國際貿(mào)易專業(yè)外文翻譯---國際化經(jīng)營-國際貿(mào)易(參考版)
2025-01-23 08:24本頁面
【正文】 orientation toward subsidiaries。s life because leadership coincided with achievement in the U. S. market. With its large population, highwage rates, high discretionary spending power, and high propensity to innovate, the US. market was for many years the leader in adoption and growth rates for many products. Conversely, firms outside the United States had more need to plan globally from the beginning of any product development. A U. K. firm introducing a technological advance was likely to find that U. S. demand grew more rapidly than U. K. demand. If U. K. demand was left to U. S. petitors, the sales and experience of U. S. petitors soon outpaced that of the U. K. firm. Now that U. S. wage rates and per capita GNP no longer have such a lead over Europe, perhaps, U. S. firms in their turn should be designing products against European markets that might lead the United States in adoption of those products. Absence of global thinking also shows up where firms have been left behind in the petitive race because they failed to tap the cheapest sources of supply. In still other cases, firms may have achieved global market share and cheapest supplies, but at the expense of their financial strength or flexibility relative to foreign petitors. Assisted by a fluctuation in demand or technological changes, smaller petitors have been able to overtake them. Since there are so many countries in the world, the multinational firm must establish priorities for selecting those markets against which it will make this strategic evaluation and choice of its business mission. It must decide whether strategic evaluation is carried out against one major single market, many single markets, or some segments of many markets. It must also decide how it is going to anize the responsibility for carrying through this strategic assessment. Will it be done by central headquarters, by multinational mittees, or by national units? In the major single market, or central market, approach, the firm selects its mission based on one national market and establishes a marketing mix, and later expands to other national markets. This approach reduces decision problems and can bring high profits because of the low marginal cost of geographic extensions. But which central market should the firm choose? Normally, the firm begins with its home market, but this may not be the best choice. Some Japanese and European firms have selected the highine, sophisticated U. S. market for selected product lines. The sizes of the U. S. market have both advantages and disadvantages. Many Europeans see the cost of munications and coordination efforts in such a large market as a deterrent to producing products first in the United States as part of their world product strategy. The multiple
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