《企業(yè)國(guó)際化經(jīng)營(yíng)》PPT課件

1、The main spirit of western culture1整理pptFour core periods1.The sprit of Greece2.Mid-century -the Christian spirit3.The Renaissance and the enlightenment4. The modern period 2整理ppt1.The sprit of GreeceDemocratic spiritLegal spiritScientific spiritSpirit of freedom3整理ppt2.the Christian spiritThe spiri

2、t of loveThe crime awareness and savenessThe asceticism(禁欲)4整理ppt3.The Renaissance and enlightenmentHumanismIndividualismNew christianity spiritScientific spirit5整理pptSpecial topic 1The main ideological scholars（思想家） in the enlighten time6整理pptVoltaire (伏爾泰）Attack the God church; Advocates the const

3、itutional monarchy system; Advocates the talent human rights, the free equalityThe law should take the human nature as the starting point.In front of the law everybody equality7整理pptMontesquieu（孟德斯鳩）Proposes the separation of powers theory; Advocates the constitutional monarchy systemThe law is rati

4、onal manifests8整理pptRousseau“the social contract theory” “the talent human rights“the peoples sovereignty”（人權(quán)）9整理pptCondeThe core is a rationality; The sovereignty belongs to the people; both freedom and autonomy is necessary Freedom and equality should be constrained by law10整理pptScientific spirit

5、Pursuing realityConquering nature Empiricism（經(jīng)驗(yàn)主義） and rationalism11整理pptModern western spiritThe spirit of freedomDemocratic spirit and legal spirit Empiricism and rationalism creative spirit12整理pptThe development of Chinese ConfucianismThe primitive Confucianism in early Qing Dynasty The Confucian

6、 in both Han Dynasty The Confucian school of idealist philosophy of Song and Ming Dynasty13整理pptThe primitive Confucianism in early Qing Dynasty To constrain oneself and recover the rite14整理ppt The Confucian in both Han Dynasty To get rid ofall schools butConfucian .15整理pptThe Confucian school of id

7、ealist philosophy of Song and Ming DynastyTo depress personal wants and enhance sky regulation.16整理pptThe development of Taoist schoolThe Huang and Lao Thoughts of Qing DynastyThe Taoist thought of Han DynastyMetaphysics in Wei and Jin DynastyTaoist school after Sui and Tang Dynasty 17整理ppt18整理pptTh

8、e development of Chinese BuddhistDamon founderHongren the fifth forbearHuineng and Shenxiu19整理ppt千萬(wàn)里我追尋著你，可是你卻并不在意你不像是在我夢(mèng)里在夢(mèng)里你是我的唯一問(wèn)我到底愛(ài)不愛(ài)你問(wèn)自己是否離得開(kāi)你我已經(jīng)變得不再是我可是你卻依然是你20整理pptYou and me You and me from the world we are dream a thousand miles meeting in BeiJing come together share the joy of life.21整理pp

9、tTHE DEVELOPMENT OF ICM1.The theory of ICM2. The definition of ICM（what）3.The new trend of ICM（）4.The triggers of ICM（)22整理ppt（一）羅賓森六階段理論經(jīng)營(yíng)范圍 公司導(dǎo)向 國(guó)際活動(dòng)類(lèi)型 組織結(jié)構(gòu) 啟始階段 主要面向國(guó)內(nèi)，開(kāi)始小規(guī)模出口 國(guó)內(nèi) 商品、勞務(wù)貿(mào)易 傳統(tǒng)國(guó)內(nèi)結(jié)構(gòu) 出口階段 出口規(guī)模擴(kuò)大 國(guó)內(nèi)、國(guó)外 商品、勞務(wù)貿(mào)易 國(guó)際部門(mén) 國(guó)際經(jīng)營(yíng)階段 出口進(jìn)一步擴(kuò)大，成為主要業(yè)務(wù)活動(dòng) 國(guó)內(nèi)、國(guó)外 貿(mào)易，參股形式的國(guó)外投資 國(guó)際部門(mén) 多國(guó)經(jīng)營(yíng)階段 主要面向國(guó)外市場(chǎng) 國(guó)內(nèi)、國(guó)外 貿(mào)易

