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1、Business English崔彬 PH.DPH.D扬州大学扬州大学 管理学院管理学院Topic : Modes of Entry 1、No firm ownership of foreign assets (1) exporting (2) licensing (3) franchising (4) contract manufacturing (5) management contract (6) turnkey project8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Exporting - advantagesRelatively low financi
2、al exposurePermit gradual market entryAcquire knowledge about local marketAvoid restrictions of foreign investment8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Exporting - Disadvantagesn nVulnerable to tariffs and barriers to traden nLogistical complexitiesn nPotential conflicts with distributors8/3/20248/3/
3、2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Licensing - advantagesn nLow financial riskn nLow-cost way to assess market potentialn nAvoid tariffs, trade barriers, restrictions on foreign investmentn nLicensee provides knowledge of local markets8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Licensing - Disadvantagesn nLimits mar
4、ket opportunities/ profitsn nDependency on licenseen nPotential conflicts with licenseen nMay be creating future competitor8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Franchising - advantagesn nLow financial risksn nLow-cost way to assess market potentialn nAvoid tariffs, barriers to trade, restrictions on
5、 foreign investmentn nMaintain more control than with licensingn nFranchisee provides knowledge of local market8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Franchising - Disadvantagesn nLimits market opportunities/ profitsn nDependency on franchisen nPotential conflicts with franchiseen nMay be creating fut
6、ure competitor8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Contract Manufacturing - advantagesn nLow financial risksn nMinimise resources devoted to manufacturingn nFocus firms resources on other elements of the value chainn nAvoid tariffs, barriers to trade, restrictions on foreign investment8/3/20248/3/20
7、24扬州大学管理学院扬州大学管理学院 崔彬崔彬Contract Manufacturing - Disadvantagesn nReduced control (may affect quality, delivery schedules etc.)8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 3、Foreign direct investment (1) The greenfield strategy (2) The acquisition strategy (3) Joint-venture strategy8/3/20248/3/2024扬州大学管理学院扬州
8、大学管理学院 崔彬崔彬FDI (Foreign Direct Investment) - advantagesDirect investment in the foreign country by the MNC.High profit potentialn nMaintain control over operationsn nAcquire knowledge of local marketn nAvoid tariffs and trade barriers8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬FDI - Disadvantagesn nHigh fi
9、nancial and managerial investmentsn nHigher exposure to political risksn nVulnerable to restrictions on foreign investmentn nGreater managerial complexity8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Topic: The economic environment of international businessn nRationales for trade and investment interventionR
10、ationales for trade and investment intervention Industry-level trade and investment policies:Industry-level trade and investment policies: (1) The national (1) The national defencedefence argument argument A country must be self-sufficient in critical raw A country must be self-sufficient in critica
11、l raw materials, machinery and technology, otherwise it materials, machinery and technology, otherwise it will be vulnerable to foreign threats. will be vulnerable to foreign threats. 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (2) The infant industry argument(2) The infant industry argument It is argued
12、that later these industries It is argued that later these industries will possess a comparative advantage will possess a comparative advantage when they become as efficient as their when they become as efficient as their overseas competitors and that will allow overseas competitors and that will all
13、ow them to thrive in international markets. them to thrive in international markets. 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬(3) Maintenance of existing jobs Well-established firms and their workers, particularly in high-wage countries, are often threatened by imports from low-wage countries. 8/3/20248
14、/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬(4) Strategic trade theory(4) Strategic trade theoryn n strategic trade theory concentrates on strategic trade theory concentrates on those industries capable of those industries capable of supporting supporting only a few firms worldwide,only a few firms worldwide, perha
