國際商務(wù)環(huán)境

前言

　　隨著經(jīng)濟全球化和一體化的深入推進，許多公司把海外擴張作為新時期的發(fā)展戰(zhàn)略。于是，國際貿(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，我國以史無前例的速度融入經(jīng)濟全球化浪潮。越來越頻繁的國際商務(wù)活動，對商務(wù)人員提出了更高的要求，其中最重要的就是對國際商務(wù)環(huán)境的深刻了解。因為國際商務(wù)活動與國內(nèi)商務(wù)活動的根本區(qū)別就在于國際、國內(nèi)商務(wù)環(huán)境的不同，各個國家的政策、經(jīng)濟、法規(guī)及社會文化習俗的不同。要順利地進行國際貿(mào)易往來，商務(wù)人員迫切需要全面了解現(xiàn)行國際經(jīng)濟秩序下的國際商務(wù)環(huán)境?！　”緯牧⒆泓c在于為從事國際商務(wù)活動的人士提供具有實用價值的商務(wù)環(huán)境指南，其內(nèi)容涵蓋了國際商務(wù)活動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，概述國際商務(wù)活動的基本概念和特點；第二章論述國際商務(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，分別分析國際商務(wù)環(huán)境的各個主要方面。第四章介紹國際商務(wù)所面臨的政治環(huán)境，第五章國際商務(wù)所面臨的經(jīng)濟環(huán)境；第六章國際商務(wù)所面臨的文化環(huán)境；第七章國際商務(wù)所面臨的社會環(huán)境；第八章國際商務(wù)所面臨的法律環(huán)境；第九章國際商務(wù)所面臨的倫理環(huán)境；第十章國際商務(wù)所面臨的技術(shù)環(huán)境。最后一章為總結(jié)篇，闡述國際全球化對國際商務(wù)環(huán)境的影響，以及環(huán)境的變化對國際商務(wù)人員的挑戰(zhàn)?！　”窘滩南Ｍw現(xiàn)如下特點：一是在內(nèi)容上力圖將國際商務(wù)環(huán)境理論與實踐相結(jié)合，以真實生動的國際商務(wù)案例說明理論；力圖將國際商務(wù)環(huán)境與中國的國內(nèi)商務(wù)環(huán)境相結(jié)合，把中國商務(wù)活動放到國際商務(wù)大環(huán)境的背景之下進行分析。二是在教學理念上強調(diào)師生的互動，注重提高學習者分析問題、解決問題的能力。每個章節(jié)都圍繞一個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供師生之間、學生之間討論交流。三是在編寫體例上，力圖更便于學習者學習，更能體現(xiàn)國際教材編寫的發(fā)展趨勢，如：考慮到本學科內(nèi)容覆蓋面廣的特點，每章節(jié)都首先提出學習目標，以幫助學生掌握學習重點。為了幫助學生提綱挈領(lǐng)地掌握各章的內(nèi)容，文本后面給出了主要內(nèi)容概括和重點術(shù)語及其中文譯文；為了幫助自學或自測所學內(nèi)容，每章練習中有多種形式的練習題；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.還補充了許多與主題有關(guān)的小文件夾。

內(nèi)容概要

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

作者簡介

　　竇衛(wèi)霖，對外經(jīng)濟貿(mào)易大學英語學院商務(wù)英語學系教授，碩士生導(dǎo)師，劍橋大學英語學院和美國佛羅里達州農(nóng)業(yè)工業(yè)大學商學院訪問學者?！　≈饕芯糠较驗椋赫Z言與文化、跨文化交流、跨文化商務(wù)交流、商務(wù)英語教學等?！　≈鞒謬疑鐣軐W科學研究基金項目和教育部人文社會科學研究項日?！　≡趪鴥?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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