10、、國(guó)外投資 母公司領(lǐng)導(dǎo)下的多個(gè)子公司結(jié) 跨國(guó)經(jīng)營(yíng)階段 國(guó)外市場(chǎng) 國(guó)外 貿(mào)易、國(guó)外投資 母公司領(lǐng)導(dǎo)下的多個(gè)子公司結(jié) 超國(guó)際階段 全球市場(chǎng)全球貿(mào)易、國(guó)外投資 國(guó)籍淡化，全球經(jīng)營(yíng) 23整理ppt（二）網(wǎng)絡(luò)理論在國(guó)際化的初始階段，企業(yè)經(jīng)營(yíng)以國(guó)內(nèi)市場(chǎng)為主，但有意識(shí)地尋求向外發(fā)展的機(jī)會(huì)，與行業(yè)內(nèi)有實(shí)力的企業(yè)進(jìn)行合作。在海外市場(chǎng)的積極卷入階段，企業(yè)借助于合作伙伴的渠道，海外業(yè)務(wù)占公司企業(yè)的比重上升，利用已有的商業(yè)網(wǎng)絡(luò)，建立起穩(wěn)定的海外經(jīng)營(yíng)渠道，并投入資源擴(kuò)大公司的海外經(jīng)營(yíng)網(wǎng)絡(luò)。在國(guó)際化成熟階段，企業(yè)的商業(yè)網(wǎng)絡(luò)向深度和廣度擴(kuò)展，企業(yè)在全球范圍內(nèi)建立研究與開(kāi)發(fā)、制造和銷(xiāo)售網(wǎng)絡(luò)，并開(kāi)展多種形式的直接投資。 24整

11、理ppt（三）國(guó)際化四要素模型核心觀點(diǎn)：企業(yè)國(guó)際化速度和程度取決于企業(yè)內(nèi)部資源以及企業(yè)外部市場(chǎng)兩個(gè)方面綜合作用的結(jié)果 市場(chǎng)知識(shí) 企業(yè)內(nèi)部資源因素 生產(chǎn)要素的數(shù)量企業(yè)國(guó)際化的漸進(jìn)發(fā)展 市場(chǎng)規(guī)模 企業(yè)外部環(huán)境因素 市場(chǎng)結(jié)構(gòu)25整理ppt4億英鎊中化英國(guó)中化集團(tuán)正在與英國(guó)油氣公司Gulfsands Petroleum Plc洽談收購(gòu)事宜，最高出價(jià)4億英鎊(6.514億美元)。 Gulfsands與中化集團(tuán)正在并購(gòu)的Emerald Energy為敘利亞?wèn)|Khurbet油田的合資伙伴。如果對(duì)Gulfsands的并購(gòu)成功，中化集團(tuán)將擁有東Khurbet油田的全部權(quán)益。140億美元到200億美元中石油伊拉克

12、中國(guó)石油天然氣集團(tuán)公司和英國(guó)石油公司(BP)周二與伊拉克正式達(dá)成了自2003年海灣戰(zhàn)爭(zhēng)以來(lái)的第一項(xiàng)重大石油交易1.62億澳元鞍鋼澳大利亞2008年11月時(shí)，鞍鋼宣布擬斥資1.62億澳元，以0.85澳元/股的價(jià)格認(rèn)購(gòu)金達(dá)必新發(fā)行的1.9億股股票。這項(xiàng)議案在今年或金達(dá)必公司股東大會(huì)以及FIRB的批準(zhǔn)。加上之前購(gòu)買(mǎi)的股票，鞍鋼集團(tuán)完成認(rèn)購(gòu)后將合計(jì)持有金達(dá)必36.28%的股權(quán)，從而躍居其第一大股東。26整理ppt13.86億美元五礦澳大利亞6月11日，中國(guó)五礦集團(tuán)公司宣布，經(jīng)OZMinerals公司年度股東大會(huì)投票通過(guò)，中國(guó)五礦100收購(gòu)OZMinerals公司主要資產(chǎn)的交易獲得成功。此次交易將有效增

