企业国际化管理的决策与营销策略的选择外文翻译.docx

企业国际化管理的决策与营销策略的选择外文翻译.docx

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企业国际化管理的决策与营销策略的选择外文翻译

本科毕业论文（设计）

外文翻译

原文：

Decision-MakingConsiderationofEnterprises’InternationalizationManagementandtheMarketingStrategyChoice

Abstract：

Theeconomicintegrationimpelsanenterprisetodevelopitsinternationalizationmanagement．Thestrategyandtacticswithregardtotheinternationalizationmanagementbecomesthepriorityofdiscussionintheacademiccircleatpresent．Buttheinvestigationanddiscussionaboutwhetherallenterprisehastheabilityofinternationalizationmanagementornotisnotcommon．Lackingthiskindofthoughtwillleadenterprisestopracticetheinternationalizationmanagementblindlyandtosuffertheunnecessaryloss．Thepaperanalyzeswhatcorrelativefactorsshouldbeconsideredinprophasewithregardtotheenterprises’choiceofpracticinginternationalizationmanagement．Thattheenterprisesmakethestrategicdecisionaboutwhethertocarryouttheinternationalizationmanagementornotshouldbebasedonsuchanalysisastheproductcharacteristic，theindustrialnationalcomparativeadvantages，andtheenterprise’sabilityofcultivatingcompetitiveadvantages．Furthermore，anenterpriseneedstochoosethemarketingstrategyaccordingtoitsowncondition．

Keywords：

WorldwideDemandforProduct；TheIndustrialNationalComparativeAdvantages；TheAbilityofCultivatingCompetitiveAdvantages；MarketingStrategyChoiceBasedontheInternationalizationManagement

Theeconomicintegrationimpelsanenterprisetodevelopitsinternationalizationmanagement．Chinacloseditselftointernationalintercoursebeforel978．Nowitpracticestheopeningandreformpolicy,manyenterprisesdevelopinternationally．Iftheenterprisesrushintotheinternationalmanagementblindly,thiswillleadtosetbacksduetolackstrengthorimmatureopportunities，thusbringshugedisastertothedevelopmentofenterprises，FacingthechoiceofinternationalizationManagement,enterprisesshouldmaintaintherationality．Itisnecessarytomakethestrategicdecisionwhethertocarryouttheinternationalizationmanagementonthebasisoftheanalysisoftheproductcharacteristic,theindustrialnationalcomparativeadvantages，andtheenterprise’sabilityofcultivatingcompetitiveadvantages．Furthermore，anenterpriseneedstochoosethemarketingstrategyaccordingtoitsowncondition．

1TheCauseofEnterprise’sInternationalizationManagement

Theeconomicglobalizationcausesvariouscountriestoblendtheireconomies，technologiesandculturesdaybyday．Thefactorstoimpelenterprisestodevelopinternationallyarethefollowing：

First,theintensedomesticmarketcompetition：

AlongwithChina'sentryintotheWTOandtheforeignenterprises’entryintoChina’smarket，thedomesticmarketcompetitionbecomesmoreintense．Theinternationalcompetitioninternalizetothedomesticmarket，andthedomesticmarketcompetitionbecomesinternationalization．

Second，thedevelopmentofscienceandtechnology：

Alongwiththedevelopmentoftechnologysuchascomputerscience，IT，communicationservice，transportationandsoon，therunningcostofinternationalmanagementhasbeenreduced．

Third，theeconomyofscaleisstrengthened：

Thetechnologydevelopmentstrengthenstheeconomyofscaleint11efieldsoftheresearchanddevelopment，thepurchase，theproductionandthemarketing．Thebiginternationalmarketoffersthehugeattractiontoanenterprise’ssurvivalanditsdevelopment．

Fourth,thechangingfactorcost：

Thevariouscountries’factorcosthastherelativevariable，whichcausesthemostsuperiorlayoutofproductiontochangefundamentally．

Fifth,internationalcooperationenhancement：

Thepoliciessuchasreducingthecustomsduty,strengtheningtheinternationalcooperationoftechnicalstandardandremovingtradebarriersareadoptedbyvariouscountries’government,whichhasgreatlypromotedtheinternationaldivisionoflaborandhasprovidedtheenvironmentfortheenterprises’internationalizationmanagement．

Thetradeliberalization,theproductioninternationalizationandtheeconomicintegrationcausetheenterprisestofacethemarketcompetitionfromnationalandinternationalinevitably；theenterprise’soperationactivitiesareintegratedtotheglobaleconomicscope．Theenterprisesfacethestrategicchoiceofdevelopmentinternationalizationmanagement．

2TheDecision—MakingConsiderationofEnterpriseaboutParticipatingintheInternationalizationManagement

Thedifferencesofeveryenterprise’shistoricaldevelopment,itspresentsituationandthedevelopmenttargetsdecideenterprise’sdifferentspecialcharacteristics．Beforetheenterprisedeterminesowndevelopmentaboutinternationalizationmanagement，thefollowingthreeaspectsshouldbeconsidered．

2．1whethertheManagementProductsbyanEnterpriseAreDemandedorNotAllOvertheWorldWidely

