美华管理传播网,中国经济管理大学,工商管理MBA专业资源库(29年)

 找回密码
 注册

QQ登录

只需一步,快速开始

查看: 2574|回复: 2

[前沿营销]论全球营销战略及整合的全球营销战略模型IGMS

[复制链接]

该用户从未签到

发表于 2006-10-12 04:29:07 | 显示全部楼层 |阅读模式
<p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span style="FONT-SIZE: 16pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">论全球营销战略及整合的全球营销战略模型</span><span lang="EN-US" style="FONT-SIZE: 16pt; mso-bidi-font-size: 12.0pt;">IGMS</span></b><span class="MsoFootnoteReference"><b><span lang="EN-US" style="FONT-SIZE: 16pt; FONT-FAMILY: Symbol; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\'; mso-char-type: symbol; mso-symbol-font-family: Symbol;"><span style="mso-char-type: symbol; mso-symbol-font-family: Symbol;">*</span></span></b></span><b><span lang="EN-US" style="FONT-SIZE: 16pt; mso-bidi-font-size: 12.0pt;"><p></p></span></b></p><p class="MsoBodyTextIndent" style="TEXT-INDENT: 90.95pt; mso-char-indent-count: 6.47; mso-char-indent-size: 14.05pt;"><b><span lang="EN-US" style="FONT-SIZE: 14pt; mso-bidi-font-size: 12.0pt;">------</span></b><b><span style="FONT-SIZE: 14pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">兼评其对我国企业发展跨国经营战略的启示</span></b><b><span lang="EN-US" style="FONT-SIZE: 14pt; mso-bidi-font-size: 12.0pt;"><p></p></span></b></p><p class="MsoBodyTextIndent" style="TEXT-INDENT: 10.55pt; mso-char-indent-count: 1.0; mso-char-indent-size: 10.55pt;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">南开大学国际商学院</span><span lang="EN-US"><span style="mso-spacerun: yes;">&nbsp;&nbsp; </span></span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">吴晓云</span><span lang="EN-US"><span style="mso-spacerun: yes;">&nbsp; </span></span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">袁</span>
                </b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">磊</span><span lang="EN-US"><p></p></span></b></p><p class="MsoBodyTextIndent" style="TEXT-INDENT: 10.55pt; mso-char-indent-count: 1.0; mso-char-indent-size: 10.55pt;"><b><span lang="EN-US">&nbsp;<p></p></span></b></p><p class="MsoNormal" style="LINE-HEIGHT: 12pt; mso-line-height-rule: exactly;"><b><span style="FONT-SIZE: 9pt; FONT-FAMILY: 仿宋_GB2312; mso-bidi-font-size: 12.0pt;">摘要:</span></b><span style="FONT-SIZE: 9pt; FONT-FAMILY: 仿宋_GB2312; mso-bidi-font-size: 12.0pt;">全球营销作为<span lang="EN-US">21世纪指导跨国公司在全球市场扩张的全新的营销理论和战略构架,得到了管理理论界和企业界的普遍关注。随着WTO各项准入规则在中国的实施,中国市场将在更大的范围和更深的程度上与国际市场并轨,中国企业融入国际市场,参与全球化竞争已经迫在眉睫。本文主要研究全球营销战略的主要观点、基本模式、整合的全球营销战略——IGMS模型及关于全球营销及其整合战略的结论及其对中国企业发展国际化战略的启示。<p></p></span></span></p><p class="MsoNormal" style="LINE-HEIGHT: 12pt; mso-line-height-rule: exactly;"><b><span style="FONT-SIZE: 9pt; FONT-FAMILY: 仿宋_GB2312; mso-bidi-font-size: 12.0pt;">关键词</span></b><span style="FONT-SIZE: 9pt; FONT-FAMILY: 仿宋_GB2312; mso-bidi-font-size: 12.0pt;">:全球营销战略<span lang="EN-US"><span style="mso-spacerun: yes;">&nbsp;&nbsp; </span>整合模型<span style="mso-spacerun: yes;">&nbsp;&nbsp; </span>跨国经营战略<p></p></span></span></p><p class="MsoNormal" style="LINE-HEIGHT: 12pt; mso-line-height-rule: exactly;"><span lang="EN-US" style="FONT-SIZE: 9pt; FONT-FAMILY: 仿宋_GB2312; mso-bidi-font-size: 12.0pt;"><span style="mso-spacerun: yes;">&nbsp;</span></span><span class="MsoFootnoteReference"><span lang="EN-US" style="FONT-FAMILY: Symbol; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\'; mso-char-type: symbol; mso-symbol-font-family: Symbol;"><span style="mso-char-type: symbol; mso-symbol-font-family: Symbol;">*</span></span></span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 仿宋_GB2312; mso-bidi-font-size: 12.0pt;">基金项目:国家自然科学基金资助项目(项目批准号:<span lang="EN-US">70272028)的阶段性成果<p></p></span></span></p><p class="MsoNormal" style="LINE-HEIGHT: 12pt; mso-line-height-rule: exactly;"><span lang="EN-US" style="FONT-SIZE: 9pt; FONT-FAMILY: 仿宋_GB2312; mso-bidi-font-size: 12.0pt;">&nbsp;<p></p></span></p><p class="MsoBodyTextIndent"><span lang="EN-US" style="FONT-FAMILY: 宋体;">21世纪世界经济于进一步呈现出全球化、网络化和信息化的发展趋势,跨国公司作为全球经济的微观组织和载体,在国际竞争中发挥着越来越重要的作用。据统计,2001年世界500强跨国企业在全球的销售总额超过十万亿美元,占据了近80%的世界贸易额。全球营销作为新经济条件下一种全新的营销理论</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">和战略构架,成为指导跨国公司在全球市场迅速扩张的最重要的理论武器。随着</span><span lang="EN-US">WTO</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">各项准入规则在中国的实施,至</span><span lang="EN-US">2005</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">年我国的制造业和服务业市场几乎全部开放,它意味着中国市场将在更大的范围和更深的程度上与国际市场并轨。因此,中国企业融入国际市场参与全球化竞争已经迫在眉睫。<span style="COLOR: black;">中国企业将在本土和全球市场竞争中扮演一个什么样的角色,如何应对跨国公司的竞争与挑战,这显然已成为中国企业在国际化经营中所面临的极其重要的理论与实践问题。</span></span><span lang="EN-US" style="COLOR: black;"><p></p></span></p><p class="MsoNormal" style="TEXT-INDENT: 21pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.5pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">本文在对全球营销概念及战略的发展进行了深入讨论的基础上,重点给出一个整合的全球营销战略模型——</span><span lang="EN-US">IGMS</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">,并对该模型进行了深度分析与评价,指出整合的全球营销战略即</span><span lang="EN-US">IGMS</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">模型对跨国公司发展全球营销的主要贡献、局限和今后研究的方向;最后,研究了全球营销战略相关理论对中国企业发展国际化战略的启示和借鉴,为中国企业参与全球化竞争、发展全球市场营销战略提供理论准备和管理支持。</span></p><p class="MsoNormal"><span lang="EN-US">&nbsp;<p></p></span></p><p class="MsoNormal"><b><span style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">一、全球营销概念的提出</span></b><b><span lang="EN-US" style="FONT-SIZE: 12pt;"><p></p></span></b></p><p class="MsoNormal"><span lang="EN-US">&nbsp;<p></p></span></p><p class="MsoNormal" style="TEXT-INDENT: 21pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.5pt;"><span lang="EN-US">1983</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">年哈佛大学</span><span lang="EN-US">Levitt</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">教授在《哈佛商业评论》一篇名为“市场全球化”的论文中对全球营销概念进行了详细讨论。他认为全球营销是“在不同的国家以相同的促销方式,通过相同的分销渠道,以相同的价格销售相同的产品”。这篇文章正式提出了全球营销的两个理论假设:国际市场“同质化<span style="COLOR: black;">”</span></span><span lang="EN-US" style="COLOR: black;">(Homogenization)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">和各国顾客偏好的一致性,并指出跨国公司开展全球营销的前提是出现了愿意牺牲个人偏好来获取高质量和低价格产品的“全球顾客”,从而为全球营销的研究奠定了理论基石。他还指出,通讯技术和交通方式的进步使得世界市场的融合加剧,与此同时随着人口的流动,世界上不同国家消费者的需求和偏好也逐渐趋同。因此,在这个新的时代,跨国企业开展全球竞争的战略性驱动力就是规模效应,竞争优势的一个重要来源是以低成本生产高质量的产品,同时在全球范围内用统一的广告来提升公司的品牌形象。