中国企业品牌国际化外文文献译文
外文翻译--中小型企业国际化：以知识为基础的模型
本科毕业论文外文翻译外文题目：Small- and medium-sized enterprise internationalization: Towards the knowledge-based model出处：Springer Science+Business Media, LLC 2010作者：Kais Mejri & Katsuhiro Umemoto译文：中小型企业国际化：以知识为基础的模型摘要有关企业国际化的研究已经发展了近50年，产生了一系列的理论和模型。
虽然每一个理论和模型都能使我们理解国际化的某一个部分，但是仍需要一个综合的方法为我们提供一个全面的了解。
所谓以知识为基础的模型的提出是借鉴了目前已有的交易成本理论，社会资本理论和知识管理模式。
本文回顾了先前的研究，并建立了一个更综合的以知识为基础的中小型企业国际化模式。
该模型包括“知识因素”，这是我们从国际化的文献中所确定的。
这些措施包括市场知识和由网络知识，文化知识，创业知识组成的经验知识，对每一种知识的利用会在国际化过程中的不同阶段被提出。
该模型是更深的理解知识在中小企业国际化中将扮演重要角色的一个阶段。
关键词：国际化，中小企业，以知识为基础的模型，市场，网络，经验，文化，机会识别引言学者们已经从各种角度研究了中小型企业的国际化问题。
许多理论和模型已被提出，来解释这些公司的国际化参与程度的状况，包括：经济理论，过程或阶段模型，创新相关模型（I型），出口前和出口启动模式，网络理论和国际创业理论。
每一个理论和模型都为研究国际化方面提供了线索并给我们提供了一些有见地的结论。
然而，在这个领域的一些早期研究都具有一定的局限性，许多研究的焦点都集中在了国际化的某个方面，而忽视了其他方面的因素。
这导致只阐明了某些方面的问题，而国际化的全貌仍需要加以说明。
事实上，一些关于企业国际化研究的综述回顾已经提出了一个全面的方法（Coviello&McAuley 1999，Leonidou&Katsikeas 1996，Ruzzier etal 2006）来解释如国际化这样的复杂现象。
英文文献和翻译品牌战略
外文翻译：品牌战略原文来源：Aaker, David A.; Erich Joachimsthaler (2000). Brand Leadership. New York: The Free Press. pp. 1–6. ISBN 0-684-83924-5.译文正文：品牌管理是营销技术应用到具体产品，产品线或品牌。
它旨在提高产品的认知价值给客户，从而提升品牌特许经营与品牌资产。
营销人员认为这是一个隐含的承诺，一个品牌，人们的生活质量水平来从一个品牌预期将继续与购买相同产品的未来。
这可能会增加决策与竞争产品相比更有利的销售。
它也可能使制造商收取更多的产品。
品牌的价值是取决于它的利润总额为制造商产生。
这可能导致从增加的销售与价格上涨的组合，或降低销售成本（销货成本），或更有效的营销投资。
这些增强功能全部可以提高一个品牌的盈利能力，因此，“品牌经理”往往携带一个品牌的P与L（损益线管理责任制）的盈利能力，相比之下，市场营销人员经理的角色，这是分配给上述预算，管理与执行。
在这方面，品牌管理通常是在组织视为一个单独比市场更广泛与更战略性的作用。
由《Interbrand》与《Business Week》公布的每年最具价值的品牌名单中可以发现，公司的市场价值通常是由品牌决定。
麦肯锡公司是一家全球性咨询公司，在2000年的研究表明，相对股东比较弱的品牌，实力雄厚则品牌产生更高的回报。
两者合计，这意味着，品牌严重影响股东价值，最终品牌的首席执行官需要对其负责任。
管理学科的品牌开始了在宝洁公司的PLC作为一个由Neil 阁下麦克尔罗伊著名的备忘录的结果。
品牌管理原则一个好的品牌名称应：·受商标法保护。
·朗朗上口。
·容易被记住。
·容易被识别。
·在该品牌可以使用的范围内很容易被翻译成当地语言·吸引眼球。
·引出产品的优点（如：易关）·提升公司或产品形象。
品牌营销策略外文翻译文献
品牌营销策略外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Brand Strategy ResearchKapferer,J.HEconomic globalization,how to adapt to international trends,establish,a strong brand and enhance our competitiveness,have become pressing issues facing enterprises.Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role.Enterise needs to sue a variety of means ofcompetition to increase brand awarenss, improve brand positioning, an create a good brand image.First, Japanese brands across the board defeat.November 22,2006 morning, NEC announced that it would withdraw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market, today any different from ten years ago,I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker lacunch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance.Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation ? To make the internanational route and whether the enterprise of“Japanese Company”to the lessons learned behind?Second, the brand strategy implementation in China the Current Situation Many old famous“flash in the pen”Chinese and foreign enterprises in the Chinese market the brand war;just grow up to be a great impact on national brands. The last century, a little-know 80’s brand ,not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited.Here atypical case, the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon,the subsequent deline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up,China’s socialist econonomic construction has made remarkable achievements. From a planned economy to market economy era Chiness companies, brand management has grown out of nothing.Information,local governments at all levels of emphasis on brand-name,organization promoting the efforts,policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous erterprises incentives to 100 million,on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2009 year to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening.National enterprises in the CES,we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES,including manufacturers,media and spectators,in the exhibition hall,there are 327 exhibitors.Haier is the world’s most authoritative consumer electronics industry media “TWICE”named for the Chinese consumer electr onics brand.3.The status of foreign brands in most sectors is still difficult to shake However,we should also see the face of numerous products on the market,allows consumers blurted out genuinely few domestic brands.With the opening up further,to a number of big companies have to squeeze into the Chinese market,Chinese market,a time filled with“sony”,“Coca-Cola”，“rejoice”，“Benz”and various other internantional brands,many of these names foreign brands violently hitting the national brand in China.Although the appliance industry ,led by haier brand,“Konka”，“Changhong”，“TCL”and other domestic brands have developed well,but with the “Sony”,“Panasonic”“Samsung”and other brands,they are still there competitive disadvangtage;in the IT industry,“Lenovo”，“Founder”，“Great Wall”and other countries compared to ,brand awareness is still insufficient;in Consumer Goodsmarket,“P＆G”，“Oliver”，“Henkel”，and other international companies have formed the three pillars.Third,the brand strategy implementation in China Problems and Errors. Currently,Chinese brands have a huge international marker opportunity and space for international brands has been inevitable,but there are also brand building is not unsatisfactory.Our Enterprise Brand Building Problems：Factors from the point of micro-enterprises themselves:there is a lace of technology development,brand competitiveness is not strong;brand personality,lack of innovation and development capacity;small-scale production and management,brand development lack of overall planning;ability of weak erports and internantional operations,Brand awareness is not strong;brand positioning is not clear,there is a large range of factors such as blindness.Speaking from the macro social factors:social mechanisms need to be improved,policies and regulations support the neeed to further strengthen the country’s industrial policy,export-oriented policies for different sectors play different role in the country’s industrial policy,export-oriented policies for different sectors play different role in the promotion and limitation,the financial environment for business investment capacity and market expansion ability and the important influence.The establishment of market system in China has for many years,despite a significant improvement but still not perfect,ther still has not really adapt to the market economy,consumer psychology has not yet fully mature.2.The current situation of global economic integration, the error of the brand strategy implementation(1)Ignore the brand investment,profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationof the internantional market. it is no exaggeration to say that now,the brand has achieved global strategic objectives of transnational corporationssharp weapon,is an important means to achieve capital expansion.Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point,attempt to create a brand in a short time,but ignored the long-term planning and strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic,enterprise strategy and the overall development of an important component of competitive strategy.The implementation of brand strategy is to rely on their overall quality and overall image enhancement,the need for scientific management idea and superb operational skills,but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development ,practical work in the emergence of many such errors:If that job is to create a brand to take a good brand is drawing a satisfactory visual signs only;Advertising is the only way to cuoltivate well-known brands,in addition to adbertising in the media ,big,the other no attention;scale enterprise product once formed,well-known brands on the naturally established;well-known brand is equivalert to high price,to be unrealistically improve the product price.Some companies even to furthrer in the brand Wrong Operation not hesitate to give up their own brand business,with foreign companies,brands,or to sell its own brand low-cost transfer,such as our persent more than 20 million“three capital”enterprises,there 90% of the joint venture using the foreign brands;clean silver toothpaste fctory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands,is one such outstanding erample of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand,product and intellectual property rights,national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors,beyond,the brand is insurmountable,real and lasting competitive advantage comes from innovation,in order to “change”shouldbe “status quo”Brand is the concentrated expression of the core competitiveness.The market isconstrantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements,do not attach importance to innovation,leading to a lot of brand-name“dismount”the major reason.Coca-Cola’s former chiefmarketing officer Sergio Zyman,“the brand is only the company logo products and services are different from competitors,is the most effective weapon to open up the market,excellent brand can make your product stand out.”Products physical properties,quantity,price,quality,service is very easy to make your product stand out.” Products physical properties, quantitiy, price, quality,service is very easy to imitate competitors, Er brands, along with the product itself,also includes an attatched product to cultural background, emotional, consumer cognition invisible things,so that enterprises Yong Yuan Li in the competition undefeated.Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness.Brand is the difference deciding the fateof the brand has a direct impact on consumer awareness.Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a cor porate restructuring and reallocation of resources an important mechanism.In addition,enterprises should learn from successful exiperiences abroad to enhance their design and development capability.Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness; We must work hard in the value of differentiation has been directly determined to achieve the final product sales,personal services are indispensable!2.To strengthen marketing,improve brand awareness,brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy.By choosing the right marketing approach can be effectively used to brand a household name brand,expand market share.Brand strategy is not an isolate task,but the overall development strategy and business are closely related.A successful brand names more than just a brand its own thing,related to business management of all major strategicdecision,these major strategic decision,these major strategic decisions were consciously carried out around to expand.翻译：企业品牌战略研究卡普费雷尔，J.H在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
