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千萬里我追尋著你，可是你卻并不在意你不像是在我夢里在夢里你是我的唯一問我到底愛不愛你問自己是否離得開你我已經(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)營范圍 公司導(dǎo)向 國際活動類型 組織結(jié)構(gòu) 啟始階段 主要面向國內(nèi)，開始小規(guī)模出口 國內(nèi) 商品、勞務(wù)貿(mào)易 傳統(tǒng)國內(nèi)結(jié)構(gòu) 出口階段 出口規(guī)模擴大 國內(nèi)、國外 商品、勞務(wù)貿(mào)易 國際部門 國際經(jīng)營階段 出口進一步擴大，成為主要業(yè)務(wù)活動 國內(nèi)、國外 貿(mào)易，參股形式的國外投資 國際部門 多國經(jīng)營階段 主要面向國外市場 國內(nèi)、國外 貿(mào)易

10、、國外投資 母公司領(lǐng)導(dǎo)下的多個子公司結(jié) 跨國經(jīng)營階段 國外市場 國外 貿(mào)易、國外投資 母公司領(lǐng)導(dǎo)下的多個子公司結(jié) 超國際階段 全球市場全球貿(mào)易、國外投資 國籍淡化，全球經(jīng)營 23整理ppt（二）網(wǎng)絡(luò)理論在國際化的初始階段，企業(yè)經(jīng)營以國內(nèi)市場為主，但有意識地尋求向外發(fā)展的機會，與行業(yè)內(nèi)有實力的企業(yè)進行合作。在海外市場的積極卷入階段，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)營渠道，并投入資源擴大公司的海外經(jīng)營網(wǎng)絡(luò)。在國際化成熟階段，企業(yè)的商業(yè)網(wǎng)絡(luò)向深度和廣度擴展，企業(yè)在全球范圍內(nèi)建立研究與開發(fā)、制造和銷售網(wǎng)絡(luò)，并開展多種形式的直接投資。 24整

11、理ppt（三）國際化四要素模型核心觀點：企業(yè)國際化速度和程度取決于企業(yè)內(nèi)部資源以及企業(yè)外部市場兩個方面綜合作用的結(jié)果 市場知識 企業(yè)內(nèi)部資源因素 生產(chǎn)要素的數(shù)量企業(yè)國際化的漸進發(fā)展 市場規(guī)模 企業(yè)外部環(huán)境因素 市場結(jié)構(gòu)25整理ppt4億英鎊中化英國中化集團正在與英國油氣公司Gulfsands Petroleum Plc洽談收購事宜，最高出價4億英鎊(6.514億美元)。 Gulfsands與中化集團正在并購的Emerald Energy為敘利亞東Khurbet油田的合資伙伴。如果對Gulfsands的并購成功，中化集團將擁有東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、中國石油天然氣集團公司和英國石油公司(BP)周二與伊拉克正式達成了自2003年海灣戰(zhàn)爭以來的第一項重大石油交易1.62億澳元鞍鋼澳大利亞2008年11月時，鞍鋼宣布擬斥資1.62億澳元，以0.85澳元/股的價格認購金達必新發(fā)行的1.9億股股票。這項議案在今年或金達必公司股東大會以及FIRB的批準。加上之前購買的股票，鞍鋼集團完成認購后將合計持有金達必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，中國五礦集團公司宣布，經(jīng)OZMinerals公司年度股東大會投票通過，中國五礦100收購OZMinerals公司主要資產(chǎn)的交易獲得成功。此次交易將有效增

13、加我國鋅、銅、鉛等主要有色金屬礦產(chǎn)資源的儲備。蘇寧日本6月24日，蘇寧電器宣布認購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電器連鎖企業(yè)。 上海中服意大利上海中服進出口有限公司與皮爾卡丹公司中國地區(qū)代表在上海宣布，上海中服整體收購皮爾卡丹大中國區(qū)（包括大陸和港澳臺地區(qū)）商標所有權(quán)。20億美元吉利汽車瑞典有媒體稱，吉利汽車可能20億美元收購福特旗下沃爾沃。900萬美元中色國際英國中色集團旗下的中色國際與英國恰拉特黃金公司簽署協(xié)議以收購后者19.9%的股份，交易金額900萬美元。 27整理ppt跨國經(jīng)營跨國經(jīng)營是指企業(yè)積極參與

