欧盟在华直接投资对中国与欧盟贸易的影响

本文运用面板数据的方法,研究了欧盟在华直接投资对中国与欧盟贸易的影响,结论表明,欧盟在华直接投资促进了中国对欧盟各成员国的进出口贸易,但影响较小,影响中、欧贸易的主要因素是中国和欧盟各成员国的经济实力(GDP)。这表明欧盟在华投资企业的市场战略主要是针对中国广阔的国内市场的。文章最后部分对如何促进欧盟对华直接投资和扩大中、欧贸易提出了建议。     

《中国欧盟商会商业信心调查2009》发布 欢盟企业对中国经济发展潜力充满信心

“在华欧盟企业将继续加大在中国的投入,一些企业正着手准备下一步投资战略和市场扩张计划。”中国欧盟商会主席伍德克6月30日在京表示：“尽管受到金融危机的冲击,但目前只有不到三分之一的受访在华欧盟企业计划减少投入,或推迟他们在中国的投资。这说明欧盟企业对中国经济发展潜力充满信心。”     

《中国欧盟商会商业信心调查2009》发布欧盟企业对中国经济发展潜力充满信心

"在华欧盟企业将继续加大在中国的投入,一些企业正着手准备下一步投资战略和市场扩张计划."中国欧盟商会主席伍德克6月30日在京表示: "尽管受到金融危机的冲击,但目前只有不到三分之一的受访在华欧盟企业计划减少投入,或推迟他们在中国的投资.这说明欧盟企业对中国经济发展潜力充满信心."     

欧盟商会:中国2010年上半年走出危机

<正>欧盟在华企业正不断强调"立足中国、服务中国",即在中国生产,向中国市场销售,而不再将中国看作生产和出口基地一年一度的《中国欧盟商会商业信心调查》(以下简称《调查》),是对在华欧盟企业所处商业环境的信息汇总和分析,同时挖掘欧盟企业制定商业策略的深层原因以及他们在华经营所面对的挑战。     

欧盟在华企业内部管控存在的问题、成因及治理

我国改革开放以来,欧盟在华企业从小到大发展迅速,对促进中国经济发展与产业进步做出了重要贡献,是刺激中国市场经济改革的重要力量。随着中国法制建设的逐渐完善、公司治理水平不断提高,它们在完善内部控制与风险管理方面遇到越来越多的挑战。在内部控制角色日益重要的今天,有效的内部控制与风险管理有助于欧盟在华企业快速诊断出内部控制的缺陷及方法,提升管理层对自身企业的认知程度。然而,全球经济不景气的新常态使得欧盟在华企业的内部管控出现不少失效或失控问题,亟待解决。本文首先针对欧盟在华企业在内部控制及风险管理中存在的若干问题进行概述;其次分析了导致欧盟在华企业出现相关内部管控缺陷问题的成因;最后针对其内部管控与风险提出若干可行的治理策略与建议。     

欧盟企业在中国建议书发布

中国欧盟商会于近日发布了商会的第九版年度白皮书《欧盟企业在中国建议书2009／2010》。今年的《建议书》指出,扩大开放和深化改革是当务之急,这不仅是为了维持中国对欧盟企业的投资吸引力,而且是中国经济实现可持续复苏的需要。在华欧盟企业相信,目前的经济危机为中国进行经济结构重组提供了绝佳机会,这同时也是中同为所有在华企业,无论内资还是外资,创建一个透明、公平的商业环境的最佳时刻。     

跨国公司在华营销战略演进轨迹及其启示

全球最大的500家跨国公司中,已有400多家在华投资设厂。同时,我国企业也越来越多走出国门,在世界的舞台上与跨国公司展开竞争。为了使国内企业更好的“与狼共舞”,文章在深入分析跨国公司在华营销战略演进轨迹的基础上,总结归纳出了几点有益的启示。     

跨国公司在华营销战略演进轨迹及其启示

全球最大的500家跨国公司中，已有400多家在华投资设厂。同时，我国企业也越来越多走出国门，在世界的舞台上与跨国公司展开竞争。为了使国内企业更好的“与狼共舞”，文章在深入分析跨国公司在华营销战略演进轨迹的基础上，总结归纳出了几点有益的启示。     

跨国公司在华营销战略演进轨迹及其启示

全球最大的500家跨国公司中,已有400多家在华投资设厂.同时,我国企业也越来越多走出国门,在世界的舞台上与跨国公司展开竞争.为了使国内企业更好的"与狼共舞",文章在深入分析跨国公司在华营销战略演进轨迹的基础上,总结归纳出了几点有益的启示.     

