中国产业的出口竞争力评估外文文献翻译最新译文

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中国主要农产品的显性比较优势及竞争力分析译文正文：中国主要农产品的显性比较优势及竞争力分析摘要：本文在大量数据的基础上测算了1980－2003年期间中国部分农产品的显性比较优势指数及其比较竞争力。

测算结果表明中国在可食用蔬菜、茶叶等农产品上仍然具有比较优势，但是24 年来中国农产品的显性比较优势指数呈现下降趋势。

关键词：农产品; 国际贸易; 显性比较优势(RCA); 竞争力中国的农产品出口，为增加外汇、就业机会及城乡居民收入做出了重大贡献。

2003年农产品贸易余额为2.5美元亿美元，占外贸顺差总额的9.8％。

诚（2003）报道，由农产品出口可直接和间接创造19.88个就业机会。

巴拉萨（1965）在全球层面上首次提出了中国农产品的相对竞争力可以通过显示性比较优势分析（RCA），这对意识到中国农产品的竞争地位有作用的。

显示性比较优势的公式有某些类型的测量方法可以判定一个产业的竞争力，其中RCA指数就是重要的一个，RCA的概念基于的是传统的贸易理论。

原来的RCA指数，由巴拉萨（1965），可以被定义为：RCA= (X ij /X it) / (X nj / X nt)其中x表示出口,i代表一个国家，j是一种商品，x ij表示i国用来出口商品j。

t代表一组商品和n代表一组国家。

因此,该方程分析一个国家的出口占世界出口的商品与该国的出口总额占世界出口总额。

如果i国家j商品的世界出口份额，占i国的所有产品的世界出口份额越大，RCA将越大于1，这表明一个国家在生产特定商品上有一个“显性”比较优势。

RCA是基于观察贸易模式。

RCA价值的增加意味着在一国一种商品的竞争力增加。

这种测量是很容易，它被广泛采用。

但在现实中，可以观察到的贸易格局被政策和干预扭曲，因此可能会歪曲潜在的比较优势。

这在农业部门尤其如此，政府的干预是司空见惯的，这一点由巴拉萨（1965）指出。

进口限制的程度，出口补贴和其他的保护政策可能会扭曲的显示性比较优势指数正在成为关注的问题。

出口竞争力研究的基本概念与相关理论基础综述目录出口竞争力研究的基本概念与相关理论基础综述 (1)1基本概念 (1)1.1出口结构 (1)1.1出口竞争力 (2)2 相关理论 (2)2.1比较优势理论 (2)2.2资源禀赋理论 (3)2.3竞争优势理论 (3)1基本概念1.1出口结构本文的出口结构指的是出口商品结构，是指在报告期内出口的各类商品在出口商品总值中所占的比重。

它反映一国或地区出口商品的结构如何，是否合理，为出口战略的调整提供依据。

出口商品按类别分组，有以下几种方法分类：(1)按行业分为农副产品、轻工产品、纺织品、重工业品等。

由各类商品占出口额的比重，可以观察和分析出口商品的内部结构，同时，可以反映各行业的发展水平，为产业结构调整和技术改造提供依据，(2)按制成度分为初级品和工业制成品。

一般分析出口商品结构都是以制成度为标准的。

工业制成品占的比重越大，初级品比重越小，说明一国的贸易结构越好。

若同历史数据进行对比分析，工业制成品所占比重是上升的，说明该国的出口结构向好的方向发展，趋向合理。

(3)按国别分。

可以从出口对象国所占比重，分析出口构成是否合理。

若在构成中，某一国或某几匡所占的比重很高，就说明对一国商品出口集中度太大，对发展对外贸易不利，易引起贸易摩擦和贸易保护主义。

如在中美贸易中，在中国的进口中美国不足10%，而在中国的出口中，美国却占20%以上。

因此，在近几年的中美贸易战中，我国明显处于劣势，所以，应积极拓宽国际市场营销渠道，形成多元化的市场格局。

但由于本文研究的是家具产业，因此基于以上概念，并按照统计分类中的方法，将家具行业分为木质家具、金属家具、塑料家具、竹藤柳条制家具，石制家具和其他家具六大类，来分析其出口结构。

1.1出口竞争力关于出口竞争力的概念是从国际竞争力的定义上推断出来的。

国际竞争力的概念亦是众说纷纭，概括起来可以归纳为两类，第一类指一国在国际市场上销售产品的能力；第二类指国与国相互竞争，其国家人民的财富呈现一直提高的能力。

英文论文（外文文献）翻译成中文的格式与方法英文论文（外文文献）翻译成中文的格式与方法本文关键词：外文，英文，中文，翻译成，文献英文论文（外文文献）翻译成中文的格式与方法本文简介：在撰写毕业设计（论文）或科研论文时，需要参考一些相关外文文献，了解国外的最新研究进展，这就需要我们找到最新最具代表性的外文文献，进行翻译整理，以备论文写作时参考，外文文献中英文文献占绝大多数，因此英文论文准确的翻译成中文就显得尤为重要！一、外文文献从哪里下载1、从知网国际文献总库中找英文论文（外文文献）翻译成中文的格式与方法本文内容：在撰写毕业设计（论文）或科研论文时，需要参考一些相关外文文献，了解国外的最新研究进展，这就需要我们找到最新最具代表性的外文文献，进行翻译整理，以备论文写作时参考，外文文献中英文文献占绝大多数，因此英文论文准确的翻译成中文就显得尤为重要！一、外文文献从哪里下载1、从知网国际文献总库中找，该数据库中包含14,000多家国外出版社的文献，囊括所有专业的英文文献资料。