14、國際分工，由國內(nèi)企業(yè)發(fā)展成為跨國公司的過程。它包括：內(nèi)向型和外向型視角，內(nèi)向跨國經(jīng)營是其外向跨國經(jīng)營的基礎(chǔ)和條件。內(nèi)向跨國經(jīng)營是指以母國為基礎(chǔ)，采取進口、作為許可證交易的受約人、在母國與外國公司建立合資企業(yè)、成立國外企業(yè)全資的子公司（或被國外企業(yè)并購）等方式參與國際競爭。外向是指以東道國為導(dǎo)向，通過出口、向外國公司發(fā)放許可證、在國外與外國企業(yè)建立合資企業(yè)或建立與收購?fù)鈬髽I(yè)等方式參與全球競爭。28整理ppt特征29整理ppt一、跨國公司發(fā)展的新趨勢30整理ppt一、跨國公司發(fā)展的新趨勢企業(yè)兼并仍是跨國公司擴大規(guī)模、提高競爭力的重要途徑；跨國公司的研究與開發(fā)合作更趨國際化；跨國公司對發(fā)展中國家的

15、直接投資將進一步加強；20世紀70年代以前，跨國公司的對外投資主要在發(fā)達國家間進行，80年代后，發(fā)展中國逐步成為跨國公司的投資熱點；跨國聯(lián)盟將成為跨國公司發(fā)展的新趨勢，并表現(xiàn)為：從產(chǎn)品聯(lián)盟發(fā)展為以技術(shù)合作為主的知識聯(lián)盟；從強弱聯(lián)合的互補型聯(lián)盟發(fā)展為強強合作的競爭型聯(lián)盟等。TCL將越南作為其國際化的第一塊灘頭陣地，掌門人李東生率領(lǐng)彩電業(yè)務(wù)血戰(zhàn)18個月，虧損18個億。2002年，首先收購了1999年具有113年歷史的德國施奈德家電生產(chǎn)廠，結(jié)果是歐美戰(zhàn)場首戰(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了大名鼎鼎的湯姆遜，結(jié)果還是虧損；9個月之后，不解恨的李東生又將阿爾卡特手機納入囊中

16、，與阿爾卡特集團成立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TCL只好咬咬牙，將阿爾卡特手機業(yè)務(wù)全盤收購，結(jié)果仍舊是虧損。這一系列令人眼花繚亂的收購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國家優(yōu)勢能力產(chǎn)品類型要素資源美國系統(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)計品牌日本統(tǒng)合能力磨合產(chǎn)品操作韓國集中能力模塊產(chǎn)品資本密集中國號召能力模塊產(chǎn)品勞動密集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達埃爾切中國鞋城準備卸貨時，400多名正在中國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備好的汽油。陳九松的16個貨柜和倉庫，在這場大火中被燒毀。據(jù)他事后清點，

