国际商务英⽂-吉利收购沃尔沃
Exam Questions (50% each)
1)Gili, a Chine car maker, is spending a very large amount of money buying another foreign car producer. According to the theories in this cour, do you think this is a good deal?
送老师的八种礼品Take Chine Geely clo to Volvo acquisition for example, I don't believe it's in the best interest for Chine carmakers.Chine carmaker Geely is said to be in the final spurt to acquire Sweden -bad Volvo Cars from Ford-but analysts are already criticizing the deal.
1.Mergers and acquisitions (abbreviated M&A) is an aspect of corporate strategy, corporate finance and management dealing with the buying, lling, dividing and combining of different companies and similar entities that can help an enterpri grow rapidly in its ctor or location of origin, or a new field or new location, without creating a subsidiary, other child entity or using a joint venture. The distinction between a "merger" and an "acquisition" has become increasingly blurred in various respects (particularly in terms of the ultimate economic outcome), although it has not completely disappeared in all situations.
Firstly, the acquisition extend the transaction cost.In economics and related disciplines, a transaction cost is a cost incurred in making an economics exchange or the cost of participating in a market.
A number of kinds of transaction cost have come to be known by particular names:
胸胁胀痛Search and information costs are costs such as tho incurred in determining that the required good is available on the market, which has the lowest price, etc. For ?Bargaining costs are the costs required to come to an acceptable agreement with the other party to the transaction, drawing up an appropriate contract and so on. In game theory this is analyzed for instance in the game of chicken. On ast markets and in market microstructure, the transaction cost is some function of the distance between the bid and ask.
Policing and enforcement costs are the costs of making sure the other party sticks to the terms of the contract, and taking appropriate action if this turns out not to be the ca.
雪绒花音乐之声2.Ast specificity is a term related to the inter-party relationships of a transaction. It is usually defined as the extent to which the investments made to support a particular transaction have a higher value to that transaction than they would have if they were redeployed for any other purpo. Ast specificity has been extensively studied in a variety of management and economics areas suc
h as marketing, accounting, organizational behavior and management information systems.
Multidimensionality
Scholars have acknowledged the multidimensional property of ast specificity. For example, Williamson (1983) identified four dimensions of ast specificity:
Site specificity, e.g. a natural resource available at a certain location and movable only at great cost;
Physical ast specificity, e.g. a specialized machine tool or complex computer system designed for a single purpo;
Human ast specificity, i.e., highly specialized human skills, arising in a learning by doing fashion; and
Dedicated asts, i.e. a discrete investment in a plant that cannot readily be put to work for other purpos.
Malone et al. (1987) made an important addition to the above list:
Time specificity, an ast is time specific if its value is highly dependent on its reaching the ur within a specified, relatively limited period of time.
Joskow (1988) pointed out that the different categories point to esntially the same phenomenon, but that it is instructive in empirical analys to treat each category distinctly. Joskow's ries of papers have looked at contract structuring in order to examine how contracts mitigate transaction costs inherent in a market bad relationship Zaheer and Venkatraman (1994) acknowledge four ast specificity dimensions: site, human, physical, and dedicated asts. In addition, they define two dimensions of ast specificity in their study: human ast specificity and the newly-developed "procedural ast specificity", where
Human ast specificity deals with the degree to which skills, knowledge and experience of the agency's personnel are specific to the business process.
Procedural ast specificity incorporates notions of human ast specificity and refers to the degree that an agency's workflows and process are customized to
exploit the other party's capabilities.
Most theoretical work focus on the relationships between ast specificity and sunk cost effects, transaction costs, vertical integration, and uncertainties.
硬盘结构
音程/doc/85725bdc6f1aff00bed51e62.html pare with outsourcing
Outsourcing is the process of contracting an existing business process which an organization previously performed internally to an independent organization, where the process is purchad as a rvice. Though this practice of purchasing a business function - instead of providing it internally - is a common feature of any modern economy, the term outsourcing became popular in America near the turn of the 21st century. An outsourcing deal may also involve transfer of the employees involved to the outsourcing business partner.
Although the definition of outsourcing includes both foreign or domestic contracting, the term is sometimes ud exclusively referring to the former. The more clear term for this is offshoring, which is described as “a company taking a function out of their business and relocating it to another country,” whether the external country is physically offshore or not.
The opposite of outsourcing is called insourcing, and is sometimes accomplished via vertical integration.