15、ps perhaps because of high product development because of high product development costs or strong experience curve effects.costs or strong experience curve effects. A A firm can earn monopoly profits if it can firm can earn monopoly profits if it can succeed in becoming one of the few firms succeed
16、 in becoming one of the few firms in such highly concentrated industries.in such highly concentrated industries.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 -1-1 010 100 00DevelopDont developDevelopDont developMitsubishiAlcatel8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 -1-1+2=1 100DevelopDont developDevelopDont
17、 developMitsubishiAlcatel 010+2=12 008/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 -1+2=1-1+2=1 10+2=120DevelopDont developDevelopDont developMitsubishiAlcatel 010+2=12 008/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 National trade and investment policies:National trade and investment policies: (1) Economic develop
18、ment programs (1) Economic development programs Countries which are dependent on a Countries which are dependent on a single export often choose to diversify single export often choose to diversify their economies to reduce the impact of, their economies to reduce the impact of, say, a bad harvest o
19、r falling prices for the say, a bad harvest or falling prices for the dominant export.dominant export. export promotion export promotion import-substitution strategy import-substitution strategy 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (2) Industry policy The national government identifies key domestic
20、 industries critical to the countrys future economic growth, and then formulates programs that promote their competitiveness.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬n nThe world trade organization 1. From Adamsmith to dreary 2. GATT(1947-1979) 3. turbulence period(1980-1993) 4. WTO 5. problems hanging
21、in doubt8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬n nBarriers to international tradeBarriers to international trade (1) Tariffs ad valorem fixed tariff 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬(2) Non-tariff barriers characteristic: A. Flexibility B. Validity C. Discriminately 8/3/20248/3/2024扬州大学管理学院扬州大学管理学
22、院 崔彬崔彬n nQuotas is a numerical limit on the quantity of a good that may be imported into a country during some time period. n nlicenses is a strict quantitative limit on the quantity of a good that may be imported into a country during some time period.ncorruption 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬
23、崔彬 Numerical export controls (1) embargo(1) embargo an absolute ban on the export or import of goods, or an absolute ban on the export or import of goods, or categories of goods, to a particular destination is categories of goods, to a particular destination is adopted by a country or international
24、authority to adopted by a country or international authority to discipline another country.discipline another country. (2) voluntary export(2) voluntary export promise by a country to limit its exports of a good promise by a country to limit its exports of a good to another country to a pre-specifie
25、d amount or to another country to a pre-specified amount or percentage of the affected market.percentage of the affected market.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 Other non-tariff barriers 1. product and testing standards1. product and testing standards A common form of NTB is a requirement that
26、A common form of NTB is a requirement that foreign goods meet a countrys domestic product foreign goods meet a countrys domestic product or testing standards before they can be offered or testing standards before they can be offered sale in that country.sale in that country. (1) Technique standards
27、(1) Technique standards (2) Sanitation (2) Sanitation 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 2. restricted access to distribution networks restricted access of foreign goods to the normal channels of distribution also act as an NTB. For example: Japan8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 3. local pur
28、chase requirements Host government may hinder foreign Host government may hinder foreign firms from exporting to, or operating in, in firms from exporting to, or operating in, in their countries by requiring them to their countries by requiring them to purchase goods or services from local purchase