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关于品牌价值的外文文献原文以及翻译译文INTERNATIONAL FACTORINGON THE BRAND STRATEGY AND COUNTERMEASURESRESEARCHBy T.BettinaWith economic development and people's living standards, increasing the wealth of material and products, business competition from products and services, competition, to a higher stage of the competition between brands. Brand is both a business products and services unique to the mark, to some extent also is a standard and commitment. It is a business permit to enter the market and consumers a bridge between the enterprises are relying on market positioning.Brand strategy and practice of systematic research, only started in the late 1980s. In 1988, Philip. Morris and Nestle's acquisition of two well-known, so that the brand value of the assets of the market to be officially confirmed, marking the modern era of the brand. Chinese enterprises in the theory and practice of brand strategy in recent years has made considerable progress and development, but the West still a big gap compared with developed countries. Promoting the brand strategy will help enterprises establish an advanced view of the market, and strengthen the awareness of the market.First, the concept of brand strategy-related analysis(A) the definition of brand and constituteThe most basic brand is defined as one intended to be used to identify (or group) vendor in terms of quality products and services names, terms, mark, symbol or design, or their combination, and intended to be used to distinguish one (or a group) and its vendor Competitors. Brands include brand names, trademarks and brand logo. Brand, in essence, represents the seller to the buyer on the delivery of the product features, benefits and services, consistent commitment to the brand is the best guarantee of quality.The brand is divided into 6 levels of meaning: attributes, interests, values, culture, personality, the user. Therefore, the most durable brand is the meaning of their values, cultures and personalities, including visual, emotional, the idea that they constitute the essence of the brand.(B) the definition of brand strategy with the aim of Brand Strategy, as its name implies, is the corporate brand to create, use and maintenance of the core, in its analysis of conditions and the external environment on the basis of the development of the overall business plan of action. From the practical point of view, is the choice of brand strategy, packaging, training, promotion and protection of a particular brand, reputation make it step by step and give full play to the effects of brand-name brands and companies to promote their own development and growth.The main purpose of the brand strategy is to create high visibility, high credibility, and a larger market share enormous economic benefits.First, high visibility. High-profile corporate products and services to smooth the sale an important factor in business and a great intangible asset.Secondly, the high degree of credibility. A high degree of credibility is a business and all employees and even years of hard struggle of several generations, well-formed operation of the enterprises and products in the market a good impression on the minds of consumers. To the consumer, the high degree of credibility means that the quality of high-tech content and a good level of service; cooperation of enterprises and banks, financing, a higher degree of redibility means that reliable and trustworthy. In a market economy, only about reputation, business can be the main market recognition can be long-term development.Thirdly, a larger market share. Market share from the market coverage and market share both to consider.Corporate brand through the implementation of the strategy, to increase brand awareness, reputation, business products and services to increase market share, which is good business to ensure effective.Fourth, the huge economic benefits. The success of the brand strategy can make the product more of the sales market, but also in the market than similar products of a higher sale price. As a result, brand-name products and good services to achieve significant sales and higher profits for companies bring in huge commercial profits.We can see that the brand strategy is to expand the direct purpose of the enterprise products and services in the market, so as to increase market share and achieved great economic benefits. In the long run, the brand strategy is to achieve the brand and grow the business and sustainable development.Second, China's enterprises of the importance of brand strategySince the reform and opening up, China's economy has experienced sustained growth for decades. With the economy expanding and opening up, China's domestic market has been in the international market has become an important component of China's enterprises to participate in international competition means great changes have taken place. World-renowned enterprise in an increasingly competitive and complex Chinese market, the implementation of brand strategy, brand China is facing severe challenges in international competition. In particular after the accession to the WTO, China will be in the majority of enterprises with foreign competitors in a powerful position face-to-face contest, a growing number of famous foreign brands will enter into our life. In the face of this unprecedented impact on the brand, China is only the implementation of brand strategy, create brand and corporate brand products in order to enter the international market and international market competition with foreign brand rivals. On the other hand, with progress in science and technology, consumer demand and continuous improvement in the level and pay attention to brand, the pursuit of brand and increase brand-name consumer phenomenon is increasingly clear, the implementation of corporate brand strategy is not only conducive to the expansion of market share, but also more Large economic benefits. China's domestic enterprises to take part in market competition, and only the implementation of brand strategy in order to enhance the competitiveness of enterprises in the competition.(A) business development must be to promote the growth of the brand strategyAs China's market economy reform, in particular China's accession to the WTO. China's all over the original system of small businesses, the impact of a market economy, gradually formed a number of cross-regional business and the well-known brands. In the competition, non-brand-name slowly out of the market, an industry often controlled by a few big brands, market competition into a major competition between brands. With the world-class international brands to enter China, domestic brands will lose the advantages of the original, faced with severe competition. In this case, the number of domestic famous brands have "Yi Zhi", or the acquisition by multinational companies, or joint ventures with foreign brands, domestic brands positions are nibbled away. The right to choose and implement the brand strategy to improve our products and services in the domestic market, step by step into the world, with the developed countries of the world famous enterprises match, China's entrepreneurs is incumbent upon the sacred mission.Number of national brand value of the industry (1,000,000 U.S. dollars)Coca-Cola Beverage 83845 U.S. 12 U.S. Microsoft software 56,654U.S. 3 IBM computer 437814 General Electric of the United States diversified 33,5205 Ford Motor of the United States 331976 Disney entertainment of the United States 32,2757 INTEL U.S. computer 300218 McDonald's 26,231 U.S. Food9 AT & T of the United States Telecom 2418110 Marlboro 21,048 U.S. tobacco11 NOKIA Finland Telecom 20694Mercedes-Benz car 12 Germany 1778113, Switzerland Nestle Beverage 17595Hewlett-Packard computer 17132 U.S. 1415, Guillermo personal belongings of the United States 15,89416 KODAK image of the United States 1483017 ERISSION Swedish telecommunications 14,76618 SONY Japanese electronics 1423119 U.S. financial services 12,550 American Stock Exchange20 TOKYO Japan Automobile 12,310Table 2-1 World brand value of the top 20 list (Source: )You Shangbiao, it is not hard to see that the size of the value of the brand also reflects the brand owner (or group of transnational corporations) in the global enterprise or industry position and competitiveness.China's major cities has been a strong consumer brand awareness of the consumer, small and medium-sized cities and rural markets have gradually enhance brand awareness. Young people to pursue well-known consumer brands to achieve self-worth, has become a fashion, but they are small in the consumption of foreign brands such as Nestle, McDonald's grow up so as to pursue the development of foreign brands for fashion, which can not have Sighted people for the national brand of domestic concerns. In the Chinese market, foreign brands through joint ventures, wholly or in a variety of ways, such as mergers and acquisitions, to create a successful local brands. In contrast, China's opening up, in addition to an earlier, compared with full competition in the industry, such as household appliances, cosmetics, food and beverage industries better than brand development, the protection of national policy and restrictions on the industry, the real strength of the brand little. If you do not go on this way to strengthen the focus on brand protection, brand promotion of growth in these areas would not be able to enterprises and foreign enterprises to compete, can not be developed.(B) market in China has become the brand competitionWith the reform and opening up of China's socialist market economy and building the prosperous development of China's market situation has changed dramatically, showing the following trends: from a single-system to the needs of the diverse needs of change; by the identical to the individual needs of demand Change; by the type of poverty, food and clothing needs-to-well-off, rich-changing needs. Require a change in demand for a corresponding change in supply, which led to the need to intensify competition among enterprises and changes in the way, in such circumstances, China has gradually formed the pattern of brand competition.First of all, competition among enterprises has been content to seek resources, the advantage into a commodity to seek technical advantages, strengths and talent brand, and technology, human resources advantages will ultimately have to be reflected in the brand. As a result, the economy entered a "relative surplus" of the times, the importance of resources has declined to seek brand has become a large enterprise to achieve long-term development of the most urgent task.This was followed by gradual means of competition on price-based competition means, in order to shift the main means of non-price competition. In the past, China's market price war among enterprises is the main means of competition, but consumer demand as by the type of food and clothing to the well-off-the-well-off change in the quality of goods at low cost is no longer subject to mainstream consumers, they are more important Is the brand, quality, service and so on non-price factors. Although the price reduction strategy in a certain period of time so that competitors at a disadvantage, but it will benefit their own business down, resulting in a lose-lose outcome. And rely on high quality, innovative products and superior service set up by the brand advantage, the enterprise market will rise, increasing economic efficiency, sustainable development of the enterprise.Finally, the structure of the competition has been limited to domestic competition among enterprises, to between domestic and foreign enterprises to compete more. Since China opened the door, a number of powerful multinational corporations in developed countries to enter the Chinese market on a large scale, with localenterprises in China's heated market competition, our international market competition, in an increasingly competitive market. As a result, Chinese enterprises should use the favorable conditions for local enterprises, and strive to create a national brand, with foreign brands and fight to safeguard national industries. Only after a firm footing in order to get out, to participate in the international market competition, international operations.关于当代品牌战略与对策的思考发展概况前景作者：T.贝蒂娜随着经济的发展和人们生活水平的提高，物质产品的日益丰富，企业经营的竞争已由产品的生产和服务的竞争，转向更高阶段的品牌之间的竞争。

