国际商务英文论文 2Word文档格式.docx
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国际商务英文论文 2Word文档格式.docx
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strategicalliance
Acknowledgements
Iowemanythankstoanumberofindividualswhohavemadethispossible.
TableofContents
1INTRODUCTION3
1.1IntroductiontotheProblem1
1.2BackgroundoftheStudy1
1.3PurposeoftheStudy1
1.4SignificanceoftheStudy2
1.5DefinitionofTerms2
2METHODOLOGY2
2.1AssumptionsandLimitations2
2.2ChoiceofMethod3
2.3ADescriptionoftheAnalysis.4
3DATACOLLECTIONANDANALYSIS4
3.1OverviewofChineseAutomobileIndustry4
3.2GovernmentInfluences7
3.3BusinessEnvironment9
4TOYOTA'
SCHINASTRATEGY11
4.1PositiveSound,SolidFoundation11
4.2ConsidertheSituation,RapidDeployment12
4.3TheExquisiteControl,TheFocusofChecksAndBalances13
5ALLIANCESMOTIVATION14
5.1TheTheoreticalBasisofTheStrategicAlliance14
5.2AutomotiveIndustryAlliance14
6RESULTS15
7CONCLUSION17
8REFERENCE.....................................................................................18
1INTRODUCTION
1.1IntroductiontotheProblem
Untilthemid-1980s,automobilemanufacturinginChinaremaineddependentonafullyverticalintegratedproductionsystemthatwassupervisedbythecentralministriesorlocalgovernments.In1983,legislationopenedtheChinesemarket,whichallowedforeignautomobilemanufacturerstosupervisetheproductqualitysothatitwasinlinewiththeimageoftheirbrands.TheChinesegovernmentidentifiedthatgloballinkswerecriticalforacquiringthenecessarytechnologyandmanagerialexpertiseneededtomoveupthemanufacturingladderandtodevelopnewcompetitiveadvantagesininternationaltrade(Yang,1994).
Chinaisnowthehometomorethan120vehiclemanufacturers,withonlytwothatproducemorethan500,000vehiclesannually:
FirstAutomotiveWorks(FAW)andShanghaiAutomotiveIndustryCorporation(SAIC).Thesecompanieshavebeenabletodevelop,thankstotheregulatedmarketsystemthathasforcedforeigncompaniesintosettingupjointventures(JV)withlocalplayers.TheBigThreeincreasinglydominatethebusiness,settingupjointventureswithanarrayofforeignautomakersandbuildingsubstantialsizedcorporations.TheBigThreeconsistofFAW,SAIC,andDongfengMotorGroup,allofwhichareowned100%bytheChinesegovernment(Bursa,2003).
Chinaisoneofthemostunusualcountriesinatransitioneconomy.TodayChinaisoneofthelargestandfastestgrowingeconomies,andisheavilyengagedininternationalbusinessandinvestment.Chinaisalsounusualbecauseitstransitioncontinuestobeplannedbythecentralgovernment,whichplaysanactiveinvolvementinbusinessaffairs.Tojustifythecountry’stransitiontoamarketeconomy,thecentralgovernmentdefineditsgoaltodevelopamarketsystemwithsocialisticcharacteristics.Thismeansthatsomesectorsandregionshavebeenmoreexposedtomarketcompetitionandhavechangedfasterthanothers.Sincetheearly1990s,mosttransactionshavebeenenactedthroughmarkets(Child&
Tse,2001).
1.2BackgroundoftheStudy
Chinaisamajorplayerintheglobaleconomy.Currently,Chinahasthehighestsalesgrowthintheworld’sautomobileindustry.China’simpressivegrowthandglobalinfluenceshiftedtheworld’sbalanceofpowertowardAsia.Chinaassumedanimportantroleintheglobalsupplychain,whereeconomicdevelopmentandchangeaffecttheoperationsofmanytransnationalcompaniesaroundtheglobe.Chinacouldbeusedasagrowthmodelforotheremergingmarkets(Barton,2004).
1.3PurposeoftheStudy
Resource-basedtheorywasusedtodeterminewhetherthefirm’sresourcesandcapabilitiesinfluencethegrowthandperformanceoftheautomobilemanufacturersinChina.ThepurposeofthestudywastoanalyzetherecentoutstandingachievementthathasoccuredintheautomobileindustryinChina.SinceChinaenteredtheWorldTradeOrganization(WTO)in2001,thegovernmenthasmademajorreductionstotariffstocomplywiththerequirementssetforthforacceptanceintotheWTO.Theseadjustmentstogovernmentpolicycreatedmanychangesinthebusinessenvironment.Firmshadtocompeteonaglobalbasisbecausetheywerenolongerprotectedbygovernment.Thesechangescreatedanenvironmentofuncertaintyformanyfirms.Thestateownedenterprises(SOE)alsohadtocompeteandlearntobecomeprofitable(profitable(U.S.-ChinaEconomicandSecurityReviewCommission,2004).
