Международные операции : методы и формы

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Целостность цепи поставок достигается при помощи международных операций, понимаемых также как способы вхождения на зарубежные рынки. В существующих сферах международного бизнеса обнаруживается, а в новых сферах возникает, такой ход дел, который имеет тенденцию порождать вопросы, имеющий отношение к применению различных форм зарубежных операций <ref> Welch, L.S., Benito, G.R.G., Petersen, B.: Foreign Operation Methods: Analysis, Strategy, and Dynamics: Edward Elgar, London, 2007 - p.8  </ref> Тот класс управленческих решений, который касается выбора и осуществления международных операций часто классифицируется как стратегические решения или стратегии вхождения на глобальные рынки <ref> Gillespie, K, Jeannet, J-P., Hennessey, H.D. Global Marketing - Houghton Mifflin Company, Boston, New York, 2007 - Ch.9.  </ref> <ref> Keegan, W.J., Green, M.C. Global Marketing - Pearson Education, Boston, etc., 2013 - Ch.9. </ref>. Однако, полагая, что любое ''стратегическое решение'' должно отвечать на вопросы "Что?", "Где?" и, иногда, "Когда?", продавать (поставлять), мы предлагаем классифицировать (терминировать) решения по способам вхождения на рынки, отвечающие на вопрос "Как?", как ''оперативные решения'', тогда как все решения касающиеся корректировок маркетинг-микса именуются ''тактические решения''.  
Целостность цепи поставок достигается при помощи международных операций, понимаемых также как способы вхождения на зарубежные рынки. В существующих сферах международного бизнеса обнаруживается, а в новых сферах возникает, такой ход дел, который имеет тенденцию порождать вопросы, имеющий отношение к применению различных форм зарубежных операций <ref> Welch, L.S., Benito, G.R.G., Petersen, B.: Foreign Operation Methods: Analysis, Strategy, and Dynamics: Edward Elgar, London, 2007 - p.8  </ref> Тот класс управленческих решений, который касается выбора и осуществления международных операций часто классифицируется как стратегические решения или стратегии вхождения на глобальные рынки <ref> Gillespie, K, Jeannet, J-P., Hennessey, H.D. Global Marketing - Houghton Mifflin Company, Boston, New York, 2007 - Ch.9.  </ref> <ref> Keegan, W.J., Green, M.C. Global Marketing - Pearson Education, Boston, etc., 2013 - Ch.9. </ref>. Однако, полагая, что любое ''стратегическое решение'' должно отвечать на вопросы "Что?", "Где?" и, иногда, "Когда?", продавать (поставлять), мы предлагаем классифицировать (терминировать) решения по способам вхождения на рынки, отвечающие на вопрос "Как?", как ''оперативные решения'', тогда как все решения касающиеся корректировок маркетинг-микса именуются ''тактические решения''.  
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An entry mode is understood in terms of international marketing as an approach to international expansion a company chooses based on desired control and on the risk it can afford. Nevertheless, in terms of [[international logistics]], the entry mode should be defined as a means to connect and match arms of a global supply chain belonging to different national marketing environments <ref> Cherenkov, V.I. Global Marketing Environment: Essays on Conceptualization and Generalization - </ref>. The main task of international logistics efforts is to overcome disruptions on the way of international supply chain generated by dissimilarities between different national marketing environments (Fig. 1.).   
An entry mode is understood in terms of international marketing as an approach to international expansion a company chooses based on desired control and on the risk it can afford. Nevertheless, in terms of [[international logistics]], the entry mode should be defined as a means to connect and match arms of a global supply chain belonging to different national marketing environments <ref> Cherenkov, V.I. Global Marketing Environment: Essays on Conceptualization and Generalization - </ref>. The main task of international logistics efforts is to overcome disruptions on the way of international supply chain generated by dissimilarities between different national marketing environments (Fig. 1.).   

Версия 11:52, 12 июля 2012

English: Foreign Operations Methods

Введение

Целостность цепи поставок достигается при помощи международных операций, понимаемых также как способы вхождения на зарубежные рынки. В существующих сферах международного бизнеса обнаруживается, а в новых сферах возникает, такой ход дел, который имеет тенденцию порождать вопросы, имеющий отношение к применению различных форм зарубежных операций [1] Тот класс управленческих решений, который касается выбора и осуществления международных операций часто классифицируется как стратегические решения или стратегии вхождения на глобальные рынки [2] [3]. Однако, полагая, что любое стратегическое решение должно отвечать на вопросы "Что?", "Где?" и, иногда, "Когда?", продавать (поставлять), мы предлагаем классифицировать (терминировать) решения по способам вхождения на рынки, отвечающие на вопрос "Как?", как оперативные решения, тогда как все решения касающиеся корректировок маркетинг-микса именуются тактические решения.

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An entry mode is understood in terms of international marketing as an approach to international expansion a company chooses based on desired control and on the risk it can afford. Nevertheless, in terms of international logistics, the entry mode should be defined as a means to connect and match arms of a global supply chain belonging to different national marketing environments [4]. The main task of international logistics efforts is to overcome disruptions on the way of international supply chain generated by dissimilarities between different national marketing environments (Fig. 1.).


