國(guó)際商務(wù)環(huán)境

前言

　　隨著經(jīng)濟(jì)全球化和一體化的深入推進(jìn)，許多公司把海外擴(kuò)張作為新時(shí)期的發(fā)展戰(zhàn)略。于是，國(guó)際貿(mào)易的往來不斷增加，貿(mào)易環(huán)境也不斷在改變。加入啪后，我國(guó)以史無前例的速度融入經(jīng)濟(jì)全球化浪潮。越來越頻繁的國(guó)際商務(wù)活動(dòng)，對(duì)商務(wù)人員提出了更高的要求，其中最重要的就是對(duì)國(guó)際商務(wù)環(huán)境的深刻了解。因?yàn)閲?guó)際商務(wù)活動(dòng)與國(guó)內(nèi)商務(wù)活動(dòng)的根本區(qū)別就在于國(guó)際、國(guó)內(nèi)商務(wù)環(huán)境的不同，各個(gè)國(guó)家的政策、經(jīng)濟(jì)、法規(guī)及社會(huì)文化習(xí)俗的不同。要順利地進(jìn)行國(guó)際貿(mào)易往來，商務(wù)人員迫切需要全面了解現(xiàn)行國(guó)際經(jīng)濟(jì)秩序下的國(guó)際商務(wù)環(huán)境?！　”緯牧⒆泓c(diǎn)在于為從事國(guó)際商務(wù)活動(dòng)的人士提供具有實(shí)用價(jià)值的商務(wù)環(huán)境指南，其內(nèi)容涵蓋了國(guó)際商務(wù)活動(dòng)所面臨的最重要的環(huán)境因素。全書共分十一章，具體內(nèi)容安排如下：前三章為概論篇。第一章為背景介紹，概述國(guó)際商務(wù)活動(dòng)的基本概念和特點(diǎn)；第二章論述國(guó)際商務(wù)企業(yè)的外部環(huán)境；第三章論述其內(nèi)部環(huán)境。第四至第十章為分析篇，分別分析國(guó)際商務(wù)環(huán)境的各個(gè)主要方面。第四章介紹國(guó)際商務(wù)所面臨的政治環(huán)境，第五章國(guó)際商務(wù)所面臨的經(jīng)濟(jì)環(huán)境；第六章國(guó)際商務(wù)所面臨的文化環(huán)境；第七章國(guó)際商務(wù)所面臨的社會(huì)環(huán)境；第八章國(guó)際商務(wù)所面臨的法律環(huán)境；第九章國(guó)際商務(wù)所面臨的倫理環(huán)境；第十章國(guó)際商務(wù)所面臨的技術(shù)環(huán)境。最后一章為總結(jié)篇，闡述國(guó)際全球化對(duì)國(guó)際商務(wù)環(huán)境的影響，以及環(huán)境的變化對(duì)國(guó)際商務(wù)人員的挑戰(zhàn)?！　”窘滩南Ｍw現(xiàn)如下特點(diǎn)：一是在內(nèi)容上力圖將國(guó)際商務(wù)環(huán)境理論與實(shí)踐相結(jié)合，以真實(shí)生動(dòng)的國(guó)際商務(wù)案例說明理論；力圖將國(guó)際商務(wù)環(huán)境與中國(guó)的國(guó)內(nèi)商務(wù)環(huán)境相結(jié)合，把中國(guó)商務(wù)活動(dòng)放到國(guó)際商務(wù)大環(huán)境的背景之下進(jìn)行分析。二是在教學(xué)理念上強(qiáng)調(diào)師生的互動(dòng)，注重提高學(xué)習(xí)者分析問題、解決問題的能力。每個(gè)章節(jié)都圍繞一個(gè)主題精心安排了一系列討論和辯論問題，并配備了多種形式的練習(xí)供師生之間、學(xué)生之間討論交流。三是在編寫體例上，力圖更便于學(xué)習(xí)者學(xué)習(xí)，更能體現(xiàn)國(guó)際教材編寫的發(fā)展趨勢(shì)，如：考慮到本學(xué)科內(nèi)容覆蓋面廣的特點(diǎn)，每章節(jié)都首先提出學(xué)習(xí)目標(biāo)，以幫助學(xué)生掌握學(xué)習(xí)重點(diǎn)。為了幫助學(xué)生提綱挈領(lǐng)地掌握各章的內(nèi)容，文本后面給出了主要內(nèi)容概括和重點(diǎn)術(shù)語(yǔ)及其中文譯文；為了幫助自學(xué)或自測(cè)所學(xué)內(nèi)容，每章練習(xí)中有多種形式的練習(xí)題；為了拓展讀者的閱讀范圍和視野，每章最后都提供了參考閱讀書目和相關(guān)網(wǎng)站.還補(bǔ)充了許多與主題有關(guān)的小文件夾。

內(nèi)容概要

　　《國(guó)際商務(wù)環(huán)境（英文版）》的立足點(diǎn)在于為從事國(guó)際商務(wù)活動(dòng)的人士提供具有實(shí)用價(jià)值的商務(wù)環(huán)境指南，其內(nèi)容涵蓋了國(guó)際商務(wù)活動(dòng)所面臨的最重要的環(huán)境因素。