13、加我國(guó)鋅、銅、鉛等主要有色金屬礦產(chǎn)資源的儲(chǔ)備。蘇寧日本6月24日，蘇寧電器宣布認(rèn)購(gòu)LAOX定向增發(fā)股份，持有LAOX公司27.36%的股權(quán)，成為其第一大股東，正式入主這一有近八十年歷史的日本老字號(hào)電器連鎖企業(yè)。 上海中服意大利上海中服進(jìn)出口有限公司與皮爾卡丹公司中國(guó)地區(qū)代表在上海宣布，上海中服整體收購(gòu)皮爾卡丹大中國(guó)區(qū)（包括大陸和港澳臺(tái)地區(qū)）商標(biāo)所有權(quán)。20億美元吉利汽車(chē)瑞典有媒體稱(chēng)，吉利汽車(chē)可能20億美元收購(gòu)福特旗下沃爾沃。900萬(wàn)美元中色國(guó)際英國(guó)中色集團(tuán)旗下的中色國(guó)際與英國(guó)恰拉特黃金公司簽署協(xié)議以收購(gòu)后者19.9%的股份，交易金額900萬(wàn)美元。 27整理ppt跨國(guó)經(jīng)營(yíng)跨國(guó)經(jīng)營(yíng)是指企業(yè)積極參與

14、國(guó)際分工，由國(guó)內(nèi)企業(yè)發(fā)展成為跨國(guó)公司的過(guò)程。它包括：內(nèi)向型和外向型視角，內(nèi)向跨國(guó)經(jīng)營(yíng)是其外向跨國(guó)經(jīng)營(yíng)的基礎(chǔ)和條件。內(nèi)向跨國(guó)經(jīng)營(yíng)是指以母國(guó)為基礎(chǔ)，采取進(jìn)口、作為許可證交易的受約人、在母國(guó)與外國(guó)公司建立合資企業(yè)、成立國(guó)外企業(yè)全資的子公司（或被國(guó)外企業(yè)并購(gòu)）等方式參與國(guó)際競(jìng)爭(zhēng)。外向是指以東道國(guó)為導(dǎo)向，通過(guò)出口、向外國(guó)公司發(fā)放許可證、在國(guó)外與外國(guó)企業(yè)建立合資企業(yè)或建立與收購(gòu)?fù)鈬?guó)企業(yè)等方式參與全球競(jìng)爭(zhēng)。28整理ppt特征29整理ppt一、跨國(guó)公司發(fā)展的新趨勢(shì)30整理ppt一、跨國(guó)公司發(fā)展的新趨勢(shì)企業(yè)兼并仍是跨國(guó)公司擴(kuò)大規(guī)模、提高競(jìng)爭(zhēng)力的重要途徑；跨國(guó)公司的研究與開(kāi)發(fā)合作更趨國(guó)際化；跨國(guó)公司對(duì)發(fā)展中國(guó)家的

15、直接投資將進(jìn)一步加強(qiáng)；20世紀(jì)70年代以前，跨國(guó)公司的對(duì)外投資主要在發(fā)達(dá)國(guó)家間進(jìn)行，80年代后，發(fā)展中國(guó)逐步成為跨國(guó)公司的投資熱點(diǎn)；跨國(guó)聯(lián)盟將成為跨國(guó)公司發(fā)展的新趨勢(shì)，并表現(xiàn)為：從產(chǎn)品聯(lián)盟發(fā)展為以技術(shù)合作為主的知識(shí)聯(lián)盟；從強(qiáng)弱聯(lián)合的互補(bǔ)型聯(lián)盟發(fā)展為強(qiáng)強(qiáng)合作的競(jìng)爭(zhēng)型聯(lián)盟等。TCL將越南作為其國(guó)際化的第一塊灘頭陣地，掌門(mén)人李東生率領(lǐng)彩電業(yè)務(wù)血戰(zhàn)18個(gè)月，虧損18個(gè)億。2002年，首先收購(gòu)了1999年具有113年歷史的德國(guó)施奈德家電生產(chǎn)廠，結(jié)果是歐美戰(zhàn)場(chǎng)首戰(zhàn)失利，施奈德一直處于虧損狀態(tài)；2004年李東生躊躇滿志地收購(gòu)了大名鼎鼎的湯姆遜，結(jié)果還是虧損；9個(gè)月之后，不解恨的李東生又將阿爾卡特手機(jī)納入囊中

16、，與阿爾卡特集團(tuán)成立T&A合資公司，果更是尷尬，合資公司一度處于混亂和失控狀態(tài)，后來(lái)TCL只好咬咬牙，將阿爾卡特手機(jī)業(yè)務(wù)全盤(pán)收購(gòu)，結(jié)果仍舊是虧損。這一系列令人眼花繚亂的收購(gòu)32整理pptDrivers of GlobalizationWhat drives Globalization?A Technological TriggersB Institutional Triggers33整理ppt1. Globalization of Economic Activities1.1 Motives for Firms to go InternationalWhat motivates compani