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Any product movement across borders is to be arranged as a sale-purchase transaction. This absolute rule is in power due to the fact of export/import customs formalities and government regulations presented as tariff and non-tariff barriers in international trading. Therefore, the first step of international logistics managers in any international (foreign) operations is to reveal and interpret the differences between national marketing environments of (as minimum) two countries ("home country" and "host country" on Fig. 1.). The second step consists of executing export/import customs clearance, home and host country export/import government regulations and contractual requirements.

Entry Mode Factors vs International Logistics Considerations

Entry Mode Factors Commentary
The size of the market While there is no easy rule, the method of entry is different for a market in which combined sales amount to €10,000,000 (U.S. $14,159,000 – MAY22, 2011 exchange rate) per year and a market that exhibits sales in billions of euros.
The growth of the market A stable market, growing at a moderate rate, will call for a different entry strategy than one in which there is a substantial potential for growth.
The potential market share of the exporter A market in which the exporter can become a major player will call for a different strategy than one in which the exporter has no chance to be much more than a niche player.
The type of product Products with technology and a need for after-sale service and parts will require a different entry strategy than a disposable consumer good.
The marketing strategy of the firm. Although self-evident, a firm whose strategy is to provide a top-of-the-line product will have a different entry strategy than a firm that has chosen to be the lowest cost provider.
The characteristics of the country considered The level of development, the infrastructure of the country, the business sophistication of potential trade partners, the overall climate under which business is conducted, the culture of the market, and the culture of customers should all be considered in the decision of an entry strategy.
The time horizon considered Products that have a short life cycle, or products that are likely to generate a lot of “me-too” competitors, demand a different entry strategy than products that are patent protected or are likely to have a long life cycle or engender a long line of complementary products.
The willingness of the firm (its relevant managers) to get involved. Firms that actively want to develop foreign markets should have a different entry strategy than firms that believe that their domestic market is their primary concern and consider foreign sales as “bothersome.”


Unified classification (methods-forms-subjects) of international operations (See LEGEND under the bottom-line)

Forms of International Operations: Methods of International Operations:
Direct Cooperative:

Piggybacking Consortium

Own or

Intracorporative

Indirect:

Agency

Distributorship Consignment

Countertrading Institutionally-Competitive*) E-commerce
TRADITIONAL METHODS - "PRODUCT" GROUP:
Importing (Reimporting) 1, 2A, 5, 6 1, 2A, 4, 5, 6, 7
Importing (Reimporting) 1, 2A, 5, 6 Commodity Exchange:

1B, 1C

Auction: 1B, 1C

Tender: 1A, 1B, 3

Exporting (Reexporting) 1, 2A, 5, 6 1, 2A, 4, 5, 6, 7
Exporting (Reexporting) 1, 2A, 5, 6 Commodity Exchange:

1B, 1C

Auction: 1B, 1C

Tender: 1A, 1B, 3

TRANSMUTATED METHODS - "KNOW-HOW" GROUP:
Foreign Assembling[5] 1 1
International Licensing[6] 1A, 1B, 2A, 2B, 3, 4 1C 7
International Franchising[7] 1A, 1B, 1C, 2A, 2B, 3, 4 7
International Engineering[8] 3
Foreign Manufacturing[9] 1B, 2 1, 2
TRANSMUTATED METHODS - "FOREIGN DIRECT INVESTMENTS" GROUP:
International Contractual Joint Venture[10] 1, 2, 3, 4, 5, 6 1, 2, 3, 4, 5, 6 7
International Equity (Incorporated) Joint Venture[11] 1, 2, 3, 4, 5, 6 1, 2, 3, 4, 5, 6 7
Foreign Subsidiary[12] 1, 2, 3, 4, 5, 6 1, 2, 3, 4, 5, 6
Foreign Branch[13] 1, 2, 3, 4, 5, 6 1, 2, 3, 4, 5, 6
International Strategic Alliance[14] [15] 1, 2, 3, 4, 5, 6 1, 2, 3, 4, 5, 6 7
TRANSMUTATED METHODS - "RENT" GROUP:
International Operating Leasing[16] [17] 1 1A, 2
International Financial Leasing[18] [19] [20] [21] 1 1A, 2
International Management Contract [22] [23] 1 1A, 2
Damage on land Before Loading YES YES YES YES YES YES

