第九章 Entry Strategies and Organizational Structures进入战略和组织结构 国际企业与跨文化管理课件
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• Licensee may avoid entry costs by licensing to a firm already there通过授予已经存在于当地市场的公司一种许可可以减少打入 市场的费用。
• Licensor usually is a small firm lacking financial and managerial resources许可人通常是小型公司缺乏资金和管理资源。
9-2
Entry Strategies and Ownership Structures 进入战略和所有权结构 • Export/import进出口 • Wholly-owned subsidiary独资子公司 • Mergers/acquisitions兼并\收购 • Alliances/joint ventures联盟和合资企业 • Licensing许可证 • Franchising特许经营
9-3
Entry Strategies and Ownership Structures:
Export/Import 进入战略和所有权结构：
进出口
– Often the only available choices for small and new firms wanting to go international
9-4
Entry Strategies and Ownership Structures: 进入战略和所有权结构：
Wholly Owned Subsidiary独资子公司
• Overseas operation is totally owned and controlled by an MNC • 海外单位是为跨国公司完全所有并受其全权控制 • MNC’s desire for total control and belief that managerial efficiency
2. EXAMINE major types of entry strategies and organizational structures 识别进入战略和组织结构的主要类型
3. ANALYZE advantages and disadvantage of each typeoforganizational structure, including conditions making one preferable to others 分析各种组织结构的优势劣势，以及它们各自的适用条件
9-10
Entry Strategies and Ownership Structures: Franchising
进入战略和所有权结构: 特许经营
• Franchise: one party (the franchisor) permits another (the franchisee) to operate an enterprise using its trademark, logo, product line, and method of operation in return for a fee特许经营: 一方(授权方) 允许另一方 (被授权方) 通过付费的方式获得在经营运作中使用另一 方的商标、标志语、生产线以及生产方式的权利。
进入战略和所有权结构: 许可证
• License is an agreement that allows one party to use an industrial property right in exchange for payment to other party许可证是一 种协议，协议的一方通过向另一方支付费用的方式，获得后者产业 产权的使用权。
• 兼并公司的战略体系经常要求公司之间互相贡 献力量，从而建立一个富有竞争力的公司。
9-6
Entry Strategies and Ownership Structures:进入战略和所有权结构：
Alliances and Joint Ventures联盟和合资企业
• Alliance • 联盟
– Any type of cooperative relationship among different firms – 不同公司之间的任何合作形式公司。 • International joint venture (IJV) • 国家合资企业 – Agreement under which two or more partners from different countries own or control a business – 两个或两个以上来自不同国家的公司组成的。 – Nonequity venture – 非权益合资 – Equity joint venture – 权益合资 • Advantages • 优势 – Improvement of efficiency – 提高效率 – Access to knowledge – 互相学习 – Political factors – 政治因素 – Collusion or restriction in competition – 竞争中结盟或限制
Chapter Objectives
本章wenku.baidu.com标
Five Chapter Objectives
1. DESCRIBE how an MNC develops and implements entry strategies and ownership structures 描述一个跨国公司是如何开发和实施进入战略和所有权结构的
5. After identify best partner, work on developing relationship of trust.选定最佳合伙人后，在互相信任的基础上发展彼此的关系。
9-8
Global Strategic Alliances
9-9
Entry Strategies and Ownership Structures: Licensing
司。
9-5
Entry Strategies and
Ownership Structures: 进入战略和所有权结构： Mergers and Acquisitions兼并和收购
• The cross-border purchase or exchange of equity involving two or more companies
对于那些想要进入国际市场的小公司来说， 出口和进口通常是唯一的出路
– Also permits larger firms to begin international expansion with minimum investment
为想用小额投资进行国际扩张的大型公司提供一个渠道 – Paperwork can be turned over to export management
5. EXPLAIN how organizational characteristics such as formalization, specialization, and centralization influence how organization is structured and functions 解释组织特征，如规范化、专业化和集权化是如何影响组织的构建和运行的
• Widely used in fast-food and hotel/motel industries被 广泛运用于快餐业和酒店业。
• With minor adjustments for local market, can result in highly profitable international business.这一概念被广泛 运用于国际市场，并且对于当地市场只要稍作调整，便 能带来高额利润。
company or through firm’s export department 将文件和外币兑换等书面工作移交给出口管理公司，或者自己 设置一个出口部门自行管理 – Permits easy access to overseas markets 为参与海外市场提供捷径 – Strategy is usually transitional in nature 这种政策在本质上是过渡性的
4. DESCRIBE recent, nontraditional organization arrangements coming out of mergers, joint ventures, keiretsus, and other new designs including electronic networks and product development structures 描述从兼并、合资公司以及从中衍生出的、非传统的新型组织结构设计，以及其 他比较新颖的设计形式，如电子网络结构和产品开发结构
3. Having desired resource profiles does not guarantee other has complementary to firm’s resources.认识到拥有所期望的资源不 能保证能对你公司的资源起到补充作用。
4. Be sensitive to alliance partner needs.积极、快速领会合伙人的 需要。
chapter nine 第九章
Entry Strategies and Organizational Structures
进入战略和组织结构
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.