29、goods or services from local suppliers.suppliers.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 4. Public sector procurement policies A national government adopts A national government adopts procurement policies that procurement policies that favourfavour local local firms, it means foreigners are locked ou
30、t firms, it means foreigners are locked out of much of the market.of much of the market.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 5. investment and ownership controls controls on foreign investment and ownership are common, particularly in key industries such as: broadcasting, air transport, and financi
31、al services. Such controls often makes it difficult for foreign firms to develop an effective presence in such markets. 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 6. other controls (1) policy method Germany, France, Japan, America (2) Psychological method Japan, Korea, India8/3/20248/3/2024扬州大学管理学院扬州大学管理
32、学院 崔彬崔彬Topic: international organizations and arrangementsPOLITICALUNIONECONOMICUNIONCOMMONMARKETCUSTOMSUNIONFREETRADEAREAMembers remove tariffs and other barriers to international trade between themselves; however, each member may establish its own trade policies with non-member countries.Free trad
33、e members also adopt common trade policies + towards non-member countries.Area policyCustoms Members also eliminate barriers that restrictUnion + movement of factors of production betweenPolicy themselves.Common Members more fully integrate theMarket + their economic by coordinating Policy their eco
34、nomic policies.By encompassing both political and economic integration, the union effectively transforms itself into one country.LowHighDegree of economic integration 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 贸易创造贸易创造贸易创造贸易创造(Trade Creation)(Trade Creation) 指同组成关税同盟之前相比，成员国国内某种产品的高成指同组成关税同盟之前相比，成员国国内某种产
35、品的高成本生产或原先从同盟外国家高价购买被来自其他成员国更本生产或原先从同盟外国家高价购买被来自其他成员国更低成本的进口品替代，成员国的对外贸易量低成本的进口品替代，成员国的对外贸易量( (通常是成通常是成 员国之间员国之间) )会增大。会增大。 贸易转移贸易转移贸易转移贸易转移(Trade Diversion)(Trade Diversion) 是在组成关税同盟之后，先前的贸易伙伴关系发生变化，是在组成关税同盟之后，先前的贸易伙伴关系发生变化，成员国原先与同盟外国家的相互贸易转变为与同盟内成员成员国原先与同盟外国家的相互贸易转变为与同盟内成员国间的相互贸易，有的甚至由原先来自同盟外国家的低价
36、国间的相互贸易，有的甚至由原先来自同盟外国家的低价进口转为从成员国的高价进口。进口转为从成员国的高价进口。 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 Country Country A A B B C C Product Product price price 2 2 1 1 0.5 0.5 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 一、欧盟的演变 第一阶段（1958-1968）：建立关税同盟 第二阶段（1968-1992）：实现关税同盟和建立统一 市场 第三阶段（1993年- ）：实行统一市场和建立经济政 治共同体 二、欧洲
37、一体化对经济贸易的影响 （1）商品市场统一的影响 （2）劳动力和资本市场所产生的影响 （3）统一货币的影响 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 北美自由贸易区北美自由贸易区 一、北美自由贸易区的产生过程 第一阶段：美、加自由贸易 第二阶段：北美自由贸易区 二、北美自由贸易区的影响 （一）对自由区内三国的影响 对美国来说，与墨西哥的自由贸易意味着开辟了一个更大、更方便的市场。这对于美国的农产品、电讯、环保、能源、金融和其他服务等产品技术的输出都极为有利。 对墨西哥来说，与美国、加拿大的自由贸易也意味着这两个世界重要市场的开放。 对加拿大来说，与美国的自由贸
38、易可以获得规模经济的好处，墨西哥的加入自然使加拿大产品的市场更加扩大。 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 （二）对非自由贸易区成员国的影响 受到北美自由贸易协定影响最大的可能是一些以美国为主要市场、以劳动密集型产品为主要出口商品的国家，包括中国以及东南亚等地的一些发展中国家。 （三）美洲自由贸易区 美同推动建立北美白内贸易区的目标不仅限于贸易区本身，它要在北美自由贸易协定的基础上将自由贸易区扩大至中、南美洲。建立一个包括北美、中美和南美34个国家在内的美洲自由贸易区。8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 其他地区的
39、区域经济一体化其他地区的区域经济一体化 拉丁美洲拉丁美洲(1) (1) 中美洲共同市场中美洲共同市场 危地马拉、洪都拉斯、尼加拉瓜、萨尔瓦多、哥斯达黎加、巴拿马、墨西哥(2) 安第斯集团 哥伦比亚、智利、厄瓜多尔、秘鲁、委内瑞拉、玻利维亚(3) 南锥体 1991年签署亚松森协定，1995年正式启动，包括阿根廷、巴西、巴拉圭和乌拉圭，区域内实现零关税，对外85%实现0-20%的统一关税。 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 大洋洲：澳新集团 澳大利亚、新西兰、巴布亚新几内亚 主要着眼于巴布亚新几内亚的重要战略位置 对稳定亚太地区经济、政治安全起到作用8/3
40、/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 非洲 2001年，37届非统大会上非统改名为非洲联盟 西非经济共同体：以尼日利亚为首，6个成员国，准备仿效欧元建立共同的货币政策 东南非共同市场：以埃及为首，9个成员国 中国非洲贸易多样化经济合作8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 亚洲没有诞生类似欧盟的组织，主要原因是：亚洲与美国的经济贸易关系密切地区内部经济差距较大政治制度不同历史原因造成互不信任8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬(1) 东南亚国家联盟 19671967年诞生年诞生 新加坡、马
41、来西亚、泰国、印尼、菲律宾、文新加坡、马来西亚、泰国、印尼、菲律宾、文 莱、缅甸、越南、老挝、柬埔寨莱、缅甸、越南、老挝、柬埔寨 由政治联盟转变为经济联盟由政治联盟转变为经济联盟 计划于计划于20102010年实现区域内贸易自由化年实现区域内贸易自由化 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬(2) 亚太经合组织 (Asia-Pacific Economic Cooperation,简称APEC) 亚太地区一般指太平洋沿岸各国和地区，包括南北美洲濒临太平洋的国家、太平洋内岛国、大洋洲和亚洲东部各国和地区。8/3/20248/3/2024扬州大学管理学院扬州大学