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References

  1. Welch, L.S., Benito, G.R.G., Petersen, B.: Foreign Operation Methods: Analysis, Strategy, and Dynamics: Edward Elgar, London, 2007 - p.8
  2. Gillespie, K, Jeannet, J-P., Hennessey, H.D. Global Marketing - Houghton Mifflin Company, Boston, New York, 2007 - Ch.9.
  3. Keegan, W.J., Green, M.C. Global Marketing - Pearson Education, Boston, etc., 2013 - Ch.9.
  4. Cherenkov, V.I. Global Marketing Environment: Essays on Conceptualization and Generalization -
  5. Techakanonta, Terdudomthamb, K. Evolution of Inter-firm Technology Transfer and Technological Capability Formation of Local Parts Firms in the Thai Automobile Industry // Journal of Technology Innovation 12, 2 (2004) - http://www.google.ru/url?sa=t&rct=j&q=evolution%20of%20inter-firm%20technology%20transfer&source=web&cd=1&sqi=2&ved=0CEwQFjAA&url=http%3A%2F%2Fciteseerx.ist.psu.edu%2Fviewdoc%2Fdownload%3Fdoi%3D10.1.1.126.9583%26rep%3Drep1%26type%3Dpdf&ei=1lD6T-yRK4eE4gT6kuXgBg&usg=AFQjCNGQVl4IPoDghDfMfERh_tFRcuiHcw&cad=rjt - accessed 05/09/2012
  6. Basics of Licensing Booklet - Licensing Executives Society (U.S.A. and Canada), Inc. // http://lesusacanada.dev.vtcus.com/docs/default-document-library/basicsoflicensing.pdf?sfvrsn=0 - accessed: 05/09/2012
  7. Konigsberg,A.S. International Franchising - Juris Publishing, Inc, New York, USA, 1999 - http://www.lapointerosenstein.com/fichier/listelibrary/21/ako-franchising.pdf - accessed: 05/09/2012
  8. Engineering: Issues, Challenges, and Opportunities - UNESCO Publishing, Paris, 2010 - http://unesdoc.unesco.org/images/0018/001897/189753e.pdf - accessed: 05/09/2012
  9. Moran, T.H. Foreign Manufacturing Multinationals and the Transformation of the Chinese Economy: New Measurements, New Perspectives - Peterson Institute for International Economics, Working Papers Series, Washington, April 2011 - http://www.piie.com/publications/wp/wp11-11.pdf - accessed 05/09/2012
  10. ITC Contractual Joint Venture Model Agreements - International Trade Centre UNCTAD/WTO, Geneve, 2004 - http://www.jurisint.org/doc/orig/con/en/2004/2004jiconen2/2004jiconen2.pdf - accessed 05/09/2012
  11. Hunoldt, M. Factors Influencing International Equity Joint Venture Performance: A Meta-analytical Review - http://www.hendrix.edu/uploadedFiles/Departments_and_Programs/Business_and_Economics/AMAES/IJV_Meta-analysis_MAERS_20100915.pdf - accessed 05/09/2012
  12. Mahlendorf, M.D., Rehring, J., Schäffer, U., Wyszomirski, E. Influencing foreign subsidiary decisions through headquarter performance measurement systems // Management Decision, 2012, Volume 50 (4): 30 - http://www.deepdyve.com/lp/emerald-publishing/influencing-foreign-subsidiary-decisions-through-headquarter-LBDtTLLmiq - accessed 05/09/2012
  13. Starting a branch // Invest: Sweden, Published in January 2012 - http://www.investsweden.se/Global/Global/Downloads/Fact_Sheets/Starting-a-branch.pdf - accessed 05/09/2012
  14. Lendrum, T. The Strategic Partnering Handbook: The Practitioners' Guide to Partnerships and Alliances - The McGraw-Hill Companies, Sydney, etc., 2003
  15. Lendrum, T. The Strategic Partnering Pocketbook: Building Strategic Partnerships and Alliances - The McGraw-Hill Companies, Sydney, etc., 2009
  16. Lister, R. Classification and Treatment of Leases // QFINANCE - http://www.qfinance.com/contentFiles/QF02/g1xtn5q6/12/4/classification-and-treatment-of-leases.pdf - accessed 05/09/2012
  17. Hamilton, S. A practical guide to operating leasing - http://www.transeuroasset.com/info_downloads/directoroffinance.pdf - accessed 05/09/2012
  18. Faber, D., Schuijling, B. Financial Leasing and Its Unification by Unidroit // Electronic Journal of Comparative Law, vol. 14.3 (December 2010), http://www.ejcl.org - accessed 05/09/2012
  19. Unidroit Convention on International Financial Leasing (20 May 1988) - http://www.jus.uio.no/lm/unidroit.financial.leasing.convention.1988/portrait.pdf - accessed 05/09/2012
  20. Simon, A. Economic Aspects of Financial Leasing in Business Investments // Scientific Bulletin – Economic Sciences, Vol. 9 (15) - Finance - http://economic.upit.ro/repec/pdf/F1.pdf - accessed 05/09/2012
  21. Sposeep, S., Sedova, I. Leasing: A Potential Solution for SME Expansion and Rural Financial Sector Depending: A Study of Russia - microREPORT #46, United States Agency for International Development, March, 2006 - http://pdf.usaid.gov/pdf_docs/PNADF943.pdf - accessed 05/09/2012
  22. Welch, L.S., et al., op. cit. - Ch.5.
  23. Faber, D., Schuijling, B. Enhancing the Role of Tourism SMEs in Global Value Chain: A Preliminary Case Study of Korean Hotel Industries // Global Tourism Growth: A Challenge for SMEs, 2005 OECD & Korea Conference - http://www.suntransco.com/data/upload_file/File/Online%20Library/Supply%20Chain%20Intelligence%20Solutions.pdf - accessed 05/09/2012
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