• 涉及两个或两个以上公司跨国界的资产购买或交换。
• The strategic plan of merged companies often calls for each to contribute a series of strengths toward making the firm a highly competitive operation
9-7
Strategic Alliance Recommendations 战略联盟的建议
1. Know partner well before alliance is formed.在结盟之前，充分 了解你的合伙人。
2. Expect differences in alliance objectives among potential partners headquartered in different countries.预计来自不同国家 的潜在合作者在结盟目的上的差异。
is better without outside partners • 跨国公司希望能完全控制子公司，并且相信没有外来合伙人的企业管理将
是高效的。 • Some host countries concerned that MNC will drive out local
enterprises • 有些东道国家担心跨国企业会挤掉当地企业。 • Home country unions sometimes view foreign subsidiaries as an
• Companies spending large share of revenues of R&D are likely to be licensors把总收入中相当一部分投入到研发上的公司很可能成 为许可人。
• Companies spending very little on R&D are more likely to be licensees在研发上投入较少的公司则更可能成为被许可人。
attempt to “export jobs” • 母国联盟有时也反对成立外国独资公司，它们认为成立外国独资公司意味
着“出口工作”。 • Today many MNCs opt for merger, alliance, or joint venture than a
fully owned subsidiary • 现在许多跨国公司更倾向于选择兼并、联盟或合资公司，而不是独立子公
• Licensor usually is a small firm lacking financial and managerial resources许可人通常是小型公司缺乏资金和管理资源。
9-2
Entry Strategies and Ownership Structures 进入战略和所有权结构 • Export/import进出口 • Wholly-owned subsidiary独资子公司 • Mergers/acquisitions兼并\收购 • Alliances/joint ventures联盟和合资企业 • Licensing许可证 • Franchising特许经营
9-3
Entry Strategies and Ownership Structures:
Export/Import 进入战略和所有权结构：
进出口
– Often the only available choices for small and new firms wanting to go international
9-4
Entry Strategies and Ownership Structures: 进入战略和所有权结构：
Wholly Owned Subsidiary独资子公司
• Overseas operation is totally owned and controlled by an MNC • 海外单位是为跨国公司完全所有并受其全权控制 • MNC’s desire for total control and belief that managerial efficiency
2. EXAMINE major types of entry strategies and organizational structures 识别进入战略和组织结构的主要类型
3. ANALYZE advantages and disadvantage of each typeoforganizational structure, including conditions making one preferable to others 分析各种组织结构的优势劣势，以及它们各自的适用条件
9-10
Entry Strategies and Ownership Structures: Franchising
进入战略和所有权结构: 特许经营
• Franchise: one party (the franchisor) permits another (the franchisee) to operate an enterprise using its trademark, logo, product line, and method of operation in return for a fee特许经营: 一方(授权方) 允许另一方 (被授权方) 通过付费的方式获得在经营运作中使用另一 方的商标、标志语、生产线以及生产方式的权利。
进入战略和所有权结构: 许可证
• License is an agreement that allows one party to use an industrial property right in exchange for payment to other party许可证是一 种协议，协议的一方通过向另一方支付费用的方式，获得后者产业 产权的使用权。
• 兼并公司的战略体系经常要求公司之间互相贡 献力量，从而建立一个富有竞争力的公司。
9-6
Entry Strategies and Ownership Structures:进入战略和所有权结构：
Alliances and Joint Ventures联盟和合资企业
• Alliance • 联盟
– Any type of cooperative relationship among different firms – 不同公司之间的任何合作形式公司。 • International joint venture (IJV) • 国家合资企业 – Agreement under which two or more partners from different countries own or control a business – 两个或两个以上来自不同国家的公司组成的。 – Nonequity venture – 非权益合资 – Equity joint venture – 权益合资 • Advantages • 优势 – Improvement of efficiency – 提高效率 – Access to knowledge – 互相学习 – Political factors – 政治因素 – Collusion or restriction in competition – 竞争中结盟或限制