作者簡(jiǎn)介

　　竇衛(wèi)霖，對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)英語(yǔ)學(xué)院商務(wù)英語(yǔ)學(xué)系教授，碩士生導(dǎo)師，劍橋大學(xué)英語(yǔ)學(xué)院和美國(guó)佛羅里達(dá)州農(nóng)業(yè)工業(yè)大學(xué)商學(xué)院訪問學(xué)者。　　主要研究方向?yàn)椋赫Z(yǔ)言與文化、跨文化交流、跨文化商務(wù)交流、商務(wù)英語(yǔ)教學(xué)等。　　主持國(guó)家社會(huì)哲學(xué)科學(xué)研究基金項(xiàng)目和教育部人文社會(huì)科學(xué)研究項(xiàng)日?！　≡趪?guó)內(nèi)外核心刊物卜公開發(fā)表專業(yè)論文二十多篇，主編書籍四本，翻譯學(xué)術(shù)專著六部。

書籍目錄

Chapter One Background for International Business： An OverviewText： Get Familiar with International BusinessWords and expressionsKey termsNotesSummary of key pointsExercisesCase study： Ford Motor CompanyPoint-counterpoint： Will Warnings about the Safety of Chinese Products Reduce Chinas Dominance in Global Manufacturing and Trade?MinifileWebalertFurther readingChapter Two The External Environment of BusinessText： The Business Organization and Its EnvironmentWords and expressionsKey termsNotesSummary of key pointsExercisesCase study： Disneys Strategy in ChinaPoint-counterpoint： Do Business Environment Reforms Have Great Impact on Poverty Reduction in Africa?MinifileWebalertFurther readingChapter Three The Internal Environment of BusinessText： Organization： the Internal EnvironmentWords and expressionsKey termsNotesSummary of key pointsExercisesCase study： Team-Based Structures at Saab Training SystemsPoint-counterpoint： The Manager： Omnipotent or Symbolic?MinifileWebalertFurther readingChapter Four Political Environment Facing International BusinessText： The Changing Political EnvironmentWords and expressionsKey termsNotesSummary of key pointsExercisesCase study： Should Government Be Running the Railways?Point-counterpoint： Can a Milwaukee Smoking Ban be Enforceable?MinifileWebalertFurther readingChapter Five Economic Environment Facing International BusinessText： The International Economic EnvironmentWords and expressionsKey termsNotesSummary of key pointsExercisesCase study： Chinese Firms Incentives for Foreign AcquisitionsPoint-counterpoint： Helping Developing Nations： Aid or Trade?MinifileWebalertFurther readingChapter Six Cultural Environment Facing International BusinessText： The Challenge of Crossing Cultural BoundariesWords and expressionsKey termsNotesSummary of key pointsExercisesCase study： How Do You Throw Your "Meishi"Point-counterpoint： Does International Business Lead to Cultural Imperialism?MinifileWebalertFurther readingChapter Seven Social Environment Facing International BusinessText： Society and BusinessWords and expressionsKey termsNotesSummary of key pointsExercisesCase study： B&Q in ChinaPoint-counterpoint： Are Clawback Clauses Really a Necessary Evil?MinifileWebalertFurther readingChapter Eight Legal Environment Facing International BusinessText： Legal System in International BusinessWords and expressionsKey termsNotesSummary of key pointsExercisesCase study： Sweatshop EconomiesPoint-counterpoint： Should the America Impose Religion on Secular Law?MinifileWebalertFurther readingChapter Nine Ethical Environment Facing International BusinessText： Business Ethics and Corporate CodesWords and expressionsKey termsNotesSummary of key pointsExercisesCase study： Nestle Infant FormulaPoint-counterpoint： Is It Ever Acceptable to Pay a Bribe in Business?MinifileWebalertFurther readingChapter Ten Technological Environment Facing International BusinessText： Changes in Technological EnvironmentWords and expressionsKey termsNotesSummary of key pointsExercisesCase study： India： A New Tiger Economy?Point-counterpoint： Different Viewpoint on Information Technology ForumMinifileWebalertFurther readingChapter Eleven Global Change and Challenges of the International EnvironmentText： Global Environment of International BusinessWords and expressionsKey termsNotesSummary of key pointsExercisesCase study： Can Market Mechanisms Reduce Global Climate Change? ...Point-counterpoint： Is Regional Planning the Solution， or the Problem? ..-MinifileWebalertFurther reading

章節(jié)摘錄

　　Market entry strategies　　A new foreign market represents both a potential opportunity and a risk to an organization. A companys market entry strategy should aim to balance these two elements.　　The least risky method of developing a foreign market is to supply that market from a domestic base. This is often not a cost-effective method of serving a market， and may not be possible in the case of some inseparable services where producers and consumer must interact. Where an exporter needs to set up production facilities overseas， risk can be minimized by gradually committing more resources to a market， based on experience to date. Temporary facilities could be established that have low start-up and close-down costs and where the principal physical and human assets can be transferred to another location.　　Market entry risk reduction strategies also have a time dimension. While there may be long-term benefits arising from being the first company to develop a new product field in a foreign market， there are also risks. If development is hurried and launched before consistent quality can be guaranteed to live up to an organizations international standards， the companys long-term image can be damaged， both in the new foreign market and in its wider world market. In the turbulent business environment of Eastern Europe in the late 1980s， two of the worlds principal fast food retailers —— McDonalds and Burger King —— pursued quite different strategies. The former waited until political， economic， social and technological conditions were capable of allowing it to launch a restaurant that met its global standards. In the case of Burger King， its desire to be first in the market led it to offer a sub-standard service， giving it an image from which it was difficult to recover.

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