经济学外文翻译-国际化经营(编辑修改稿)

经济学外文翻译-国际化经营(编辑修改稿)内容摘要：

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 market approach implies a high degree of decentralization. It may be the best strategy in situations where special local conditions require particular products, such as fertilizers and pesticides, where economies of largescale production are not important, and where the firm39。 s petitive advantage depends upon 4 capabilities other than advanced product design. In the case of an industrial product such as aluminum ingots, for example, the market characteristics such as product usage patterns, customer attitudes, and target customer groups may be quite similar for many countries, and the best strategy may be to focus on developing a more economical production process to bring a petitive cost advantage. In the market segment approach, the firm identifies segments of national markets that could profitably be given separate treatment across national boundaries. Small market segments in individual countries may be insufficient for any one country unit to justify development of an appropriate product or to make the necessary investment in market development. Worldwide or for a number of countries, however, such a segment may readily justify the expense. In the last analysis, developing a global strategy depends upon the way executives think about doing business around the world. The design and implementation of a global strategy require that managers in both headquarters and subsidiaries follow a worldwide approach which considers subsidiaries as neither satellites nor independent citystates but as parts of a whole, the focus of which is on worldwide as well as local objectives. And each part of the system makes its unique contribution with its unique petence. This approach, which has been popularized as egocentrism, involves collaboration between subsidiaries and headquarters to establish universal standards and permissible local variations on the basis of which key decisions are made. However, egocentrism requires a r。