新兴工业国与发展中国家开拓中国市场的战略

新兴工业国与发展中国家如何开拓中国市场,这是一个令人感兴趣的问题。韩国希杰集团中国本部从中国市场的特点、可行的投资方向和投资战略等三方面介绍了自己在华的经营经验,可供新兴工业国与发展中国家在华企业参考。     

我国家电企业战略联盟的实证分析

在过去的20年中,我国的家电行业获得了长足的发展,但在同国外家电巨头竞争时,我国整体家电行业仍然处于劣势地位。本文正是基于此点,从战略联盟的角度出发,对我国家电企业组建战略联盟进行了详细的论述,以期对我国家电行业有所帮助。     

The Role of Soft Factors in Implementing a Service-Oriented Strategy in Industrial Marketing Companies

ABSTRACT

It has been recognized that in today's highly competitive industrial markets, one of the few ways left to gain differentiation from competitors is by offering value-added services. To do so, however, requires a service-oriented strategy and the active implementation of this strategy which includes significant internal changes in management philosophy and approach. Unfortunately, no study has examined the implementation aspects of a service-oriented strategy. In this context, our research focuses on two important “soft factors,” corporate culture and human resource management, that are necessary for a successful implementation of a service-oriented strategy in industrial marketing companies. We analyze the mediating role of these two soft factors in the causal chain leading from a service-oriented strategy to organizational performance. We find that the soft factors play an important mediating role in the link between a service-oriented strategy and organizational performance.     

跨国公司在华经营策略分析——百安居并购、欧倍德退出案例对比研究

本文以欧倍德从中国市场退出以及百安居的相对成功为例，分析跨国公司在华经营策略，从而说明如果不根据当地市场需求适时地调整战略决策，即使拥有较高的资本优势和优秀的管理经验也不免经营失败。跨国公司在处理母公司管理模式转移与海外子公司经营管理创新的关系时，应注重东道国的市场环境，选择合适的经营方式，及时地转换经营策略，积极进行管理创新。     

跨国经营人力资源管理模式的选择

自从实施“走出去”战略以来,中国企业的跨国经营管理活动日益频繁,文章以跨国经营人力资源管理模式为中心,在回顾国内外的相关研究成果的基础上,从组织文化、战略定位、职能管理、资源配置等四个视角归纳了跨国经营中存在的人力资源管理模式,提出了以经营绩效为选择标准、外生因素和内生因素为制约要因的跨国人力资源管理的选择模型。     

The Innovation Process and the Development of a Sustainability Strategy

ABSTRACT

This article analyzes what influences a firm's choice of strategy—why some firms stick to defensive strategies while others rely on offensive ones. With this in mind a survey was conducted on mineral sector companies associated with the Brazilian Mining Institute. The results show that the majority of companies use an offensive strategy and that some companies use more than one strategy at the same time. That is, they possess a corporate strategy and a sustainability strategy.     

本地化视角下的企业网页简介英译策略刍议

随着经济全球化、信息化进程的加快,国内企业为树立良好的国际形象,拓展海外业务而纷纷建立自己的英文网站。然而,多数网站在公司概况的英译上都存在无视文化差异等不足。革除这一弊端的关键在于本地化翻译策略,即译者需综合考虑目的语所包含的意识形态、文化传统与受众心理等要素,积极发挥译者主体性,从而顺应目的语的生态环境。     

浅析农产品差异化营销策略

我国农业经过20多年的改革开放,农村经济得到了迅速发展,农产品供求关系发生了重大的变化,已由卖方市场转变为买方市场。基于此,农产品经营者必须组织差异化生产和营销,获取农产品差异化的生产途径及对农产品差异化的营销策略。这样,才能争取消费者并占领市场。     

Name-your-own-price as participative pricing strategy: a review of the literature from 2001–2017

ABSTRACT

Name-your-own-price (NYOP), a pricing strategy often referred to as a reverse auction, is a participative pricing mechanism in which consumers have a relatively high control over the price they pay for a product or service. In an NYOP mechanism, buyers generate the final price of a product or service when they bid above an unrevealed threshold price set by the seller. Although NYOP as a pricing strategy was previously investigated, the literature remains scarce and fragmented. This paper attempts to assemble the relevant findings of this pricing strategy, by systematically reviewing all publications from 2001 to 2017. We explored the impacts of this mechanism for companies and consumers, such as increased profit for companies and higher savings for consumers, reduced competition for companies and increased satisfaction for consumers. We also highlighed the best practices of NYOP, such as the bidding practices, threshold price, and willingness to pay.     

Factors That Distinguish Proactive Versus Reactive Exporters: Decisions by Export Firms in a Developing Country

This study explored factors that distinguish proactive versus reactive export marketing strategies of Zimbabwean export companies. It identified key variables that contributed most to the discrimination between proactive firms with high levels of adaptation of export marketing strategy against reactive exporters with low levels of adaptation of export marketing strategy. Data were collected through a structured multi-item questionnaire involving a randomly selected sample of 105 exporting organizations. The overseas experience of management and strategic orientation of the company, cultural values, and legislation were found as key variables that discriminated between reactive exporting firms using low adaptation of export marketing strategy from those proactive exporters with high adaptations.     

Dynamic and Responsive Firm Strategy

Abstract

Since the opening of China in 1980, Hong Kong manufacturing industries collaborated with China manufacturing industries to maintain a low-cost labor intensive strategy. The strategy seems to be sufficient in maintaining the global competitive advantage of Hong Kong for the past two decades. However, with the rapid organizational learning of the Chinese partner and the reluctance of the Hong Kong partner to upgrade technology, Hong Kong manufacturing industries are facing the risk of potential loss of competitive advantages. This article attempts to review this dynamic evolution of HK/China collaborations and suggest some future actions for Hong Kong manufacturing industries to maintain their competitiveness. At the same time, the article also provides some ideas for global investors to rethink their future firm strategies in China.