英文品牌走向国际化作文
英文品牌走向国际化作文1. Going international is the next big step for any brand. It's like spreading your wings and venturing into new territories. You have to be bold and fearless, ready to face new challenges and embrace cultural diversity. It's a thrilling journey that requires adaptability and a deep understanding of the global market.2. When a brand goes international, it has the opportunity to reach a wider audience and tap into new markets. It's like opening doors to endless possibilities. Suddenly, your brand is no longer confined to a specific region or country. It becomes a global player, competing with other big names in the industry. It's a chance to make a mark on the world stage and leave a lasting impression.3. However, going international also comes with itsfair share of risks. Cultural differences, language barriers, and varying consumer preferences can pose challenges for a brand. It's like stepping into unknownterritory, where you have to navigate through unfamiliar waters. But with the right strategies and a willingness to learn and adapt, these challenges can be overcome, and the rewards can be immense.4. One of the key aspects of going international is understanding the local market. It's not enough to simply translate your marketing materials and expect success. You have to delve deep into the culture, understand the values and beliefs of the target audience, and tailor your brand message accordingly. It's like speaking their language, both literally and figuratively, to establish a genuine connection.5. Another important factor in international branding is maintaining consistency while embracing diversity. Your brand should have a strong identity that resonates across different cultures, but at the same time, it should be flexible enough to adapt to local preferences. It's like finding a balance between staying true to your brand DNA and embracing the uniqueness of each market.6. Going international also means facing increased competition. You're no longer competing with just local players, but with global giants as well. It's like entering a battlefield where only the strongest survive. To stand out, you have to offer something unique, something that sets you apart from the rest. It's like carving your own niche in a crowded marketplace and creating a loyal customer base.7. In conclusion, going international is a thrilling and challenging journey for any brand. It's an opportunity to reach new heights and leave a lasting impact on the global stage. But it requires adaptability, cultural understanding, and a willingness to embrace diversity. It's like embarking on an adventure, where every step brings new experiences and opportunities for growth. So, if you're ready to take your brand to the next level, it's time to go international.。
汽车外文翻译 外文文献 英文文献 中国汽车工业及其全球化
中国汽车工业及其全球化（节译）摘要：由于改革开放政策的实行，中国汽车行业的实现了飞速的发展，特别是在20世纪90年代初期。
中国政府一直鼓励国内和合资公司通过引进日本和欧美的汽车及其零部件制造商的直接投资，来向中国内部扩张。
中国的目标是在2020年成为全球车业举足轻重的角色。
本文旨在分析中国的汽车工业目前存在的优势和弱点，并且讨论如果中国汽车行业如果要实现全球化，什么将是它所需要的。
本文将侧重点放在“与合资企业相关的政府政策”，“市场拓展”，“如何解决规模和范围问题”以及“需要解决的质量问题”这些点上----如果中国车企想与西方国家更先进的汽车企业一争高下的话。
最后，中国汽车企业在发达经济体市场参与中是难还是易？本文将对此进行探讨评估。
出口潜力分析结论：很显然，中国的国内汽车生产商不足以对世界上先进的汽车厂商形成的严峻挑战。
最近关于安全性和废气排放测试的实验中，给中国的汽车制造商之间带来了更严峻的气氛，但这不应该是西方汽车厂家得意的理由。
中国将借鉴他们的经验，很可能在未来几年内，将缩小在设计和技术方面与西方的差距。
当中国汽车开始进入西方市场，甚至像奇瑞这种在中国享有良好的声誉的汽车公司将大力跟进，它将采取低价策略进入欧美市场，估计比美国或欧洲等值商品低30％。
此外，中国企业将要面对经销商建立的巨额成本，而在美国，将需要至少250个经销网点，其初始建设成本可能削弱其企业竞争力。
全文结论：从上述很明显，中国汽车品牌在全球汽车领域走向强大的道路上有它极其强大的力量，并且这已经不是它走得是否好的问题了，而是中国本土汽车制造商什么时候能够有足够的准备，试图渗透进先进的并且已经饱和的西方和日本汽车市场。
然而，有充分的证据表明，在大约五到十年间这将不难看到。
而且它发生的时候，中国的汽车制造商将按照以前日本和韩国走过的道路，以比日韩更快的速度扩张。
在中国进入欧美日韩汽车市场之前，中国需要处理其自主汽车行业所面临的严重问题。
毕业论文外文翻译--企业品牌的声誉和品牌危机管理文献翻译-中英文对照翻译
中文4030字标题：Corporate brand reputation and brand crisis management原文：For some years, the what, why, and how of recognising and addressing brand crisis – particularly corporate/organisational brand crisis –has occupied my research attention (note to reader: “corporate”and “organisational” are used interchangeably). Numerous corporate and non-profit entities have provided public clinical experiences of confronting serious reputational crises. Examples over recent decades include Exxon (the Valdez oil spill incident), Union Carbide (the Bhopal explosion), Perrier (benzene traces), Tylenol (deaths from tainted pills), the US Catholic Church (priest sex abuse), Martha Stewart OmniMedia (executive misbehaviour), Arthur Andersen (accounting scandals), the International Olympic Committee (bribery issues), and many others. All faced threats to their brands from deterioration in consumer and business customer approval and from decline in public trust.While some were more product brand-rooted (e.g. Tylenol), all found their corporate brand affected, and efforts to rescue the brand were undertaken at the corporate level (e.g. Johnson and Johnson for Tylenol, marketed by J&J's McNeil Laboratories Unit). Thus these incidents provide a rich source of insight into the corporate brand. They illustrate a key dimension of corporate-level marketing.“Can we as an institution, have meaningful, positive and profitable bilateral on-going relationships with customers and other stakeholder groups and communities?”. That was a central question of an organisation's corporate-level marketing orientation posed by John Balmer and myself in our treatment of an integrated approach to marketing at the institutional level (Balmer and Greyser, 2006).We held (among other points) that corporate marketing is indeed a boardroom and CEO concern. In reflecting on corporate identity and reputation in times of brand crisis, one recognises the importance of corporate-wide orientation and the responsibility of the CEO and company-wide managers.Sources of reputational troubleLet me offer an anatomy of the kinds of reasons brands can be in reputational crisis, how to know that the situation is serious, and whatsteps companies can try to take to prevent or if necessary to overcome such crises.Reputational troubles can come in many forms, from a wide variety of causes and from many publics. Some have been sudden, such as when seven people died in a single day from tainted Tylenol capsules, when traces of benzene were found in bottles of Perrier and when an explosion in a Union Carbide facility in India killed many hundreds of people. Others were the result of problems that festered over longer periods, such as the priest sex abuse scandal affecting many Catholic archdioceses in the US, the accounting scandal that eventually ruined the once-respectable accounting firm of Arthur Andersen, or the bribery scandal over selection of host cities that tarnished the reputation of the International Olympic Committee. Some of the protest or concern comes from advocacy groups with a cause, some from disaffected consumers/customers, some from governmental/regulatory entities, and some from the general public.Organisations must recognise the “what” of the issue generating the reputational threats, as well as “who” the involved public(s) is/are.Here is a categorisation of different causes of corporate brand crises, with some examples and some brief explanations:1. Product failure – Tylenol, Perrier, Firestone (tires implicated as the cause of many deaths in car accidents), the Chernobyl nuclear plant disaster, Intel's Pentium chip (flawed calculations), Peanut Corp. of America (salmonella).2. Social responsibility gap –Nike (non-US labour and questionable working conditions).3. Corporate misbehaviour –Arthur Andersen, Enron, Exxon (oil spill in Alaska), Merck (alleged suppression of early clinical drug trials of Vioxx), Siemens (corporate corruption in multinational fraud and bribery), Hewlett-Packard (Chairman indicted for spying on board members via questionable investigative means), IOC/SLOC (scandals regarding bid cities).4. Executive misbehaviour –Martha Stewart, Dennis Kozlowski (Tyco).5. Poor business results –Polaroid (failure to adapt technologically), Circuit City (giant retailer which let go many of its most knowledgeable store staff), and many others particularly in 2008.6. Spokesperson misbehaviour and controversy –Kobe Bryant (star NBA athlete and endorser of brands who was accused of rape).7. Death of symbol of company – Wendy's (fast food chain) founder and TV spokesperson Dave Thomas, the “face of the brand”.8. Loss of public support – Louis XVI of France (guillotined and monarchy fell), Edward VIII of England (forced to abdicate the British throne); both lost their ability to be seen by their people as “a symbol of nationhood,” central to the “monarchic corporate brand” (Balmer et al., 2006).9. Controversial ownership –Venezuela and CITGO in the USA (vigorously anti-US Venezuelan president).Assessing the seriousness of the situationWhat made some of these crises life-threatening to the organisations involved was that they affected what I term “the essence of the brand”, i.e. the distinctive attribute/characteristic most closely associated with the brand's meaning and success. When this occurs a company's marketplace position and its brand meaning are seriously challenged. If the essence of the brand is not central to the situation, the problem is more likely to be overcome, albeit still troublesome.Here are four key areas, with some brief comments, that organisations should examine to analyze an emerging (or emerged) issue that may threaten its brand's reputation:1. The brand elements:o Brand's marketplace situation, e.g. market share or corporate favourability (prior to crisis). The weaker the situation, the more dangerous the problem.o Brand strengths/weaknesses. The more differentiated (vs other entities),the better it is for the affected company, unless a key differentiation is the subject at issue (see “integrity of athletic competition” below).o Essence of the brand's meaning (see examples below).2. The crisis situation:o Seriousness of situation at outset. If the problem prospectively affects many consumers or some severely, e.g. salmonella in food leading to deaths, the seriousness is higher.o Its threat to brand's position/meaning (see text examples in “consequences” below).3. Company initiatives:o Impact on brand and problem situation of company behaviour/actions, especially communications; this can be examined at the planning stage as “likely” impact.4. Results (after initiatives and/or passage of time):o Effectiveness of initiatives in terms of recovery/relaunch, restoring brand meaning, and favourability or market share. Action in brand reputational crises What can and should companies/organisations do when threatened by brand crises? Where does communications fit in? My principal recommendation relates to situations of “bad news about the company and the news is really true”.In the face of crisis, especially when it is rooted in a problem that is or will become visible, I believe an organisation should admit the truth, even if embarrassing. Also, it should forthrightly try to address the problem, even if it involves changing corporate behaviour. And it should support the initiative with credible communications. These are the best (but still bumpy) roads to possible brand rehabilitation or rescue.. Communications alone cannot do the job Substance –i.e. behaviour –is central (e.g. the quick recall of Tylenol from distribution) to an effective defensive program. An allied communications effort can be important and helpful. However, the message must avoid serving as a “remindercampaign”, especially if the underlying problem/allegation is not widely known by relevant publics.Credible communications were an issue for Wal-mart in its early 2005 corporate communications campaign “Wal-Mart is working for everyone”. The message was a response to critics of its wages and benefits for its workers and its impacts on the communities where its stores are located. Some observers (including myself) raised the question of how this message could be effective when the company was being widely criticised (with extensive media coverage) for reportedly closing a store where employees were trying to organise a union and when the company was being sued (again with substantial media coverage) for discrimination against womenemployees. In my view the company effort at communications and this specific message/theme were not likely to be effective.Sometimes even any communications can be questionable. CITGO found itself in a reputational brouhaha in the US in late 2006 when Venezuela's president attacked President Bush at the UN (CITGO's parent is a Venezuelan petroleum company). A major retail gas station operator ended its relationship with CITGO as a supplier, allegedly connected to the widely publicized political attack. Although only a modest proportion of Americans were said to know of the ownership linkage, CITGO decided to undertake a communications campaign, “CITGO sets the record straight”, emphasizing the company's corporate good citizenship and role as a major US employer. Soon thereafter the company returned to its ongoing image-building campaign. Some experts agreed with the effort; some thought the response communications should have continued, and some said non-advertising communications should have been used. However, others argued that the campaign fueled more public awareness of the underlying problem, and should not have been undertaken (New York Times, November 1, 2006). The situation subsequently settled down as Americans looked at gasoline as a product, rather than at its ownership.As I have suggested, forthright corporate action often is the most sensible route. Merck, the third-largest US pharmaceutical manufacturer, suffered an attack on its reputation because of its actions regarding Vioxx, a pain medication. It was revealedthat several years before the company withdrew Vioxx (2004), its internal documents raised questions about risks of strokes and heart attacks associated with the drug. Obviously this was a serious situation for the company's reputation especially since the company was defending thousands of lawsuits over injuries and deaths, claimed by patients or surviving family members to be attributable to the drug. Three years after the withdrawal, having won many but having lost some of the cases, Merck made a $4.85 billion settlement on some 45,000 cases (Boston Globe, November 9, 2007) Merck's action was expensive, but allowed the firm to move on without a huge residual financial cloud. Merck's behaviour helped address a serious threat.An unusual corporate action in the face of criticism was taken by the major accounting firm KPMG in 2005. Under attack by the US Government for the creation and sale of tax shelters claimed to have cost the Treasury billions of tax dollars, KPMG admitted “unlawful conduct.” What was said to lie behind the move was the company's fear of criminal indictment, which in the case of Arthur Andersen had been a major step leading to its demise (New York Times, 2005).If the organisation truly believes that bad news about it is false, there is an opportunity to correct the misimpression. However, the communications (e.g. corporate statements) must be supported by evidence and have a clear ring of credibility. When Audi was confronted with “sudden unintended acceleration”problems, its initial responses attributed the blame to driver error. This became a matter of considerable public debate, well covered by media. Later, despite considerable internal engineering investigation, Audi was generally considered never able to pinpoint the actual cause of the problem. It took new engineering (e.g. automatic gearshift locks now widely employed in the industry) and the passage of several years of much lower sales for the brand (whose name is on all models) to mount a comeback.Two other situations exist beyond “the bad news is true” and “the bad news is clearly false”, namely “the good news is true” and “the good news is actually false”. My advice in the first situation is to feel good and work hard to maintain whatever actions have yielded what relevant publics consider good news. Communications canbe helpful to the corporate cause if the information is supported by external credible research, such as “voted best company to work for”. This of course puts the onus on an organisation to maintain the distinction. In the second case (“good news is actually false”), a corporation needs to fix the reality quickly (especially if on a relevant reputational dimension such as a safety issue) and hope it can keep a low profile until the situation is remedied.As part of an organisational planning exercise, one might ask these questions about the organisation's brand:1. What do you think is the essence of your corporate brand's meaning to consumers, to the trade, to other key stakeholders?2. What could cause your brand to undergo a brand crisis?3. How seriously would this affect the brand's reputation? How? Why?Lessons learnedFrom my experiences and study of many crisis situations, let me offer four lessons in very abbreviated form:1. Let us start with a look in the mirror. Understand your organisation's identity as others see it –not what the company says it wants to be. The latter is important, but perceptions are central. Know the brand's meaning to key stakeholders, and what could threaten its core. And monitor public approval and support of the company under differentscenarios of trouble –, e.g. a strike, an environmental problem, etc. In short, understand the organisation's brand essence and what could seriously threaten it.2. Potential reputational problems are legion. They come in many forms, and from many publics (stakeholders). But not all affect the essence of the brand. In all instances, the organisation must understand what and whom it is defending against.3. In the event of brand reputational crisis, focus on forthrightness in communications, and on truly substantive credible responses in behaviour. These are the most likely avenues to rescue a brand in crisis. They may restore trust, although that is not guaranteed. The most important actions in areputational crisis, however, can be the ones taken over time to build a “reputational reservoir”, a strong foundation for the corporate reputation. In some crises, a company can draw down on that reservoir.4. Remember that because a corporate brand is as wide as the organisation, the CEO is the ultimate guardian of the corporation's reputation.出处：Stephen A. Greyser. Corporate brand reputation and brand crisis management[J] Management Decision .2009.47(4), PP. 590-602标题：企业品牌的声誉和品牌危机管理译文：这些年来，什么是品牌危机以及如何认识和处理品牌危机，特别是企业或组织的品牌危机，是我研究的重点。