Adoptionofstrategiestochangingmarketconditionswasinfluencedbywhathappenedintheoverallindustryenvironment.Astheindustryevolved,thedrivingforcesforchangeincompetitivestructureandperformancerequiredchangestostrategicdecisions.Researchhasidentifiedacongruencybetweeninternalandexternalenvironment(Lambkin&
Day,1989;
Lawrence&
Lorsch,1969;
Porter,1990;
Thompson,1967)thatexaminedtheshiftingstructuralconditionsandlifecyclechangesoffirmsastheygrow.Researchoncompetitivenessofthefirmandstrategicchange(Pettigrew,1990;
VandeVen&
Huber,1990)discussesthelinkagebetweenvolatilityinbusinessenvironment,businessstrategy,andstructure.Changeismultifacetedinthatitinvolvespolitical,cultural,incremental,environment,andstructuralDimensions.
Buildingonindustrylifecycle,theresource-basedview,andorganizationalchange,thestudyanalyzedstrategiesavailabletomanagementofautomobilemanufacturersinChina.Themainquestion“WhatistheimpactontheChineseautomobileindustryofforeigncompanyentryintoChina?
”istheissuethathascreatedafoundationforthereviewofstrategicmanagementliterature.ThepurposeofthestudywastoanalyzetherecentoutstandingachievementintheautomobileindustryinChina.
1.4SignificanceoftheStudy
ThisstudyallowsautomobilemanufacturerstoanalyzetheChinesemarkettodeterminewhethertheywishtoenterandbecomeplayersintheindustry.Thestudyprovidedinsighttoatransitionaleconomyandcouldbeusedasamodeltoenterothercountries.Additionally,thestudyprovidedotherfirmsabetterunderstandingofthebusinessenvironmentinChina.
Chinaistheworld’sthirdlargestmarketforvehiclesandthefourthlargestproducer.TheplansforfuturedevelopmentintheindustrybytheChinesegovernmentandtheworld’slargestautomotivecompanieswillhaveprofoundeffectsonthelocation,production,andlaborforcearoundtheworld.TheobjectiveofChina’sautomobilepolicyistobecometheworld’slargestmanufacturer,produceitsownbrandsofvehicles,andgeneratepartsfortheinternationalmarket.Theautopartsindustryaccountedforthemajorityofjobsintheautomotiveindustry,anditwasinthisareathatintensepricecompetitionexistedtosearchforlowerandlowerlaborcosts.TherewassignificantpotentialandthemarketwasextremelyprofitableinChinafortheautomobilemanufacturers.Volkswagenmadeathirdofitsprofits,GeneralMotors(GM)madeapproximately23%approximately23%ofprofits,andHondamadeabout6%ofprofitsinChina.TheyallhadinvestedbillionsofdollarsinChina.Laborcostswerelow:
theaverageChineseworkermade$3.00perhour,whileaunionworkerintheUnitedStatesmadearound$25.63,excludingbenefits.However,thehighprofitswerenotrelatedtolowcosts:
theywererelatedtohighpricing.TheChineseconsumerspaidsignificantlyhigherpricesforcarsthandidbuyersinanyothercountry(U.S.-ChinaEconomicandSecurityReviewCommission,2004).
1.5DefinitionofTerms
Businessprocessesareactionsthatafirmengagesintoaccomplishsomebusinesspurposeorobjective.Businessprocessesareroutinesoractivitiesthatthefirmdevelopstoachievesomething(Porter,1991).
DomesticCompaniesarethosethatareownedbysomecombinationofChineseinvestorsandthegovernment.
Firmperformanceforthepurposeofthispaperismeasuredbymarketshareduetoforeigncompaniesnotalwaysusingthesamefinancialreportingformat.Marketshareoffersacomparisonofafieldthatwillrepresentatruecomparisonwithintheindustry.
Firm’sresourcesrefertothetangibleandintangibleassetsthatafirmusestodevelopandimplementstrategiesSino-JointVentureforthepurposeofthispaperiswhereaportionofthecompanyisownedbyanon-Chineseorganization.
StateOwnedEnterprise(SOE)Enterprisesthatareowned100%bytheChinesegovernment.
WorldTradeOrganization(WTO)TheorganizationthatsucceededtheGeneralAgreementonTariffsandTrade(GATT)asaresultofthesuccessfulcompletionoftheUruguayRoundofGATTnegotiations.
2METHODOLOGY
2.1AssumptionsandLimitations
TherearelimitationstothestudyinthatthestudyanalyzestheSino-foreign
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