在这种竞争背景下,多母国公司</span><span lang="EN-US">(Multinational Company)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">趋向消失,取而代之的是在全世界以同样方式销售同样产品的全球公司</span><span lang="EN-US">(Global Company)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.5pt;"><span lang="EN-US">Levitt</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">教授不仅标志性地提出“全球营销”概念,而且清晰地给出该理论成立的前提假设条件。自此,全球营销理论成为营销理论中新兴的焦点问题,并吸引了许多学者针对这一领域进行广泛而深入的研究。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.5pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">支持</span><span lang="EN-US">Levitt</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">的学者(</span><span lang="EN-US" style="COLOR: black;">Buzzel</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">、</span><span lang="EN-US" style="COLOR: black;">Levitt</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">和</span><span lang="EN-US" style="COLOR: black;">Ohmae</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">等)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">认为全球市场的相似之处大于差异之处,根据市场同质化假设,跨国企业可以在全球范围内开展标准化的营销活动,通过在全球范围内分摊所有的营销成本来获取对于竞争而言至关重要的价格优势;另一部分学者(</span><span lang="EN-US">Kotler</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">、</span><span lang="EN-US">Wind</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">、</span><span lang="EN-US">Fisher</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">、</span><span lang="EN-US">Douglas and Wind</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)则支持适应性的观点,他们认为,虽然世界市场中存在一些共同的因素,但是就全球市场来说,国别之间的差异远远大于其共性。因此跨国公司应该根据目标国的差异来制定差别化的营销战略来获取收益。上述关于标准化和适应性的论战进行了十几年,将全球营销领域中理论和实践的研究不断推向纵深阶段。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.5pt;"><span lang="EN-US">&nbsp;<p></p></span></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><span style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">二</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">、</span><b><span style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">全球营销战略的主要观点与模式</span></b><b><span lang="EN-US" style="FONT-SIZE: 12pt;"><p></p></span></b></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">有关全球营销战略内涵讨论的观点归类为下述三种:</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.1pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.55pt;"><b><span lang="EN-US">1.</span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 标准化观点</span><span lang="EN-US">(Standardization Perspective)<p></p></span></b></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">对全球营销战略区别于一般多国营销的性质和内容,最早提出也是最有影响的是标准化的观点(</span><span lang="EN-US">Levitt1983</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">;</span><span lang="EN-US">Jain1989</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">;</span><span lang="EN-US"> Ohmae1989</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">;</span><span lang="EN-US">Samice and Roth1992</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)(见表一中简略归纳的第一种观点)。</span><span lang="EN-US">Livett</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">(</span><span lang="EN-US">1983</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)则明确指出:全球营销战略是生产标准化的产品;还有学者(</span><span lang="EN-US">Jain1989</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)认为,当一个公司在不同的国家使用相同的营销计划,即营销过程的标准化时此公司也在实行全球营销战略。这种观点可以通过大量的关于标准化和适应性话题的论著得以体现(</span><span lang="EN-US">Zou and Cavusgil and Naidu1992</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">;</span><span lang="EN-US">Jain1989</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">;</span><span lang="EN-US">Samice and Roth1992</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">;</span><span lang="EN-US">Szymanski</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">,</span><span lang="EN-US">Bharadwaj</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">,</span><span lang="EN-US">and Varadarajan1993</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)。</span><b><span lang="EN-US"><p></p></span></b></p><p class="MsoNormal" style="TEXT-INDENT: 21.2pt; mso-char-indent-count: 2.02; mso-char-indent-size: 10.45pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">有关标准化战略前述中已经有过讨论,正由于标准化战略的提出是全球营销战略的标志性立论,因此也构成全球战略的重要组成部分。标准化观点认为通讯和交通的巨大进步已经使世界出现同质化的趋势(</span><span lang="EN-US">Jain1989</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">;</span><span lang="EN-US">Levitt1983</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)</span><span lang="EN-US">,</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">世界上不同国家的消费者对相同产品表现出相同的偏好和需求倾向(</span><span lang="EN-US">Jain1989</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">;</span><span lang="EN-US">Ohmae1989</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)。因此,生产大量高质量和低价的产品成为在全球市场上获取竞争优势的主要源泉(</span><span lang="EN-US">Levitt1983</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)。具体而言,跨国公司实施标准化战略所侧重的营销要素也不尽相同,既可以是生产标准化的产品</span><span lang="EN-US">(Levitt1983)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">,也可以是就价格、促销、渠道结构等因素实施标准化,还可以在营销计划等管理程序上执行全球统一标准</span><span lang="EN-US">(Johansson1997;Keengan2000)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。标准化观点的支持者还总结了标准化的若干优点包括生产和营销的规模效应(</span><span lang="EN-US">Levitt1983</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)、处理顾客关系上的一致性(</span><span lang="EN-US">Zou and Cavusgil and Naidu1997</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)、在全球范围内发掘新的创意(</span><span lang="EN-US">Ohmae,1989</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">;</span><span lang="EN-US">Quelch and Hoff 1986</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)。尽管标准化战略有可能为跨国企业带来极大的竞争优势,但是标准化战略的实施不应该是盲目进行的。就一般情况而言,全球化行业中的跨国公司具有实施标准化战略的必要性和可行性,而且也需要进一步权衡实施这种战略的有效方式,比如采取营销组合的部分要素标准化,以及通过短期内大量资本渗透在市场上先入为主所形成的标准化经营的竞争优势等等</span><span lang="EN-US">(Hout1982)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.1pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.55pt;"><b><span lang="EN-US">2. </span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">配置和协调的观点</span><span lang="EN-US">(Configuration-Coordination Perspective)<p></p></span></b></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">企业价值链</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">上各种活动的配置以及跨市场活动的协调是全球营销战略的第二个重要观点</span><span lang="EN-US">(Porter1986;Roth and <span style="COLOR: black;">Day1990;</span> Schweiger and Morrison1991; Zou and Cavusgil1996; Craig and Douglas2000)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。