出口贸易竞争力评估研究出口贸易是国家经济发展的重要组成部分，也是国家贸易的重要支撑。

在经济全球化的趋势下，出口贸易的竞争力评估显得十分重要。

本文将探讨如何对出口贸易的竞争力进行评估。

一、竞争力理论概述竞争力理论提出了企业运作的若干要素，其中包含了企业发展策略要素、产品和服务质量要素、市场开发要素、分销渠道要素等。

在出口贸易方面，竞争力概念更引申为企业获取市场份额和提高自身效率，包括了国内企业与国际企业的竞争。

在这种市场机制下，企业需要以自身的产品、技术、管理等优势去打破国际壁垒，赢得市场份额。

二、出口贸易竞争力评估指标1.国际市场份额国际市场份额是衡量企业在国际市场上的地位的重要指标。

国际市场份额被定义为一个国家或公司在国际市场上的销售额占该商品全球销售额的百分比。

2.贸易流动指数贸易流动指数是指一个国家在世界贸易中的地位。

贸易流动指数越大，该国在国际贸易中的地位越高。

贸易流动指数依赖于几个因素，如商品价格、声誉、质量等。

3.国内生产总值和出口总额之比本指标反映一个国家出口业对其国家经济的贡献。

如果该比例越高，这就意味着一个国家会注重其出口业。

该指标也能够反映国家的国内市场需求。

4.技术含量或科技进步技术含量是指如果一个公司成功地制造出最新的产品或提供最新的服务所需的技术水平高低。

技术含量高的企业更有竞争力，因为技术含量高的产品比技术含量低的产品更加具有吸引力和即时性。

三、竞争力评估方法1.权重指数法权重指数法是一种将多个指标组合成总体得分的方法。

该方法的基本想法是为每个指标分配一个权重，然后使用权重和分数计算一个企业或国家的综合得分。

2.基于回归与因子分析的方法回归和因子分析是一些经济学家使用的工具，可用于评估竞争力。

通常，这些方法可以进行数据分析和易于理解的数据预测，这有助于评估一个企业或国家的经济趋势。

3.基于生命周期阶段的方法生命周期阶段法是另一种评估出口贸易竞争力的方法。

该方法结合了制造商的不同生命周期阶段，并评估每个阶段的优势和劣势。

中国纺织品出口竞争力分析外文翻译文献(文档含英文原文和中文翻译)中国的纺织工业国际竞争优势摘要通过改革开放的政策，凭借要素禀赋优势中国纺织工业在全球纺织市场的份额持续增长超过20年。