17、es to expand their operations internationally?Proactive Motivesfirm-initiated strategic changeReactive Motivesfirms response and adoption to changes imposed by outside environment Profit advantage Competitive pressures Unique products Overproduction Technological advantage Declining domestic sales E

18、xclusive information (Ongoing!) Excess capacity Managerial commitment Saturated domestic markets Tax benefit Proximity to customers and ports Economies of scale(according to Czinkota et al. 2000, p. 368)34整理ppt1. Globalization of Economic Activities1.2.2 Drivers of Globalization: Institutional Chang

19、e ad A. Technological Triggers Transport goods raw material humans Information and Communication Technology information know-how monitoring control35整理ppt1. Globalization of Economic Activities1.2.2 Drivers of Globalization: Institutional ChangeHill, C. W. L. (2000): International Business, 3thd ed.

20、, Boston et al. ad B. Institutional Triggers Legal changes e. g. declining trade and investment barriers - less protectionism (tariffs, subsidies, regulations or quotas), because of WTO, ETC - less capital restrictions Political changes revolutions, new governments, wars . Consumer tastes changing p

21、references and tastes; growing acceptance of standardized - consumer electronic goods, - automobiles, - computers, - calculators growing individualization“36整理pptmarketStrategic capitalefficiencyNatural resourcesPress of industry environmentregulationAll company 32.722.69.8Household appl

22、iance53.360.046.7-46.7-IT58.835.341.2-37整理ppt國(guó)家優(yōu)勢(shì)能力產(chǎn)品類(lèi)型要素資源美國(guó)系統(tǒng)構(gòu)思能力模塊產(chǎn)品科學(xué) 品牌歐洲表現(xiàn)能力磨合產(chǎn)品設(shè)計(jì)品牌日本統(tǒng)合能力磨合產(chǎn)品操作韓國(guó)集中能力模塊產(chǎn)品資本密集中國(guó)號(hào)召能力模塊產(chǎn)品勞動(dòng)密集38整理pptThe environment of international management39整理ppt2004年9月16日晚上，華商陳九松的集裝箱貨柜剛運(yùn)達(dá)埃爾切中國(guó)鞋城準(zhǔn)備卸貨時(shí)，400多名正在中國(guó)鞋城游行示威的西班牙人一擁而上，推倒集裝箱并澆上了早已準(zhǔn)備好的汽油。陳九松的16個(gè)貨柜和倉(cāng)庫(kù)，在這場(chǎng)大火中被燒毀。據(jù)他事后清點(diǎn)，

23、損失近100萬(wàn)歐元。40整理ppt41整理ppt42整理ppt2001年8月至2002年1月，溫州東藝鞋業(yè)等中國(guó)鞋商在俄羅斯遭查扣，損失約3億元。2003年冬，20多家溫州鞋企的鞋類(lèi)產(chǎn)品在意大利羅馬被焚燒，損失不詳。2004年1月8日，尼日利亞政府發(fā)布“禁止進(jìn)口商品名單”，溫州鞋名列其中。2004年2月，莫斯科“艾米拉”大市場(chǎng)華商貨物被查抄，包括溫州商人在內(nèi)的中國(guó)商人損失約3000萬(wàn)美元。43整理pptquestionsWhat kind of environment in which your company exists?What kinds of advantages and disad

24、vantages that the environment would bring?How to overcome the disadvantages and make use of disadvantages ?44整理ppt文化社會(huì)有機(jī)無(wú)機(jī)夸克粒子原子分子聚集態(tài)行星系恒星系星云系總星系生物大分子細(xì)胞器組織器官系統(tǒng)個(gè)體群體生態(tài)系生物圈家庭國(guó)家社會(huì)組織國(guó)際組織符號(hào)語(yǔ)言知識(shí)科學(xué)組織水平 微觀 常觀 宇觀 空間細(xì)胞45整理ppt機(jī)體生理系統(tǒng)器官組織細(xì)胞細(xì)胞器核酸 DNA分子生 物大分子蛋白質(zhì)有機(jī)系統(tǒng)的發(fā)展46整理ppt家庭社會(huì)組織國(guó)家國(guó)際組織社會(huì)系統(tǒng)的發(fā)展47整理ppt48整理ppt49整理ppt