Chapter Objectives
本章wenku.baidu.com标
Five Chapter Objectives
1. DESCRIBE how an MNC develops and implements entry strategies and ownership structures 描述一个跨国公司是如何开发和实施进入战略和所有权结构的
5. After identify best partner, work on developing relationship of trust.选定最佳合伙人后，在互相信任的基础上发展彼此的关系。
9-8
Global Strategic Alliances
9-9
Entry Strategies and Ownership Structures: Licensing
司。
9-5
Entry Strategies and
Ownership Structures: 进入战略和所有权结构： Mergers and Acquisitions兼并和收购
• The cross-border purchase or exchange of equity involving two or more companies
对于那些想要进入国际市场的小公司来说， 出口和进口通常是唯一的出路
– Also permits larger firms to begin international expansion with minimum investment
为想用小额投资进行国际扩张的大型公司提供一个渠道 – Paperwork can be turned over to export management
5. EXPLAIN how organizational characteristics such as formalization, specialization, and centralization influence how organization is structured and functions 解释组织特征，如规范化、专业化和集权化是如何影响组织的构建和运行的
• Widely used in fast-food and hotel/motel industries被 广泛运用于快餐业和酒店业。
• With minor adjustments for local market, can result in highly profitable international business.这一概念被广泛 运用于国际市场，并且对于当地市场只要稍作调整，便 能带来高额利润。
company or through firm’s export department 将文件和外币兑换等书面工作移交给出口管理公司，或者自己 设置一个出口部门自行管理 – Permits easy access to overseas markets 为参与海外市场提供捷径 – Strategy is usually transitional in nature 这种政策在本质上是过渡性的
4. DESCRIBE recent, nontraditional organization arrangements coming out of mergers, joint ventures, keiretsus, and other new designs including electronic networks and product development structures 描述从兼并、合资公司以及从中衍生出的、非传统的新型组织结构设计，以及其 他比较新颖的设计形式，如电子网络结构和产品开发结构
3. Having desired resource profiles does not guarantee other has complementary to firm’s resources.认识到拥有所期望的资源不 能保证能对你公司的资源起到补充作用。
4. Be sensitive to alliance partner needs.积极、快速领会合伙人的 需要。
chapter nine 第九章
Entry Strategies and Organizational Structures
进入战略和组织结构
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.
• 涉及两个或两个以上公司跨国界的资产购买或交换。
• The strategic plan of merged companies often calls for each to contribute a series of strengths toward making the firm a highly competitive operation
9-7
Strategic Alliance Recommendations 战略联盟的建议
1. Know partner well before alliance is formed.在结盟之前，充分 了解你的合伙人。
2. Expect differences in alliance objectives among potential partners headquartered in different countries.预计来自不同国家 的潜在合作者在结盟目的上的差异。
is better without outside partners • 跨国公司希望能完全控制子公司，并且相信没有外来合伙人的企业管理将
是高效的。 • Some host countries concerned that MNC will drive out local
enterprises • 有些东道国家担心跨国企业会挤掉当地企业。 • Home country unions sometimes view foreign subsidiaries as an
• Companies spending large share of revenues of R&D are likely to be licensors把总收入中相当一部分投入到研发上的公司很可能成 为许可人。
• Companies spending very little on R&D are more likely to be licensees在研发上投入较少的公司则更可能成为被许可人。
attempt to “export jobs” • 母国联盟有时也反对成立外国独资公司，它们认为成立外国独资公司意味
着“出口工作”。 • Today many MNCs opt for merger, alliance, or joint venture than a
fully owned subsidiary • 现在许多跨国公司更倾向于选择兼并、联盟或合资公司，而不是独立子公