The most common reasons why companies decide to outsource include cost reduction and cost savings, the ability to focus its core business, access to more knowledge, talent and experience, and incread profits.
Many companies decide to outsource becau it cut costs such as labor costs, regulatory costs, and training costs. Foreign countries tend to have workers who will complete the
same amount of work as in the United States, but for less than half the salary that an American employee will make . This motivates companies to outsource overas to find foreign workers who are willing to work for the lower wages. The company can spend up to half the usual cost to train the workers to become experts in a different country . Lower regulatory costs are an addition to companies saving money when outsourcing. Comparing the costs to employing a worker in the United States to a worker in China, it is noticed that an employer in the U.S. has to pay higher taxes (social curity, Medicare, safety protection (OSHA regulations) and also FICA (taxes)).
Companies are able to focus their money and resources more towards improving the core aspects of its business when outsourced. For example an insurance company may outsource its landscaping functions to a rvice provider that specializes in landscaping since it is irrelevant to the core operati
ons of insurance. The landscaping is performed by an expert outsourced organization and the insurance company can focus on doing what it specializes in. This allows the outsourcing company to build onto its core functions that keep the business running smoothly. Another example is that companies and public entities such as a public school district that outsources functions, such as their payroll offices to companies like ADP or Ceridian, which specialize in payroll functions.
In the ca of outsourcing, firms may find that workers in other countries can provide better customer support than their domestic counterparts. For example, an online coffee shop owner who moved his calling center to the Philippines found that his customers received better customer support from workers in this country.
席字组词Revenue and profit plays a large role in the reason for a company outsourcing. Since the costs are cheaper in different countries for a corporation to run it, as well as to train the employees, this saves the company a large sum of money. More profit comes in when the vendors are able to purcha products at a less expensive rate and continue to ll them at a reasonable price for consumers. The prices are reduced for rvices as well as products when purchad at a cheaper price.
Risks
When companies offshore rvices, even though it may not be the core parts of the business, tho jobs leave the home country for foreign countries. . Outsourcing may increa the risk of leakage, reduce confidentiality, as well as introduce additional privacy and curity concerns.
Advantages
Companies are able to provide rvices and products to consumers at a cheaper price while still having a large margin for profit. This profit margin benefits both the company as well as the consumer. The cheaper prices lead to an increa a company’s economy. Although losing jobs hurts the economy becau more citizens become unemployed, the cheaper prices allows customers to purcha more products and rvices which helps to rebuild an economy[国际洗手日
2)As CEO of large Chine firm, you are developing a strategy to establish branches in all major overa markets. Now the
issue is how to lect an appropriate cultural management orientation for your international ventures. Plea show us how you will make the lection by providing a detailed discussion with consideration of all the significant factors.
Culture management orientation can be defined as the general philosophy or approach taken by top management of the MNC in the design of its overall international management strategy, including tho to be adopted in all overas affiliates. There are three CM orientations, adaptive, exportive, and integrative ones.
1.Adaptive CM orientation is one in which top management tries to create management systems for affiliates that reflect the local environment (low internal consistency with the
rest of the firm and high external consistency with the local environment). With this orientation, there is almost no transfer of management philosophy,polices or practices either from the parent firm to its overas affiliates or between overas affiliates.
2.Exportive CM orientation is one in which top management prefers a wholesales transfer of the parent firm's management system to its overas affiliates(high internal consistency and low external consistency ), replicating in its overas affiliates the management policies and practices ud by the MNCs in its home country.
3.Integrative CM orientation is one in which top management takes "the best "of the above orientations and u them throughout the organization in the creation of the worldwide system (high i
nternal consistency and moderate external consistency). It reprents a global integration with an allowance for some local differentiation and transfer of good management knowledge from other affiliates.
语文好词好句
1.Ethnocentric: A national philosophy of management whereby the values and interests of the parent company guide strategic decisions.
2.Polycentric: A philosophy of management whereby strategic decisions are tailored to suit the cultures of host countries.
3.Regiocentric: A philosophy of management whereby the company tries to blend its own interests with tho of its subsidiaries on a regional basis.
4.Geocentric: A philosophy of management whereby the company tries to integrate a global systems approach to decision making.
5.Parochialism: The tendency to view the world through one's eyes and perspective.
6.Simplification: The process of exhibiting the same orientation toward different cultural groups.
