A study of Internationalisation process and motives for multinationals—research on multinational corporation in China-中国跨国公司国际化进程和动机的研究 [8]
论文作者:英语论文论文属性:作业 Assignment登出时间:2014-03-20编辑:caribany点击率:13084
论文字数:4589论文编号:org201403171700082171语种:英语 English地区:英国价格:免费论文
关键词:Internationalisation process国际化进程centrally planned system中央计划体制company structure
摘要:The parent company does centralized decision-making and implements strict control to overseas operations and regarded over the world as a single market. In this mode, the companies in order to seek low-cost usually selected a few several low-cost place to establish a global scale processing in order to achieve economies of scale. For example Sony’s globalization strategy and local management is this type.
母公司集中决策和实行严格的控制海外业务,并认为在世界各地作为一个单一的市场。在这种模式下,企业为了寻求低成本的一般选择少数几家低成本的地方建立一个全球范围的模式,从而实现规模效益。例如索尼的全球化战略和当地的管理是这种类型。
oduction costs, the cost of human resources and the advantages of low manufacturing costs, which reduce overall costs and improve overall efficiency, so that it can always occupies an important market share in the increasingly fierce market competition.
Localization of human resources strategy in the localization strategy of Sanofi-Aventis played infrastructure and security role. Sanofi - Aventis from the perspective of localization to manage localization strategy, which is to solve people's problems when operating in China: to establish a management team that has the characteristics of local culture; develop a local management team. Localization characteristics of the management team laid the basis for Sanofi - Aventis in China to implement the localization business strategy. It first enter into the Chinese did not had the clear idea and did known implement what kind of strategic thinking and the concept of localization is not clear. After 1995, Sanofi - Aventis began a massive investment in China market; the same year it set up its first joint venture; began from 1995 it speed up the localization of management training. Therefore, training the local management staff is an integral part of manages localization strategy and Local managers can reduce operating costs. Training is the important part of training of local managers, in which Sanofi - Aventis in order to achieve the management localization strategy to manage localization, and it achieved good results. Through various forms of training, the percent of Sanofi - Aventis local managers is more than 90%. Sanofi - Aventis pay attention to the diversity of localized management training methods, such as: the company's internal training programs and overseas training programs, training programs inviting foreign experts, job technical upgrading programs, and Sanofi-Aventis custom course plans.
4.2.2 Wal-Mart
Wal-Mart has been vigorously pursuing globalization and it since 1991 from the United States expand to overseas. In 1993, the number of overseas stores in Wal-Mart accounts for only 1% for all stores and this percent has grown to 25% in 2000, and after two years it grow to 27%. From 1996 to 2000, Wal-Mart's sales growth of 27% came from overseas operations.
In 1996, Wal-Mart had ready to enter into the Asian market and the development direction locked the Chinese market. This choice is very wise, because of the relatively low purchasing power of Chinese consumers proved a huge space for development to cheap discount retailers such as Wal-Mart offers. The same time, taking into account the obstacles to China's culture, language, and geographical distance, Wal-Mart has decided reargued two markets as a beachhead fortress, gradually entering the Asian market including China market. Wal-Mart in Shenzhen continuous set up 5 shops, but five consecutive years it does not expand to other cities in China, but it did localization of the construction of up to five years. China's policy and market environment are not suitable for large-scale mergers and acquisitions or expansion. Tolerance of Wal-Mart is completely understandable. But this is five years, precisely as it won a team of localization and the localization of the operating experience. Wal-Mart (China) in no hurries to profitable, and it pay the more vision on the Wal-Mart's global procurement to fully familiar with the procurement Chinese goods. In 2002, Wal-Mart's scale of proc
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