Global Strategy in the Internet Era

This article examines the joint effects on business strategy of the Internet and globalization. It develops a framework for evaluating how the Internet affects the globalization potential of individual industries and the global strategies that companies should adopt. The impact of the Internet will not be uniform. Not only do its direct effects vary from one industry to another, but also it speeds up globalization at different rates in different industries. The article shows how to use the Internet to support five types of global strategy: market participation, products and services, activity location, marketing, and competitive moves.     

International trade policies,industrialization, and economic development

During the 1950s and 1960s, most developing nations, particularly the larger ones, strongly opted for a policy of import substitution industrialization (ISI). This was based on heavy protection and generally led to very inefficient industries. Since the early 1970s, an increasing number of developing countries deregulated their economies and liberalized trade, and this stimulated efficiency and growth. Some developing nations also tried strategic trade policies and to endogenize growth (as postulated by endogenous growth theory), but with only limited success. It seems impossible and inconsistent under the new international trade rules, however, for other developing countries to duplicate the East Asia “miracle,” which was based on strong government support for domestic industry while stimulating competition and efficiency among domestic firms. The successful completion of the Uruguay Round is expected to greatly benefit developing countries through continued deregulation and increased access to developed-country markets.     

A Comparison of International and Domestic New Ventures

Differences between international new ventures (INVs) and domestic new ventures (DNVs) were examined using a sample of 214 IPO new ventures (ventures 6 years old or less). INVs were found to be significantly different on the basis of their entrepreneurial team experience, strategy, and industry structure. Specifically, the entrepreneurial team of INVs exhibited higher levels of previous international and industry experience. The strategies of INVs were more aggressive, and they operated in more channels of distribution than did DNVs. INVs competed on the basis of differentiation, placing greater emphasis on product innovation, quality, service, and marketing as strategic weapons. In addition, INVs were more likely than DNVs to operate in industries characterized by a high degree of global integration.     

New directions in Mediterranean tourism: Restructuring and cooperative marketing in the era of globalization

At a time when tourism is the preeminent global industry, the Mediterranean is one of the most important tourist regions in the world, accounting for approximately a third of total tourism revenues and half of international arrivals. Because the traditional sun, sand, and sea tourist product of the Mediterranean is experiencing a crisis with subsequent market shifts toward other regions and alternative tourist products, the region has begun to lose its share of the international travel market. The time is ripe for the 21 Mediterranean countries to evaluate their tourist industries in the context of sustainable development strategies, begin to consider restructuring their industries to increase efficiency and competitiveness, and form strategic alliances for cooperative marketing efforts in order to maintain a competitive edge in the global tourist market at the threshold of the third millennium. © 2000 John Wiley & Sons. Inc.     

Accelerated internationalization by emerging markets’ multinationals: The case of the white goods sector

The emergence of a “second wave” of developing country multinational enterprises (MNEs) in a variety of industries is one of the characterizing features of globalization. This paper documents how emerging markets’ MNEs (EM-MNEs) may follow quite different patterns to reach, or at least approach, global competitiveness. In particular, it investigates how three EM-MNEs pursued global growth through accelerated internationalization combined with strategic and organizational innovation. Haier (China), Mabe (Mexico) and Arçelik (Turkey) emerged as multinationals in the large home appliances (so-called “white goods”) industry. The recipe for the success of these firms seems to lie in their ability to treat global competition as an opportunity to build capabilities, move into more profitable industry segments, and adopt strategies that turn latecomer status into a source of competitive advantage. At the same time, their experiences show that there are many strategies and trajectories for going global, consistent with a pluralistic conceptualization of globalization.     

Global competition and latecomer production strategies: Samsung of Korea in China

This contribution illustrates how latecomer multinational companies (MNCs) have organized international production activities and maintained their competitive advantage under growing global competition. In doing so, an interdisciplinary approach, including an evolutionary theory of MNCs, global strategic management, and organizational and technological learning, is adopted through the case study of Samsung Electronics as a sample latecomer MNC. Samsung reveals that competition in the electronics industry in China is based on the diferential capabilities of players in the market, and their ability to transfer and improve these capabilities faster than competitors. Latecomer MNCs' foreign subsidiaries are under strong pressure to be actively involved in design and product development activities near to production facilities. In order to gain a sustainable competitive advantage, foreign subsidiaries of latecomer MNCs need to rapidly improve their product innovation capability by combining knowledge transferred from the MNC headquarters and global subsidiaries' networks with information about consumer requirements in the foreign location.     