本文认为，目前中国纺织行业竞争优势仍然是基于传统因素的比较优势，这可能由于国际纺织产业的技术不断地升级，国际竞争比以前更激烈。

中国加入WTO后，有一些弊端，如产业和贸易结构，贸易壁垒对中国纺织业发展的阻碍。

如何加快产业结构升级，提升中国纺织工业的国际竞争优势，是中国纺织行业发展的首要任务。

纺织工业一直是中国经济的支柱，得益于其在要素禀赋和市场规模的优势。

纺织部门的贸易额在过去25年（从改革开放）增长了27.11倍。

2005年，纺织品出口占了中国出口总额的15.4％，占了世界总出口的纺织品24.4％，而中国纺织品的生产和出口都位居世界前列。

尽管如此，中国纺织工业正面临着各种各样的困难，比如过度依赖资源，技术含量低和附加值低，复杂的贸易结构和出口市场的高度集中等对中国纺织品有越来越多的贸易制裁，特别值得一提的是，因为中国在这个行业的竞争优势被限制。

本文旨在通过深入的调查中国纺织行业的竞争优势，并带来了相应的建议。

一、中国纺织工业的国际竞争优势鉴于国际竞争优势关系的因素，纺织行业的发展仍然受劳动力成本和技术的决定。

相比较而言，服装业是高强度劳动，而在纺织行业，尤其是在化纤行业，资本和技术正在成为越来越重要的因素。

中国纺织行业显示了材料供应，劳动力成本，产品质量，与上下游的兼容性，明显的出口竞争优势积极促进规模经济和成本的影响。

但是，随着发达国家新技术持续投资于他们的纺织工业，廉价劳动力优势在发展中国家是倾向于被通过不断提高生产效率在发达国家削弱。

纺织行业在发达国家从而可以维持较高的利润，而同时降低了生产。

在本节中，中国纺织行业的竞争优势进行分析，并比较其对口发达国家和发展中经济体将会作出修改。

1.中国纺织行业的竞争优势的基础目前中国纺织行业的竞争优势在很大程度上取决于其雄厚的工业基础和廉价的成本。

贸易壁垒中英文对照外文翻译文献(文档含英文原文和中文翻译)技术性贸易壁垒的经济效应分析摘要技术性贸易壁垒(TBT)的经济效应是指一国实行的技术性贸易壁垒所产生的各种经济影响,包括对相关国家及本国各利益集团的利益得失及其变动的影响。

TBT对出口国出口贸易的影响主要通过数量抑制和价格抑制两个方面来实现。

在短期内,TBT将会阻碍出口国企业的出口,导致生产者福利的损失;但在中长期内,出口国若能对TBT进行合理的管理和利用,则TBT可能会促使出口国企业的产品与技术创新动力,从而对出口国贸易条件的改善具有促进作用。

关键词: 技术性贸易壁垒;数量抑制;价格抑制;消费者效应;产业效应技术性贸易壁垒(TBT)是指一国或一个区域组织以维护国家或区域基本安全、保障人类健康和安全、保护动植物健康和安全、保护环境、防止欺诈行为、保证产品质量等为由而采取的一些强制性或自愿性的技术性措施,这些措施对其他国家或区域组织的商品、服务和投资进入该国或该区域市场产生影响。

技术性贸易壁垒的经济效应是指一国实行的技术性贸易壁垒所产生的各种经济影响,包括对相关国家及本国各利益集团的利益得失及其变动的影响。

1 TBT的作用机制分析从技术贸易壁垒的作用机制来看,一方面,技术性贸易壁垒具有控制进口商品数量的作用，即数量抑制机制另一方面,技术性贸易壁垒具有控制进口商品价格的作用，即价格抑制机制。

1.1数量抑制效应当技术性要求标准较低时,商品或服务都因达到或超过规定的技术性要求而被允许进口。

但当进口国将进口品技术性要求提高时,商品或服务因为低于技术要求而被拒绝进口。

技术性要求的提高明显构成了对进口品的贸易障碍,产生对进口品的数量控制作用,。

1.2价格抑制效应出口商品或服务的质量由于没能达到进口国的最低标准而未获得进口许可,此时,如果出口企业仍想留在进口市场,就只有通过增加投资对产品或服务进行技术改进,出口企业为保住市场不得不改进技术调整生产或服务过程而付出额外费用使之达到新的要求，这样就导致了该产品或服务的单位成本提高，企业要想获得正常利润必须把价格提高,。

