第一章
1.1跨国公司：定义、范围与影响
Definition of Multinational Enterpri(MNE)跨国公司定义：
Having substantial,direct investment in foreign countries and actively managing and regarding tho operations as integral parts of the company,both strategically and organizationally.对外具有大量直接投资，并且对其进行积极的管理，从战略上和组织上都把国外的运营视为整体运营一部分的公司。
1.2动因：国际化的推动力和牵动力(The Motivations:Pushes and Pulls to Internationali)
硬件配置
1.传统动因(Traditional Motivations)
①Need to cure key supplies获得关键原材料的需要
②Market-eking开拓新市场
③Access low-cost factors 利用低成本要素
2.新兴动因(Emerging Motivations)
①Scale economies,ballooning R&D investment,and shortening product life cycles
规模经济，膨胀的研发投资，缩短产品生命周期
②Global scanning and learning capability全球的识别和学习能力
③Competitive positioning获得竞争地位
1.3国际化的方式：前提条件和进程The means of internationalization:prerequisites and process
绿色化学
①Prerequisites for internationalization 前提条件
②The Process of internationalization 进程
Market Knowledge Commitment Decisions
Market Commitment Current Activities
1.4意识化的进程：国际化到跨国化（The Evolving Mentality：International to Transnational)
国际化（International Mentality） 多元化（Multinational Mentality）
全球化（Global Mentality） 跨国化（Transnational Mentality ）
第三章
3.1全球竞争优势：目标和方法（worldwide competitive advantage:goals and means ）
1.目标：效率、灵活性、学习 （The Goals:Efficiency 、Flexibility、Learning）
①全球化效率Global Efficiency:
②多国化的灵活性Multinational Flexibility
③世界范围的学习 Worldwide Learning
1）全球化的效率Global Efficiency:
跨国公司—投入产出系统 MNE—input-output system
17任务吧 跨国公司的总体效率=产出价值/投入价值 Efficiency of MNE=value of output/value of input
P65 一体化与响应能力框架 The integration—Responsiveness Framework
干谒诗读音
全球一体化效益
Efficiency benefits
From global
高三教师评语 integration
国别响应的差异化效益
Differentiation benefits from national responsiveness
2）多国化的灵活性Multinational Flexibility：
四种重要的风险：Four important risks:
①宏观经济风险macroeconomic risks ②政治风险 political risks
③竞争风险 competitive risks ④资源风险 resource risks
3）世界范围的学习Worldwide Learning
2、方式： The Means:
①国家差异 National Differences
②规模经济 Scale Economies
③范围经济 Scope Economies
3.2多国的、国际的、全球的和跨国的经营战略
（Multinational、International、Global and Transnational Strategy）
1.①多国化战略 Multinational Strategy
②国际化战略 International Strategy
③全球化战略 Global Strategy
④跨国化战略 Transnational Strategy
1）多国化战略Multinational Strategy
①通过（响应）国家差异的方式实现多种战略国际
Primarily on one means (national differences)to achieve most of its strategic objectives.
②问题：缺乏效率、不能开发别国的知识和竞争力
Problems of inefficiencies and inability to exploit the knowledge and competencies of other national units
2）国际化战略International Strategy
①通过各种方式实现创造和开发世界范围的创新的战略目标
Focus on creating and exploiting innovations on a worldwide basis,using all the different means
②问题：缺乏效率和灵活性
Deficiencies of both efficiency and flexibility
3）全球化战略Global Strategy
countifs函数的使用方法及实例①通过各种方式实现全球化效率的战略目标平口螺丝刀
Focus on developing global efficiency by all the different means
②问题：缺乏灵活性和学习能力
Compromis of both flexibility and learning
4）跨国化战略Transnational Strategy
①通过开发每一种战略目标——方式的组合发展梯级的竞争优势，同时实现效率、灵活性和学习能力
Focusing on exploiting each and every goals——means combination to develop layers of competitive advantage by exploiting efficiency,flexibility,and learning simultaneously
②发展更为复杂和分化的资产和能力设置
Develop a more sophisticated and differentiated configuration of asts capabilities
3.3全球竞争优势：战略任务（worldwide competitive advantage：The strategic tasks）
①保护世界范围的优势 Defending worldwide dominance
②挑战全球领导者 Challenging the global leader
③保护国内市场 Protecting domestic niches
1）保护世界范围的优势Defending worldwide dominance
在保护现有竞争优势和建立新竞争优势中应遵循的两个原则：
Two fairly simple principles in balancing act of protecting existing advantages while building new ones required companies to follow:
①对保护和加强现有资产和能力要像对发展新资产和能力一样进行集中投入
Concentrate at least as much on defending and reinforcing their existing asts and capabilities as on developing new ones.
②寻求途径弥补自身不足或接近竞争对手的优势来源，而不是模仿对手的资产和能力的配置
Looked for ways to compensate for their deficiency or approximate a competitor's source of advantage,rather than trying to imitate ast structure or task configuration
2）挑战全球领导者Challenging the global leader
逐步建立竞争地位：Step—by—step approach to building competitive position:
