全球化背景下全球營銷戰(zhàn)略對企業(yè)的作用【外文翻譯】

11外文翻譯原文Underthebackgroundofglobalizationglobalmarketingstrategytoenterprise'sroleGlobalizationprovidesfoundationsandadvantagesforenterprisestocarryoutglobalmarketingstrategy.Globalization,especiallyeconomicglobalizationandculturalglobalization,bringspositiveinfluenceforenterpriseglobalmarketing.Thisisthefoundationofenterpriseglobalmarketing.Economicglobalizationmakestheglobaltradebecomepossible,andculturalglobalizationinfluencesthecustomer’shobbyonmerchandise.Bothofthemprovideadvantagestoenterprise'sglobalmarketing.Thecomparativeadvantagesofglobalizationprovidefavorablefactorsforenterpriseglobalmarketing.Economicglobalizationprovidesabroadstageforallthecountriestobringtheircomparativeadvantagesintoplay.Throughoptimizingresourcesallocationaroundtheworld,enterprisesachievetheinternationaldivisionoflabor.Comparativeadvantagesmakeenterprisesindifferentcountrieschoosecheapercapital,whichmakesenterpriseshaveopportunitiestoprovidemorelow-pricedandhigh-qualitygoodsforcustomersandgetcompetitiveadvantagesaccordingly.Globalmarketingstrategycaneffectivelyimprovebusinessperformanceformultinationalcorporationsaroundtheworld.Thisistheprerequisitefortheemergenceanddevelopmentofglobalmarketingtheory.Althoughthecomplexityofempiricaltestisn’stillenoughtofullyprovethisconclusion,therelatedcomprehensivemodelshavebeenverifiedandprovedthatglobalmarketingstrategymakesgreatinfluenceandimportantcontributiononcompany’sbusinessperformance.Forthetwotheoriesofmarketingstrategy,thatiscountrystrategyandglobalstrategy.Weshouldcrossusethemaccordingtoactualsituation.Therearetwoextremesofglobalmarketingstrategy,thatisstandardizationandadaptivestrategy.Theytendtodifferentindustriesandmarketsrespectively,butoftencrossinreality.Theviewpointofstandardizationconsideredmarketishomogeneous.Therefore,byvirtueofstandardization,itcangetthescaleeffectinvaluebegettingandcreatingprocesssuchasproduction,marketingandR&D,andreducethecostsoastoobtainglobalbrandeffect.Theviewpointofadaptabilityconsideredmarketdifferenceisobviousandincreasing.Themultinationalcorporationsshouldstartfrommarketdifferenceofallnationstomakemarketsegmentationandpositioning,andgetcompetitiveadvantagesthroughmeetingcustomers'requiremeTsesetwoextremesofstandardizationandadaptabilityarelimitedtosomeextent.Themorerealisticchoiceformultinationalcorporationsismixedstrategy.Therefore,itcanregardedstandardizationandadaptabilityastwoendsofacontinuum.Throughinvestigatingthestrategickeyfactorstendencytocontinuumtwoends,itwillconcretelymeasurethatmultinationalcorporationsshouldadoptstandardizationstrategyoradaptabilitystrategy.Inmultinationalcorporationsstrategiclevel,standardzationandadaptabilityappearascountrystrategyandglobalstrategy.Multinationalcorporationsconfrontwithtwostrategicchoicesinoverseasmarketexpansion.Countrystrategytendstoimplementdifferentiationstrategyaccordingtomarketcharacteristicsofhostcountry.However,globalstrategyweakencountryboundary,andemphasizeglobaldivisionoflaborandintegrationonmainmanagementfunction,alsotendstoadoptstandardizedmarketingstrategytoservesimilarmarketsaroundtheworld.Withtheincreasingdevelopmentofmarketglobalization,moreandmoreenterprisestendtoadoptglobalstrategy,buttheydon'rejectappropriatecountryadjustment.Theultimategoalofglobalmarketingstrategyistomakeresourcesallocationsutilizemaximallyallovertheworld.Therefore,theproblemsinvolvedinglobalmarketinganddecisionhasalreadyfarbeyonddecisionmakingdiscussiononthepurestandardizationandadaptability.Itshouldpaymoreattentiontothecoordinationwithotherfunctions.Inpracticaloperation,thethreeviewpointsofglobalmarketingstrategyshouldbeusedinmixtureafteroverallbalancingeachstrategy 'sactualeffect.Standardization,configurationandintegrationhavetheirownmeritsandlimitations.Inpractice,wecanconsidertocrossuse.Standardization,configurationandintegrationarethethreebasicviewpoints,whichessentiallyfocusondifferentaspectsofglobalmarketingstrategy,andaimtoimprovetheglobalbusinessperformanceofenterprises.Therefore,whendevelopingglobalmarketingstrategy,itcanalsoadoptthecompatibleandcomplementary

viewpoints.IGMSmodelintegratedthreeviewpointsandtwotheoriesofmarketingstrategy,andhelpfulformultinationalcorporationstocomprehensivelyimprovetheglobalmarketingmanagementlevel.busiiThismodelfullyconsideredtheinfluenceoninternalandexternalfactorsformulitnaitonalcorporationstodevelopglobalmarketingstrategyandstandardization,resourceallocation,coordinationofglobalmarket,andmanagementbyintegration.Italsoconsideredtheoreticalandpracticalproblemsofglobalmarketingstrategy,suchasglobalproductdevelopment,theglobalbrandpositioning,etc.Allthesemakemultinationalcorporationscaneffectivelycoordinatetherelationshipbetweeninternalandexternalenvironmentfactorsandstrategicfactorsinoperation.Inconclusion,byvirtueofIGMSmodel,itcaneffectivelyreduceunnecessarycontradictions&conflictsandcomprehensivelyimprovetheglobalmarketingmanagementlevel,andultimatelyimprovethemultinationalcorporationsperformance.busiiHowever,fromtherichexperienceinglobalmarketingstrategy,thecurrentglobalmarketingtheoryincludedintegratedglobalmarketingstrategyisnotenoughtoprovideoverallsolutionstoproblemsthatmultinationlcorporationsencounteredinpractice.Firstly,asaabstracttheory,thecompletestandardizationandadaptivestrategyareverylimitedtoguidepractice.Inthisfield,somescholarshavemadeempiricalresearchonsomeindustries,andpointedoutthesomecharacteristicsofindustryandproductinlinewithstandardizationaandadaptivestrategy.However,webelievethatitstilllacksofanunifiedframeworktheoreticallytomakeaconcreteanalysisonapplicableconditionsofthetwostrategies.Itisalsohelpfulformultinationalcorporationstodistinguishthecriteriononstandardizationandadapatablityandchooseappropriatestrategiesaccordingtodifferentindustriesanddifferentproductswhendevelopingstrategies.Therefore,establishingaframeworktomakeoverallanalysisonstrategicchoiceonglobalmarketingstandardizationandadapatbilityhasbecomeaburningproblemneededtobesettledinglobalmarketingpractice.Secondly,intheory,itlacksofanindexsystemtoquantizeinternationaldevelopmentlevelformultinationalcorporations.Sincetheglobalizationofearth?Atpresent,intheory,thereisnatquantifiableindexsystemunitlnow.Intheirstudies,schloasdidn'tmakestatisticalanalysisonvariousbusinessindictatorsineverystageofmultinationalcorporations,andthereisnoprecedentforestablishingtheindexsystemtoguidepractice.Therefore,theindexsystemassociatedwithquantizingmultinationalcorporationsdevelopmentlevelofinterantinalizationisalsoanextremelyvaluableproblemtobestudied.multinationalcorporationsis“  _ 力multinationalcorporationsis“  _ 力progressivenecessraytocarryoutstrategicactivitiesofreasonableresourcesallocationineverystagewithdifferentstrategyfocus.Inpractice,howtodecidetheenterprisesinternationalizationphasesonactivitiesofreasonableresourcesallocationineverystagewithdifferentstrategyfocus.Inpractice,howtodecidetheenterprisesinternationalizationphasesonThirdly,thecomprehensiveanalysisframeworkofglobalmarketingstrategy,thatisintegrativeglobalmarketingmodelTGMS,whoseexplainationtoindustrystillneedtomakeempiricialtest.Asanachievementofcurrentstageintheresearchfieldofglobalmarketingstrategy,IGMShasmadeempiricaltestonmultidimensionalinfluenceonenterprisesoverallperformance.However,theempiricaltestisn'involvedwiththecharacteristicsofmodel'compositionandweightdifferencebetweentheglobalmarketingstrategiesindifferentindustires.While,industrycharacteristicplaysanimportantconstraintroleinstrategyformulation,soitneedmakeempicialtestonIGMSmodelthroughfurthercombiningwithindustrycharacteristic.Therefore,accordingtodifferentcharacteristicsofindustryandenterprise,howtoadjustandweighthecompositionofglobalmarketingstrategymodelisanotherpracticalquestiontobesettledinthestudiesofglobalmarketingstrategy.m'saccumulationofrelevantresourcesandcapabilities.Hence,LenovobeganintheinitialMaophasebydirectingitsresourcestothesalesandserviceopportunitiesthatgeneratedrevenuesthatnotonlyfinanceditsentranceintomanufacturingduringthefollowingGongphase,butalsoprovidedanenduringcompetitiveadvantagevis-a-visitsforeignandevendomesticcompetitor-namely,itsunderstandingofitscustomersanduniquedistributionnetwork.Similarly,itsexperienceinmanufacturingnotonlygeneratedrevenues,butalsoprovidedthebasisforidentifyingcompetitivelyimportantareasinwhichtofocusR&DeffortsduringthecurrentJiphase.ThemovementintoeachphasewasassociatedwithbusinessopportunitiesandenabledLenovotocompetemoreandmoredirectlywithleadingfirmsintheindustry.Thecaseshowschangesinthecapabilitiesanddomainsinwhichafirmcompetesandalso川ustrateshowthemeanstoacquirenewresourcesandcapabilitiesmuchchange.Initially,Lenovocouldcompeteinsalesbyrelyingonotherfirmsproductsortechnologydevelopedbyitsparent.Inordertogrow,however,ithadtointernalizefirstmanufacturingcapabilitiesandthenR&D

capabilities.Thisispushedfurtherasrivalsbegintoseethenewcomerasanemergingthreatandrestrictaccesstoresourcesorcapabilitiesthattheyhadearlierprovedwhenthenew-comerwasseenasapartner.Lenovoalsorepresentsthewayinwhichanewentrantmaychallengeincumbents,especiallyforeigncompetitors,bydevelopingresourcesandcapabilitiesthatareespeciallyadaptedtothelocalmarket.Lenovoaccumulatedcustomerknowledgeandcreatedadistributionnetworkthathasprovennearlyimpossibleforforeignandevenmostdomesticcompetitorstoreplicate.IthascontinuedwiththismajorobjectiveofLenovostrategyasithasextendeditscapabilitiesintomanufacturingandR&D;namely,amajorobjectiveofLenovosongoingactivitiesistodevelopproducareevenmorefinelyattunedtoincreasinglymorespecificcustomersegments.ThisconsistentfocusanddeepeningcapabilityinthisregardhasalsoemergedasasignificantcompetitiveadvantageforLenovointheChinesemarket.Suchextremeadaptationtoaparticularmarket,however,maybealiabilityifthefirmwantstoexpandtonewmarkets,especiallythoseoutsideitshomemarket.Lenovo,althoughfinanciallyandcompetitivelyquitesuccessfulintheChinesemarket,hasonlytokensalesoutsideofChina(approximately10%).Itisnotclearatthistimewhethersuchdominanceofdomesticoverinternationalsalesissimplyamatterofmanagerialfocus,oraninherentlimitationinthecompetitivenessofLenovo'sproductsinothermarkets.AlthoucjheChinesemarketalonepromisestobeamajorgrowingPCmarketfortheforeseeablefuture,thepossibilitythatLenovo'sproductsmaynotmatchothermarketswouldhavetobeaddressediforwhenLenovochoosestoconsiderincreasingitspresenceinforeignmarkets.Finally,theLenovocase川ustratesanalternativepathforanewentrant一whetheraspin-offorfirmthatisdiversifyingintoanewbusiness -tobecomeanintegratedfirm.Thispathbeginswithdownstreamactivitiesinmarketing,salesandservice,andthenexpandsupstreamintomanufacturing,productdevelopmentandengineering,andfinallyresearch.ThisisincontrasttothepathfollowedbymostoftheotherfirmsthatwerenewlyestablishedinresponsetonewopportunitiescreatedbyChina'transitioninginstitutionalandmarketenvironment.Thesefirmsbeganwithmanufacturingandmovedintomarketingandsales(XieandWu,2003).ForexamplefirmssuchasChanghong,aleadingtelevisionmanufacturer,beganbyimportingproductionlinesandthenbuildingtheirsalesandmarketingcapabilitiesand,muchlaterifatall,varyingdegreesofR&Dcapabilities.Otherfirmswerespin-offswithtrulyproprietarytechnologythatexpandedtheircapabilitiesdownstreamintomanufacturing,marketingandsales.TheFounderGroupCompanyisonesuchexampleofdown-streamcapabilitybuilding(Lu,2000).AroundthesamethatLenovowasfounded,thiscompanyexploitedthepictographic-languageelectronicpublishingsystemstechnologydevelopedbyBeijingUniversityresearchersandtherebyproducedChina'srsthigh-resolutioncolourelectronicpublishingsystems.ManagerialimplicationsSomeoftheconceptualelementsoftheLenovocasehaveclearimplicationsformanagement.Twoelements-pathdependenceandcapabilitybuilding-shouldsuggesttomanagersthattheyclearlylinktheirexistingsetofresourcesandcapabilitiestodesiredchangesinthosefeaturesthattheyseeasnecessarytocompete.Finally,afteralmost15years,Lenovoputtogetheranintegratedsetoffunctionalcapabilities,fromR&Dtomanufacturingtosalesandservice.Furthermore,becauseitstartedwithsalesandservice,itscurrentsuccesscanarguablybeattributedtoitfirstmasteringandunderstandingmanufacturingactivitiesbeforeinvestingsignificantlyinR&D.Furthermore,eachstepofitsexpansionintonewactivitiesandcapabilitieswassupportedbyitssuccessinprecedingstages.Thecasealsoshowshoweachstageinafirm'developmentofnewcapabilitiesrequiresdifferentstrategiesandstructuresforlearning.Thefirmwillacquiredifferentcapabilitiesthroughdifferentmeans;forexample,throughactingasasubcontractortoleadingfirms,collaboratingwithapartner,acquisitions,licensingorothermeans.Furthermore,asthefirmdevelopscapabilitiesnewfunctionalareas,orbroadenstherangeofcapabilitiesinaparticularfunction,theorganizationmustberestructuredtosupporteffectiveandeffectivecoordinationofincreasinglydiverseactivities.Thecasehaslessonsthatarealsoparticularlyrelevantforlatecomerfirms,especiallybutnotonlythoseindevelopingcountrieslikeChina.AlthoughinvestmentsinR&Dmaybeconsideredvitaltocompeteattheleadingedgeofanindustry,andgovernmentsmayevenrewardinvestmentinR&D,itisnecessarytorealisticallyassesstheopportunitycostsandprobablyoutcomesfromsuchinvestmentsbyafirmwithlimitedresourcescomparedtothoseoflargemultinationals.Firmswithlimitedresourcesshouldallocatethemtoactivitiesandlearningeffortsthatwillenableittocompetesuccessfullywithitsrivals.Developingresourcesandcapabilitiesthatsetthemapartfromotherwisemuchbetterfundedandendowedrivalsrepresentabetterstrategicoptionthatattemptingtocompeteonthesamebasiswithsuchfirms.Lenovo'investmentsindistributionandproductdevelopmentattunedtoChinesecustomers,forexample,havesofarmorethanoffsettherealitythatitsinvestmentsinR&DareverysmallcomparedtotheR&Dexpendituresofitsmultinationalrivals.However,inthelongterm,LenovoneedsmoreR&DormovetoamoreR&D-focusedmodel.FirmsinvestinR&Dnotonlytogenerateinnovations,butalsotolearnfromrivalsandexternalknowledgesources(CohenandLevinthal,1989,1990).譯文全球化背景下全球營銷戰(zhàn)略對企業(yè)的作用。.全球化為企業(yè)實(shí)施全球營銷戰(zhàn)略提供了基礎(chǔ)和有利的條件。全球化，特別是經(jīng)濟(jì)全球化和文化全球化，為企業(yè)全球營銷帶來了積極的影響。這是企業(yè)全球營銷的基礎(chǔ)。經(jīng)濟(jì)全球化使得全球貿(mào)易成為可能，文化全球化影響了顧客對商品的嗜好。 這兩者都為企業(yè)的全球營銷帶來了有利的條件。全球化所帶來的比較優(yōu)勢，為企業(yè)全球營銷提供了有利的因素。經(jīng)濟(jì)全球化為各國比較優(yōu)勢的發(fā)揮提高了廣闊的舞臺，企業(yè)通過在全球范圍內(nèi)資源的優(yōu)化配置，實(shí)現(xiàn)國際分工。比較優(yōu)勢的存在，促使企業(yè)在不同國家選擇更廉價的資本。這就使得企業(yè)有機(jī)會為顧客提供更低價高質(zhì)量的商品，為企業(yè)帶來競爭優(yōu)勢。.全球營銷戰(zhàn)略可以有效提升跨國企業(yè)在全球范圍內(nèi)的經(jīng)營業(yè)績。這正是全球營銷理論產(chǎn)生和發(fā)展的必備條件。盡管實(shí)證檢驗(yàn)由于其復(fù)雜性尚不足以完全證實(shí)這一結(jié)論，但相關(guān)的綜合模型已經(jīng)檢驗(yàn)并證實(shí)了全球營銷戰(zhàn)略對公司業(yè)績的影響和重要貢獻(xiàn)。.市場營銷戰(zhàn)略的兩個理論：國別戰(zhàn)略和全球戰(zhàn)略，應(yīng)當(dāng)根據(jù)實(shí)際情況，交叉使用。全球營銷戰(zhàn)略的兩個