1 Introductionforeign direct investment (FDI) outflows and the remarkable rise of multinational enterprises (MNEs) from emerging economies. FDI outflows from emerging economies reached a record level of $553 billion in 2014, accounting for 39% of global FDI outflows compared with only 12% at the beginning of the 2000s . Emerging market multinational enterprises (EMNEs), as vehicles of FDI outflows from emerging economies, are expanding overseas at an increasingly large scale and at an ever-accelerating speed. In 2014 there were 123 MNEs from the BRIC countries (Brazil, Russia, India, and China) on the Fortune Global 500 list, as compared with about 20 companies from these countries a decade ago.The evolution of EMNEs has gained attention of scholars in international business (IB) and strategic management, prompting them to rethink and develop models and theories relating to the internationalization of firms. Although there was some interest in emerging market multinationals since the early 1980s , attention to this topic became an import research in international business in the 2000s, because emerging-market firms are quickly catching up and internationalizing in recent years. Scholars are starting to take stock of what is actually known about EMNEs and what is speculation .Particularly, the rise of emerging economies such as China and India has generated a number of EMNEs, providing an opportunity for scholars to review the theories of MNEs’ internationalization in contemporary context. For example, Paul and Mas examined the common factors that had contributed to the emergence of Chinese and Indian multinationals in the global market including their focus on exports, manufacturing growth, science and technology, etc. One of the evolving research entails adopting both strategic view and international business studies, a pilot study of which derived from case studies of Indian companies proposes the generic strategies for EMNEs as they embark on an international expansion.In this research, the major question is raised as what are the generic strategies of the internationalization of Chinese firms? What are the strategic directions including the targeted countries, value chain movement, branding, and mode of entry that Chinese firms are executing in their overseas expansion? How do the choices and combination of strategic directions ultimately lead to the distinct path of Chinese internationalization? What are the firm-specific factors that have influence on the generic strategies of Chinese internationalization?We consider these questions through examination of the strategies of Chinese EMNEs as they propel increasing FDI outflows world widely. We argue that the models explaining the generic strategies of Indian multinationals can be extended and modified to the study of Chinese multinationals. We begin by selecting and describing cases of Chinese EMNEs in typical manufacturing industries. We then examine the strategic directions for each of these Chinese EMNEs in its internationalization, which include a multinational’s targeted countries, value chain activities in host country, choice of original equipment manufacturer (OEM) versus own branded manufacturer (OBM), and themode of entry. On the basis of this analysis, we identify and discuss the generic internationalization strategy that can be illustrated from Chinese EMNEs. Further discussions on several firm-specific factors e.g. the industry a multinational is concerned of, the experience of its overseas operations, R&D intensity as indicator of firm-specific advantage are used to develop practical and theoretical insights from the internationalization of Chinese EMNEs. We conclude the paper by offering a few directions for future studies of the internationalization strategies of emerging-market multinationals. We believe this study will be helpful for deepening our understanding of the internationalization of EMNEs by bringing the analysis of multinational’s generic strategy into the focus.2.Literature ReviewInternational business studies are emerged from investigations of developed economies in North America and Europe. Consequently, mainstream IB theories on internationalization have been developed based on studies of developed-country multinational enterprises (DMNEs). Such theories, for example, monopolistic advantage theory , product life cycle theory , the eclectic or ownership-internalization-location (OLI) paradigm, and the internationalization process model , have provided a strong foundation for explaining the presence of MNEs. Some scholars thus argue that the emergence of EMNCs can also be explained with these theories. For example, Dunning et al. relies on OLI framework to explain the existence of EMNEs, which have become multinationals despite their limited firm-specific advantages. Rugman argues that EMNEs do not have firm-specific advantages, and their internationalization depends on the country-specific advantages in low-cost labor, finance, economies of scale, and natural resources.On the other side, a widely accepted taxonomy of strategies such as multi-domestic, transnational, and global strategies of DMNEs exists , few schemes have described the strategies of EMNEs in building up their global presence . Researchers suggest that the multinationals fromemerging markets have pursued distinctive approaches to internationalization and they enjoy different specific advantages than multinationals from developed countries. At this point, the resource-based view of firms originated from strategic management has enriched IB studies in explaining the behavior of EMNEs , since the traditional strategic management approach has not yet yielded substantive knowledge within research on internationalization as a strategic process adopted by MNEs . Mathews introduces the linkage, leverage, learning (LLL) framework, which is consistent with the extended resource-based perspective, to provide the explanations of the rapid appearance of EMNCs. Luo and Tung describe that EMNEs use international expansion as a springboard to obtain new resources and capabilities via the alliances or acquisition of firms to upgrade capabilities at home and catch up to DMNCs.The rise of new multinationals from emerging markets provides researchers an opportunity with extension and modification of the models and theories of internationalization [34]. Buckley et al. [35] find strong support for the argument that aspects of the special theory e.g. the institutional factors influencing outward direct investment help to explain the behavior of Chinese MNEs, since Chinese internationalization has both a conventional and an idiosyncratic dimension. Yiu et al. studies the international venture of Chinese companies and highlights the importance of incorporating the institutional component of a multinational including networking with domestic institutions and entrepreneurial organizational transformation into existing theories of the MNEs. Goldstein argues that as emerging market multinationals are embedded in their political, social, and ethnic networks, their internationalization of business offers valuable lessons for practical and theoretical implications. Guillen and Garcia-Canal note the decline of American model of the MNEs and to what extent we need a new theory to explain the growth of EMNEs, with analysis of the distinctive internationalization of EMNEs with regard to the competitive advantages, political capabilities, expansion paths, preference of entry mode, and organizational adaptability. The study of EMNEs can thus bring context more explicitly and comprehensively into theory and deepen our understanding of how firms internationalize.Ramamurti indicates that multinationals from emerging markets follow particular paths of international expansion, which modifies some of the predictions of existing theories of