全球化背景下全球营销战略对企业的作外文翻译.docx

全球化背景下全球营销战略对企业的作外文翻译.docx

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全球化背景下全球营销战略对企业的作外文翻译

外文翻译

Underthebackgroundofglobalizationglobalmarketingstrategytoenterprise'srole

1.Globalizationprovidesfoundationsandadvantagesforenterprisestocarryoutglobalmarketingstrategy.

1.1Globalization,especiallyeconomicglobalizationandculturalglobalization,bringspositiveinfluenceforenterpriseglobalmarketing.

Thisisthefoundationofenterpriseglobalmarketing.Economicglobalizationmakestheglobaltradebecomepossible,andculturalglobalizationinfluencesthecustomer’shobbyonmerchandise.Bothofthemprovideadvantagestoenterprise'sglobalmarketing.

1.2Thecomparativeadvantagesofglobalizationprovidefavorablefactorsforenterpriseglobalmarketing.

Economicglobalizationprovidesabroadstageforallthecountriestobringtheircomparativeadvantagesintoplay.Throughoptimizingresourcesallocationaroundtheworld,enterprisesachievetheinternationaldivisionoflabor.Comparativeadvantagesmakeenterprisesindifferentcountrieschoosecheapercapital,whichmakesenterpriseshaveopportunitiestoprovidemorelow-pricedandhigh-qualitygoodsforcustomersandgetcompetitiveadvantagesaccordingly.

2. Globalmarketingstrategycaneffectivelyimprovebusinessperformanceformultinationalcorporationsaroundtheworld.

Thisistheprerequisitefortheemergenceanddevelopmentofglobalmarketingtheory.Althoughthecomplexityofempiricaltestisn’tstillenoughtofullyprovethisconclusion,therelatedcomprehensivemodelshavebeenverifiedandprovedthatglobalmarketingstrategymakesgreatinfluenceandimportantcontributiononcompany’sbusinessperformance.

3. Forthetwotheoriesofmarketingstrategy,thatiscountrystrategyandglobalstrategy.Weshouldcrossusethemaccordingtoactualsituation.

3.1Therearetwoextremesofglobalmarketingstrategy,thatisstandardizationandadaptivestrategy.Theytendtodifferentindustriesandmarketsrespectively,butoftencrossinreality.Theviewpointofstandardizationconsideredmarketishomogeneous.Therefore,byvirtueofstandardization,itcangetthescaleeffectinvaluebegettingandcreatingprocesssuchasproduction,marketingandR&D,andreducethecostsoastoobtainglobalbrandeffect.Theviewpointofadaptabilityconsideredmarketdifferenceisobviousandincreasing.Themultinationalcorporationsshouldstartfrommarketdifferenceofallnationstomakemarketsegmentationandpositioning,andgetcompetitiveadvantagesthroughmeetingcustomers’requirements.Thesetwoextremesofstandardizationandadaptabilityarelimitedtosomeextent.Themorerealisticchoiceformultinationalcorporationsismixedstrategy.Therefore,itcanregardedstandardizationandadaptabilityastwoendsofacontinuum.Throughinvestigatingthestrategickeyfactors’tendencytocontinuumtwoends,itwillconcretelymeasurethatmultinationalcorporationsshouldadoptstandardizationstrategyoradaptabilitystrategy.

3.2 Inmultinationalcorporations’strategiclevel,standardizationandadaptabilityappearascountrystrategyandglobalstrategy.Multinationalcorporationsconfrontwithtwostrategicchoicesinoverseasmarketexpansion.Countrystrategytendstoimplementdifferentiationstrategyaccordingtomarketcharacteristicsofhostcountry.However,globalstrategyweakencountryboundary,andemphasizeglobaldivisionoflaborandintegrationonmainmanagementfunction,alsotendstoadoptstandardizedmarketingstrategytoservesimilarmarketsaroundtheworld.Withtheincreasingdevelopmentofmarketglobalization,moreandmoreenterprisestendtoadoptglobalstrategy,buttheydon’trejectappropriatecountryadjustment.Theultimategoalofglobalmarketingstrategyistomakeresourcesallocationsutilizemaximallyallovertheworld.Therefore,theproblemsinvolvedinglobalmarketinganddecisionhasalreadyfarbeyonddecisionmakingdiscussiononthepurestandardizationandadaptability.Itshouldpaymoreattentiontothecoordinationwithotherfunctions.

4.Inpracticaloperation,thethreeviewpointsofglobalmarketingstrategyshouldbeusedinmixtureafteroverallbalancingeachstrategy’sactualeffect.

Standardization,configurationandintegrationhavetheirownmeritsandlimitations.Inpractice,wecanconsidertocrossuse.

Standardization,configurationandintegrationarethethreebasicviewpoints,whichessentiallyfocusondifferentaspectsofglobalmarketingstrategy,andaimtoimprovetheglobalbusinessperformanceofenterprises.Therefore,whendevelopingglobalmarketingstrategy,itcanalsoadoptthecompatibleandcomplementaryviewpoints.

5.IGMSmodelintegratedthreeviewpointsandtwotheoriesofmarketingstrategy,andhelpfulformultinationalcorporationstocomprehensivelyimprovetheglobalmarketingmanagementlevel.