25、50整理ppt51整理ppt52整理ppt53整理ppt54整理ppt55整理ppt56整理ppt57整理ppt科學(xué)發(fā)展觀，第一要義是發(fā)展，核心是以人為本。一切障礙發(fā)展的思想觀念都要堅(jiān)決沖破，一切束縛發(fā)展的做法規(guī)定都要堅(jiān)決改變，一切影響發(fā)展的體制弊端都要堅(jiān)決革除。發(fā)展是硬道理有關(guān)于宇宙發(fā)展法則的兩種見(jiàn)解，一種是形而上學(xué)的見(jiàn)解，一種的辯證法的見(jiàn)解。58整理pptThe risk of political elementsTo confiscate（充公） property of the enterprises to host country To be forced to sale at ver

26、y low priceTo be treated with prejudiced attitude different from host enterprises.The barriers for setting back profit and investment.59整理pptThe infringement（違反） of intellectual rightThe interference for management decision.The bribery of government.The terrorism 60整理pptThe evaluation for political

27、riskThe references from experts and consulting companies.The cultivation for internal employment and development of internal management.61整理pptThe management of political riskThe share of profitsThe participant of management.Business localizableThe development of assistance The dominance of inputThe

28、 dominance of marketThe dominance of positionThe strategy of phase contributionPolitical risk insurance62整理pptThe risks of economic elementsTerms of trade Exchange rateInterest rateForeign investment policyCurrency policy and fiscal and political policyPrice riskEconomic bubble riskEconomic period f

29、luctuation riskFinancial crisis riskCapital flee risk63整理ppt年我國(guó)增長(zhǎng)及未來(lái)可能的趨勢(shì)84年89年99年92年07年16年64整理ppt美國(guó)增長(zhǎng)率統(tǒng)計(jì)圖65整理pptManagement of economic risksTo strengthen cooperation with international finance supervision institutions.To set and complete prior-warning index system for finance crisis.To adopt financ

30、e measurements to amending loss of exchange rate fluctuation .66整理pptthe elements of technological risk The levels of technology.The availability of local technologyThe technological demand of the nationsThe applicability of technology.The transportation of technologyThe fundamental facilitiesThe en

31、vironmenntal protection.67整理pptTechnological risksThe development of technology in goal country.The change frequency of technology in goal country.The extension of technology.68整理pptThe management of technologcal risksTo choose the suitable countriesTo choose the suitable opportunity To improve core

32、 technology.69整理pptThe elements of legal environmentLegal systemCurrent international lawsTrade protection lawsTariff lawsContract lawsThe protection for possessions70整理pptThe management of legal risksRefering to connective expertsCollecting evidence ahead of disputationComplete all related legal do

33、cuments.Deal with every document carefully and legally.71整理ppt從溫州燒鞋案得出的結(jié)論走向海外，考驗(yàn)營(yíng)銷(xiāo)智慧建立預(yù)警機(jī)制與網(wǎng)絡(luò)側(cè)面迂回從銷(xiāo)售導(dǎo)向到品牌導(dǎo)向72整理pptThe microenvironmentcompetitorsbarriers for entersupplierssubstitutecustomers73整理pptThe barriers for enteringEconomic of scaleThe degree of differentiationThe transformation costThe barr

34、iers of technologyThe domination of sales channelsPolicy and laws74整理pptThe substitutePerformance and price ratioTransformation costThe desire for substitute75整理ppt76整理ppt由于工人罷工問(wèn)題，本田在中國(guó)的所有組裝廠被迫暫停生產(chǎn)。報(bào)道稱(chēng)，勞資雙方談判在本周一破裂，受零部件工廠工人罷工影響，本田增城和黃埔的組裝廠已經(jīng)從周一晚班開(kāi)始停產(chǎn)，本田武漢組裝廠則從周三晚班開(kāi)始停產(chǎn)。77整理pptThe negotiation capabili

35、ty of suppliers and customersThe degree of industrial concentrationThe degree of integration backwardTransformation costThe degree of differentiation The sensitivity of price78整理ppt The competitorsThe demand and fluctuation of marketThe degree of industrial concentrationCost structure The industrial