(见表一中简略归纳的第二种观点)。全球营销战略作为跨国公司战略层面的重要决策,必须将价值链中采购、生产、研发等各项具体活动根据比较优势在全球范围内进行配置和整合,并且在通过规模效应、范围经济和知识积累在所进入的各东道国市场获取协同效应。全球营销战略正是通过加强价值增值活动,发掘要素成本差异,从而协调各市场的活动来构筑全球公司的持久竞争优势</span><span lang="EN-US">(Porter1986; Anderson2000)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.5pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">跨国公司进行产业链各项活动配置与协调的重要表现形式就是如何加强这些活动的集中程度</span><span lang="EN-US">(Ghoshal1987;Kogut1989;Craig and Douglas2000)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。在一些比较优势单一的国家集中进行价值链的某项活动,能够获得相对更高的效率,将价值链的各项活动分别选取对应比较优势最高的国家和地区进行集中,则可以使得全球公司整体获得相对最高的运行效率</span><span lang="EN-US">(Hill1996)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。例如,产品研发活动可以集中在少数具有世界先进技术水平的国家,而劳动密集型的制造活动可以集中在劳动力成本低的国家。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.5pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">全球营销战略的顺利实施需要遵循适当的运行路线。<span style="COLOR: black;">为了最终获取全球市场的领先地位,跨国公司可以首先在全球最富有和最具成长力的市场上获取很高的市场占有率以及强大的竞争地位</span></span><span lang="EN-US" style="COLOR: black;">(Douglas,Caig1996)</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。比如,跨国公司可以选取</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">欧洲、日本和美国三个重要市场建立起竞争性定位,从而为获得全球竞争优势奠定基础</span><span lang="EN-US">(<span style="COLOR: black;">Ohamas1985)</span></span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。全球<span style="COLOR: black;">品牌将有助于加强这种竞争地位。同时,全球战略不仅要求在各重要市场的竞争性定位,而且强调公司必须保持战略柔性,以适应国际市场需求、资源和竞争的变化</span></span><span lang="EN-US" style="COLOR: black;">(Dunning1998; Kogut1995)</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">,并从金融和信息市场的波动和经济的不平衡中获利</span><span lang="EN-US" style="COLOR: black;">(Kogut1985)</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。这些都要求,跨国公司进行资源的空间配置和有效管理</span><span lang="EN-US" style="COLOR: black;">(Douglas and Caig2000)</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">,并发展能够迅速</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">传递信息的组织结构,以加强组织的柔性和反应速度</span><span lang="EN-US">(Quelth and Hoff1986)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.1pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.55pt;"><b><span lang="EN-US">3</span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">、整合的观点</span><span lang="EN-US">(Integration Perspective)</span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。</span><span lang="EN-US"><p></p></span></b></p><p class="MsoNormal" style="TEXT-INDENT: 21pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.5pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">随着全球营销领域研究的更加深入,人们认识到:标准化和适应性的观点可能都有可取之处,而孤立地看可能又都有片面性,因此需要将各方面的观点综合、融合起来,形成一种整合的观点,于是主有关全球营销理论和战略的研究中,就出现了下述可称为第三种重要观点的整合的观点。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">关于全球营销的整合观点,关注跨国公司的全球战略应该如何在各国市场之间进行配置和实施。按照这种观点,全球营销战略成功的关键是要同时进入所有的世界主要市场以获取竞争力量,并且在这些市场上对竞争活动进行有效整合</span><span lang="EN-US">(<span style="COLOR: black;">Zou and Cavusgil1996;Yip1995, 1989;Birkinshaw, Morrison and Hulland 1995)</span></span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。对于一些全球行业中的跨国公司而言,各国的运作是相互联系的,公司需要用在某些国家市场上获取资源去支援另外一些国家的市场活动</span><span lang="EN-US">(Birkinshaw, Morrison and Hulland1995; Hamel and Prahalad1985; Ghoshal 1987)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。同时,跨国公司在某一市场面临竞争对手正面进攻时,可以采取在另一个市场上进行反击来牵制竞争对手</span><span lang="EN-US">(Yip1995)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。总之,</span><span style="FONT-FAMILY: 宋体;">全球公司在世界各个角落的营销活动都要服务于公司的整体目标,每一个外国市场机会的取舍并不只是根据它自身的盈利潜力,而更多地是考虑其在实现公司整体目标过程中所发挥的作用和作出的贡献决定的。譬如,公司可能在某个外国市场上并不赚钱,但在该市场的少许投入却可能起到牵制其主要全球竞争者的作用,</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">可见,整合观点更加强调并且认为全球营销战略的本质是将跨国公司在世界各主要市场上的竞争行动整合起来(见表</span><span lang="EN-US">1</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">中最后一行中</span><span style="FONT-FAMILY: 宋体;">对全球营销第三种重要观点进行简要的归纳)。</span></p><p class="MsoNormal" style="TEXT-INDENT: 18.25pt; mso-char-indent-count: 1.73; mso-char-indent-size: 10.5pt;"><b><span lang="EN-US">4</span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">、两种基本战略模式:全球战略与国别战略</span><span lang="EN-US"><p></p></span></b></p><p class="MsoNormal" style="TEXT-INDENT: 21pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.5pt;"><span lang="EN-US">20</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">世纪</span><span lang="EN-US">80</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">年代后期,有关标准化和适应性的理论概念争论逐渐转化为研究公司宏观层面战略选择。随着跨国公司全球营销活动的深入,更多学者开始更多地关注和研究跨国公司宏观层面的战略选择</span><span lang="EN-US">,</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">有学者开始将标准化和适应性理论上升为全球战略和国别战略</span><span lang="EN-US"> (Porter 1985)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。全球战略在看待跨国公司在全球的业务时持有一种“等距视角”,更加倾向于用标准化的营销战略来服务于相似的全球市场,但也不排除根据国别进行局部调整。特别是对于参与全球竞争的跨国企业而言,更应该通过实施全球战略来挖掘普遍的全球机会。与之相反,国别战略则是建立对国家或区域差异深刻认识的基础上,主张以适应性导向满足市场需求的一种国际化战略。支持全球战略的学者认为:全球导向将逐渐取代区域导向和多国导向,成为开展跨国经营最有力的战略武器</span><span lang="EN-US">(Chidomere and Rowland 1989)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。同时,为了更好地实现公司的全球战略,可以在全球营销的过程中进行必要的、有限的国别适应性调整,这并不影响全球战略的主导地位(</span><span lang="EN-US">Simmonds 1985</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.5pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">跨国企业究竟在全球战略和国别战略中作何选择,这可能要涉及很多因素。</span><span lang="EN-US">Chakravarthy and Perlmutter (1985)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">认为,价值链上游价值活动(如生产、研发)增值的数量是决定基本选择的重要考虑因素,如果采取全球标准化战略能够在价值链上游的几个环节中取得明显的增值效用,那么这种类型的企业当然就更适合实施全球战略。例如,汽车、化学工业和钢铁工业中的一些跨国企业就具备选择全球战略的特征。与之相对,一些传统的消费行业则更加适合选择国别战略。</span><span lang="EN-US">Kreutzer and Thoms(1988)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">研究了需求导向、经验曲线、生产条件、技术部门协调能力以及企业国际化经验等诸多因素对于战略选择的影响,指出跨国公司需要在对上述各种因素的影响进行深入分析后,选择能使企业价值最大化的战略。有关基本战略选择的重要结论是:跨国企业需要根据外部环境、业务性质、生产技术等多方面因素,以增强企业实际竞争优势作为根本目标,选择适合自身发展的基本战略。就一般情况而言,伴随着经济全球化的趋势,跨国企业需要在经营活动中更多地持有全球视角,重视全球战略的选择和实施。这就为整合的全球营销理论与战略的提出奠定了实践的基础。</span></p>

