对于跨国公司在中国面临的挑战：着眼本地 ，全球化发展外文翻译.docVIP

外文翻译 原文 The Challenge for Multinational Corporations in China: Think Local, Act Global Material Source: MIT Sloan Management Review Author: Seung Ho Park and Wilfried R. Vanhonacker To succeed in China, multinational corporations must turn the aphorism “think global, but act local” on its head. Although they have to master the art of local operation, their behavior must match their global standards, as expected by the Chinese. Adapting the MNC’s Behaviour to China’s Expectations The Factors Determining an MNC’s Face The Behavioral Mistakes of MNCs in China The view of multinational corporations in China has changed dramatically since the late 1970s, when the nation opened its economy and welcomed foreign direct investment, and global players such as Volkswagen, Coca Cola and 3M began exploring the market. During the 1980s, other MNCs such as Motorola, Philips and NEC were received with open arms. They enjoyed corporate tax rates half those imposed on local companies, and they paid no duties on their capital goods imports. In general, they were revered by government and consumers alike. Even into the 1990s, as China and its people developed a better understanding of MNCs, the foreign companies were the objects of awe and admiration. At that time, Chinese consumers exhibited an almost unconditional preference for MNCs’ products and services. However, beginning in 2000, when per capita GDP climbed above US$1,000, and especially since 2001, when China joined the World Trade Organization, both the Chinese government and consumers have changed their perceptions of MNCs drastically. MNC projects now are scrutinized much more for their fit with national interests. Furthermore, MNCs increasingly are getting local treatment. The coming equalization of the corporate tax rates (to be phased in as of January 1, 2008) between local and foreign companies attests to this. MNCs are now held to the same, if not stricter, standards than local competitors in terms of areas such as e