36、 differentiation and transformation costThe barriers of withdrawal79整理pptInternal enterprises environmentProduction riskResponsibility riskR&D riskReputation riskBehavior riskHR riskTransaction risk finance risk80整理pptProduction riskCareful plan and explicit requestOrganizing all elements efficientl

37、y.Procedure managementInformation management81整理pptResponsibility risk82整理pptR&D riskThe suitability with strategyMarketization riskTransformation cost and industrializationThe uncertainty of enterprises83整理pptReputation riskHow to avoid reputation risk:Methods and channelsTo make investment by ones

38、elf To turn to professional companiesTo turn to connective company to turn to trade and industry association 84整理pptBulk commodity set out seperatelyReject unfair requestL /C85整理pptBehavior risk86整理pptHR risk87整理pptTransaction riskTo choose beneficial currencyAdjust receipt time of foreign exchange

39、To use finance tools88整理pptFinance risk89整理ppt Fire Flooding Earthquake Volcano Disease Strike Insurrection Terrorism WarForce Majeure EventsPoliticalRisks Corruption Legal/regulatory -irregularities License/Permit Concession Taxes Equity-holding Currency -inconvertibility Expatriation Preemption/pr

40、iority Breach of contract Foreign worker limitation Law enforcement Construction Facility site Equipment Technology Off-take Input Operation Utility Collateral Mineral reserves Reporting accuracyContractual RisksCommercialRisksCreepingExpropriationOutrightExpropriationNaturalDisaster Expropriation C

41、onfiscation NationalizationWar & Civil DisturbancesFinancialRisksMarketRisksCivilMovements Environment Human rights CSR Religion Nationalism Globalization Interest rate Exchange rate Inflation rate Labor cost Product market Input market Salvage costProject Finance Credit Risks Overview90整理ppt 火災(zāi) 水災(zāi)

42、地震 火山 疾病 罷工 暴動(dòng) 恐怖活動(dòng) 戰(zhàn)爭(zhēng)不可抗力政治風(fēng)險(xiǎn) 腐敗 法律/法規(guī) -不合法 專(zhuān)利權(quán)/許可權(quán) 特許權(quán) 稅賦 持股經(jīng)營(yíng) 貨幣-不可轉(zhuǎn)換 派遣 優(yōu)先購(gòu)買(mǎi)權(quán)/優(yōu)先權(quán) 合同違約 外籍員工限制 執(zhí)法 建造 場(chǎng)地 設(shè)備 技術(shù) 生產(chǎn)包銷(xiāo)協(xié)議 投入 運(yùn)營(yíng) 動(dòng)力 抵押 礦產(chǎn)儲(chǔ)量 報(bào)告的正確性合同風(fēng)險(xiǎn)商業(yè)風(fēng)險(xiǎn)間接征用征用自然災(zāi)害 征用 沒(méi)收 國(guó)有化戰(zhàn)爭(zhēng)及民間干擾金融風(fēng)險(xiǎn)市場(chǎng)風(fēng)險(xiǎn) 利率 匯率 通貨膨脹率 人工成本 產(chǎn)品市場(chǎng) 產(chǎn)出市場(chǎng) 回收成本項(xiàng)目融資的信貸風(fēng)險(xiǎn)-概況民間運(yùn)動(dòng) 環(huán)境 人權(quán) 企業(yè)社會(huì)責(zé)任 宗教 民族主義 全球化91整理pptAlternative modes for internationa

43、l market entry92整理ppt 引子：迪斯尼樂(lè)園的東京模式和巴黎模式1984年，美國(guó)的沃特 迪斯尼集團(tuán)在美國(guó)加州和佛羅里達(dá)迪斯尼樂(lè)園經(jīng)營(yíng)成功的基礎(chǔ)上，跨出了跨國(guó)經(jīng)營(yíng)的第一步：開(kāi)設(shè)東京迪斯尼樂(lè)園。由于這是第一次在美國(guó)國(guó)外開(kāi)設(shè)迪斯尼樂(lè)園，經(jīng)驗(yàn)少，風(fēng)險(xiǎn)大，沃特 迪斯尼集團(tuán)決定自身不投資產(chǎn)，不參股，采用了向日方技術(shù)轉(zhuǎn)讓?zhuān)杖∞D(zhuǎn)讓費(fèi)和管理服務(wù)費(fèi)的進(jìn)入方式，由日方的東方地產(chǎn)公司投資建造和經(jīng)營(yíng)東京迪斯尼樂(lè)園。結(jié)果是一想不到的成功，當(dāng)年游客就突破了預(yù)計(jì)的指標(biāo)，達(dá)到1000萬(wàn)人次，游樂(lè)支出大3550萬(wàn)美元，比預(yù)計(jì)數(shù)高出1550萬(wàn)美元。人均支出30美元，超過(guò)預(yù)計(jì)數(shù)21美元近一半。到1990年時(shí)，東京迪