MNEs. EMNEs internationalize differently since the global environment facilitates speed-up internationalization, the industry characteristics lead to different patterns, the companies exploit differences rather than similarities in foreign expansion, and they have ownership advantages that are different from DMNEs. Consequen tly, he suggests the generic strategies for EMNEs’internationalization, each of these generic strategies, for example the vertical integrator, local optimizer, low-cost partner, global consolidator, and global first-mover have resulted in distinct internationalization paths of EMNEs . Each generic strategy leverages different country-specific advantages and firm-specific advantages and results in distinct internationalization path of emerging market multinationals. Ramamurti proposes a framework of generic internationalization strategy as a common platform for the analysis of EMNEs’ internationalization and explains how the research of EMNCs can help better understand the MNEs’ internationalization process, the contextual factors, and firm-specific and location-specific ownership advantages.However, the framework is developed from the case study of Indian multinationals, which requires more rigorous empirical studies aimed at gathering and analyzing large sample data at the firm level . Generic strategies are notunique to the internationalization of Indian EMNEs, they are also relevant to other EMNEs, with distinct aspects of each emerging economy resulting in some generic strategies being more viable than others . Williamson and Zeng , who analyzed four of the biggest Chinese multinationals, namely Hisense, Wanxiang, CIMC, and Huawei, and argued that several strategies of Indian multinationals could also be observed from the internationalization of Chinese firms. Further research on a number of Chinese firms is needed for developing alternative configurations of generic strategies that contribute more explanatory power regarding the internationalization of EMNEs.The core of the analysis of generic strategies of EMNEs’ internationalization is a company’s str ategic direction in its international expansion. In the incremental internationalization model, Johanson and Vahlne explain the selection among countries and regions in which to enter, which is also analyzed in Ramamurti’s framework of EMNEs. The incremen tal internationalization model also explains a firm’s selection of its operation in the host country e.g. production base, sales subsidiaries, procurement center, which in the generic strategy is described as the movement and relocation of value chain activities. Besides, in the linkage-leverage-learning model, Bonaglia et al. discuss the implications for OEM firms originated from emerging countries that aim to upgrade to OBM status to compete on the basis of global brand rather than just on their manufacturing capabilities. The choice of OEM versus OBM direction is probably one of the most challenges for Chinese companies while they are seeking foreign markets for international growth. Finally, the rapid expansion of Chinese companies in the 2000s through merges and acquisitions of brands and production operationsother than greenfield investment has been widely discussed in several research. All of these directions e.g. targeted country, value chain movement, OEM or OBM products, and the mode of entry are analyzed in this research in consideration about the generic internationalization strategies of Chinese EMNEs.3.Research MethodologyIn this research, we analyze the strategies of Chinese EMNEs’ internationalization through multiple case study method. Firstly, we defined the multinational enterprises (MNEs) operationally and screened out a number of multinational enterprises from typical Chinese manufacturing industries. We subsequently examine the strategic directions toward internationalization for each of these cases to find any results and make further discussions about the strategies of Chinese internationalization. Since the scope of this study is focused on the more surprising and interesting Chinese manufacturing firms, companies in service and resource sector are excluded. A number of typical Chinese manufacturers are included as telecommunication equipment manufacturers, computers and peripherals manufacturers, semiconductor manufacturers, home appliances manufacturers, consumer electronics manufacturers, automobiles and motorcycles manufacturers, and auto parts manufacturers. The Global Industry Classification Standard and Hang Seng Industry Classification System are followed here. The above industries can be categorized into high-tech industries, medium-tech industries, and medium-low-tech industries according to the OECD classification .4.Insights from Case Study: Strategic DirectionsTable 1 illustrates each of the strategic directions of Chinese EMNEs’ internationalization. The target countries are the locations of FDI activities conducted by an EMNE, which is classified into south–south or south–north paradigm in this study. South–south FDIs originate in emerging economies and flow into other emerging economies. By contrast, the destinations of south–north FDIs are developed countries. “North” is broadly defined as developed countries, including North America, Europe (excluding Eastern Europe), Australia, New Zealand, and Japan. “South” comprises emerging economies in South America, Eastern Eur ope, and Asia, and includes developing and transition economies, as defined by the United Nations Conference on Trade and Development (UNTCAD). At the firm level, south–south FDI occurs when an EMNE establishes its overseas subsidiaries in emerging economies, while south–north FDI occurs when an EMNE’s overseas subsidiaries are located in developed countries. Our analysis of each of the 50 Chinese manufacturing EMNEs showed that 5 firms are only engaged in south–south FDI, 25firms in south–north FDI, and 20 firms in both south–south and south–north FDI. There were more overseas subsidiaries of Chinese EMNEs located in developed countries than in emerging economies, which reflected that south-north FDI is the major path of Chinese internationalization. Among the developed countries, the United States and Western European countries such as Germany, France, and Netherlands were the primary FDI destinations of Chinese manufacturing EMNEs.5.Insights from Case Study: Generic Internationalization StrategiesBas ed on the above analysis of Chinese multinational’s strategic directions toward internationalization, we examined and identified the generic strategy for each of the companies (as summarized in Table 1). As in the following section, each of the generic strategy illustrated from Chinese cases targets south-south or south-north expansion, moves up or down the value chain activities, provide OEM or OBM products in international markets, enter foreign countries through greenfield investment or M&A. A multinatio nal’s preference in combination with these strategic directions thus results in distinct strategies for Chinese EMNEs including local optimizer, low-cost supplier, advanced-market seeker, and global consolidator. To be noted in the case study, few firms may pursue one strategy in pure form or do so to the exclusion of other strategies, however it is conceptually useful to specify each of the strategies and its properties. We illustrate each generic strategy with cases that have come closest to pursuing that strategy. Particularly, the identification of which generic strategy a firm had pursued was based on the analysis of its major business segment. In case of Chinese automobile and motorcycle manufacturers, it was found that a firm pursued an internationalization strategy in its small business segment is different from the strategy while internationalizing its major business.1介绍新兴经济体的外国直接投资(FDI)外流和跨国企业(MNEs)的显著增长。