餐饮业核心竞争力分析——以杭州为例

随着经济全球化和经济一体化的发展,市场竞争呈现出明显的国际化趋势,企业面临的环境更为严峻。文章界定了核心竞争力、企业核心竞争力概念,以杭州为例,对餐饮业核心竞争力的构成要素进行了总体评价分析,从餐饮业战略决策能力、餐饮业技术开发能力和餐饮业营销方式能力三个方面,提出了餐饮业提升核心竞争力对策建议。     

区域市场营销与企业市场营销的关系研究

在全球化时代,经济、社会、文化、人才等资源的区域化乃至全球化流通以及"产业集聚"使得区域必须运用营销思想来进行规划和运营。而区域市场营销与企业市场营销在营销实质上是相同的,都是以顾客为中心,围绕着顾客的需要和愿望来开展的营销活动,都要面临市场竞争并借助促销手段来追求双赢结果;但在具体操作上,二者既有联系又有区别。     

我国水处理化学品行业竞争格局分析

利用波特[1]的五力模型和零散型产业的概念,对我国的水处理化学品行业的竞争格局进行结构化分析,勾画出水处理化学品行业内企业的竞争战略群组.指出我国的水处理化学品行业属于典型的零散型行业,而克服零散对该行业和某些业内企业来说可能孕育着重要的市场机会,并对行业内的关系营销等特点进行了简单概括.跟踪世界水处理化学品行业的发展趋势,找出我国水处理化学品行业存在的不足和面临的困境,结合行业结构分析提出该行业未来发展趋势.     

Competitive strategies and performance in technology-based industries

A model is proposed for relating a technology-based firm's investments in R&D and marketing to its level of performance. The model is based on a homothetic performance function form that is maintained to best represent unique differences among the competitive strategies of firms or groups of firms within an industry. It also permits explicit estimation of returns to scale with respect to investments in R&D and marketing for the industry as a whole. The empirical analysis strongly supports the existence of a heterogenous competitive structure in a technology-based industry with the returns-to-scale estimates varying among the industries studied. The model implies that desirable increases in competition occur through the interaction of individual firms and possibly strategic groups. It also implies the possibility of less than perfect substitution of resources across competitive strategies within an industry. Thus future models of competition should not be based entirely on size-related measures.     

The influence of competition on international sourcing strategies in the service sector

Rising importance of service industries and international trade in services led to increased competition in the service sector. The aim of this study is to analyze the international sourcing behavior of service firms as a strategic means to contend with competition. Our theoretical predictions suggest that there is a U-shaped relationship between a service firm’s domestic competitive position and its pursuit of international sourcing: the relationship is first negative and at later stages positive. The international sourcing behavior of domestic competitors and inward investments of foreign rivals are expected to positively affect a service firm’s international sourcing magnitude. A large-scale empirical analysis using a panel of 579 German service firms supports our hypotheses.     

Made in America? sustaining a competitive presence in the commercial class aircraft industry in the 1990s

The United States has dominated the global commercial class aircraft industry for decades. The sector has been considered strategic because of its contribution to both the economic base and the military needs of a country. Government intervention has been a hallmark of the industry almost since its inception. Changes in industry dynamics triggered, in part, by foreign and domestic public policies-both directly and indirectly aimed at this sector– have lead to the proliferation of internationalized production structures, replacing the traditional domestic structures of the past. Global outsourcing, transnational joint ventures, and foreign investment have contributed to the globalization of the industry.     

