外文文獻翻譯一

1、外文文獻翻譯一:國外市場進入模式如何進入外國市場有著重大的影響。擴展到海外市場,可以通過以下四個機制,包括出口、許可協(xié)議、合資企業(yè)和直接投資。出口出口是向目標國家出口商品而進入該市場。出口是一個傳統(tǒng)和能夠與國外市場建立良好基礎的方法。由于出口目標國不需要的商品,那么沒有必要在國外投資生產(chǎn)設備。大多數(shù)的成本與出口采用的營銷費用的形式相關的。出口通常需要四個機制之間的協(xié)調(diào),分別是出口方、進口方、運輸供應商和政府。許可證協(xié)議許可證就是指協(xié)議當事人授方和被許可方關于讓渡財產(chǎn)的文件。這些財產(chǎn)通常是無形的,如商標、專利和生產(chǎn)技術。授權方支付一筆費用,以換取無形財產(chǎn)的使用權和可能的技術援助。由于投資很少的一

2、部分,需要許可,許可協(xié)議提供了一個非常大的機會進入國外市場。然而,由于授權方生產(chǎn)和銷售的產(chǎn)品是從制造和營銷活動,那么潛在回報可能會丟失。合資企業(yè)在一個合資中有五個共同的目標:市場進入、風險共享、回報共享、技術共享和產(chǎn)品開發(fā),并符合政府的規(guī)定。其他利益包括政治聯(lián)系和取決于關系進入的分銷渠道。在以下三種情況下,這種聯(lián)盟往往是有利的。第一,合作伙伴'的戰(zhàn)略目標趨于一致,而其競爭的目標背道而馳。第二,相對于行業(yè)領導者合作伙伴的規(guī)模,市場力量,資源比較小。第三,合作伙伴能夠相互學習,同時限制進入其自己的專有技能。直接投資外國直接投資(FDI 是直接擁有設施的目標國家。它涉及資源轉(zhuǎn)移,包括資本、技

3、術和人員。外國直接投資可通過收購企業(yè)或建立新的企業(yè)。直接所有權提供了在經(jīng)營上的高度控制和有以便更好地了解消費者和競爭環(huán)境的能力。但是,它需要高度的資源和高度的承受能力。案例:歐洲迪斯尼在不同的情況下,需要不同的進入模式。要使一個工程成功,進入模式是一個很重要的因素。沃爾特迪斯尼公司面臨的挑戰(zhàn)是建立一個在歐洲的主題公園。迪斯尼進入日本市場得到日本的許可。然而,該公司選擇了直接投資在歐洲主題公園,擁有49 %,其余51 %公開舉行。除了進入方式的選擇,另一個重要因素是迪斯尼在歐洲的位置的決定。在位置的選擇上這有很多的原因,這些問題同時也說明了即使一家公司在過去時間里很成功,作為迪斯尼公司已經(jīng)與加利

4、福尼亞州,佛羅里達州,東京的主題公園,但不能保證未來成功,特別是當進入一個不同的國家和不同的文化。適當?shù)恼{(diào)整,為國家的分歧始終應。(摘自: 戰(zhàn)略管理附原文一:Foreign Market Entry ModesThe decision of how to entry a foreign market can have a significant impact on the results. Expansion into foreign markets can be achieved via the following four mechanisms.ExportingLicensingJoin

5、t VentureDirect InvestmentExportingExporting is the marketing and direct sale of domestically-produced goods in another country. Exporting is a traditional and well-established method of reaching foreign Markets. Since exporting does not require that the goods be produced in the target country, no i

6、nvestment in foreign production facilities is required. Most of the costs associated with exporting take the form of marketing expenses.Exporting commonly requires coordination among four players.ExporterImport erTransport providerGovernmentLicensingLicensing essentially permits a company in the tar

7、get country to use the property of the licensor. Such property usually is intangible, such as trademarks, patents, and production techniques. The license pays a fee in exchange for the rights to use the intangible property and possibly for technical assistance.Because little investment on the part o

8、f the licensor is required, licensing has the potential to provide a very large ROL. However, because the licensee produces and markets the product, potential returns from manufacturing and marketing activities may be lost.Joint VentureThere are five common objectives in a joint: market entry, risk/

9、reward sharing, technology sharing and product development, and conforming to government regulations. Other benefits include political connections and distribution channel access that may depend on relationships.Such alliances often are favorable when:the par tners strategic goals converge while the

10、ir competitive g oals diverge;the partners size, market power, and resources are small compared to the industry leaders ; partners are able to learn from one another while limiting access to their own proprietary skills.Foreign direct investmentForeign direct investment(FDIis the direct ownership of

11、 facilities in the target country. It involves the transfer of resources including capital, technology, and personnel. Direct foreign investment may be made through the acquisition of an existing entity or the establishment of a new enterprise.Direct ownership provides a high degree of control in th

12、e operations and the ability to better know the consumers and competitive environment. However, it requires a high level of resources and ahigh degree of commitment.The case of Euro DisneyDifferent modes of entry may be more appropriate under different circumstances,and the mode of entry is an impor

13、tant factor in the success of the project. Walt Disney Co. faced the challenge of building a theme park in Europe. Disneys mode of entry in Japan had been licensing. However, the firm chose direct investment in its European theme park, owning 49% with the remaining 51% held publicly.Besides the mode

14、 of entry, another important element in Disneys decision was exactly where in Europe to locate. There are many factors in the site selection decision, and a company carefully must define and evaluate the criteria for choosing a location. The problems with the euro Disney project illustrate that even