Brand Strategy ResearchResource: Kapferer, J.H Strategic Brand Management[J]. KoganPage, LondonEconomic globalization, how to adapt to international trends, establhave become pressingstrong b rand and enhance our competitiveness,Based on the analysis of the development ofissues facing e nterprises.corporate marketing brand strategy, based on the content of brand strato discuss the brand strategy in enterprisesignificance,an its functionalmarketing role. Enterprise needs to use a variety of means of competi to increase brand awareness, improve brand positioning, an create a g brand image.First, Japanese brands across the board defeatNovember 22, 2006 morning, N EC announced that it w ould withdrawfrom 2G and 2.5G mobile phone market, w hich means that, followingSanyo, a Japanese m obile phoneSharp, P anasonic, Toshiba, M itsubishi,manufacturers later withdraw from the Chinese market, J apanese m obilephone has almost all except Kyocera 2G mobile phone market in China ou of contention.If we sum up the Chinese household appliance market, t oday anydifferent from ten years ago, I think the biggest difference is that companies in China, Japanese home appliance m arket downturn, thesystem, d ecision-making following main reasons: First, rigid enterprisethe reaction was slow, incompatible with the reality of the difficult,to adapt t o the rapidly changing ChineseChinese market, i t i s difficultmarket; 2 is weak in marketing, product planning capacity is not stro to judge according to their marker launch t o meet consumeris d ifficultdemand and forecast products, follow the trend h as been in a passive can not satisfy market demand; Third, f ailure to grasp the situation,industry best time to transition is the Japanese home appliance compa lose an important reason for market dominance .Japanese companies come to the edge in the Chinese market is causin companies tothink deeply about our nation? To take the international r“Japanese Company” to the lessons learnedand whether the enterprise ofbehind?Second, the brand strategy implementation i n China the Current Situation”Many old famous “flash in the panChinese and foreign enterprisesin the Chinese market the brand war;century, ajust grow up to be a great impact onnational brands. The last80’s brand, not being registered by trademark, i s to belittle-knownacquired, squeeze, even if the residue is hard going down really devel very limited. Here a typical case, t he last century 80s to early 90s, h eworked in air conditioning sector hit wonders of the Warburg in 1998,acquired Kelon, the subsequent decline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterpris caused the government to support.Since t he 80s of last century reform and opening up, China’s socialist economic construction has made remarkable achievements. F rom aplanned economy to market economy era Chinese companies, brand management has grown out of nothing.Information, local governments at all levels of emphasis on brand-na organization promoting the efforts, policies m easures have greatlycities enhanced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and otheron the Chinese famous enterprises incentives to 100 million, on Dali million Y uan, on brand-name companies have been cities for the100000yuan reward-200000yuan..Consumer40th InternationalJanuary 8th 2009 year t o January11th,theElectronics Show(CES) in Las Vegas Venetian h otel o pening. N ational enterprises in the CES, we achieve superior results.It is understood that this year there are 4000 people registered to parin thein China CES, including manufacturers, media and spectators,exhibition hall, there are 327 exhibitors.Haier is the world’s most“TWICE” named for the authoritative consumer electronics industry mediaChinese consumer electronics brand.3.The status of foreign brands in most sectors is still difficult toHowever, we should also s ee the face of numerous products o n the market, allows consumers blurted out genuinely few domestic brands. Wit the opening up further, to a number of big companies have to squeeze i the Chinese market, Chinese market, a time filled w ith “Sony”,brands,“Coca-Cola”, “Rejoice”, “Benz” and various o ther i nternationalmany of these names foreign brands violently hitting the national braled by Haier brand, “Konka” ,China .Although the appliance industry,“Changhong” , “TCL” and other domestic brands have developed well, but with the “Sony” , “Panasonic”“Samsung” and other brands, they are still“Lenovo” , “Founder” ,there competitive disadvantage; in the IT industry,’s competitiveness has improved significantly, “Great Wall” and the brandbut with Europe and the United States, Japan and other countries compain Consumer Goods market,to, brand awareness is still insufficient;companies have“P&G”, “Oliver” , “Henkel” , and other i nternationalformed the three pillars.Third, the brand strategy implementation in China Problems and Errors Currently, Chinese brands have a huge international marker opportunibrands h as been inevitable,but there are a lsoand space f or i nternationalbrand building is not unsatisfactory.Our Enterprise Brand Building ProblemsFactors from the point of micro-enterprises themselves: there is a l technology d evelopment, b rand competitiveness is not strong; b randlack of innovation and development capacity; small-scale personality,production and management, brand development lack of overall planningBrand awareness i soperations,abilityof weak exports and internationalnot strong; brand positioning is not clear, there is a large range o such as blindness. Speaking from the macro social f actors: socialsupport t he mechanisms need to be improved, p olicies and regulationspolicy, export-orientedneed to further strengthen the country’s industrialrole i n the promotion andsectors play differentpolicies for differentlimitation, the financial environment for business investment capacit market expansion ability and the important influence. The establishmen market system in China has for many years, d espite a significanthas not really adapt to thethere s tillimprovement but stillnot perfect,market economy, consumer psychology has not yet fully mature.2. The current situation of global economic integration, the error brand strategy implementation(1) Ignore the brand investment, profit-orientedBackground of economic globalization,competition isinternationalincreasingly reflected in the brand’s competition, the overwhelmingcompanies withmajority o f the modern world famous multinationalparticular emphasis on the use of brand strategy, brand such a full ra output through the form of multinational corporations gradually occupa of the international market, it is no exaggeration to say that now, thhas achieved global strategic objectives of transnational corporations weapon, is an important means to achieve capital expansion.Rome was not built in a day cold. B rand never be in the short t erminvented to be a long process of accumulation. Many enterprisesdo notclearly recognize this point, attempt to create a brand in a short t ignored the long-term planning and strategy.