23、損失近100萬歐元。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”大市場華商貨物被查抄，包括溫州商人在內(nèi)的中國商人損失約3000萬美元。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文化社會有機無機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胞器組織器官系統(tǒng)個體群體生態(tài)系生物圈家庭國家社會組織國際組織符號語言知識科學(xué)組織水平 微觀 常觀 宇觀 空間細胞45整理ppt機體生理系統(tǒng)器官組織細胞細胞器核酸 DNA分子生 物大分子蛋白質(zhì)有機系統(tǒng)的發(fā)展46整理ppt家庭社會組織國家國際組織社會系統(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決沖破，一切束縛發(fā)展的做法規(guī)定都要堅決改變，一切影響發(fā)展的體制弊端都要堅決革除。發(fā)展是硬道理有關(guān)于宇宙發(fā)展法則的兩種見解，一種是形而上學(xué)的見解，一種的辯證法的見解。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年我國增長及未來可能的趨勢84年89年99年92年07年16年64整理ppt美國增長率統(tǒng)計圖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，考驗營銷智慧建立預(yù)警機制與網(wǎng)絡(luò)側(cè)面迂回從銷售導(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由于工人罷工問題，本田在中國的所有組裝廠被迫暫停生產(chǎn)。報道稱，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)從周一晚班開始停產(chǎn)，本田武漢組裝廠則從周三晚班開始停產(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 恐怖活動 戰(zhàn)爭不可抗力政治風(fēng)險 腐敗 法律/法規(guī) -不合法 專利權(quán)/許可權(quán) 特許權(quán) 稅賦 持股經(jīng)營 貨幣-不可轉(zhuǎn)換 派遣 優(yōu)先購買權(quán)/優(yōu)先權(quán) 合同違約 外籍員工限制 執(zhí)法 建造 場地 設(shè)備 技術(shù) 生產(chǎn)包銷協(xié)議 投入 運營 動力 抵押 礦產(chǎn)儲量 報告的正確性合同風(fēng)險商業(yè)風(fēng)險間接征用征用自然災(zāi)害 征用 沒收 國有化戰(zhàn)爭及民間干擾金融風(fēng)險市場風(fēng)險 利率 匯率 通貨膨脹率 人工成本 產(chǎn)品市場 產(chǎn)出市場 回收成本項目融資的信貸風(fēng)險-概況民間運動 環(huán)境 人權(quán) 企業(yè)社會責(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：迪斯尼樂園的東京模式和巴黎模式1984年，美國的沃特 迪斯尼集團在美國加州和佛羅里達迪斯尼樂園經(jīng)營成功的基礎(chǔ)上，跨出了跨國經(jīng)營的第一步：開設(shè)東京迪斯尼樂園。由于這是第一次在美國國外開設(shè)迪斯尼樂園，經(jīng)驗少，風(fēng)險大，沃特 迪斯尼集團決定自身不投資產(chǎn)，不參股，采用了向日方技術(shù)轉(zhuǎn)讓，收取轉(zhuǎn)讓費和管理服務(wù)費的進入方式，由日方的東方地產(chǎn)公司投資建造和經(jīng)營東京迪斯尼樂園。結(jié)果是一想不到的成功，當(dāng)年游客就突破了預(yù)計的指標，達到1000萬人次，游樂支出大3550萬美元，比預(yù)計數(shù)高出1550萬美元。人均支出30美元，超過預(yù)計數(shù)21美元近一半。到1990年時，東京迪

44、斯尼樂園的游客人數(shù)已經(jīng)達到每年1400萬人次，超過了美國加州迪斯尼樂園的游客人數(shù)。東京迪斯尼樂園的成功。大大增強了沃特 迪斯尼集團對于跨國經(jīng)營的自信心，決定繼續(xù)向國外市場努力，再在歐洲開辦一個迪斯尼樂園。東京迪斯尼樂園的成功同時也使沃特 迪斯尼集團發(fā)現(xiàn)，以技術(shù)轉(zhuǎn)讓的方式跨國經(jīng)營雖然風(fēng)險小，所得的利潤也相應(yīng)有限。除去開辦時的咨詢費以外，沃特 迪斯尼集團的收入僅僅限于門票收入的10%和園內(nèi)商品銷售額的5%。 93整理ppt于是，在開辦第二個國外迪斯尼樂園法國巴黎的歐洲迪斯尼樂園時，采取了股份合資的辦法，投資18億美元，在巴黎郊外開辦了占地4800公頃的大型游樂場，又有由于有占49%股權(quán)所帶來的經(jīng)營

45、管理上的相當(dāng)大的控制能力，巴黎迪斯尼樂園的經(jīng)營卻至今為止并不理想。不但巴黎樂園的第一年游客人數(shù)大大低于預(yù)計，而且人均游樂支出也大大低于預(yù)計水平，使得巴黎樂園的當(dāng)年經(jīng)營虧損達9億美元，迫使巴黎樂園關(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目的開發(fā)，巴黎迪斯尼樂園的股票價格從164法郎跌到68法郎，歐洲輿論界戲稱歐洲迪斯尼為“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)纖維板的跨國公司塞拉尼斯公司（英國）(Celanese)在西西里購買了一大片長滿桉樹的土地，計劃在那里建造木漿加工廠，并使用當(dāng)?shù)氐蔫駱渥鳛樵牧?。直到工廠建成將要開始生產(chǎn)時，公司才發(fā)現(xiàn)這些桉樹太小，原料有限，樹干不能使用。結(jié)果，被迫高價進口紙漿，損失達五千五百萬美圓。這一代價昂貴的教訓(xùn)之所以發(fā)生，原因是由于公司在購買土地前為了節(jié)約成本、減少費用，而沒有派專家去考察

49、這些桉樹。101整理ppt2022/7/15102 美國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，無法行船。由于沒有其他可行的運輸方案，工廠被迫關(guān)閉。新設(shè)備以極低的價格賣給了墨西哥的一個社區(qū)，他們立即把罐頭廠搬走。這使該公司付出的代價太大。 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