44、斯尼樂(lè)園的游客人數(shù)已經(jīng)達(dá)到每年1400萬(wàn)人次，超過(guò)了美國(guó)加州迪斯尼樂(lè)園的游客人數(shù)。東京迪斯尼樂(lè)園的成功。大大增強(qiáng)了沃特 迪斯尼集團(tuán)對(duì)于跨國(guó)經(jīng)營(yíng)的自信心，決定繼續(xù)向國(guó)外市場(chǎng)努力，再在歐洲開(kāi)辦一個(gè)迪斯尼樂(lè)園。東京迪斯尼樂(lè)園的成功同時(shí)也使沃特 迪斯尼集團(tuán)發(fā)現(xiàn)，以技術(shù)轉(zhuǎn)讓的方式跨國(guó)經(jīng)營(yíng)雖然風(fēng)險(xiǎn)小，所得的利潤(rùn)也相應(yīng)有限。除去開(kāi)辦時(shí)的咨詢費(fèi)以外，沃特 迪斯尼集團(tuán)的收入僅僅限于門(mén)票收入的10%和園內(nèi)商品銷(xiāo)售額的5%。 93整理ppt于是，在開(kāi)辦第二個(gè)國(guó)外迪斯尼樂(lè)園法國(guó)巴黎的歐洲迪斯尼樂(lè)園時(shí)，采取了股份合資的辦法，投資18億美元，在巴黎郊外開(kāi)辦了占地4800公頃的大型游樂(lè)場(chǎng)，又有由于有占49%股權(quán)所帶來(lái)的經(jīng)營(yíng)

45、管理上的相當(dāng)大的控制能力，巴黎迪斯尼樂(lè)園的經(jīng)營(yíng)卻至今為止并不理想。不但巴黎樂(lè)園的第一年游客人數(shù)大大低于預(yù)計(jì)，而且人均游樂(lè)支出也大大低于預(yù)計(jì)水平，使得巴黎樂(lè)園的當(dāng)年經(jīng)營(yíng)虧損達(dá)9億美元，迫使巴黎樂(lè)園關(guān)閉了一所附設(shè)旅館，解雇了950名雇員，全面推遲第二線工程項(xiàng)目的開(kāi)發(fā)，巴黎迪斯尼樂(lè)園的股票價(jià)格從164法郎跌到68法郎，歐洲輿論界戲稱(chēng)歐洲迪斯尼為“歐洲倒霉地”。94整理pptquestion1.What kind of entrance models for Disney cooperation to get much more profit?2.Why?3.How?95整理pptEntrance m

46、odes for international marketTrade modesContract modesInvestment modes96整理pptTrade modeGo-betweens abroadOffices abroadBranches abroad97整理pptadvantagesdisadvantagesLowest investmentTariff and Non-tariff barriersLocation advantage and economy-scaleHigh transportation costExport experiencesMuch time t

47、o get to the local marketHigh flexibilitybeing difficult to monitor98整理pptcontract modeLicensingFranchisingTechnological agreementManagement contractTurnkey projectOEM&ODMInternational sub contract99整理pptadvantagesdisadvantagesBigger control rightHigh risksBeing nearing to local marketBigger pre-inp

48、utLower product costLack of strategic flexibilityHigher suitabilityHigher competition power100整理ppt2022/7/15101 著名的生產(chǎn)纖維板的跨國(guó)公司塞拉尼斯公司（英國(guó)）(Celanese)在西西里購(gòu)買(mǎi)了一大片長(zhǎng)滿桉樹(shù)的土地，計(jì)劃在那里建造木漿加工廠，并使用當(dāng)?shù)氐蔫駱?shù)作為原材料。直到工廠建成將要開(kāi)始生產(chǎn)時(shí)，公司才發(fā)現(xiàn)這些桉樹(shù)太小，原料有限，樹(shù)干不能使用。結(jié)果，被迫高價(jià)進(jìn)口紙漿，損失達(dá)五千五百萬(wàn)美圓。這一代價(jià)昂貴的教訓(xùn)之所以發(fā)生，原因是由于公司在購(gòu)買(mǎi)土地前為了節(jié)約成本、減少費(fèi)用，而沒(méi)有派專(zhuān)家去考察