42、管理学院 崔彬崔彬（一）亚太经济合作组织的产生于发展 第一阶段：1989至1993，酝酿筹备阶段。 汉城宣言： （1) 保持区域内经济的持续增长。 （2）促进区域内商品、服务、资本和技术的流动，加 强区域内各国利地区的经济联系。 （3）发展和加强有利于亚太地区和其他各国的多边贸 易体系。 （4）根据关贸总协定的原则降低相互间贸易和投资障 碍。8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 第二阶段：1993年1996年，规划行动阶段 在这个阶段中,APEC在推进地区贸易自由化和便利化方面取得了重大进展，每届年会宣言中都有很多美好的展望和计划。 第三阶段：1997年至
43、今，调整及面向全球化阶段 通过了APEC经济领导入宣言和新经济行动议程，提出：要促进成员经济运行能力的提高，尤其要注重人力资源建设；要促进亚太地区内经济力量参与、支持经济全球化进程，敦促现有的次区域经济合作)去除与WTO多边贸易自由化矛盾的因素. 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬（二）亚太经济合作组织的性质、目标 （1）性质 APEC既不是经济共同体，也不是关税同盟，而是一个区域性的以促进贸易、投资和技术合作的开放型国际组织。 与一般的自由贸易区相比，APEC有两个明显的不同： 第一，APEC是一个开放的而非排他的区域性组织。 第二，APEC是一个自愿
44、的合作组织，不具有强制性。 （2）目标 APEC 的根本目标是通过区域内各经济体的合作来促进各经济体的经济发展。具体的目标是，该组织中的发达国家不迟于20l0年，发展中国家和地区不迟于2020年实现自内、开放的贸易和投资。8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (3) (3) 上海合作组织上海合作组织 20012001年年6 6月月1515日成立，成员包括中国、俄罗斯、日成立，成员包括中国、俄罗斯、哈萨克斯坦、吉尔吉斯斯坦、乌兹别克斯坦。合哈萨克斯坦、吉尔吉斯斯坦、乌兹别克斯坦。合作范围包括政治、经贸、文化、教育、环保、能作范围包括政治、经贸、文化、教育、环
45、保、能源等，每年夏天召开最高首脑会议。源等，每年夏天召开最高首脑会议。 中俄石油协议：中俄石油协议：20032003年年5 5月月2828日，中俄签署协议日，中俄签署协议 2020年内年内30003000万吨万吨/ /年年 2525年内通过管道共年内通过管道共7 7亿吨亿吨 通过铁路运输通过铁路运输600600万吨万吨8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (4) CEPA Closer Economic Partnership Arrangement内地与香港关于建立更紧密经贸关系的安排 内容： 1、降低关税2005年间关税降为零 2、服务贸易准入速度比W
46、TO其他成员国快 3、减少贸易手续，加快速度，降低费用8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Topic : The social-cultural environment Culture Language SocialstructureCommunicationValueAndattitudes Religion8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Social structure 1、 Social stratification 2、 Social mobility8/3/20248/3/2024扬州大学管理学院扬州大学
47、管理学院 崔彬崔彬Language 1、Same language, same business culture? 2、Translation 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Communication 1、Non-verbal communication 2、Gift-giving and hospitality8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Religion 1、Christianity 2、Islam 3、Hinduism 4、Buddhism8/3/20248/3/2024扬州大学管理学院扬州大学管理学
48、院 崔彬崔彬Individual difference, culture and business behaviourl l social orientationl l power orientationl l uncertainty orientationl l goal orientationl l time orientation8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 CollectivismIndividualismIn the familyEducation towards weConsciousnessOpinions predetermined
49、 by group:Obligations to family or in-group:Education towards IConsciousnessPrivate opinion expected Obligations to self: Self-interestSelf-actualizationAt schoolLearning is for the young onlyLearn how to doContinuing educationLearn how to learnAt the workplaceValue standards differ for in-groups an
50、d out-groups:Other people seen as membersof their grouprelationship prevails over taskmoral model of employer- employee relationshipSame value standards apply to all: Other people seen as potential resourcestask prevails overrelationshipCalculative model of employer employee relationshipSocial orien
51、tation8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 Power tolerancePower respectIn the familyChildren encouraged to have a will of their Own Parents treated as equalsChildren educated towards obedience to parentsParents treated as supperiorsAt schoolStudent-centred education Learning represents impersonal t
52、ruthTeacher-centred educationLearning represents personalwisdom from teacher At the workplaceHierarchy means an inequality of rolesSubordinates expect to be consultedIdeal boss is resourceful democratHierarchy means existentialInequalitySubordinates expect to be told what to doIdeal boss is benevole
53、nt autocrat Power orientation8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 Uncertainty acceptanceUncertainty avoidanceIn the familyWhat is different is ridiculous or curiousEase, indolence, low stressAggression and emotions not shownWhat is different is dangerousHigher anxiety and stressShowing of aggressio
54、n and emotionAt schoolStudents comfortable with: Unstructured learning situationsVague objectivesBroad assignmentsNo timetablesTeachers may say I dont knowDislike of rules, written or unwrittenStudents comfortable with: Structured learning situationPrecise objectivesDetailed assignmentsStrict timeta
55、blesTeacher should have all the answersEmotional need for rules, written or unwrittenAt the workplaceLess formalization and standardisationMore formalization and standardisationUncertainty orientation8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Passive goal behaviourAggressive goal behaviourIn the familyStr