该用户从未签到

 楼主| 发表于 2006-10-12 04:30:31 | 显示全部楼层
<p class="MsoNormal"><span style="FONT-FAMILY: 宋体;">【</span><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">表</span><span lang="EN-US">1</span></b><span style="FONT-FAMILY: 宋体;">】<span lang="EN-US"><span style="mso-spacerun: yes;">&nbsp; </span></span></span><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">全球营销战略的主要观点</span></b></p><table cellspacing="0" cellpadding="0" border="1" style="BORDER-RIGHT: medium none; BORDER-TOP: medium none; BORDER-LEFT: medium none; BORDER-BOTTOM: medium none; BORDER-COLLAPSE: collapse; mso-padding-alt: 0cm 5.4pt 0cm 5.4pt; mso-table-layout-alt: fixed; mso-border-alt: solid windowtext .5pt;"><tbody><tr><td width="55" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: windowtext 0.5pt solid; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: windowtext 0.5pt solid; WIDTH: 41.4pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid;"><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">重要观点</span><span lang="EN-US"><p></p></span></b></p></td><td width="84" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: windowtext 0.5pt solid; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 63pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt;"><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">基本逻辑</span><span lang="EN-US"><p></p></span></b></p></td><td width="120" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: windowtext 0.5pt solid; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 90pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt;"><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">关键变量</span><span lang="EN-US"><p></p></span></b></p></td><td width="96" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: windowtext 0.5pt solid; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 72pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt;"><p class="MsoNormal" align="center" style="TEXT-INDENT: 10.55pt; TEXT-ALIGN: center; mso-char-indent-count: 1.0; mso-char-indent-size: 10.55pt;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">假设</span><span lang="EN-US"><p></p></span></b></p></td><td width="72" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: windowtext 0.5pt solid; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 54pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt;"><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">获得的</span><span lang="EN-US"><p></p></span></b></p><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">收益</span><span lang="EN-US"><p></p></span></b></p></td><td width="144" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: windowtext 0.5pt solid; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 108pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt;"><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">代表著作</span><span lang="EN-US"><p></p></span></b></p></td></tr><tr style="HEIGHT: 60.45pt;"><td width="55" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: windowtext 0.5pt solid; WIDTH: 41.4pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; HEIGHT: 60.45pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&nbsp;<p></p></span></b></p><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">标准化观点</span></b><b><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></b></p></td><td width="84" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 63pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; HEIGHT: 60.45pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">规模经济</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">低成本</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">简单</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></td><td width="120" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 90pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; HEIGHT: 60.45pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">营销组合的标准化</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">营销计划和管理程序的标准化</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></td><td width="96" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 72pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; HEIGHT: 60.45pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">消费文化趋同</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">需求相似性</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">低贸易壁垒</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">技术进步</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></td><td width="72" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 54pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; HEIGHT: 60.45pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt;">·</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">高效率</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt;">·</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">一致性</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt;">·</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">分享创意</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></td><td width="144" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 108pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; HEIGHT: 60.45pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">Levitt(1983);Jain(1989);<p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">Ohmae(1989);<p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">Samice and Roth (1992)<p></p></span></p></td></tr><tr><td width="55" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: windowtext 0.5pt solid; WIDTH: 41.4pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&nbsp;<p></p></span></b></p><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">配置和协调观点</span></b><b><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></b></p></td><td width="84" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 63pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">比较优势</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">相互联系性</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">专业化</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></td><td width="120" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 90pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">价值链活动的集中</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">价值链活动的协调</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></td><td width="96" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 72pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">低贸易壁垒</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">技术进步</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">国际化经验</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></td><td width="72" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 54pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt;">·高</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">效率</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt;">·</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">协调性</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></td><td width="144" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 108pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">Craig &amp;Douglas (2000);<p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">orter (1986);<p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">Roth, Schweiger and Morrison (1991)<p></p></span></p></td></tr><tr><td width="55" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: windowtext 0.5pt solid; WIDTH: 41.4pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><span style="mso-spacerun: yes;">&nbsp;</span><p></p></span></b></p><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><b><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">整合观点</span></b><b><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></b></p></td><td width="84" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 63pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">交叉补贴</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">相对错位</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">经济原则</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></td><td width="120" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 90pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">竞争活动的联合</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">全球市场的参与</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></td><td width="96" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 72pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">低贸易壁垒</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">国际化经验</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">统一的市场</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></td><td width="72" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 54pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt;">·</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">有效竞争</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt;">·</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">竞争杠杆</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></td><td width="144" style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: medium none; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0cm; BORDER-LEFT: medium none; WIDTH: 108pt; PADDING-TOP: 0cm; BORDER-BOTTOM: windowtext 0.5pt solid; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt;"><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">Zou and Cavusgil (1996);<p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">Yip (1995,1989);<p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">Birkinshaw</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">,</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">Morrison and Hulland (1995)<p></p></span></p></td></tr></tbody></table><p class="MsoNormal" style="TEXT-INDENT: 18.05pt; mso-char-indent-count: 2.0; mso-char-indent-size: 9.0pt;"><b><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">资料来源:作者根据文后所附文献整理。