49、這些桉樹(shù)。101整理ppt2022/7/15102 美國(guó)一位食品加工商在墨西哥一條河流的三角地帶建造了一個(gè)菠蘿罐頭廠，由于菠蘿種植園在該河的上游，公司打算用駁船把成熟的菠蘿運(yùn)到罐頭廠加工。然而，令人失望的是，在菠蘿的收獲季節(jié)里，河水太淺，無(wú)法行船。由于沒(méi)有其他可行的運(yùn)輸方案，工廠被迫關(guān)閉。新設(shè)備以極低的價(jià)格賣(mài)給了墨西哥的一個(gè)社區(qū)，他們立即把罐頭廠搬走。這使該公司付出的代價(jià)太大。 102整理pptInvestment modesindividual proprietorship Joint ventureNew founded and merger103整理pptadvantagesdisadv

50、antagesNo barriers for exportAdvanced technology and famous brandNo high transportation costLack of control for technologyLower risks if less investmentRisks for new competitionSave time for run new plantRisks for quality criterionProfit from technologyLack of flexibilities for contract deadline Low

51、er profit repay104整理pptInternational strategy management105整理pptMain contentThe methods of strategic planThe procedure of strategy106整理pptInternational strategy management1.The benefits of strategic plan2.The methods for strategy draft2.1economy oriented2.2politics-oriented2.3quality-oriented2.4 adm

52、inistrative coordination-oriented107整理pptThe procedure of strategy managementGeneral objective and purposeEvaluate opportunity and threatsEvaluate strength and weaknessList all necessary strategy by competitive analysisChose suitable strategy108整理pptEnvironmental scanningDecision for international m

53、arket entryAnalysis for special areaPass unsuitable areaAnalysis for political and economic risksEvaluation for fundamental facilitiesChoice for suitable nations by withdrawing spheres109整理pptAnalysis the investment intention and market potentialChoice for nations Analysis for suitability of local c

54、ulture Society technologyAnalysis for competitionDecision for localization or notEvaluation for entry strategy110整理pptList all partersEntry New scanning111整理pptEvaluate strength and weaknessInternational experiencesCore competitive powerPatent national cultureEnterprises culture112整理pptEntrance mode

55、s for international marketTrade modesContract modesInvestment modes113整理pptTraining for international HRM1.The objective of international HRM1.1For organization *To clear home-oriented opinion * To strengthen communication between mother-companies and branches. *To strengthen efficiency and profits

56、overall.114整理ppt1.2 For individual reasonsCase: Arabian managementThe head of a family LoyaltyTime-valueconflict-avoidance115整理pptThe effective elements for training1 HRM effective elementOrganization enforcementDevelopment of HRMThe welfare of companyEfficiencyLong-time conception2philosophy of com

57、pany116整理pptStimulating and leadingHow to stimulate the employees?NeedsObjectivesValue systemExpectations117整理pptEthnocentric-orientedfirmsKey management positions are filled by parent-country nationalsReasons: Lack of qualified local senior managers Maintain unified corpo- rate culture and tighter

58、control Transfer of firms core competenciesExample:Dutch national financial controllers at Royal Dutch Shell worldwidePolycentric-orientedfirmsHost-country nationals in foreign subsidiaries headquarter with parent-country nationals. Reasons: Reduction of cultural mis- understandings locally in compa

59、rison to expatriates Usually less expensiveExample:Volkswagen AGGeocentric-orientedfirmsBest suited person, regard-less of nationality, is transferred to any appropriate open positionReasons: Most efficient use of HR resources of the firm Building stronger and consistent culture Building of team spi

60、rit and bonds between team membersExample:General Electric Corp.7.2 International Staffing PolicyInternational staffing policiesSource: Dessler, G. (2000), pp. 623 f.7. International HR Management118整理ppt1.Meanings of the work2.satisfactions119整理pptAppraisal1.What is performance: extent of finishing