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urement has reached $ 13 billion. Its procurement profitable is enough to open 100 stores in China. Until 2001, it was let go the pace of off-site shop. Under the support of the full localization of human resources and global procurement resources, we can say that Wal-Mart is more terrible than any other foreign retailers. Because of its huge purchasing power is enough to support it maintain the level of long-term profitability and eventually dominate the market in any Chinese city.
  
In China, Wal-Mart regard Shenzhen in southern China as the center, in southwest Kunming is regarded as the center, Beijing is regarded as the center in north China, and in northeast of China Dalian is the center. This pattern of regional development has been initially formed. In 2001, Wal-Mart global procurement headquarters from Hong Kong moved to Guangdong and Shenzhen is base, and in the world it extends 20 purchasing locations. Wal-Mart distribution had set up stores in the Northeast and the Pearl River Delta, and in eastern China set up shops. Walk out the Pearl River Delta, and speed up the pace and scope of distribution in China is undoubtedly the focus of Wal-Mart China in the future.
 
4.3 Total analysis
4.3全面分析

From the above analysis including case study such as Sanofi-Aventis and Wal-Mart, it is easy to summarize the basic mode of internationalization process and the characteristic of motives for Multinational Corporation in China.

4.3.1 Mode decision of internationalization process
4.3.1国际化进程的模式选择 

1. International strategy
1.国际化战略

Parent company develops existing core competencies and delivers valuable skills and product to overseas subsidiaries. The leading countries with technology advantage absorb the headquarters of enterprises that often adopt this strategy. In this mode, the parent company transfer technology and knowledge to subsidiaries around the world, such as IBM, Xerox, and Eastman Kodak Company all put the core technology move to overseas market including China. But Coca-Cola Company and Procter & Gamble are more based marketing skills.
 
2. Multi-country strategy
2.多国战略

Parent companies establish subsidiaries in various countries and give the decision-making power to subsidiary strategic, in which subsidiaries under the guidance of parent company’s overall strategy to provide products and services according to local circumstances. In this mode, each subsidiary is an autonomous unit with all the functions in the local market. Advantages: strong ability to adapt the market. Disadvantages: high operating costs and less knowledge transfer between subsidiaries.

3. Global strategy
3.全球化战略

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.
 
Advantages: lower costs. Production, marketing, R & D activities are concentrated in a few of the most favorable locations to obtain economies of scale, which is tend to concentrate production. U.S. Gillette s本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。