毕业设计-企业跨国并购论文中英文资料外文翻译文献
企业跨国并购论文中英文资料外文翻译文献译文：中国企业跨国并购绩效的决定因素摘要：采用了独特的数据上设置的跨境合并和收购活动在中国的证券交易所上市的公众公司，我们收购前的性能和国有股比例对收购公司的表现产生积极的影响。
关键词：跨国兼并和收购，中国企业，国际化1.介绍在过去的30年里，中国经历了快速的经济增长。
在此期间，大量的中国企业已经成长起来和具备竞争力，有一些甚至已经涉足海外投资，以寻找新的增长来源。
国际化扩张的方式之一就是收购现有企业，在国外，所谓的跨国兼并和收购（M ＆A）。
虽然这个数字是低，规模小的，但最近比过去的趋势明显加快。
这种现象值得密切关注，以便更好地了解在这个问题上。
跨国兼并和收购是指一个企业购买在国外的另一家公司的股份或资产的行动。
显然，跨国兼并和收购是在两个或两个以上国家的公司的控制权之间的交易。
虽然跨国并购的目标常常被说成是为股东创造价值的收购公司,结果相距较远的规定的目标。
系统研究表明，有相当数量的跨国兼并和收购以失败而告终。
除了在母国和东道国的市场环境之间的差异，收购公司的竞争力和比较优势被认为是更重要的。
这些优势包括公司治理，高层管理人员的长期竞争力，学习能力，以及其他。
因此，有必要看一看公司的特定因素影响的性能，跨境并购本研究的主要目的是确定的因素，影响结果的跨国兼并和收购中国公司，特别是在最近几年收购公司的经济表现。
近年来，中国企业的跨国兼并和收购的规模稳步上升。
根据联合国贸易与发展会议，中国企业的跨国兼并和收购总额为8.139亿美元，这个时间是1988年至2003年，其中大部分是1997年后发生。
虽然平均金额每年只有2.16亿美元，1988年和2003年间，在2003年，就达到了1.647亿美元的水平。
有一些广为人知的案例：上海电气集团在2002年购买了日本印刷机制造商，TCL收购德国施耐德在2003年和2004年，联想收购IBM PC业务的。
所有这些情况表明，中国企业的跨国兼并和收购已经进入了一个时代。
企业品牌战略研究 外文翻译
Brand Strategy ResearchKapferer.J.H Strategic Brand Management [J].Kogan Page, London [J].MarketingScience,2022(2):52-61.Economic globalization, how to adapt to international trends, establish, a strong brand and enhance our competitiveness, have become pressing issues facing enterprises.Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role. Enterise needs to sue a variety of means of competition to increase brand awarenss,improve brand positioning,an create a good brand image.First, Japanese brands across the board defeat.November 22,2022 morning, NEC announces that it would withdraw from 2G and 2.5mobile phone market, with means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market ，today any different from ten years ago ，I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterpris system,decision-marketing difficult,the reaction was slow,incompatible with the reality of the Chinese market; Second is weak in marketing, product planning capacity is not strong,it is difficult to judge according to their market lacunch to meet consumer demand; Third, failure to grasp the industry best time to transition is the Japanse home appliance companies lose an important reason for market dominance.Japanese companies come to the edge in the Chinese market is causing companies think deeply about our nation? To make the international route and whether the enterprise of “Japanese Company” to the lessons learned behind? Second, the brand strategy implementation in China the Current Situation Many old famous “flash in the pen” .Chinese and foreign enterprises in the market the brand war, just grow up to be a great impact on national brands.The last century, a little-know 80’s brand,not being registered by trademark,is to be acquired,squeeze,even if theresidue is hard going down really developed very limited.Here atypical case,the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon, the subsequent deline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up, China’s socialist econonomic construction has made remarkable achievements. From a planned economy tomarket economy era Chiness companies, brand management has grown out of nothing.Information, local governments at all levels of emphasis on brand-name, organization promoting the effort, policies measures have greatly ehangced Qinghai, Shenzhen,Wuhan,Ningbo,Shenyang and other cities on Chinese famous erterprises incentives to 100 millon, on Dali an 3 million Yuan, on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2022 year to Japanese 11th ,the 40th International Cousumer Electronics Show(CES) in Las Vegas Ventian hotel opening. National enterprises in the CES, we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES, including manufacturers, media and spectators, in the exhibition hall, there are 327 exhibitors. Haier is the world’s most authoritative consumer electronics brand.3.The status of foreign brands in most sectors is still difficult to shakeHowever,we should also see the face of numerous products on the market, allows consumers blueted out genuinely few domestic brands. With the opening up further, to a number of big companies have to squeeze into the Chinese market, Chinese market, a time filled with “sony”, “Coca-Cola”, “rejoice”, “Benz” and various other internantional brands, many of these names foreign brands violently hitting the national brand in China. Although the appliance industry, ed by haire brand, “Konka”,“Changhong”, “TCL” and other dometic brands have developed well,but with the “Sony”,“Panasonic” ,“Samsung” and other brands, they are still there competitive disadvangtage; in the IT industry, “Lenovo”, “Founder”, “GreatWall” and other countries compared to, brand awareness is still insurfficient; in Consumer Goods market, “P&G”, “Oliver”, “Henkel”, and other international companies have formed the three pillars.Third, the brand strategy implementation in China Problems and Errors. Currently,Chinese brands have a huge international market opportunity and space for international brands has been inevitable, but there are also brand building is not unsatisfactory.Our Enterprise Brand Building Problems:Fators from the point of micro-enterprises themselves: there is a lace of technology development capacity; small-scale production and manahement,brand development lack of overall planning; ability of weak erports and international operations,Brand awareness is not strong;brabd positioning is not clear,there is a large range offactors such as blindness. Speaking from the macro social factors: social mechanismsneed to be improved, policy, exort-oriented policies for different sectors play different rolein the promotion and limitation, the financial environment for business investmentcapacity and market expansion ability and the important influence. The establishment ofmarket system in China has for many years, despite a significant improvement but stillnot perfect,there still has not really adapt to the market economy, consumer psychologyhas not yet fully mature.2.The current situation of global economic integration,the error of the brandstrategy implementation.(1)Ignore the brand investment, profit-orientedBackground of economic globalization, international competition is increasingly reflectedin the brand’s competition, the overwhelming majority of the brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationofthe international market. It is no exaggeration to say that now, the brand has achiecedglobal strategic objectives of transnational corporations sharp weapon,is an importantmeans to cheieve capital expansion.Rome was not built in a day cold.Brand never be in the short term invented to bea long process of accumulation.Many enterprises do not clearly recognize this point,attempt to create a brand in a short time, but ignored the long-term planning and strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic, enterprise strategy and theoverall development of an important component of competitive strategy. The emplementation of brand strategy is not rely on their overall quality and overall image enhancement, the need for scientific management idea and superb operational skills, butquit a few brand planner in this regard was particularly poor performance and immediateimpact brand development, practical work in the emergence of many such errors: If thatjob is no create a brand to take a good brand is drawing a satisfactory visualsigns only;Advertising is the only way to cuoltivate well-known brands, in addition to adbertising inthe media, big, the other no attention; sacle enterprise product once formed, well-knownbrands on the naturally established; well-known brand is equivalert to high price, to beunrealistically improve the product price.Some companies,brands,or to sell its own brand low-cost transfer, such as our persent more than 20 million “three capital”enterprises, there 90%of de joint wenture using the foreign brands; clean silver toothpaste fctory in Guangzhou to 2 million yuan cheap to transfer to joint ventures and other brands, is one such outstanding erample of the terrible consequences of today has become increasingly apparent-lost dometic ernterprises own brand, product and intellectual property rights, national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors, beyond, the brand is insurmountable, real and lasting competitive advantage comes from innovation,in order to “change”should be “status quo” .Brand is the concentrated expression of the core competitiveness. The market is constrantly changing face of any brand at any time to be out of danger.Too much emphasis on the existing achievements, do not attach importance to innovation, leading to a lot of brand- name “dismount” the major reason. Coca -Cola’s former chiefmarketing officer Sergio Zyman,“the brand is only the company logo products and services are different from competitors, is the most effective weapon to open up the market, execellent brand can make your product stand out. “Products physical properties, quantitiy, price, quality, service is very easy to imitate competitors, Er brands, along with the product itself,also includes an attached product to cultural background,emotional, consumer cognition invisible things, so that enterprises Yong Yuan Li in the competition undefeated. Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness deciding the fate of the brand has a direct impact on consumer awareness. Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a cor porate restructuring and reallocation of resources an important mechanism.In addition, enterprises should learn from successful experiences abroad to enhance their design and development capability. Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness;We must work hard in the value of differentiation has been directly determined to achieve the final product sales, personal services are indispensable!2.To strengthen marketing, improve brand awareness, brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy. By choosing the right marketing approach can be effectively used to brand a household name brand, expand market share. Brand strategy is not an isolate task, but the overall development strategy and business are closely related. A successful brand names more than just a brand its own thing,related to business management of all major strategic decision, these major strategic decision, these major strategic decisions were consciously carried out around to expand.Kapferer.J.H Strategic Brand Management [J].Kogan Page, London [J].MarketingScience,2022(2):52-61.在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
中小企业国际化文献综述及外文文献资料
本份文档包含：关于该选题的外文文献、文献综述一、外文文献标题: Internationalization strategy, firm resources and the survival of SMEs in the export market作者: Baum, Matthias期刊: Journal of International Business Studies卷: 45；期: 7；页: 821-841；年份: 2014Internationalization strategy, firm resources and the survival of SMEs in the exportmarketINTRODUCTIONBorn-global firms, sometimes called "international new ventures" (INVs), have been described as "companies that from or near foundation, obtain a significant portion of total revenue from sales in international markets" (Knight &Cavusgil, 2005: 15). Although born-global firms have attracted significant research attention (Autio, 2005; Jones, Coviello, &Tang, 2011) that has emphasized their ability to achieve considerable foreign sales early in their evolution (Autio, Sapienza, &Almeida, 2000) with limited resources, little is known about the continuing ability of these firms to remain active in international markets and about the types of resources that determine their survival abroad (Keupp &Gassmann, 2009; Sapienza, Autio, George, &Zahra, 2006; Zahra, 2005). As Kuivalainen, Sundqvist, Saarenketo, and McNaughton (2012: 449) note: "there is still a paucity of empirical research on whether accelerated internationalization (or another internationalization path) plays a role in determining long-term survival, success and/or growth. The few studies that have investigated this, report contradictory or ambiguous findings (e.g., Bloodgood, Sapienza, &Almeida, 1996), are based on small samples (e.g., Gabrielsson, Kirpalani, Dimistratos, Solberg, &Zucchella, 2008), or focus on a limited number of pathways (e.g., Mudambi &Zahra, 2007)".The dominant theoretical approaches in the field - the internationalization process model (IPM) (Johanson &Vahlne, 2009), the INV framework (Oviatt &McDougall, 1994) and the regionalization hypothesis (Rugman &Verbeke, 2007) - result in significantly different predictions regarding which internationalization strategy is most beneficial for the export market survival of small- and medium-sized enterprises (SMEs). The IPM implies that born-global internationalization endangers a firm's survival in the export market because such firms do not have sufficient time to learn about foreign markets well, which increases their probability of failure (Figueira-de-Lemos, Johanson, &Vahlne, 2011). According to the INV framework, firms may profit from a born-global strategy by exploring and capitalizing on international opportunities and by exploiting certain learning advantages that accompany newness (Autio et al., 2000). The regionalization hypothesis postulates that rapid internationalization is possible but that such development will be most valuable if revenues are restricted to coming from the firm's home region to diminishthe liability of foreignness (Rugman &Verbeke, 2004). This theoretical discord makes it imperative that researchers empirically examine the implications of different internationalization strategies for firm survival.In this study, we investigate the effect of different internationalization strategies (born-global, born-regional and gradual internationalization strategies) on the export market survival of SMEs. We show that, in addition to internationalization strategy, firm slack resources and innovation resources determine INVs viability in the international market. Firms that are better able to acquire adequate resources during internationalization are more likely to sustain their export market activities. Several studies highlight the importance of resources to the survival of INVs. Sapienza et al. (2006), for example, argue that the ability to shift resources is important to the survival of young firms because the uncertainty inherent in unknown foreign environments can generate unexpected requirements to adjust established routines and capabilities. Firms with more fungible resources are better able to adapt their routines, which allows them to better react to environmental changes and bolsters their survival chances abroad.In a parallel vein, we propose that, although firm-specific resources are important for the export market survival of all SMEs perse , the relative importance of slack resources and innovation resources is contingent upon which internationalization strategy is employed. Compared with other more incremental internationalization approaches, a born-global firm will have greater demand for resources to prevail in international markets. Born-global firms require slack resources and innovation resources more urgently for their survival than other internationalizing SMEs because the twin liabilities of newness (Stinchcombe, 1965) and foreignness (Hymer, 1976) are particularly strong for born-global firms, entering multiple foreign environments at an enhanced speed. For this aggressive internationalization, born-globals have to establish business routines and learn about their multiple markets at the same time, in order to overcome the "shock of entry" (Carr, Haggard, Hmieleski, &Zahra, 2010: 184) effectively.By contrast, the export market survival of gradually internationalizing firms will be the least dependent on slack resources and innovation resources compared with born-global and born-regional firms. The liabilities of newness and foreignness do not adhere that strongly to gradually internationalizing firms because these firms enter foreign markets sequentially and can more easily learn from their own operations and build experiential knowledge. Accordingly, their survival in the international environment will be less dependent on slack resources (Chang &Rhee, 2011) and innovation (Shrader, Oviatt, &McDougall, 2000). In this study, we further sharpen the understanding about the impact of resources on the survival of INVs and show that resources are an important boundary condition for the functionality of different internationalization strategies regarding international market survival.Our study provides three important contributions to understanding SME survival abroad. First, by observing the effect of different internationalization strategies on the survival of SMEs in the export market, we underscore the strategic-choice rationale and find strong empirical support for the notion that firms self-select into a fittingstrategy. Based on the foreign direct investment (FDI) activity of 275 UK firms, Mudambi and Zahra (2007) find that employing a born-global strategy has no direct impact on firm survival. Based on this finding, that study proposed that the firms in its sample were able to decide efficient strategies during the process of internationalization. In our study, based on the export activity of all Canadian SMEs, the results suggest that neither the born-global nor born-regional strategy has a statistically significant effect on firm export market survival. Therefore we further demonstrate that small, new ventures firms are as rational as large firms; they are able to pursue strategic choices and decide upon the optimal internationalization strategy that best fits their resource endowment and environmental conditions.Second, we differentiate previous studies on internationalization strategies by introducing the born-regional strategy into our analysis. Previous studies either focused on a single strategy (Efrat &Shoham, 2012) or compared only born-globals and gradual internationalizers (Mudambi &Zahra, 2007). We turn to more recent notions that show that born-regionals employ a distinct type of internationalization strategy (Lopez, Kundu, &Ciravegna, 2009), which might better balance the risks and benefits of early internationalization.Our third contribution lies at the intersection of internationalization strategies and resources. Although no single internationalization strategy dominates other strategic approaches under every condition, we demonstrate that