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International Standardization Organization has announced its ISO14031 (Environment performance evaluation standard), which is a guide book of the internal design of enterprises and environment performance, aiming to provide organizations with guides in environment performance and help organizations build and perfect environment administration system. Here we take the environment reports and date sheets published in 2007 by a Chinese construction company and SANSUNG of South Korea as two competing examples, focusing on the frames and contents of each.

4.1 Environment Performance Reporting of Chinese enterprises
The case of Environment Performance Reporting of Chinese enterprises:
When it comes to environment analysis, the range and aspects included are really extensive, the environment analysis we mentioned here begins with marketing environment. Internal environment and external environment form the overall marketing environment of an enterprise, thus the analysis of the enterprise environment is conducted in two parts, internal and external. During the 20 year since the opening reform has begun, marketing economy has developed in such a pace that many Chinese industries felt unable to adapt to. Most of the state-owned construction and installation enterprises in China have begun changing to joint equity enterprises in the past decade, with the hope of competitively keeping up with the development of the market. Facing complex environment in such a harsh time is a big challenge for these companies. Because external environment is intricate and hard to control, it is always the subject in the discussion of marketing environment. The constituents of the external environment include policies, economy, society, technology, the distribution of population and natural environment. It seems we have two many of them to concern, but this classification suffices only in the view of macro environment. However, the micro environment includes suppliers, competitors, agencies, clients, public utilities, and so on. So, it's reasonable to say that being a leader in a firm is not an easy job. For our Chinese enterprises, we don’t need to care about the political environment, because the communist party is leading us to a healthy and stable political situation. But in the transition through planned economy to market economy, the old enterprises seems to have a very slow reaction, they didn't change their strategies in a changing situation. Of course, it's not a personal problem, at the beginning of the opening reform, trials have been done in the cities, Shenzhen and Shekou, during which time, shanghai has been excluded, not to say the whole China. The consequences of slow development of the old enterprises in the southwestern China has a lot to do with its own strategies, more importantly, these enterprises have been restricted by their own conditions. If there is somebody to blame, Deng Xiaoping would be the first one! China has a complicated social environment, only our Chinese could adapt entirely to this environment, and others cannot even get a clue of what is going on in this situation. We ourselves sometimes cannot keep up with the high speed, not even to say outsiders. That's why at the very beginning, big enterprises settled here in China relied on Chinese or Chinese enterprises to do the marketing