First,theproducthavingtheintenseregionalortheculturalcolor：

Ingeneral，thedemandoftheproductwiththeintenseregionalortheculturalcolorisnotwidespreadintheworld．Iftheenterprisewhichproducesthiskindofproductchoosestheinternationalizationmanagement,theywillfacetheriskbroughtbyinsufficientdemand．

Second．theemergentindustrypossiblymeanstheinsuffficientdemandinallovertheworld：

Somedegreeofindustrialmaturityistheessentialconditiontocarryouttheinternationalizationmanagement．Theenterpriseshouldconsidertheopportunitytopracticetheinternationalizationmanagement．Theemergentindustryisfacingthevariousriskssuchasthetechnology,theproductionandthedemandandsoon；theinternationalizationmanagementshouldbelaunchedsuitablyatthestageofindustrialmaturity．Astheentrepreneuroftheemergentindustrywhichoriginatesinthehomecountry,theenterpriseshouldmakethemostoftherelativelylooseconditioninthedomesticmarkettoobtaintheindustrialdevelopmentandgrowstrongunceasingly；atthesametime,italsoshouldfocusesontheevolutionoftheindustrialmaturitydegreeandthechangeintherelatedworldmarket．Astheworldwide—basedentrepreneurs’insightisenhanced，thematuritydegreeneededbytheinternationalizationmanagementwillbelowercomparingwiththeearlierperiod．

Third，complexmarketsegmenting：

Inthemorecomplexsegmentationmarket，thesameorsimilardemandislower．Thecomplexmarketsegmentingmaycauserisks，whichmayfunctionsequallyastheinsufficientdemandforproductsbytheworldmarket．Thecomplexsegmentationmarketpossiblycomesfromvariouscountriesthathavedifferentdemandsfortheproductsandthedifferentmarketingmethodsamongvariousdomesticmarkets．

Tothoseenterpriseswhichhavetheplantousetheeconomyofscaletoparticipateininternationalizationmanagement，theeconomyofscaleeffectcausedbythecomplexsegmentationmarketcan’tbeusedfullyintheproduction,themarketingandthepurchaseaspect．Thelittledifferencesofthedemandforproductsbytheworldwidemarketmaybringtheconfidencetotheenterprisestoparticipateininternationalizationmanagement．Ifthesituationisnotso,theenterpriseshouldponder：

inproductionaspect,whetherithasabilitytodevelopthelowcostproductiontransitionsystemandgainthecompetitionadvantagescausedbythat；inmarketingaspect，whethertheproprietarymarketingmethodsadoptedbytheenterprise，whichareestablishedthroughhugefixedinvestment，possessthegreatercompatibilitytothemarket，andenablezerocostorlowcosttobeappliedrepeatedlyinothermarketswiththesemarketingmethods；inthepurchaseaspect,whethertheenterpriseisprovidedwithformidablenegotiationabilitywithregardtothedifferentproductsproducedwithnon-differencerawmaterialsorspareparts．Themassivepurchasingvolumeofrawmaterialsandsparepartsisrelativelymoderatecomparingwiththeupstreamsupplier'sindustrialscale,whichhasthecrucialfunctiontotheenterprise’scostadvantagebroughtbytheeconomyofscaleinpurchase．

Totheseenterpriseswhoprepareforadoptinglocalizationtoseparatemanagementintheirowndomesticmarket，thecompetitioninfactiscarryingoninmanydomesticmarketsseparately.Consideringcarryingouttheinternationalizationmanagement,theenterpriseshouldpayattentiontoownstrength：

Whetheritpossessesenoughresourcestoguaranteethisoperation；Whetherithastheenoughabilitytoovercomeincreasingoverheadexpensesbroughtbytheseparatemanagement，andwhetheritcanovercomethesystembarriersandthelimitsinvariousdomesticmarkets．

2．2-11IeAvailableIndustrialNationalComparativeAdvantages

Possessingcomparativeadvantagesisthepowerfulsupporttocarryouttheinternationalizationmanagement．Thecomparativeadvantagesoriginatefrom：

First,factorcost:

Thecomparativeadvantagesmayoriginatefromthesufficientnaturalresource,theinexpensiverawmaterial,thelow-paidlaborforce,theexercisabletechnologyandtherelativelylow-costresources，andsoon．

Second，factorquality：

Thecomparativeadvantagesalsomayoriginatefromthehigh—qualitylawmaterial，thehighly-gradedlaborforce，thehighefficientproductiontechnologyandsoon．Forexample，itmonopolizesthespecialrawmaterial．

Theabovefactorshavedecided山eindustrialnationalcomparativeadvantages．Thosecountriespossessingtheindustrialnationalcomparativeadvantageswillbetheproducingarea,andexporttheseproductstoothercountries．Theenterpriseusingtheindustrialnationalcomparativeadvantagesmaystrengthenitscompetitivepowerintheinternationalizationmanagement.Theenterpriseswhoseindustriesdon’thavethenationalcomparativeadvantagestoparticipateinthisindustrialinternationalizationmanagementneedmorepowerfulabilitytointegratetheglobalresources．Theenterprisesneedtodealwithitsbusinessa