internationalization strategies are an important moderator for a firm's survival and firm resources. Firm resources not only directly affect a firm's survival and its strategic self-selection but also interact with a firm's applied internationalization strategy. In contextualizing the firm resources-survival link through internationalization strategy, we add to previous studies on born-global firms and suggest how SMEs might better sustain their international activities with different internationalization strategies. This is an important advancement in the current understanding because it suggests that although small, new ventures are able to internationalize early with limited resources, it is particularly critical for born-global firms to acquire adequate resources during the internationalization process to survive abroad.The data set used to examine our research questions is taken from the administrative databases produced by Statistics Canada. The sample includes all Canadian small- and medium-sized manufacturers that had at least one shipment to a foreign market between 1997 and 2005. Combining this unique data set with empirical analyses that control for possible sample selection bias and endogeneity, we provide a valid and reliable examination of the survival of SMEs in the export market.THEORY AND HYPOTHESESInternationalization Strategies and SME Survival in the Export MarketTraditional internationalization theories, such as the IPM (Johanson &Vahlne, 1977), are largely based on the theory of the growth of the firm (Penrose, 1959) and the behavioral theory of the firm (Cyert &March, 1963). IPM scholars posit that internationalization should be incremental and experience-based, such as by beginning with low-involvement modes of entry in nearby or culturally similar areas. This strategy would minimize risks associated with internationalization because thedegree of resource commitment is relatively low and the resources in question are focused on markets with low psychic distance. By gradually increasing international market commitment and the scope of international activities, firms can build experiential knowledge about foreign markets. This knowledge, in turn, will help them to manage risk more efficiently and will increase the probability of their survival in the international market (Figueira-de-Lemos et al., 2011). Through experiential learning, firms can begin to more efficiently identify market opportunities and reduce the liabilities of foreignness (Johanson &Vahlne, 2009). From this theoretical perspective, gradual internationalization balances the risks and opportunities associated with internationalization, and maximizes the survival of exporters. Although the reasoning behind the internationalization process has informed many scholars and has been proven in multiple studies across various contexts, it continues to be subject to critique (Pedersen &Shaver, 2011). Evans, Lane, and O'Grady (1992) show that firms from Canada do not necessarily succeed in the US market, although Canada and the United States are culturally close, whereas Benito and Gripsrud (1992) cannot empirically confirm that firms invest first into culturally proximate countries in a systematic manner. Additionally, in studying the survival of MNE subsidiaries, Mitchell, Shaver, and Yeung (1994) demonstrate that FDIs in culturally close and nearby countries often fail.Based on such notions, the research field on INVs evolved and began to argue that firms are neither necessarily entering into culturally or psychically close countries first (Benito &Gripsrud, 1992), nor are they more successful when they do so (Evans et al., 1992; Mitchell et al., 1994). Early internationalization is argued to be an important catalyst in the development of new capabilities for young firms because the uncertainty and risk that accrues to young firms when they are exposed to foreign markets will trigger the exploration and exploitation of new opportunities and resources (Sapienza et al., 2006). Firms that venture into multiple environments shortly after their inception face strain, but they also enjoy higher levels of potential learning effects (Autio et al., 2000) as a result of these early forays into international markets. Relative to a mature firm, a young firm can more easily adapt its processes and structure to the international environment. Thus the latter firms enjoy the "learning advantages of newness" (Autio et al., 2000). In addition, export activity may enhance the legitimacy of firms in their domestic markets and enable them to more effectively access and mobilize resources for growth. Although the born-global approach demands significant resources, it enables firms to realize their learning potential, to exploit market opportunities on a broad scale and to generate and mobilize resources.Beyond general support for the existence and positive features of INVs, there is increasing evidence that INVs are not a homogenous group of firms, but that there are different strategic patterns within their population (Kuivalainen et al., 2012). Only recently, several scholars have emphasized important differences between born-global and born-regional firms (Lopez et al., 2009; Sui, Yu, &Baum, 2012). Although both types of firms internationalize early in their existence and realize significant shares of their revenues abroad, born-regionals direct their internationalization toward theirhome region, whereas born-global firms spread their activities into markets outside their home region (Lopez et al., 2009). The born-regional strategy is well explained by a more recently developed framework regarding internationalization; the regionalization hypothesis emphasizes the advantages of a geographically focused or "regionalized" approach to internationalization (Rugman &Verbeke, 2007).A rapid, high-commitment approach to internationalization may be superior if internationalization efforts are restricted to a specific geographic region (Rugman &Verbeke, 2004). If a firm possesses firm-specific advantages (FSAs), it should capitalize on them in international markets. Moreover, the early transfer of FSAs to international markets provides firms with an opportunity to further develop the by exploring and exploiting country-specific advantages (CSAs). However, these benefits can be counterbalanced by the liabilities of foreignness. Therefore it is suggested that firms conduct their early internationalization efforts in their home regions to ensure that they profit from FSAs and CSAs. Thus the regional perspective promotes the born-regional internationalization strategy.These conceptual disparities translate into mixed findings and conclusions regarding SME survival in the international environment. Some scholars argue that an enhanced international scope increases the chances of survival (Hitt, Hoskisson, &Ireland, 1994) by providing additional access to factor and customer markets (Zahra, Ireland, &Hitt, 2000) or by allowing for the learning advantage of newness (Autio et al., 2000). Other scholars focus on the negative effects of early forays and emphasize the liabilities of foreignness. Accordingly, those liabilities of foreignness manifest themselves as additional costs (such as coordination, transaction, labor, start-up and legal costs) (Salomon &Wu, 2012) that originate from the unfamiliarity with the foreign environment. These liabilities thus endanger the survival of foreign subsidiaries (Zaheer &Mosakowski, 1997).Given these conflicting conclusions regarding the survival of SMEs in the export market, we not only focus on if different strategies have different effects on SME survival abroad, but we also focus on the conditions under which firms should pursue specific strategies to sustain their internationalization. We draw on the strategic-choice rationale (Child, 1972; Reid, 1983) and align resources with internationalization strategy to deduce that the internationalization strategy applied is an important boundary condition for the impact of firm-specific resources on SMEs' survival abroad.SME Internationalization as a Strategic ChoiceAlthough the studies discussed above on the internationalization of SMEs arrive at different normative implications about which internationalization strategy to pursue, they concur that internationalization decisions represent important strategic choices that largely determine firm performance and survival (Filatotchev &Piesse, 2009). The strategic-choice perspective regards the creations of strategies as a set of fundamental choices about the ends and means of a business (Child, 1972). These choices are critical to firm success (Boxall, 1996; Rumelt, Schendel, &Teece, 1994) and are not randomly picked among the possible contingencies, but are the result of carefully weighing the resource requirements and environmental conditions for eachpossible decision. An important boundary for the strategic decision thus is a firm's resource endowment. A firm's resources ultimately determine the strategic flexibility of firms or, put differently, the number of strategies that are possible (Filatotchev &Piesse, 2009). For instance, Andrews (1971) argues that strategy is the matching process between the resources of the organization and opportunities in the business environment at an acceptable level of risk. A firm has an "incentive to diversify if it possesses the necessary, excess resources to make diversification economically feasible" (Wan, Hoskisson, Short, &Yiu, 2011: 1338). As such, the strategic-choice