to ExerMATION
the Definition of Promotion
Promotion is one way for marketers to convey information of their enterprise and products to the consumers, persuade them to buy the products so as expanding the sales.
XCMG now has its own sales network all over the world and has always been faithful in carrying out its contract. Reasonable in price, superior in quality, good after-sale services, timely in delivery, the Corporation serves clients wholeheartedly.
BACKGROUND INFORMATION
the Ordinary Promotion Methods
To some extent, the letter of promotion is a form of advertising, aiming at selling particular kinds of goods or services to specific types of customers. It is usually written by companies to their potential buyers, former customers and existing customers. It generally includes four basic characters: to draw attention; to arouse interest; to create desire of buying and to induce action of buying.
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1. Which Foreign Markets?
❖ The choice of foreign markets must be based on an assessment of a nation’s long-run profit potential.
❖ Favorable markets are politically stable developed and developing nations with free market systems and relatively low inflation rates and private sector debt. ▪ Less desirable markets are politically unstable developing nations with mixed or command economies, or developing nations with excessive levels of borrowing.
❖ Entry is late when the firm enters after other international businesses have already established themselves in the market.
14-8
Timing Of Entry
❖ First mover advantages are the advantages associated with entering a market early.
Entry modes include: ❖ exporting ❖ licensing or franchising to host-country firms ❖ establishing joint ventures with a host-country firm ❖ setting up a new wholly owned subsidiary in a host
❖ The optimal entry mode varies by situation – what makes sense for one company might not make sense for another.
14-5
I. Basic Entry Decisions
Firms entering foreign markets make three basic decisions: 1. which markets to enter 2. when to enter those markets 3. on what scale to enter those markets
Outline
❖ Introduction I. Basic Entry Decisions II. Entry Modes III. Selecting an Entry Mode IV. Greenfield Venture or Acquisition?
14-3
Introduction
Firms expanding internationally must decide: ❖ which markets to enter ❖ when to enter them and on what scale ❖ which entry mode to use
14-7
2. Timing Of Entry
❖ Once attractive markets are identified, the firm must consider the timing of entry.
❖ Entry is early when the firm enters a foreign market before other foreign firms.
International Business 7e
by Charles W.L. Hill
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 12
Entering Foreign Markets
❖ Markets are also more attractive where the international business can offer a product that has not been widely available and that satisfies an unmet need.
First mover advantages include: ❖ the ability to preempt (预先制止) rivals and capture
demand by establishing a strong brand name; ❖ the ability to build sales volume in that country and ride
down the experience curve ahead of rivals and gain a cost advantage over later entrants; ❖ the ability of early entrants to create switching costs that tie customers into their products or services, making it difficult for later entrants to win business.
country ❖ acquiring an established enterprise inon
Several factors affect the choice of entry mode including: ❖ transport costs ❖ trade barriers ❖ political risks ❖ economic risks ❖ business risks ❖ costs ❖ firm strategy