56、ess on relationshipsSolidarityResolution of conflicts byCompromise and negotiationStress on achievementCompetitionResolution of conflicts by fighting them outAt schoolAverage students is normSystem rewards studentsSocial adaptationStudents failure at schoolIs relatively minor problemBest students ar
57、e normSystem rewards studentsAcademic performanceStudents failure at school isDisaster; may lead to suicideAt the workplaceAssertiveness ridiculedUndersell yourselfStress on life qualityAssertiveness appreciatedOversell yourselfStress on careersGoal orientation8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬To
58、pic: Organizational designThe task of organizational designThe task of organizational design 1 1、allocates organizational resources.allocates organizational resources. 2 2、assigns tasks to its employees.assigns tasks to its employees. 3 3、instructs employees about the firms instructs employees about
59、 the firms rules, procedures and expectations rules, procedures and expectations relating to their job performances. relating to their job performances. 4 4、collects and transmits information collects and transmits information necessary for problem solving and necessary for problem solving and decis
60、ion making. decision making.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Certain key elements determine the Certain key elements determine the appropriate design for any given appropriate design for any given organization.organization. 1 1、size.size. 2 2、strategy.strategy. 3 3、technology.technology. 4 4、env
61、ironment.environment. 5 5、cultures of the countries in which cultures of the countries in which it operates. it operates.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬The corollary approachThe corollary approach Chief executive officerDirector sales andmarketingDirector Manufacturing And operationsDirector E
62、xportoperationsDirector financeAnd administrationDirector human Resources andLabor relations8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬Global organization designs 1、product. 2、area. 3、functional. 4、customer. 5、matrix.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 1 1、global product design global product design Chi
63、ef Executive OfficerReal EstateSteel ProductsNew VenturesFinancial ServicesBankingInsuranceSemiconductorsMining8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (1) advantages: (1) advantages: A. as a division focuses on a single product or A. as a division focuses on a single product or product group, the divi
64、sion managers gain product group, the division managers gain expertise in all aspects of the product or expertise in all aspects of the product or products.products. B. it facilitates efficiencies in production because B. it facilitates efficiencies in production because managers are free to manufac
65、ture the products managers are free to manufacture the products wherever manufacturing costs are the lowest.wherever manufacturing costs are the lowest. C. it allows managers to coordinate production in C. it allows managers to coordinate production in a variety of facilities, shifting output from f
66、actory a variety of facilities, shifting output from factory to factory as global demand changes or cost are to factory as global demand changes or cost are lowest.lowest. 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 D. as managers have extensive product D. as managers have extensive product knowledge, the
67、y are more able to knowledge, they are more able to incorporate new technologies into their incorporate new technologies into their products and respond quickly and flexibly products and respond quickly and flexibly to technologies changes that affect their to technologies changes that affect their
68、market.market. E. it facilitates global marketing. E. it facilitates global marketing. F. it enable the firm to develop specific F. it enable the firm to develop specific expertise needed to compete globally.expertise needed to compete globally.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (2) disadvantages
69、;(2) disadvantages; A. it may encourage expensive duplication, since A. it may encourage expensive duplication, since each product group needs its functional-area each product group needs its functional-area skills such as marketing, finance, information skills such as marketing, finance, informatio