(2) Brand strategy is a systematicThe implementation of brand strategy is a systematic, enterprise str and the overall development of an important component of competitive strategy.The implementation of brand strategy is t o rely o n their overallquality and overall image enhancement, the need for scientificbut quit a few brand management idea and superb operational skills,poor performance a nd immediateplanner i n this regard w as particularlyimpact brand development, practical work in the emergence of many suc errors: If that job is to create a brand to take a good name to the improve product awareness, or what the product packaging; good brandvisual signs o nly; A dvertising is t he only way todrawing a satisfactorycultivate well-known brands, in addition to advertising in the mediaenterpriseproduct once formed, w ell-knownthe o ther n o attention; scalebrands on the naturally established; well-known brand is equivalent toimprove the product p rice. Some companiesprice, to be unrealisticallyeven go further in the brand Wrong Operation not hesitate to give upown brand business, with foreign companies, b rands, or to sell its ownsuch as our present more than 20 million “threebrand low-cost transfer,capital” enterprises, there 90% of the joint venture using the foreign b clean silver toothpaste factory in Ghuangzhou to 2 million yuan chea transfer to joint ventures and other brands, is one such outstanding of the terrible consequences of today has become increasinglyown brand, p roduct and intellectualdomestic enterprisesapparent-lostproperty rights, national industrial competitiveness lie!(3) Product is the enterprise competitive advantage in the market ca quickly imitated by competitors, beyond, the brand is insurmountable, and lasting competitive advantage c omes from innovation, in order to“status quo”“change” should beexpression of the core c ompetitiveness.TheBrand is t he c oncentratedbe out ofmarket is constantly changing face of any brand at any time to danger. Too much emphasis on the existing achievements, do not attach importance to innovation,leading to a lot o f brand-name “dismount”themajor reason. Coca-Cola’s former c hief marketing o fficer Sergio Z yman,the company logo products andservices are different “The brand is onlyweapon to open up the market,from competitors,is the most effectiveexcellent brand can make your product s tand out .” Products p hysical properties,quantity, price, q uality, service is very easy to imitatealso includes an competitors,Er brands, a long with the product i tself,attached product t o cultural background, e motional, consumer cognitionYong Yuan Li in the competition invisible things, so that e nterprisesundefeated. Consumer awareness deciding the fate of the brand has a di impact on consumer awareness. Brand is the difference between the markconsumer spending to enterprise important symbols isthe benchmark forbrand as the core has become a corporate restructuring and reallocati resources an important mechanism.Fourth, national enterprises in brand internationalization process o to brand positioning“quality first, winning byBacked by science and technology, establish a’s fashion elements, the outstanding quality” business philosophy, the brandindividualProduct quality is the cornerstone of creating brand. Competitivenes their products performance i n the competition for the brand, a nd brand competition while relying on the inherent quality of products. Growth the brand through a brand is the quality of a brand in the market dow also in most of a problem because of the quality. Therefore, it can b quality is the brand of life depends.In addition, enterprises should learn from successful experiences abEnterprises shouldto enhance their design a nd development capability.dare to challenge the new technology revolution to create their own br and increase m arket competitiveness; we must work hard in thetransformation.trend i n the world changes, the value o fPersonalizationhas been directly customer experience and the value of differentiationdetermined to achieve the final p roduct sales, personal s ervices are indispensable!2. To strengthen marketing, improve brand awareness, brand strategywill b e organically integrated in their overall strategy to promote theoverall development strategyThe implementation of brand marketing i s an important p art o f the strategy. By choosing the right marketing approach can be effectively to brand a household name brand, expand market share. Brand strategy not an isolated task, but the overall development strategy and busine closely related. A successful brand names more than just a brand its thing, related to business management of all major strategic decision, major strategic decisions were consciously carried out around the bra expand.3. Follow the laws of the brand design, brand image, brand and accurbrand performance a nd outstanding value emotionalmarket positioning,communicationBrand competition is not all-round competition; each brand has its market position. The basic method is not positioning to create a nov unique issues, but to manipulate what already exists in the heart, th of potential customers to buy soon tapped desire to make it into consshould take the market as guide, t echnology a s a impulse. E nterprisesmeans to adapt to changes in its requirements, such as the establishme information feedback system to collect information about changes in consumer, and constantly develop new products, provide consumers with personalized service, and meet the consumers to make their own in a go position in the competition.The world has entered the 21st century brand international competition,language into millions o fbranding has become a new internationalhouseholds. To establish the brand products in the market position esta a corporate image, is effective competition in the market means busin Brand is the core product; brand marketing is to defy the other. Ente management system must be adopted, t echnological innovation, and constantly improve the quality of products and services. At the same to increase the international competitiveness of the strategic brand r’s internationaland planning, and the comprehensive to enhance the brand competitiveness. Most Chinese enterprises in the growth stage now, br strength is weak, it is undoubted fact, however, based on industry, mwhile avoiding d isadvantages,choose the bestresources,and enterprisebrand strategy is a wise choice. Such as is now more prevalent and hreverse merger;well-known b rand o utside the company’s co-production,use the link strategy to redefine the brand image; with two or more b collaborate effectively formed alliances to improve their social accepbrand marketingof such brand. I n short choose the right brand strategy,creativety and attention to service; in order to achieve a sensationa and a strong brand impact, can the brand maintain vigor, forest stand world brand.11。