15、 if a company has been successful in the past, as Disney had been with its California, Florida, and Tokyo theme parks, futures success is not guaranteed, especially when moving into a different country and culture. The appropriate adjustments for national differences always should be made.(From:Stra

16、tegic Management外文文獻翻譯二:市場進入戰(zhàn)略市場進入戰(zhàn)略是計劃一種提供商品和服務給目標市場,當進口或出口服務分銷的一種方法,它涉及國外建立和管理合同。有多種方式可以進入國外市場,主要有三個途徑:直接、間接出口和在國外生產(chǎn)。出口出口有以下幾個優(yōu)點在本國生產(chǎn),因此風險比海外要低在投資資源時,使我們有機會在海外市場學習減少了海外業(yè)務的潛在風險出口的缺點主要是一些在海外代理產(chǎn)品的代理商,所以無法控制,必須權衡出口的好處。例如,在非洲出口的園藝產(chǎn)品,代理人和荷蘭花卉拍賣有能力支配生產(chǎn)者。據(jù)科利特(1991出口之間的伙伴關系,主要是出口商、進口商、政府和運輸。如果沒有這四個協(xié)調(diào)活動,那么失

17、敗的風險就會增加?；锇橹g簽定合同買賣是必需的?！皰焱宪嚒背隹凇皰焱宪嚒背隹谑且粋€非常有趣的發(fā)展。該方法是指該組織沒有出口的技能但可以使用服務。另一種形式是為了充分利用大量買盤一些公司鞏固訂單。通常這將是在地理上相鄰或能夠送達,也就是說,在空中航線。例如,津巴布韋的化肥生產(chǎn)商,可以與產(chǎn)品從海外進口的南非進行“掛拖車”出口。補償貿(mào)易到目前為止,最大的間接方法是補償貿(mào)易出口。競爭強度意味著有越來越多的投資市場。在這種情況下,該組織可能會把業(yè)務擴大到市場競爭激烈的地方,但貨幣基礎的匯率是不可能的。此外,國家貿(mào)易盡管有一定程度的競爭,但貨幣又是一個問題。補償貿(mào)易還可以用來促進國內(nèi)產(chǎn)業(yè)或者原材料供應不足

18、。它可以,也給予基礎的互惠貿(mào)易。補償貿(mào)易有以下幾個缺點:關貿(mào)總協(xié)定未涉及的“傾銷”可能會發(fā)生質(zhì)量不符合國際標準的,但價格昂貴的賣給客戶品種太多,市場是有限的難以確定價格和服務質(zhì)量交付和規(guī)范的不一致很難恢復外匯交易，所以質(zhì)量可能進一步下跌，因此產(chǎn)品難以進入市場。 許可協(xié)議 許可協(xié)議有以下幾個優(yōu)點: 在外國有個良好的開端和低風險的生產(chǎn)關系 連鎖家長和接收手段的合作伙伴的利益都獲得最大的營銷 資本不捆綁在國外運作 擇購的合作伙伴存在或規(guī)定采取特許權使用費的股票 盡管有很多優(yōu)點，許可協(xié)議還有幾個主要的缺點: 份有限公司形式的參與-以長度的協(xié)議，具體的產(chǎn)品，工藝或商標 潛在的回報少，可能會丟失市場營銷和

19、制造 合作開發(fā)訣竅，但短期照協(xié)議 授權人成為競爭對手，克服了具有跨國技術轉(zhuǎn)讓協(xié)議 要大量的實際調(diào)查、規(guī)劃和調(diào)查 (摘入: 史蒂夫卡特.全球農(nóng)產(chǎn)品營銷管理M.1990 ） 附原文二： Market Entry Strategies A market entry strategy is to plan a method of delivering goods or services to a target market and distributing them there. when importing or exporting services, it refers to establishi

20、ng and managing contracts in a foreign country. There are a variety of ways in which organizations can enter foreign markets. The three main ways are by direct or indirect export or production in a foreign country. Exporting The advantages of exporting are: manufacturing is home based thus, it is le

21、ss risky than overseas based gives an opportunity to "learn" overseas markets before investing in bricks and mortar reduces the potential risks of operating overseas. The disadvantage is mainly that one can be at the "mercy" of overseas agents and so the lack of control has to be

22、 weighed against the advantages. For example, in the exporting of African horticultural products, the agents and Dutch flower auctions are in a position to dictate to producers. According to Collett (1991 exporting requires a partnership between exporter, importer, government and transport. Without

23、these four coordinating activities the risk of failure is increased. Contracts between buyer and seller are a must. Piggybacking Piggybacking is an interesting development. The method means that organizations with little exporting skill may use the services of one that has. Another form is the conso

24、lidation of orders by a number of companies in order to take advantage of bulk buying. Normally these would be geographically adjacent or able to be served, say, on an air route. The fertilizer manufacturers of Zimbabwe ,for example, could piggyback with the South Africans who both import potassium

25、from outside their respective countries. Countertrade By far the largest indirect method of exporting is countertrade. Competitive intensity means more and more investment in marketing. In this situation the organization may expand operations by operating in markets where competition is less intense

26、 but currency based exchange is not possible. Also, countries may wish to trade in spite of the degree of competition, but currency again is a problem. Countertrade can also be used to stimulate home industries or where raw materials are in short supply. It can, also, give a basis for reciprocal tra

27、de.Countertrade has disadvantages: Not covered by GATT so "dumping" may occur Quality is not of international standard so costly to the customer and trader Variety is tow so marketing of what is limited Difficult to set prices and service quality Inconsistency of delivery and specification Difficult to revert to currency tr