approach suggests that internationalization strategy is endogenous because it is significantly influenced by a firm's resource endowment (Wan et al., 2011).If a firm has a larger resource endowment, it is able to pursue strategies that may be difficult for its competitors to copy, which creates a competitive advantage. The born-global strategy seems to be one such strategy because internationalizing into multiple environments with different cultural and/or institutional backgrounds demands more human and financial resources. Undertaking a born-global strategy stresses the resource base of a firm because born-globals will "inevitably increase the levels of country risk associated with their operations" (Efrat &Shoham, 2012: 678) by targeting geographically distant countries. The further a firm extends its internationalization activities geographically, the more difficult it is for the firm to manage its foreign market activities; "dealing with foreign government officials, laws and agencies, suppliers, and customers increases the complexity of managing such an enterprise, taxing managerial resources and expertise" (Brouthers, Nakos, Hadjimarcou, &Brouthers, 2009: 25). Thus the scope of internationalization strategies is influenced by a firm's tangible and intangible resources (Tan, Plowman, &Hancock, 2007).This indicates that firms with stronger resource endowment have more strategic options and are thus more likely to pursue a born-global strategy. Because it is a firm's choice to restrict or expand its international scope (Rugman &Oh, 2012), SMEs will enter a foreign market only when they have the resources that are required to do so. When SMEs make meaningful strategic choices and take their individual resource level into consideration, there should not be survival differences in the export market between different strategic approaches if the heterogeneous resource-allocation across firms and the endogenous nature of strategic choices is considered. This theoretical argument has received empirical support. Mudambi and Zahra (2007) show that born-global firms have similar survival chances as gradual internationalizers. They argue that firms self-select into the appropriate internationalization strategy that is based on their resource endowment. Carr et al. (2010) found no effect of age on the survival of internationalized firms. In summary, based on the relevant theory and previous empirical evidence, we suggest the following hypothesis:Hypothesis 1:After the endogeneity of firms' internationalization strategies is considered, born-global firms and born-regional firms will display a probability of exit from exporting that is no greater than that of firms that gradually internationalize. Moderating the Impact of Internationalization Strategy on the Effect of Firm ResourcesThe strategic management literature has long argued that a firm's resources might affect the success of strategic choices (Chang &Rhee, 2011). Although outcomes of early internationalization such as international growth (Autio et al., 2000) and financial performance (Bloodgood et al., 1996) have been intensively researched, we have only a narrow understanding about the viability of born-global firms in the export market. Efrat and Shoham (2012) employ a survey from 103 Israeli firms to show that born-global firms are more likely to survive if they have distinct capabilities, such as technological skills. Although Efrat and Shoham (2012) stress the importance of firm resources for internationalization strategy choice and survival abroad, they focus only on the direct effects of resources on the strategic choice and firm survival abroad. We advance this perspective by showing that the survival effects of firms' resources are further moderated by the internationalization strategy that is pursued. International operations not only trigger opportunities (Sapienza et al., 2006) but also must address the risks and liabilities of foreignness (Hymer, 1976). The liabilities of foreignness refer to the increased costs of operating a business in a foreign domain. The sources of these enhanced costs may be insufficient market knowledge, a negative country-of-origin image, and cultural and institutional differences of the home country, to name a few (Cuervo-Cazurra, Maloney, &Manrakhan, 2007; Santangelo &Meyer, 2011). These enhanced costs can be significant and enduring. To survive, exporters must address these liabilities and overcome the associated increased resource demand of doing business abroad. Previous research has shown that the liabilities of foreignness attach particularly strongly when internationalization evolves quickly (i.e., in born-regional and born-global firms) and when markets outside the home region are penetrated, which results in an increased environmental turbulence and hostility (Zahra &Bogner, 1999). Thus in addition to the opportunities, the liabilities of foreignness and the resulting turbulence vary among the different internationalization strategies.A firm's resource base helps address the liabilities of foreignness and improve the chances of survival. An abundant resource endowment acts as organizational slack and makes international operations feasible and less risky (Chang &Rhee, 2011). Such slack resources act as a buffer against bankruptcy and other downside risks and ensures the survival of the firm (George, 2005; Tan &Peng, 2003). Two suitable indicators for slack resources in our specific context are a firm's size (Hashai, 2011; Sharfman, Wolf, Chase, &Tansik, 1988) and productivity (Mishina, Pollock, &Porac, 2004). 1According to organizational theories, slack resources are mandatory to ensure a firm's long-term survival (Tan &Peng 2003). Slack resources are particularly important in turbulent environments in enabling a firm to cope with adaptation demands or downturn risks (Sharfman et al., 1988). Therefore "despite its costs, slack (resources) buffers a firm's technical core from environmental turbulence and thus enhances its performance" (Moreno, Fernandez &Montes, 2009: 5503). This notion is also supported by resource dependence scholars, who argue that environmental uncertainty enhances resource necessity for firms that are coping with problematic interdependencies and for securing the management and control of resource flows(e.g., Oliver, 1991). Firms with more slack resources have more strategic options and can better adapt to changing environments.Firm size is a common indicator of the availability of slack resources (e.g., Mudambi &Zahra, 2007). Larger firms typically have more managerial resources to spare and are less affected by liabilities of smallness. Managerial resources are an important component in international business because international markets increase the complexity of business operations (Preece, Miles, &Baetz, 1998). Therefore larger firms can better address increased complexity and can better circumvent potential shortfalls abroad, which makes them less likely to fail (Prashantham &Young, 2011). Accordingly, "[e]arly expansion will be facilitated by existing resources represented by stocks of knowledge and capital" (Prashantham &Young, 2011: 275).Labor productivity is another indicator of slack resources that plays a notable role in firms' export market survival (Bernard &Jensen, 1999). Firms that are more productive have advantages when internationalizing because they are more likely to have excess production capacities, which allows them to serve additional markets (Fan &Phan, 2007). When firms venture abroad, they face additional market opportunities (e.g., more potential customers), additional costs of operating abroad (e.g., expenses associated with regulatory adaptations, increased transactional complexity and other transaction costs). Exploring and exploiting market opportunities demands financial and human resources, which are particularly limited for SMEs. Accordingly, entering foreign markets is costly, which is why productive firms, in particular, are able to self-select into exports (Golovko &Valentini, 2011). The level of productivity thus helps determine the efficiency of scarce resources and helps a firm secure its viability in foreign markets.Although resources are generally important for firm export market survival, we argue that their impact on survival is contingent upon the choice of internationalization strategy pursued. Gradual internationalizers face the lowest environmental turbulence. They step incrementally into foreign markets, beginning with proximate markets that are less culturally and institutionally different and are thus able to learn from their own experience. Because they limit their international expansion, they do not have to strain their resource base and do not have to adapt to many different foreign markets at the same time. Born-regional firms pursue quick and large-scale internationalization, but limit their scope to the home region. Born-regionals must invest more intensively right from the start and must address higher international complexity then gradual internationalizers that "feel their way" into international markets. However, born-regionals act in less-turbulent and less-hostile environments than born-globals because born-regional firms face only the intra-regional liabilities of foreignness, which are lower than the inter-regional liabilities of foreignness (Rugman &Verbeke, 2007). Born-global firms spread their activities into multiple environments and tax their resources. They have multiple opportunities