</span></b><b><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></b></p><p class="MsoNormal"><b><span lang="EN-US">5</span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">、全球营销战略的两大理论基础</span><span lang="EN-US"><p></p></span></b></p><p class="MsoNormal" style="TEXT-INDENT: 19.3pt; mso-char-indent-count: 1.84; mso-char-indent-size: 10.45pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">全球营销战略的理论来源主要是基于</span><span lang="EN-US">20</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">世纪</span><span lang="EN-US">80</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">年代以来战略管理的两大学派:产业组织理论和资源基础论,尽管二者对于公司战略驱动力的解释大相径庭,但却共同影响了全球营销战略的理论发展。</span></p><p class="MsoNormal" style="TEXT-INDENT: 19.3pt; mso-char-indent-count: 1.84; mso-char-indent-size: 10.45pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">产业组织理论</span><span lang="EN-US">(Industrial Organization Theory: IO)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">认为,公司的战略行为和经营业绩取决于外在市场和产业结构</span><span lang="EN-US">(Porter1980)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。如果公司战略能够与外部环境保持一致,那么其经营活动就能够取得良好业绩,这是因为公司的外在市场和产业结构会对其战略形成若干压力,公司一旦运用了能够化解这种压力的有效战略,就会生存下来并不断发展壮大。反之,那些不能适应外部环境和产业结构特征的战略,必然将公司引向衰亡</span><span lang="EN-US">(Collis1991)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。因此,产组织理论的核心观点是:公司的外在市场力量和产业结构形成了战略驱动力,只有在这种战略驱动下制定并实施合适的战略,公司才能够获取竞争优势。</span></p><p class="MsoNormal" style="TEXT-INDENT: 19.3pt; mso-char-indent-count: 1.84; mso-char-indent-size: 10.45pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">资源基础论</span><span lang="EN-US">(Resource-based View: RBV)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">则认为,公司的内部组织资源才是决定其战略和业绩的最重要变量</span><span lang="EN-US">(Barney1991)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。不同公司之所以表现不同,其根本原因是它们所拥有的战略资源不同,这一理论体系中“资源”被赋予了广泛的定义,包括公司所拥有的全部有形资源如资产、人员,以及能够发挥更大作用的无形资源如信息、经验和组织文化等等</span><span lang="EN-US">(Hamel and Prahalad1994orter1996)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。根据资源基础论,公司的竞争优势来自于其所控制的各种专有的战略资源(</span><span lang="EN-US">Barney1991</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">),战略就是公司采取的有意识地平衡所占有的特殊资源的活动。因此,资源基础论认为,公司竞争战略和业绩的主要驱动力来自公司所占有的特殊资源的能力。在这些资源中,无形的资源(如组织文化、经验等)比有形的资源发挥出更大的作用(</span><span lang="EN-US">Hamel and Prahalad1994</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">;</span><span lang="EN-US">orter1996</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)。</span></p><p class="MsoNormal" style="TEXT-INDENT: 19.3pt; mso-char-indent-count: 1.84; mso-char-indent-size: 10.45pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">公司正是通过对这些既有资源的运用来设计并实施相应战略以获取竞争优势。因此,资源基础论的核心观点是:公司所控制的各种专有的战略资源是决定其战略驱动力的重要力量,占有和平衡各种资源的能力最终决定了跨国公司的全球战略和经营业绩。</span>
        </p><p class="MsoNormal"><b><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&nbsp;<p></p></span></b></p><p class="MsoNormal"><b><span style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">三、整合的全球营销战略——</span></b><b><span lang="EN-US" style="FONT-SIZE: 12pt;">IGMS</span></b><b><span style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">模型</span></b><b><span lang="EN-US" style="FONT-SIZE: 12pt;"><p></p></span></b></p><p class="MsoNormal"><b><span lang="EN-US">&nbsp;<p></p></span></b></p><p class="MsoNormal" style="TEXT-INDENT: 21pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.5pt;"><span lang="EN-US">20</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">世纪</span><span lang="EN-US">90</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">年代以后,随着实践的发展,不论是主张标准化的观点从而推崇全球战略的学者,还是主张适应性观点从而推崇国别战略的学者们,都逐渐认识到实施全球营销战略有利于提高跨国公司的全球经营业绩</span><span lang="EN-US">(Birkinshaw, Morrison and Hulland1995; Hamel and Prahalad1985; Jain1989; Levitt1983; Ohmae1989; Porter1986; Yip1995)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">,全球营销战略对于指导跨国公司的国际市场营销活动发挥着至关重要的作用</span>
                <span lang="EN-US">(Zou and Cavusgil1996)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。此时,学术界有关全球营销战略的研究已经远远超出了一般营销层面的问题,全球营销的管理与实施必然与企业相关战略层面的问题相适应,这不可避免地要和公司其他决策相联系。长期以来很多学者从不同视角不断深化全球营销战略的研究,但是没有形成有关全球营销战略研究的系统框架,直到</span><span lang="EN-US">Yip, Zou and Cavusgil</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">关于整合的全球市场营销的理论提出后,在这方面才取得了重大研究进展。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><span lang="EN-US" style="COLOR: black;">Yip(1989)</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">的主要论点是:外在的行业和市场力量是全球化趋势的重要动因</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">(作者注,即资源基础论的观点),他将全球战略分为五个维度,即全球市场参与度、产品标准化程度、<span style="COLOR: black;">增值活动的集中程度、营销计划的标准化程度和竞争活动的整合程度。因此,全球战略的制定必须结合所处行业的全球化潜力,并需要和成本、市场、政府已经竞争性环境的各种约束相匹配,这样才能提升公司的经营业绩。五维度模型形成了很好的整合概念,但还没有吸取价值增加和协调的观点</span></span><span lang="EN-US" style="COLOR: black;">(Porter1986)</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">,同时在讨论中没有涉及到研发、制造等全球战略的其他组成部分</span><span lang="EN-US" style="COLOR: black;">(Collis1991)</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。</span><span lang="EN-US" style="COLOR: black;"><p></p></span></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><span lang="EN-US">Zou and Cavusgil(1996)</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">在</span><span lang="EN-US">Yip</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">模型的基础上建立了六维模型:全球市场参与度、产品标准化程度、营销计划的标准化程度、竞争活动的整合程度、增值活动的集中程度和价值增<span style="COLOR: black;">值活动的协调程度,并将组织内部因素和外在行业因素的影响整合到综合模型中,初步形成了完整的分析框架,将有关全球营销战略研究的有代表性的观点都包含在这一分析框架中。</span></span><span lang="EN-US" style="COLOR: black;"><p></p></span></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><span lang="EN-US" style="COLOR: black;">Zou and Cavusgil(2002)</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">进一步完善了他们的研究成果,正式提出一个更广泛的全球营销战略整合模型</span><span lang="EN-US" style="COLOR: black;">(Integrating Global Marketing Strategy: IGMS)</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">,如</span><span style="FONT-FAMILY: 宋体;">图<span lang="EN-US">1</span></span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">所示。该模型能够覆盖全球营销战略的三个重要观点</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">和两个理论基础,共<span style="COLOR: black;">包含八个维度。由于标准化、配置和协调、整合这三个基本观点在实质上是对全球营销战略不同方面的关注,其根本目的都是为提高公司的全球经营业绩,因此,在制定全球营销战略时可以同时采用这种相容互补的观点</span>。</span><span lang="EN-US">Zou and Cavusgil</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">根据前人的研究成果,确定了</span><span lang="EN-US">23</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">个全球行业,从中挑选出</span><span lang="EN-US">434</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">个战略业务单位进行了实证研究</span><a title="" href="http://ibs.nankai.edu.cn/marketing/new_theories/Global%20Marketing%20Strategy%20and%20Integrating%20Global%20Marketing%20Strategy%20Model.htm#_ftn2" name="_ftnref2" style="mso-footnote-id: ftn2;"><span class="MsoFootnoteReference"><span lang="EN-US"><span style="mso-special-character: footnote;">[①]</span></span></span></a><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">。<span style="COLOR: black;">他们的研究结果表明,在涉及的各种影响因素中,按照对全球营销业绩的贡献大小排序是:全球市场参与程度、竞争活动的整合程度、促销的标准化程度、产品的标准化和市场活动的协调,相对而言,渠道和价格的标准化程度以及营销活动的集中程度对于战略业绩的影响相对较小。此外,各维度对全球财务业绩的影响与上述结构相似。因此,就对全球营销战略的影响而言,代表整合和标准化观点的维度要比代表配置和协调观点的维度发挥着更重要的作用。</span></span><span lang="EN-US" style="COLOR: black;"><p></p></span></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><span lang="EN-US" style="COLOR: black;">Yip, Zou and Cavusgil</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">的研究具有重要价值,可以看作对全球营销战略研究领域有影响研究成果的阶段性总结,并且将这一领域的研究推向了新的高度。特别是</span><span lang="EN-US" style="COLOR: black;">Zou and Cavusgil(2002)</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">的研究更具开创性,不仅提出了全球营销战略的整合框架模型,而且运用科学方法对模型进行了实证检验。至此,全球营销战略的基本研究结论得到广泛认同:全球营销战略的确对公司业绩存在积极的影响,其中各种因素的影响程度是不同的,跨国公司在制定全球营销战略时可以依据统一的战略分析框架。</span><span lang="EN-US" style="COLOR: black;"><p></p></span></p><p class="MsoNormal"><b><span lang="EN-US" style="FONT-SIZE: 9pt; COLOR: black; mso-bidi-font-size: 12.0pt;">&nbsp;<p></p></span></b></p><p class="MsoNormal"><wrapblock><group id="_x0000_s1026" obutton="t" href="..\\..\\..\\..\\..\\Documents%20and%20Settings\\Administrator\\My%20Documents\\营销网络课程需要更新的内容10.29\\前沿理论跟踪\\全球营销战略及整合的GMS模型(贵阳会议).doc" coordorigin="1080,2844" coordsize="8460,6555" style="MARGIN-TOP: 7.8pt; Z-INDEX: 1; LEFT: 0px; MARGIN-LEFT: -9pt; WIDTH: 423pt; POSITION: absolute; HEIGHT: 327.75pt; TEXT-ALIGN: left;"><rect id="_x0000_s1027" coordsize="21600,21600" style="LEFT: 2520px; WIDTH: 1620px; POSITION: absolute; TOP: 2844px; HEIGHT: 2028px;"><textbox style="MARGIN-TOP: 4.968pt; LEFT: auto; MARGIN-LEFT: 8.312pt; WIDTH: 65.875pt; TOP: auto; HEIGHT: 93.468pt; mso-next-textbox: #_x0000_s1027;"><table cellspacing="0" cellpadding="0" width="100%"><tbody><tr><td><div><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><u><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">组织内部因素</span><span lang="EN-US"><p></p></span></u></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 市场导向</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 管理导向</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 组织文化</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 组织能力</span><span style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">