70、n management.management. B. each product group must develop its own B. each product group must develop its own knowledge about the cultural, legal and political knowledge about the cultural, legal and political environments of the different regional and environments of the different regional and nat
71、ional markets in which it operates.national markets in which it operates. C. it makes coordination and corporate learning C. it makes coordination and corporate learning across product groups more difficult.across product groups more difficult.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 2 2、Global area de
72、signGlobal area designChairman and ChiefExecutive OfficerExecutive Vice PresidentNorthAmericaExecutive VicePresidentEurope, MiddleEast and AfricaExecutive VicePresidentAsiaExecutive VicePresident Latin America8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (1) advantages: A. the global area design is particul
73、arly useful for a firm whose strategy is marketing-driven. B. this design allows a firm to develop expertise about local needs market.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (2) disadvantages: A. by focusing on the needs of the area market, the firm may sacrifice cost efficiencies that might be gained
74、 through global production. B. diffusion of technology is slowed as innovations generated in one area division may not be adopted quickly by other.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 C. the global area design results in duplication of resources because each area division must have its own function
75、al specialists, product experts. D. it makes coordination across areas expensive and discourages global product planning.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 3 3、Global functional designGlobal functional designChairman and Chief ExecutiveOfficerDirector,Flight Crew OperationsDirector,HumanResources
76、.Director,CorporateStrategyDirector,CorporateFinanceDirector,LegalAffairs8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (1) advantages: A. the firm can easily transfer expertise within each functional area. B. managers can maintain highly centralized control over functional operations. C. the global function
77、al design focuses attention on the key functions of the firm.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (2) disadvantages: A. it is practical only when the firm has relatively few products or customers. B. coordination between divisions can be a major problem. 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 4 4、Gl
78、obal customer designGlobal customer design Chief ExecutiveOfficerPresidentEntertainmentimagingPresidentImagingoperationsPresidentConsumerimagingGeneralManagerJapanGeneralManagerChinaGeneralManagerEurope, Africa andMiddle EastGeneralManagerUS/CanadaGeneralManagerLatin AmericaGeneral ManagerAsia-Pacif
79、icRegionCorporate Staff8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (1) advantage: this design is useful when the customer groups targeted by the firm are so diverse as to require totally distinct marketing approaches. (2) disadvantage: this design results in a significant duplication of resources.8/3/2024
80、8/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 5 5、Global matrix designGlobal matrix designCEOGlobalMarketingGlobalFinanceGlobalHRMGlobalOperationsGlobalProduct ManagerAGlobalProduct ManagerBGlobalProduct ManagerCGlobalProduct ManagerD8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (1) advantage(1) advantage A. a firm can for
81、m specific product group A. a firm can form specific product group using members from existing functional using members from existing functional department.department. B. helping to bring together the product B. helping to bring together the product expertise and functional, or geographic expertise
82、and functional, or geographic areas of the firm into teams who develop areas of the firm into teams who develop new products or respond to new new products or respond to new challenges in the global marketplace.challenges in the global marketplace. C. promotes organizational flexibility. C. promotes
83、 organizational flexibility.8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬 (2) disadvantage A. it is not appropriate for a firm that has few products and operates in relatively stable marketing. B. it often puts employees in the position of being accountable to more than one manager. C. the global matrix design creates a paradox regarding authority. 8/3/20248/3/2024扬州大学管理学院扬州大学管理学院 崔彬崔彬