abroad but also must cope with more hostile, divergent and turbulent environments than their counterparts.Because born-globals operate in turbulent and complex environments, they will require a stronger tangible resource base than gradual internationalizers orborn-regional firms. The slack resources are not only beneficial for overcoming risks but are also required for born-globals to profit from the full scope of the enhanced opportunities abroad (Eriksson, Johanson, Majkgård, &Sharma, 1997). If a firm has not enough tangible resources it will fail to explore and exploit opportunities abroad (Nohria &Gulati, 1996; V oss, Sirdeshmukh, &V oss, 2008), thus rendering a less effective strategy. Moreover, firms internationalizing at higher pace particularly must monitor their productivity if they want to effectively operate their multiple international engagements and maintain their survival chances abroad (Salomon &Shaver, 2005b). This argument is also supported by a recent study from Chang and Rhee (2011) that argues that riskier internationalization strategies require higher resource bases to be operated efficiently. Therefore born-global firms require particularly strong resource bases and productivity to be competitive due to the transportation and product adaptation costs in the foreign markets they serve. Hypothesis 2:The effect of firm size on export market survival is moderated by the internationalization strategy chosen. The effect of firm size on survival abroad will be strongest for born-global firms followed by born-regional firms and will be weakest for gradual internationalizers.Hypothesis 3:The effect of labor productivity on export market survival is moderated by the internationalization strategy chosen. The effect of labor productivity on survival abroad will be strongest for born-global firms followed by born-regional firms and will be weakest for gradual internationalizers.In addition to slack resources securing international operations, a firm's innovation resources are also an important driver for international value creation (Morck &Yeung, 1991) and survival in the export market. Cuervo-Cazurra et al. (2007) suggest that liabilities of foreignness occur when internationally transferred resources lose their innate advantage in a foreign environment, produce a disadvantage or fail to realize their potential because of a lack of complementary resources abroad. These causes of multiple liabilities are associated with different potential solutions. However, each solution requires a certain amount of adaptation to the foreign environment. A firm's ability to adapt to a new environment is reflected in its innovativeness (Golovko &Valentini, 2011) and by its general level of productivity. Accordingly, export market survival depends not only on a firm's slack resources, but is also highly dependent on its innovation capabilities (Chang &Rhee, 2011).The role of a firm's innovativeness in its survival and prosperity has been intensely emphasized in the business literature (Schumpeter, 1942). Innovation is a critical asset that generates value in the marketplace (Rubera &Kirca, 2012) and how it contributes to firm performance has been studied in great detail (Tellis, Prabhu, &Chandy, 2009). The literature generally suggests that innovation positively affects firm performance - including export market survival - by improving adaptation to foreign market conditions and ensuring better-matched strategic goals. Firms will be more successful in foreign markets if their products and services can attract potential customers, conform to institutional regulations and are priced competitively with respect to competitors (Cuervo-Cazurra et al., 2007). Innovation resources make it possible to identify the need for mandatory changes to product features that will increase。
《企业品牌国际化运营管理策略研究的国内外文献综述及理论基础3000字》
企业品牌国际化运营管理策略研究的国内外文献综述及理论基础1 国内外研究现状1.1 国内研究现状出口产品也是服装公司提升全球化程度的一般方法。
近年来，随着劳动力和原料成本的提高，价格优势已经不再明显，使得我国服装行业在国外市场上的竞争更加激烈。
任媛媛（2018）在《当前我国纺织服装对外贸易发展的新趋势与提升路径》一文中概括了我国传统纺织服装及其出口的基本特性。
2017年至今，我国纺织装备进出口总量呈稳定上升态势。
尽管出口商品的产品构成已逐渐改善，但出口商品数量仍受制于出口额的增加[1]。
收购并购基金的困难是服装公司国际化的另一个挑战。
张欢（2018）在《浅析海外并购对我国纺织服装企业发展的影响》一文中指出，海外收购最近已成为收购潮流中的一种新兴倾向。
当企业利用国外收购在海外上市发展时，就要求更高水平的经营才能和更系统化管理企业，以及通过国际收购对品牌的正确定位，以影响被并购企业的跨文化经营。
所以，企业必须兼顾多方面，并分析国际收购的长远利弊[2]。
尽管一些服饰企业正在逐步与东南亚服饰企业竞争传统的比较优势，但它们开始注重于全球化道路。
外商直接投资或跨国并购是我国服饰企业全球化的主要策略之一。
李珮琰和黄国群教授（2018）通过对山东如意跨国并购日本RENOWN 的案例调研表明，山东如意公司能够通过并购海外服装品牌迅速提高其在全球市场上的影响力。
而通过收购国外服装品牌，公司也能够更快地向高端市场发展，以保持在国外市场的份额[3]。
刘小辰（2018）在《浅析纺织服装企业“走出去”的对外投资状况》一文中认为，改变中国服装行业的劣势状态，就需要公司谋求更优化的资源配置，以建立更有效的全球供应链，我们将着重研究中国国内公司的产业链、价值链、准备好品牌链与供应链。
在经济变革与现代化的早期阶段，服装制造业应先克服大系统供应链连通性差与库存产能过剩的困难问题[4]。
朱磊与刘雅惠（2019）在《新零售下纺织服装企业智慧供应链构建》一文共同指出，通过应用创新技术，服装公司将能够实现在不同连接中数据字节的互操作性，有助于公司在国际竞争中确保竞争力，从而为企业海外市场发展和升级创造新思路[5]。
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企业品牌战略研究 Kapferer,J.H
在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。本文在分析我国企业营销品牌战略发展状况的基础上，从品牌战略的内涵与其功能意义入手，探讨了品牌战略在企业营销中的作用。企业需要综合运用多种竞争手段提高品意，搞好品牌定位，塑造良好品牌形象。 一、日系品牌全线崩溃 2006年11月22日上午，NEC宣布将推出2G及2.5G手机市场，这意味着继夏普、松下、东芝、三菱、三洋之后又一家日本手机厂商退出中国市场，日系手机除京瓷外几乎全部退出中国2G手机市场的争夺。 如果我们总结今天的中国家电市场与十年前有什么不同的话，我想，最大的不同就是，日系企业在中国的繁荣已经渐行渐远。 对于日系手机败退，乃至日系家电走到中国市场的低谷，主要原因有以下几点：一是企业制度呆板，决策困难，反应速度慢，与另市场现实格格不入，难以适应快速变化的中国市场;二是市场营销能力弱，产品规划能力不强，很难根椐自己对市场的判断与预测推出迎合消费需求的产品，一直处于跟风的被动局面，无法满足中国市场的需要;三是未能把握住产业转型最佳时机，是日系家电企业失去市场主导地位的重要原因。 日系企业在中国市场上走到边缘是否引起我们民族企业的深思？欲走国际化路线的企业又是否从“日系企业”的背后吸取教训？ 二、我国企业实施品牌战略的现状分析处
第一，众多昔日名牌“昙花一现”，中外企业在市场上的品牌大战，使刚刚成长起来的民族品牌受到极大的冲击。上世纪80年代稍有知名度的品牌，不是被抢注商标，就是被收购、挤垮，即使残留下来的也是惨淡经营，真正发展起来的极为有限。这里典型的案例，上世纪80年代至90年代初期，曾在空调界创下奇迹的华宝空调，在1998年被科龙收购，其后的品牌形象就一再下滑。 第二，品牌战略已日渐引起国内企业重视，获得政府的扶持。自上世纪80年代改革以来，我国社会主义经济建设取得了令人瞩目的成就，从计划经济时代走向市场经济时代的中国企业，品牌经营无从无到有。 资料显示，各地各级政府在对名牌的重视程度、组织推进力度、政策措施上有大幅度提升，青岛、深圳、武汉、宁波、沈阳等市对中国名牌企业的奖励为100万元，大连为300万元，对获省市名牌的企业奖励为10万元~20万元。 2007年1月8日至1月11日，第40届国际消费电子展（CES）在美国杜斯维加斯的威尼斯酒店开幕。在CES上我们民族企业取得骄人的业绩。据了解，今年中国有4000人注册参与CES，包括厂商、媒体和观众，在展馆中，有327家参展商。海尔被全球最权威的消费电子行业媒体《TWICE》评选为另消费电子第一品牌。 第三，洋品牌的地位在多数行业仍是难以动摇的。但是，我们也应看到，面对市场上纷繁的产品，真正能让消费者脱口而出的国内品牌屈指可数。随着对外开放的深入，国际上一些大公司纷纷挤入中国市场，一时间中国市场上充斥着“索尼”、“可口可乐”、“飘柔”、“奔驰”等种种国际名牌，这些名目众多的洋品牌猛烈地撞击着中国的民族品牌。虽然在家电行业，以海尔品牌为首，“康佳”、“长虹”、“TCL”等国产名牌已发展得不错，但同“索尼”、“松下”、“三星”等名牌相比，仍然存在竞争劣势;在IT行业，“联想”、“方正”、“长城”等品牌的竞争力都有明显提高，但与欧美、日本等国的产品相比，品牌知名度仍有不足;在日用消费品市场，“宝洁”、“利华”、“汉高”等国际公司已形成三足鼎立之势。 三、我国企业实施品牌战略中存在的主要问题及误区
目前，中国品牌走向国际市场有着巨大的机遇和空间，品牌的国际化已纱可避免，然而品牌建设中也存在着不尽如人意的问题。 从微观企业自身因素角度来看，我国企业实施品牌建设存在以下问题：技术开发能力不足，品牌竞争能力不强；品牌个性不足，缺乏创新和发展能力;生产和经营规模偏小，品牌发展缺乏整体规划;出口和国际经营能力偏弱，品牌意识不强;品牌定位不明确，存在较大的盲目性等一系列因素。从宏观社会环境因素上讲：社会机制有待进一步改善，政策法规的支撑需要进一步加强，国家的产业政策，出口导向政策对不同的行业起着不同的促进和限制作用，金融环境 对于企业的投资能力和市场扩张能力也有相当重要的影响力。我国建立市场体制也有好多年了，虽有了很魇改善但仍不够健全，有些方面还未真正适应市场经济的要求，消费者的心理还未完全成熟。 1、忽视品牌投资，急功近利。在经济全球化背景下，国际竞争越来越表现为品牌的竞争，现代跨国公司绝大多数都是知名品牌公司，尤其注重品牌战略的运用，通过品牌这种全方位的输出形态，跨国公司占领了国际市场，可以毫不夸张地说，而今，品牌已是跨国公司实现全球战略目标的锐利武器，是实现资本扩张的重要手段。冰冻三尺，非一日之寒。品牌绝不可能在短期内创出来，是一个长期积累的过程。很多企业没有清醒地认识到这一点，妄图在短时间内创出一个名牌，而忽视了长远的规划和战略。 2、品牌战略一项系统工程。品牌战略的实施是一项系统工程，是企业整体发展战略与竞争战略的重要组成部分。品牌战略的实施是企业整体素质与整体形象的提高，需要有科学的经营理念和高超的动作技巧，但国内不少企业品牌策划在此方面表现得尤为拙劣和急功近利，影响了企业品牌的发展，实际工作中出现了不少这样的误区：如认为创建品牌工八就是给产品取个好名字，提高产品知名度或把产品包装一下;好的品牌是个令人满意的视觉标志而已;广告是培育知名品牌的唯一手段，除了在媒体上大肆做广告外，其他别无关注;企业产品规模一旦形成了，知名品牌就自然而然地建立了;知名品牌等同于高价，必须不切实际地提高产品价格等。有的企业甚至在品牌低价出售转让，如我国现有20多万个“三资”企业中，有90%以上的合资企业在使用外方品牌;广州洁银牙膏厂以200万元低价将品牌转让给合资企业等，就是这样的突出事例，现今其可怕后果已日渐显现出来——丧失了本国企业自身品牌、产品与知识产权，民族产业竞争力究竟何在！ 3、产品是企业在市场中竞争优势可以很快被竞争对手模仿、超越，而品牌却难以逾越，真正持久的竞争优势来自于不断创新，以“不变”应“万变”。品牌是核心竞争力的集中体现。市场是瞬息万变的，任何品牌都面临着随时被淘汰的危险。过于看重现有的成绩，不重视创新，是导致很多品牌“下马”的重要原因。可口可乐公司前任首席营销官塞尔齐曼说，“品牌是唯一使公司产品和服务有别于竞争对手标志，是开辟市场最有效的武器，优秀的品牌可以让你的品牌脱颖而出。”产品的物理属性、数量、价格、质量、服务等很容易被竞争对手模仿，而品牌除了产品本身，还包含了附加在产品上的文化、背景、情感、消费者认识等无形的东西，使企业永远立于市场竞争的不败之地。消费者的认知决定企业的命运，而品牌又直接的影响了消费者的认知。品牌是市场中企业相互区别的重要标志，是消费者进行消费的风向标，以品牌为核心已成为企业重组和资源重新配置的重要机制。 四、民族企业在品牌国际化进程中如何进行品牌定位 1、以科技为后盾，树立“质量第一，以质取胜”的经营理念，品牌的时尚要素、个性化的突出。 产品质量是创造名牌的基石。产品的竞争力表现为品牌的竞争，而品牌竞争所依仗的则是产品的内在质量。一个品牌成长为品牌靠的是质量，一个品牌在市场上倒牌也大多是因为质量出了问题。所以，可以说，质量是品牌生命之所系。 此外，企业还应借鉴国外成功经验，提高自己的设计开发能。企业要敢在新技术革命的挑战中创造自己的品牌，提高产品的市场竞争能力，就必须在技术创造上下功夫。在世界个性化趋势的变化中，顾客的价值体验和差异化价值实现已经直接决定了产品的最终销售，个性化服务不可或 2、强化市场营销，提高品牌认知度，将品牌战略有机地融合于企业整体战略，并促进整体战略的发展。 市场营销是实施品牌战略中的重要一环。通过选择正确的市场营销方式，可以有效地利用品牌效应让品牌家喻户晓，扩大市场占有率。实施品牌战略布施一项孤立的工作，而是与企业整体发展战略息息相关的。一个品牌形象的塑造绝不仅仅是品牌自身的事情，涉及到企业经营管理的所有重大战略决策，这些重大战略决策都要自觉地围绕品牌来进行、开展。 Brand Strategy Research Kapferer, J.H Economic globalization, how to adapt to international trends, establish a strong brand and enhance our competitiveness, have become pressing issues facing enterprises. Based on the analysis of the development of corporate marketing brand strategy, based on the content of brand strategy an its functional significance, to discuss the brand strategy in enterprise marketing role. Enterprise needs to use a variety of means of competition to increase brand awareness, improve brand positioning, an create a good brand image.
First, Japanese brands across the board defeat. November 22, 2006 morning, NEC announced that it would withdraw from 2G and 2.5G mobile phone market, which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention. If we sum up the Chinese household appliance market, today any different from ten years ago, I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market, it is difficult to adapt to the rapidly changing Chinese market; Second is weak in marketing, product planning capacity is not strong, it is difficult to judge according to their marker launch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance . Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation? To take the international route and whether the enterprise of “Japanese Company” to the lessons learned behind?