                                                                                                        <span lang="EN-US"><p></p></span></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 国际经验</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal" style="mso-line-height-alt: 8.0pt;"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&nbsp;<p></p></span></p></div></td></tr></tbody></table></textbox></rect><rect id="_x0000_s1028" coordsize="21600,21600" style="LEFT: 2520px; WIDTH: 1620px; POSITION: absolute; TOP: 5964px; HEIGHT: 2028px;"><textbox style="MARGIN-TOP: 4.968pt; LEFT: auto; MARGIN-LEFT: 8.312pt; WIDTH: 65.875pt; TOP: auto; HEIGHT: 93.468pt; mso-next-textbox: #_x0000_s1028;"><table cellspacing="0" cellpadding="0" width="100%"><tbody><tr><td><div><p class="MsoBodyText" align="center" style="LINE-HEIGHT: normal; TEXT-ALIGN: center;"><u><span style="FONT-SIZE: 10.5pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">外部行业因素</span></u><u><span lang="EN-US" style="FONT-SIZE: 10.5pt; mso-bidi-font-size: 12.0pt;"><p></p></span></u></p><p class="MsoNormal" align="left" style="TEXT-ALIGN: left;"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 市场因素</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal" align="left" style="TEXT-ALIGN: left;"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 成本因素</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal" align="left" style="TEXT-ALIGN: left;"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 竞争因素</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal" align="left" style="TEXT-ALIGN: left;"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 技术因素</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal" align="left" style="TEXT-ALIGN: left;"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 环境因素</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></div></td></tr></tbody></table></textbox></rect><rect id="_x0000_s1029" coordsize="21600,21600" style="LEFT: 5040px; WIDTH: 1980px; POSITION: absolute; TOP: 4006px; HEIGHT: 2964px;"><textbox style="MARGIN-TOP: 4.593pt; LEFT: auto; MARGIN-LEFT: 8.312pt; WIDTH: 83.875pt; TOP: auto; HEIGHT: 140.25pt; mso-next-textbox: #_x0000_s1029;"><table cellspacing="0" cellpadding="0" width="100%"><tbody><tr><td><div><p class="MsoNormal" align="center" style="TEXT-ALIGN: center; mso-line-height-alt: 0pt;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">全球战略</span><span lang="EN-US"><p></p></span></b></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 7.5pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 7.5pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> </span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">全球市场参与</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 产品标准化</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 促销标准化</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 价格标准化</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 市场活动的集中</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 市场活动的协调</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 竞争活动的整合</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">&#8226;</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';"> 渠道标准化</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></div></td></tr></tbody></table></textbox></rect><roundrect id="_x0000_s1030" coordsize="21600,21600" arcsize="10923f" style="LEFT: 2700px; WIDTH: 1260px; POSITION: absolute; TOP: 5124px; HEIGHT: 624px;"><textbox style="MARGIN-TOP: 6.125pt; LEFT: auto; MARGIN-LEFT: 9.5pt; WIDTH: 45.5pt; TOP: auto; HEIGHT: 20.968pt; mso-next-textbox: #_x0000_s1030;"><table cellspacing="0" cellpadding="0" width="100%"><tbody><tr><td><div><p class="MsoNormal" align="center" style="LINE-HEIGHT: 125%; TEXT-ALIGN: center;"><span style="FONT-FAMILY: 楷体_GB2312; mso-ascii-font-family: \'Times New Roman\';">全球导向</span><span lang="EN-US" style="mso-fareast-font-family: 楷体_GB2312;"><p></p></span></p></div></td></tr></tbody></table></textbox></roundrect><roundrect id="_x0000_s1031" coordsize="21600,21600" arcsize="10923f" style="LEFT: 7740px; WIDTH: 1800px; POSITION: absolute; TOP: 4942px; HEIGHT: 1092px;"><textbox style="MARGIN-TOP: 7.156pt; LEFT: auto; MARGIN-LEFT: 10.531pt; WIDTH: 70.437pt; TOP: auto; HEIGHT: 42.093pt; mso-next-textbox: #_x0000_s1031;"><table cellspacing="0" cellpadding="0" width="100%"><tbody><tr><td><div><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><u><span style="FONT-FAMILY: 楷体_GB2312; mso-ascii-font-family: \'Times New Roman\';">全球业务表现</span></u><u><span lang="EN-US" style="mso-fareast-font-family: 楷体_GB2312;"><p></p></span></u></p><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 楷体_GB2312; mso-bidi-font-size: 12.0pt; mso-ascii-font-family: \'Times New Roman\';">战略业绩</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: 楷体_GB2312;"><p></p></span></p><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 楷体_GB2312; mso-bidi-font-size: 12.0pt; mso-ascii-font-family: \'Times New Roman\';">财务业绩</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: 楷体_GB2312;"><p></p></span></p></div></td></tr></tbody></table></textbox></roundrect><line id="_x0000_s1032" strokeweight="1pt" to="7740,5496" from="7020,5496" style="POSITION: absolute;"><stroke endarrowlength="long" endarrow="classic"></stroke></line><line id="_x0000_s1033" strokeweight="1pt" to="5040,4872" from="4140,4092" style="POSITION: absolute;"><stroke endarrowlength="long" endarrow="classic"></stroke></line><line id="_x0000_s1034" strokeweight="1pt" to="5040,6744" from="4140,6120" style="POSITION: absolute; flip: y;"><stroke endarrowlength="long" endarrow="classic"></stroke></line><line id="_x0000_s1035" strokeweight="1pt" to="5040,5466" from="3960,5466" style="POSITION: absolute;"><stroke endarrowlength="long" endarrow="classic"></stroke></line><line id="_x0000_s1036" strokeweight="1pt" to="8640,4938" from="8640,3534" style="POSITION: absolute;"><stroke endarrowlength="long" endarrow="classic"></stroke></line><line id="_x0000_s1037" strokeweight="1pt" to="8640,3528" from="4140,3528" style="POSITION: absolute; flip: x;"></line><rect id="_x0000_s1038" coordsize="21600,21600" stroked="f" filled="f" style="LEFT: 1080px; WIDTH: 1440px; POSITION: absolute; TOP: 3624px; HEIGHT: 780px;"><textbox style="MARGIN-TOP: 3.875pt; LEFT: auto; MARGIN-LEFT: 7.187pt; WIDTH: 57.625pt; TOP: auto; HEIGHT: 31.812pt; mso-next-textbox: #_x0000_s1038;"><table cellspacing="0" cellpadding="0" width="100%"><tbody><tr><td><div><p class="MsoNormal" align="center" style="TEXT-ALIGN: center;"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">资源基础</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">理论(</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">RBV</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)</span></p></div></td></tr></tbody></table></textbox></rect><rect id="_x0000_s1039" coordsize="21600,21600" stroked="f" filled="f" style="LEFT: 1080px; WIDTH: 1440px; POSITION: absolute; TOP: 6588px; HEIGHT: 780px;"><textbox style="MARGIN-TOP: 4.312pt; LEFT: auto; MARGIN-LEFT: 7.187pt; WIDTH: 57.625pt; TOP: auto; HEIGHT: 31.812pt; mso-next-textbox: #_x0000_s1039;"><table cellspacing="0" cellpadding="0" width="100%"><tbody><tr><td><div><p class="MsoNormal"><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">产业组织理论(</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">IO</span><span style="FONT-SIZE: 9pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;"><p></p></span></p></div></td></tr></tbody></table></textbox></rect><rect id="_x0000_s1040" coordsize="21600,21600" stroked="f" filled="f" style="LEFT: 3780px; WIDTH: 3780px; POSITION: absolute; TOP: 8928px; HEIGHT: 471px;"><textbox style="MARGIN-TOP: 4.312pt; LEFT: auto; MARGIN-LEFT: 7.187pt; WIDTH: 174.625pt; TOP: auto; HEIGHT: 16.375pt; mso-next-textbox: #_x0000_s1040;"><table cellspacing="0" cellpadding="0" width="100%"><tbody><tr><td><div><p class="MsoNormal"><span style="FONT-FAMILY: 宋体;">【图<span lang="EN-US">1】</span></span><b><span style="FONT-SIZE: 9pt; COLOR: black; mso-bidi-font-size: 12.0pt;">
