中国的零售商如何应对洋零售商英文.docx
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中国的零售商如何应对洋零售商英文.docx
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中国的零售商如何应对洋零售商英文
课程名称:
国经专业英语
授课教师:
章俊杰
学生姓名:
徐佳江
学生专业:
国际经济与贸易
学生班级:
国经N062
学生学号:
2006456690137
论文上交日期:
2009年6月8日
DECLARATIONS
Ideclarethefollowing:
(1)ThatthematerialcontainedinthisessayistheendresultofmyownworkandthatdueacknowledgementhasbeengiveninthebibliographyandreferencestoALLsourcesbetheyprinted,electronicorpersonal.
(2)Iagreetomyessaybeingsubmittedtoaplagiarismdetectionservice.IhavereadplagiarismpolicystatementclearlywhichiscontainedinJiaxingUniversity’sStudentHandbook,Iunderstandpunishmentsinvolvedinstudentplagiarismactivities.
(3)thatunlessthisessayhasbeenconfirmedasconfidential,IagreetoanentireelectroniccopyorsectionsoftheessaytobeingplacedonBlackboard,ifdeemedappropriate,toallowfuturestudentstheopportunitytoseeexamplesofpastessays.IunderstandthatifdisplayedonBlackboarditwouldbemadeavailablefornolongerthanfiveyearsandthosestudentswouldbeabletoprintoffcopiesordownload.Theauthorshipwouldremainanonymous.
StudentSigned:
………………………………………………..
HowtoWininChina
1.Introduction
1.1ThegeneralideaofTesco
TescoisUK’slargestretailer,andistheworld’sthirdbiggestretailerafterWal-Mart(USA)andCarrefour(France).Itisfoundin1924,anditscatchwordis“EveryLittleHelps”.ThismeanTescoviewthecustomerasthemostimportantfactor,asitissaidthecustomerarethegod.Aftermanyyearseffect,TescobecamethelargestretailerinUKwithsalesof$71.1billionsin2006,andtheemployeeshavereached360,000.By1990,however,TescorealizedthatitsopportunitiesforgrowthinUKwerebecomingmorelimited.Soitstaredtoexpandinternationallyin1990.Asweallknow,Chinaisthebiggestmarketintheworld,ifTescowanttoexpandinternationally,theChinesemarketistheplaceitmustenter.HowcanTescoenterintotheChinesemarket?
Whatstrategy,marketentrymodestrategiesormarketingmixwillitusewhenenterintoChina?
Allthosequestionswillbediscussedinthisarticle.
2.ThebusinessenvironmentofChina
Inordertoenterintothemarketquickly,wemustcriticallyevaluatethebusinessenvironmentofChina.Itwillbeevaluatedthroughglobalization,nationalandculturaldifference,internationaltradeandinvestmenttheoriesandperspectives.
2.1GlobalizationofChina
“Globalizationreferstotheshifttowardamoreintegratedandinterdependentworldeconomy.Globalizationhasseveraldifferentfacetsincludingtheglobalizationofmarketsandtheglobalizationofproduction.”(Charles,2005,p6)ChinaentersintotheWTOin2001,andhasalargenumberofimportsandexports.Thelargenumberofimportsmeansithasalargeglobalizationmarket,andthelargenumberofexportsmeansitsproductsareglobalization.Chinaneedstheworld,theworldalsoneedsChina.
ThereisnodoubtthatChinaisinthestepofglobalization,anditsquickspeedalsomaketheworldamazing.
2.2Nationalandculturaldifference
2.2.1Economicsystem
“Betweenmarketeconomiesandcommandeconomiescanbefoundmixedeconomies.Inamixedeconomy,certainsectorsoftheeconomyarelefttoprivateownershipandfreemarketmechanismswhileothersectorshavesignificantstateownershipandgovernmentplanning”(Charles,2005,p36)ThoughChinesegovernmentstatedthatChinaismarketeconomies,butinfactitismixedeconomies.Mostofthesectorsofeconomyaremarketeconomies,butthemainsectorsoftheeconomyarecommandeconomies,likepetroleum,communication,electricpowerandsoon.
2.2.2Legalsystem
Chineselegalsystemiscivillaw.Lawcourtsmustjudgethecaseregardtothesecodes.Theintellectualpropertyisthemostimportantparttoacompany.Chinahasahealthinessintellectualproperty,likepatent,copyrights,trademarks.Chinaisoneofthecountrieswhohavetheperfectlegalsysteminthosedevelopingcountries.
2.2.3Culturedifference
CharlesfollowsbothHofstedeandNamenwirthandWeber’sviews,say:
“Cultureasasystemofvaluesandnormsthataresharedamongagroupofpeopleandthatwhentakentogetherconstituteadesignforliving.”(Charles,2005,p47)Asweallknown,Chinaisabigcountrywithalonghistory,andthecultureisverycenturies-old.Therearesomemaindeterminantsofculture.Firstisthelanguage,Chineseisthegovernmentlanguage,buttherearedifferentpronunciationindifferentprovince.Secondisthesocialstructure,asthedevelopingoftheeconomy,thenumberofthemiddleclassincreasequickly,thereare80millionmiddleclassinChinanow.Thethirdoneistheeducation.Thankstothecompulsoryeducation,theeducationinChinaisnotbad.Thereare4millioncollegestudentsgraduatefromschooleveryyear.Allinall,duetothe1.3billionpopulations,theChinesecultureiscomplex.
