|
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;"> </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;"> <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;"> <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 &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;"> </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;"> <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"> <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;"> <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;">•</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;">•</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;">•</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;">•</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;">•</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;"> <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;">•</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;">•</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;">•</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;">•</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;">•</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;">•</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;">•</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;">•</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;">•</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;">•</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;">•</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;">•</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;">•</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 & 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& 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"> <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;"> <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"> <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"> <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 |
|