                                                                                                        </span></b><b><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">全球营销战略综合分析框架</span></b></p></div></td></tr></tbody></table></textbox></rect><rect id="_x0000_s1041" coordsize="21600,21600" stroked="f" filled="f" style="LEFT: 1440px; WIDTH: 8100px; POSITION: absolute; TOP: 7992px; HEIGHT: 1092px;"><textbox style="MARGIN-TOP: 4pt; LEFT: auto; MARGIN-LEFT: 7.187pt; WIDTH: 390.625pt; TOP: auto; HEIGHT: 47.406pt; mso-next-textbox: #_x0000_s1041;"><table cellspacing="0" cellpadding="0" width="100%"><tbody><tr><td><div><p class="MsoNormal" align="left" style="TEXT-ALIGN: left; mso-line-height-alt: 0pt;"><span style="FONT-SIZE: 9pt; COLOR: black; FONT-FAMILY: 宋体; mso-bidi-font-size: 12.0pt; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">资料来源:</span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">Shaoming Zou &amp; S.Tamer Cavusgil,"Global Strategy: A Review and an Integrated Conceptual Framework</span><span class="medium-normal1"><span lang="EN-US" style="FONT-SIZE: 9pt; COLOR: black; FONT-FAMILY: Arial; mso-bidi-font-size: 10.0pt;"> "</span></span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">, <i>European</i>
                                                                                                        <i>Journal of Marketing, </i>Vol.30 No1, 1996, p.61; Shaoming Zou&amp; S.Tamer Cavusgil:</span><span class="medium-normal1"><span lang="EN-US" style="FONT-SIZE: 9pt; COLOR: black; FONT-FAMILY: Arial; mso-bidi-font-size: 10.0pt;"> "</span></span><span lang="EN-US" style="FONT-SIZE: 9pt; mso-bidi-font-size: 12.0pt;">The GMS: A Broad Conceptualization of Global Marketing Strategy and Its Effect on Firm Performance", <i>Journal of Marketing</i>, October2002, pp.43~45.<p></p></span></p><p class="MsoNormal"><span lang="EN-US">&nbsp;<p></p></span></p></div></td></tr></tbody></table></textbox></rect><wrap type="topandbottom"></wrap></group></wrapblock><br clear="all" style="mso-ignore: vglayout;"/><b><span lang="EN-US" style="FONT-SIZE: 12pt;">&nbsp;<p></p></span></b></p><br clear="all" style="mso-ignore: vglayout;"/><p class="MsoNormal"><b><span style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">四、关于全球营销及其整合战略的结论及其对中国企业发展国际化战略的启示</span></b><b><span lang="EN-US" style="FONT-SIZE: 12pt;"><p></p></span></b></p><p class="MsoNormal"><b><span lang="EN-US">&nbsp;<p></p></span></b></p><p class="MsoNormal"><b><span lang="EN-US" style="FONT-SIZE: 12pt;">1</span></b><b><span style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">、全球营销及其整合战略的结论</span><span lang="EN-US"><p></p></span></b></p><p class="MsoNormal" style="TEXT-INDENT: 21pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.5pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">前文对有关全球营销战略方面近</span><span lang="EN-US">50</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">年的研究成果进行系统的理论回顾和观点梳理后,我们发现,学者们的探索和研究已经积累并沉淀了很多有关全球营销战略的重要知识,这些知识已经为跨国公司在全球市场的扩展提供了有力的理论指导。归纳起来有以下几方面:</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.1pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.55pt;"><b><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">(</span><span lang="EN-US" style="COLOR: black;">1</span></b><b><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)全球营销战略可以有效提升跨国企业在全球范围内的经营业绩。</span></b><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">这正是全球营销理论产生和发展的必备条件。尽管实证检验由于其复杂性尚不足以完全证实这一结论,但相关的综合模型已经检验并证实了全球营销战略对公司业绩的影响和重要贡献。</span><span lang="EN-US" style="COLOR: black;"><p></p></span></p><p class="MsoNormal" align="left" style="TEXT-INDENT: 21.1pt; TEXT-ALIGN: left; mso-char-indent-count: 2.0; mso-char-indent-size: 10.55pt;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">(</span><span lang="EN-US">2</span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)全球营销战略的两个极端——标准化和适应性战略分别倾向于不同的产业和市场,但在现实中常有交叉。</span></b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">标准化观点认为市场是同质的,因此通过标准化的战略可以在生产、营销、研发等价值形成和价值创造过程中取得规模效应,降低成本并获得全球品牌效应。适应性的观点认为市场差异是明显的并且不断增大,跨国企业应该从各国市场的差异性出发,对市场进行细分和定位,通过满足顾客的独特需求来获取竞争优势。标准化和适应性战略这两种极端情况都存在一定局限,跨国企业比较现实的选择是混合型战略。因此,可以将标准化和适应性视为一个连续统一体的两端,通过考察跨国企业的战略关键要素对统一体两端的倾向程度,来具体衡量跨国公司所采取的标准化还是适应性战略。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.1pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.55pt;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">(</span><span lang="EN-US">3</span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)标准化和适应性观点在跨国公司战略层面表现为国别战略和全球战略,多国公司在海外市场扩张中面临两种战略的抉择。</span></b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">国别战略倾向于根据进入国家的市场特性实行差异化战略;而全球战略则淡化了国家界限,强调主要管理职能的全球分工和整合,倾向采用标准化的营销战略来服务于全球的相似市场。随着市场全球化进程的加剧,越来越多的企业倾向采用全球战略,但也不排斥进行适当的国别调整。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.1pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.55pt;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">(</span><span lang="EN-US">4</span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)全球营销战略不仅需要营销方面的决策,应该与公司采购、研发、生产、物流等主要的管理职能相结合。</span></b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">全球营销战略应该包括公司所有产生核心竞争力的各方面的因素,并且充分考虑外部环境和公司内部条件。全球营销战略的终极目标是在全球范围内,使公司资源的配置产生最大的效用。总之,全球营销涉猎和决策的问题已经远远超出了单纯的标准化和适应性决策讨论的范围,更加注重和公司其他职能的协调。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.1pt; mso-char-indent-count: 2.0; mso-char-indent-size: 10.55pt;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">(</span><span lang="EN-US">5</span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">)</span><span lang="EN-US">IGMS</span></b><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">模型有助于全面提升跨国公司的全球营销管理水平。</span></b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">该模型比较全面地考虑了跨国企业制定全球营销战略的内外部影响因素和标准化、资源配置、全球市场的协调、整合管理以及全球产品开发、全球品牌定位等全球营销战略的理论和实践问题,使跨国公司在运用全球营销战略时,能够有效地协调内外环境因素及各战略要素之间的关系。总之,通过</span><span lang="EN-US">IGMS</span><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">模型可以有效地减少各种不必要的矛盾和摩擦,全面提升跨国企业的全球营销管理水平,并最终实现跨国公司业绩的提高。</span></p><p class="MsoBodyTextIndent2"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">然而,从全球营销战略的丰富实践中看,现有全球营销理论包括整合的全球营销战略,还不足以全面解决跨国企业在实践中遇到的很多问题。也就是说,全球营销战略以及相关的理论还有很多有待研究和解决的问题。比如:</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">首先,完全的标准化和适应性战略作为一种理论抽象,在指导实践的过程中表现出很大的局限性。</span></b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">尽管在这一领域,一些学者已经就某些行业进行了实证研究,并指出部分与标准化和适应性战略相适应的行业特性和产品特性。但是,我们认为,理论上还缺乏一个统一的分析框架来具体分析两种战略的适用条件,以便使跨国公司在战略制定过程中针对不同行业、不同产品判别其标准化和适应性的程度以选择适当的战略。因此,制定全球营销标准化和适应性战略选择的全面分析框架已经成为全球营销实践亟待解决的问题。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">其次,在理论上缺乏一个可以量化跨国企业国际化发展水平的指标体系。</span></b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">既然跨国公司的全球化是“渐进式”的过程,在战略重点不同的每个阶段都需要进行合理的资源配置等战略活动。那么在实际操作中,究竟如何判别企业所处的国际化阶段?目前,在理论上还不具备上述可以量化的指标体系。学者们的研究中没有出现根据全球化公司各阶段的各项经营指标进行统计分析,并在此基础上建立这种指标体系来指导实践的先例。因此,有关量化跨国企业国际化发展水平的指标体系也是一个极具研究价值的问题。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><b><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">第三,<span style="COLOR: black;">全球营销战略综合分析框架,即整合的全球营销模型——</span></span><span lang="EN-US" style="COLOR: black;">IGMS</span></b><b><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">对行业的解释还需要经过实证检验。</span></b><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">全球营销战略综合分析框架模型</span><span lang="EN-US" style="COLOR: black;">(IGMS)</span><span style="COLOR: black; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">作为目前全球营销战略研究领域的阶段性成果,已经就各维度对公司总体业绩影响程度进行了实证检验。但是,实证检验并没有涉及到该模型在不同行业的全球营销战略中的组成及权重差异等特性,而行业特性是对战略制定起重要制约作用的因素,还需要进一步结合行业特性对该模型进行实证检验。因此,如何根据不同的行业特征和公司特征来调整全球营销战略模型的组成及权重,是全球营销战略研究要解决的又一个现实问题。</span><span lang="EN-US" style="COLOR: black;"><p></p></span></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><span lang="EN-US">&nbsp;<p></p></span></p><p class="MsoNormal" style="TEXT-INDENT: 24.1pt; mso-char-indent-count: 2.0; mso-char-indent-size: 12.05pt;"><b><span lang="EN-US" style="FONT-SIZE: 12pt;">2</span></b><b><span style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">、对中国企业发展国际化战略的启示</span></b><b><span lang="EN-US" style="FONT-SIZE: 12pt;"><p></p></span></b></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">我们的研究表明,全球营销战略的演绎总是与跨国公司在世界范围内的营销实践紧密相联的,两者的发展形成一种互动关系。具体而言,当跨国企业的多国经营活动发展到较高水平后,进一步进行全球扩张的要求使得这种多国战略暴露出一定的局限性,客观上需要更高层次的全球营销理论作为战略指导,而跨国企业全球营销实践的发展又极大地丰富和发展了全球营销战略理论,即对全球营销战略的理论研究的深化提供了现实的土壤。</span></p><p class="MsoNormal" style="TEXT-INDENT: 21.75pt;"><span style="FONT-FAMILY: 宋体; mso-hansi-font-family: \'Times New Roman\'; mso-ascii-font-family: \'Times New Roman\';">目前,对我国企业国际化程度的总体评价基本上处于出口