2.3Internationaltradeandinvestmenttheories
2.3.1Porter’sdiamondtheoriesinChina
Thefirstisthefactorendowment,asweallknow,Chinahavethelaborendowment,thisendowmentmaybethemostimportantfactortoTesco.Thesecondisthedemandconditions.Chinahasalargehomedemandfortheindustry’sproductorservice.NowmoreandmoreChinesepeoplehaveanurgedemandforhighqualitygoodsandhighqualitylive.Asportersaysitisagoodconditionforacompany’slongdevelopment.Thethirdoneisrelatingandsupportingindustries.Asaretailer,Tescohimselfcannotproductallthegoods,theremusthaveothergoodsproduct’ssupporting.Chinaisalsoagoodplacewiththerelatingandsupportingindustries.Thefourthisfirmstrategy,structure,andrivalry.NowWal-MartandCarrefourhavealreadyinChina,thesetwocompetitorswillcompelTescodosomechange.Andthelastoneisthechanceandthegovernment.Chinesegovernmentgaveachancetoforeignretailersin2004,andlettheretailsectordevelopfreely.IthinkthisisagoodchancetotheTesco.
2.3.2Eclectictheoryofinternationalproduction
TheeclectictheoryofinternationalproductionisputforwardbyJohnDunningin1977.Itincludesthreeparts:
OwnershipAdvantage,InternalizationAdvantageandLocationAdvantage.Asaglobalcompany,Tescohavetheownershipadvantage,likecapitalandmanagingadvantage.Tescoalsohaveanadvantagetechniquetogetinformationformthecustomersinordertohaveagooduseofitsownresource.Dunningcallthisistheinternalizationadvantage.Thelocationadvantageisthemostimportanttoaffecttheinvestment.Chinahasalotoflocationadvantage,itslargedomesticmarketandcheaplabor.Thegovernmentalsosupportsforeigninvestment,attractforeigninvestment.AllthoselocationadvantagemakeChinabecomeoneofthelargestFDIcountriesintheworld.SotheinvestmentinChinamusthaveabrightfuture.
3.Tesco’sstrategyinglobalexpansion
3.1Thedefinitionoftheinternationalstrategy
“Firmsthatpursueaninternationalstrategytrytocreatevaluebytransferringvaluableskillsandproductstoforeignmarketswhereindigenouscompetitorslackthoseskillsandproduct.”(Charles,2005,p238)Thismeansfirmshaveitscorecompetence,andthisadvantageisadvancedthatthecompetitorscannotcreatedorlearninashort.Butinternationalstrategyalsohasadisadvantage,thelackoflocalresponsiveness.
3.2ThecorecompetenceofTesco
TherearetwomagicweaponsinTesco’scorecompetence.Thefirstisthelowprice.Tescolowthecostofthegoodsthoughbulkpurchaseandefficient.Mostofthelowpriceproductsarenecessarythingsthatweneedinourdailylife.Throughthelowprice,Tescopromotesitsown-brand“Value”.Thesecondweaponisthedifferences.Tescoprovidescustomerswiththeuniquelyproductsandserviceswhichisdifferentfromothercompetitors.TescoCollectalargeamountofinformationthroughthemembershipcards.Analyzingthosedata,helpTescotomakethemarketsegmentsmoreaccurately.AndalsohelpTescointroducesnewproductsandservicesmorequicklyandsuitable.Allinall,thecorecompetenceofTescoisseeingthecustomersasthemostimportantpeopletothecompany.
3.3SuitablestrategytoTesco’sglobalexpansion
TheinternationalstrategyisasuitablestrategytoTesco’sglobalexpansion.Tescobeginsitsglobalexpansionin2000.Nineyearsisanotlongtimeforacompanytoglobalexpansion.WecansaythatTesconowisinthebeginningofglobalexpansion.Asweallknow,asaretailertherearelittledifferentdemandsindifferentcountry.Andthemostofthenecessarythingsareinthesamedemand,likeshampoo,toothpaste,waterandsoon.SothebusinessenvironmentofTescoisinthelowpressuresforlocalresponsiveness.ThebulkpurchaseandefficientmakeTescohavealowcostpressuresenvironment.ThesetwopointsletTescochoseinternationalstrategy.
4.Themarketentrymodestrategies
Therearealotofmarketentrymodestrategies.Theyallhaveadvantagesanddisadvantages.SohowcanweusethosestrategiesinareasonablecombinationandtocreateanewmarketentrymodestrategyforTesco?
4.1Thejointventures,acquisitionandwhollyownedsubsidiaries
“Ajointventureentailsestablishingafirmthatisjointlyownedbytwoormoreotherwiseindependentfirms.”(Charles,2005,p284)Ofcoursethereareadvantageanddisadvantageofjointventure.Whenenterintoanunfamiliarcountry,jointventurewithalocalenterpriseisagoodmethod.Itcanmakethefirmtounderstandtheunfamiliarenvironmentmorequicklyandreducethecostsandrisks.Butthedisadvantageistoatechnologicalknow-howormanagementknow-howcompanies,thejointventuresmightrisklosingcontroloftechnologyandthedecision-making.
“Inawhollyownedsubsidiary,thefirmowns1
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