茧丝绸行业应对经济全球化的战略分析

中国经济已面临经济全球化的挑战。作为典型的传统产业一茧丝绸行业,在其战略调整中,必须从其自身的产业优势出发,认真分折技术落后、国际竞争力弱和世界丝绸市场产销格局变化等特点,利用WTO的有关规则和原则,进行战略分析。通过采取制定行业保护性措施,加强出口管理和组建新型的贸、工、农大集团公司等战略,立足于整个萤丝绸产业的价值链来提升产业的国际竞争力。     

服务型跨国公司全球模块化与服务业国际转移及其对中国的启示

日趋激烈的全球竞争迫使服务型跨国公司必须更加高效地整合全球资源,增强全球竞争力和创新能力。全球模块化为服务型跨国公司实现这一目标提供了重要路径,也在客观上有力地推动了服务业国际转移。本文首先进行了相关理论综述;然后分析了服务型跨国公司实施全球模块化的可行性;接着阐释服务型跨国公司全球模块化是如何发展及其如何推动服务业国际转移,并选取国际快递业作为新样本行业进行理论检验;最后,对中国服务企业应该如何运用全球模块化来更好地承接服务业国际转移或整合全球战略性服务资源提出相关政策建议。     

中国跨国公司"全球导向-渐进式"国际经营战略思考——以97家中国跨国公司营销战略的实证资料为依据

本文提出和阐述了中国跨国公司基于全球导向的渐进式国际化战略的思想。依据跨国公司全球营销理论,结合97家走在国际化最前列的中国跨国公司的实证资料数据,针对处于不同国际化阶段的中国企业,提出了新型出口营销战略、新型多国营销战略和全球营销战略,并为中国企业就各阶段战略量身定做出整体规划和具体方案。战略模式的提出贯彻了"全球导向-渐进式"的核心思想,以期对中国跨国公司的国际化战略发展有所启发。     

以跨国公司为传导提升福建省国际分工地位

目前跨国公司采取水平分工和垂直分工并举方式,进行全球产业整合,将世界各国纳入一体化分工的网络。20世纪90年代以来,跨国公司开始在福建省进行比较大规模的投资,这有意无意间将福建省纳入跨国公司的国际生产体系之中,但福建省在跨国公司内部化国际分工系统中处于低增值环节。福建省要深化国际分工地位,就必须链入跨国公司的全球价值链,促进跨国公司与内资企业的关联和产业对接,在同跨国公司的合作与竞争中增强企业竞争力。     

Recent Advances in Structural Econometric Modeling: Dynamics, Product Positioning and Entry

In the empirical analysis of consumer markets, recent literature has begun to explore the dynamics in both consumer decisions as well as in firms' marketing policies. Other research has begun to explore the strategic aspects of product line design in a competitive environment. In both cases, structural models have given us new insights into consumer and firm behavior. For example, incorporating consumer and firm dynamics may help explain patterns in our data that are not well-captured by static models. Similarly, the strategic aspects of firm entry and product-positioning may be intrinsically linked to firm conduct and the intensity of competition in a market. Structural analysis of these consumer and firm decisions raise a number of substantial computational challenges. We discuss the computational challenges as well as specific empirical applications. The discussions are based on the session “Structural Models of Strategic Choice” from the 2004 Choice Symposium.     

国际产业政策:产业政策研究的新领域

国际产业政策是顺应经济全球化时代由传统国别产业政策转型而来的一种新产业政策.本文从国际产业政策概念、国际产业政策形成的必然性和合理性、政策目标及主要内容、政策实施方式和手段等角度,综述了国际产业政策的理论研究及其研究中存在的不足.本文指出,加强国际产业政策的研究,对于正处在力争跨越式发展和追赶阶段的我国产业和企业参与全球竞争具有十分重要的战略意义.     

全球化营销的风险与防范

全球化营销是将全球看成一个统一的大市场,在对其进行市场调研的基础上,进行市场细分并选择自己的目标市场,实施营销策略组合。它强调企业应在全球范围内寻求竞争优势和最佳市场。全球化的趋势得益于正在降低的各国贸易壁垒和交通、信息技术的迅猛发展。全球化营销的巨大经济效益和市场前景对企业有很强的吸引力,但也不可避免地存在风险,因此,如何防范这些风险则是全球化营销要着重解决的课题。     

商业银行市场营销的国际比较及对策建议

随着我国金融全球化进程加快和金融开放的扩大 ,我国商业银行面临日益激烈的市场竞争。银行业竞争已悄然步入客户经济时代 ,营销观念在很大程度上决定了最终竞争格局。近年来 ,中国的银行业逐渐认识到营销的重要性 ,并进行了积极的探索。借鉴发达国家商业银行市场营销的成功经验 ,找出中外银行营销差距 ,并就如何提高我国银行的营销竞争力提出相应的对策建议。