该用户从未签到

发表于 2011-10-12 16:12:00 | 显示全部楼层
谢谢
您需要登录后才可以回帖 登录 | 注册

本版积分规则

快速回复 返回列表 联系我们

社区首页|美华管理传播网|中国经济管理大学|美华管理人才学校|MBA工商管理专业教学资源库|美华管理咨询|北京管理培训|天津管理培训|上海管理培训|深圳管理培训|浙江管理培训|广东管理培训|新疆管理培训|内蒙古管理培训|青海管理培训|广西管理培训|西藏管理培训|吉林管理培训|沈阳管理培训|辽宁管理培训|河北管理培训|山东管理培训|安徽管理培训|福建管理培训|海南管理培训|贵州管理培训|四川管理培训|湖北管理培训|河南管理培训|安徽管理培训|江西管理培训|深圳管理培训|广州管理培训|珠海管理培训|香港管理培训|免费公益MBA培训|美华管理咨询|中国管理传播网|全国管理培训认证网|MBA职业经理培训|中国管理人才库|经理圈|Archiver|手机版|美华管理人才学校|学校新浪微博V|管理考证|MBA公益课堂|律师声明:知识产权保护声明| |网站地图

黑公网安备 23018302010102号

QQ

GMT+8, 2024-11-14 14:37 , Processed in 0.030937 second(s), 20 queries , Gzip On. ICP备13013142号

Powered by Discuz! Templates yeei! © 2001-2010 Comsenz Inc.

快速回复 返回顶部 返回列表