【導(dǎo)讀】一股強大的力量推動世界走向融合的共性，這力量是科技。它無產(chǎn)階級人傳播、運輸和。它使偏僻的地方和現(xiàn)代性的誘惑貧困人民的渴望?？吹?，或通過新的技術(shù)經(jīng)驗的東西。本公司面向從規(guī)模巨大的經(jīng)濟利益在生產(chǎn)新的現(xiàn)實，分銷，營銷和管理。界市場價格降低這些好處，他們可以消滅那些仍然生活在緊抓世界是怎樣運作的競爭對手。就這樣，世界多國的商業(yè)已接近尾聲，也是如此的跨國公司。多國公司的運作在一個國家中的數(shù)目，并調(diào)。該公司經(jīng)營著全球堅決恒常，相對成本低，好。勵，以減輕和提高工作，提高生活水平，轉(zhuǎn)移和娛樂。即要求世界承認(rèn)并尊重他們的文化個。性相同的國家堅持批發(fā)轉(zhuǎn)移到現(xiàn)代商品，服務(wù)及技術(shù)。視機和瓦楞小屋，旁邊毆打大眾汽車，使水果和新鮮雞殺牲以Macumban精神的燭光。體管收音機，而喝可口可樂?？紤]可口可樂和百事可樂，這是全球標(biāo)準(zhǔn)化的產(chǎn)品銷往世界各地，由大家歡迎的案件。在其他大部分地方，嚴(yán)格控制混合保守黨舉行的全球滲透。

　　

【正文】 stopping the manufacturing process. These factories of the future could thus produce broad lines of customized products without sacrificing the scale economies that e from long production runs of standardized items. Computeraided design and manufacturing (CAD/CAM), bined with robotics, will create a new equipment and process technology (EPT) that will make small plants located close to their markets as efficient as large ones located distantly. Economies of scale will not dominate, but rather economies of scope the ability of either large or small plants to produce great varieties of relatively customized products at remarkably low that happens customers will have no need to abandon special preferences. I will not deny the power of these possibilities. But possibilities do not make probabilities. There is no conceivable way in wbich fiexible factory automation can achieve the scale economies of a modernized plant dedicated to mass production of standardized lines. The new digitalized EPTs are available to all. Manufacturers with minimal customization and narrow productline breadth will have costs far below those with more customization and wider lines. They believe preferences are fixed, not because they are but because of rigid habits of thinking about what actually is. Most executives in multinational corporations are thoughtlessly falsely presume that marketing means giving the customer what he says he wants rather than trying to understand exactly what he39。d like. So they persist with highcost, customized multinational products and practices instead of pressing hard and pressing properly for global standardization. I do not advocate the systematic disregard of local or national differences. But a pany39。s sensitivity to such differences does not require that it ignore the possibilities of doing things differently or better. There are, for example, enormous differences among Middle Eastern countries. Some are socialist, some monarchies, some take their legal heritage from the Napoleonic Code, some from the Ottoman Empire, and some from the British mon law。 except for Israel, all are influenced by Islam. Doing business means personalizing the business relationship in an obsessively intimate fashion. During the month of Ramadan, business discussions can start only after 10 o39。clock at night, when people are tired and full of food after a day of fasting. A pany must almost certainly have a local partner。 a local lawyer is required (as, say, in New York), and irrevocable letters of credit are essential. Yet, as CocaCola39。s Senior Vice President Sam Ayoub noted: Arabs are much more capable of making distinctions between cultural and religious purposes on the one hand and economic realities on the other than is generally assumed. Islam is patible with science and modern times. Barriers to globalization are not conflned to the Middle East. The free transfer of technology and data across the boundaries of the European Common Market countries is hampered by legal and financial impediments. And there is resistance to radio and television interference (pollution) among neighboring European countries. But the past is a good guide to the future. With persistence and appropriate means, barriers against superior technologies and economics have always fallen. There is no recorded exception where reasonable effort has been made to overe them. It is very much a matter of time and effort. A failure in global imagination Many panies have tried to standardize world practice by exporting domestic products and processes without acmodation or change and have failed miserably. Their deficiencies have been seized on as evidence of bovine stupidity in the face of the impossible. Advocates of global standardization see them as examples of failures in execution. In fact, poor execution is often an important cause. More important,however, is failure of nerve failure of imagination. Consider the case for the introduction of fully automatic home laundry equipment in Western Europe at a time when few homes even had semiautomatic machines. Hoover Ltd, whose parent pany was headquartered in North Canton, Ohio, had a prominent presence in Britain as a producer of vacuum cleaners and washing to insufficient demand in the home market and low exports to Europe, its large UK washing machine plant operated far below capacity. It needed to sell more semiautomatics or automatics. Because it had a proper marketing orientation. Hoover conducted consumer preference studies in Britain and each major continental country. The results portrayed in the Exhibit showed feature preferences clearly enough among several countries. The incremental unit variable costs of customizing to meet just a few of the national preferences were: stainless steel vs. enamel drum, $。front porthole window loading, $。 800 rpm spin speed, $。water heater, $。 6 kilo capacity, $ a total of $ per machine. Considerable plant investment was needed to meet other preferences. The lowest retail prices of leading locally produced brands in the various countries were: Sweden $375, France $319, West Germany $316, Britain $308 and Italy $159. Product customization in each country would have put Hoover in a poor petitive position on the basis of price, mostly due to the higher manufacturing costs incurred by short production runs for separate features. Because Common Market tariff reduction programs were then inplete. Hoover also paid tariff duties in each continental country.