Thismodelfullyconsideredtheinfluenceoninternalandexternalfactorsformulitnaitonalcorporationstodevelopglobalmarketingstrategyandstandardization,resourceallocation,coordinationofglobalmarket,andmanagementbyintegration.Italsoconsideredtheoreticalandpracticalproblemsofglobalmarketingstrategy,suchasglobalproductdevelopment,theglobalbrandpositioning,etc.Allthesemakemultinationalcorporationscaneffectivelycoordinatetherelationshipbetweeninternalandexternalenvironmentfactorsandstrategicfactorsinoperation.Inconclusion,byvirtueofIGMSmodel,itcaneffectivelyreduceunnecessarycontradictions &conflictsandcomprehensivelyimprovetheglobalmarketingmanagementlevel,andultimatelyimprovethemultinationalcorporations’businessperformance.

However,fromtherichexperienceinglobalmarketingstrategy,thecurrentglobalmarketingtheoryincludedintegratedglobalmarketingstrategyisnotenoughtoprovideoverallsolutionstoproblemsthatmultinationlcorporationsencounteredinpractice.

Firstly, asaabstracttheory,thecompletestandardizationandadaptivestrategyareverylimitedtoguidepractice.Inthisfield,somescholarshavemadeempiricalresearchonsomeindustries,andpointedoutthesomecharacteristicsofindustryandproductinlinewithstandardizationaandadaptivestrategy.However,webelievethatitstilllacksofanunifiedframeworktheoreticallytomakeaconcreteanalysisonapplicableconditionsofthetwostrategies.Itisalsohelpfulformultinationalcorporationstodistinguishthecriteriononstandardizationandadapatablityandchooseappropriatestrategiesaccordingtodifferentindustriesanddifferentproductswhendevelopingstrategies.Therefore,establishingaframeworktomakeoverallanalysisonstrategicchoiceonglobalmarketingstandardizationandadapatbilityhasbecomeaburningproblemneededtobesettledinglobalmarketingpractice.  

Secondly,intheory,itlacksofanindexsystemtoquantizeinternationaldevelopmentlevelformultinationalcorporations.Sincetheglobalizationofmultinationalcorporationsis“progressive”andnecessraytocarryoutstrategicactivitiesofreasonableresourcesallocationineverystagewithdifferentstrategyfocus.Inpractice,howtodecidetheenterprises’internationalizationphasesonearth?

Atpresent,intheory,thereisn’taquantifiableindexsystemunitlnow.Intheirstudies,schloarsdidn’tmakestatisticalanalysisonvariousbusinessindictatorsineverystageofmultinationalcorporations,andthereisnoprecedentforestablishingtheindexsystemtoguidepractice.Therefore,theindexsystemassociatedwithquantizingmultinationalcorporations’developmentlevelofinterantinalizationisalsoanextremelyvaluableproblemtobestudied.

Thirdly,thecomprehensiveanalysisframeworkofglobalmarketingstrategy,thatisintegrativeglobalmarketingmodel–IGMS,whoseexplainationtoindustrystillneedtomakeempiricialtest.Asanachievementofcurrentstageintheresearchfieldofglobalmarketingstrategy,IGMShasmadeempiricaltestonmultidimensionalinfluenceonenterprises’overallperformance.However,theempiricaltestisn’tinvolvedwiththecharacteristicsofmodel’scompositionandweightdifferencebetweentheglobalmarketingstrategiesindifferentindustires.While,industrycharacteristicplaysanimportantconstraintroleinstrategyformulation,soitneedmakeempicialtestonIGMSmodelthroughfurthercombiningwithindustrycharacteristic.Therefore,accordingtodifferentcharacteristicsofindustryandenterprise,howtoadjustandweighthecompositionofglobalmarketingstrategymodelisanotherpracticalquestiontobesettledinthestudiesofglobalmarketingstrategy.

m’saccumulationofrelevantresourcesandcapabilities.Hence,LenovobeganintheinitialMaophasebydirectingitsresourcestothesalesandserviceopportunitiesthatgeneratedrevenuesthatnotonlyfinanceditsentranceintomanufacturingduringthefollowingGongphase,butalsoprovidedanenduringcompetitiveadvantagevis-a-visitsforeignandevendomesticcompetitor-namely,itsunderstandingofitscustomersanduniquedistributionnetwork.Similarly,itsexperienceinmanufacturingnotonlygeneratedrevenues,butalsoprovidedthebasisforidentifyingcompetitivelyimportantareasinwhichtofocusR&DeffortsduringthecurrentJiphase.ThemovementintoeachphasewasassociatedwithbusinessopportunitiesandenabledLenovotocompetemoreandmoredirectlywithleadingfirmsintheindustry.

Thecaseshowschangesinthecapabilitiesanddomainsinwhichafirmcompetesandalsoillustrateshowthemeanstoacquirenewresourcesandcapabilitiesmuchchange.Initially,Lenovocouldcompeteinsalesbyrelyingonotherfirms’productsortechnologydevelopedbyitsparent.Inordertogrow,however,ithadtointernalizefirstmanufacturin