企业国际化经营 2.ppt

于是，在开办第二个国外迪斯尼乐园——法国巴黎的欧洲迪斯尼乐园时，采取了股份合资的办法，投资18亿美元，在巴黎郊外开办了占地4800公顷的大型游乐场，又有由于有占49%股权所带来的经营管理上的相当大的控制能力，巴黎迪斯尼乐园的经营却至今为止并不理想。不但巴黎乐园的第一年游客人数大大低于预计，而且人均游乐支出也大大低于预计水平，使得巴黎乐园的当年经营亏损达9亿美元，迫使巴黎乐园关闭了一所附设旅馆，解雇了950名雇员，全面推迟第二线工程项目的开发，巴黎迪斯尼乐园的股票价格从164法郎跌到68法郎，欧洲舆论界戏称欧洲迪斯尼为“欧洲倒霉地”。 question 1.What kind of entrance models for Disney cooperation to get much more profit? 2.Why? 3.How? Entrance modes for international market Trade modes Contract modes Investment modes Trade mode Go-betweens abroad Offices abroad Branches abroad advantages disadvantages Lowest investment Tariff and Non-tariff barriers Location advantage and economy--scale High transportation cost Export experiences Much time to get to the local market High flexibility being difficult to monitor contract mode Licensing Franchising Technological agreement Management contract Turnkey project OEMODM International sub contract advantages disadvantages Bigger control right High risks Being nearing to local market Bigger pre-input Lower product cost Lack of strategic flexibility Higher suitability Higher competition power * * 著名的生产纤维板的跨国公司塞拉尼斯公司（英国）(Celanese)在西西里购买了一大片长满桉树的土地，计划在那里建造木浆加工厂，并使用当地的桉树作为原材料。直到工厂建成将要开始生产时，公司才发现这些桉树太小，原料有限，树干不能使用。结果，被迫高价进口纸浆，损失达五千五百万美圆。这一代价昂贵的教训之所以发生，原因是由于公司在购买土地前为了节约成本、减少费用，而没有派专家去考察这些桉树。 * * 美国一位食品加工商在墨西哥一条河流的三角地带建造了一个菠萝罐头厂，由于菠萝种植园在该河的上游，公司打算用驳船把成熟的菠萝运到罐头厂加工。然而，令人失望的是，在菠萝的收获季节里，河水太浅，无法行船。由于没有其他可行的运输方案，工厂被迫关闭。新设备以极低的价格卖给了墨西哥的一个社区，他们立即把罐头厂搬走。这使该公司付出的代价太大。 Investment modes individual proprietorship Joint venture New founded and merger advantages disadvantages No barriers for export Advanced technology and famous brand No high transportation cost Lack of control for technology Lower risks if less investment Risks for new competition Save time for run new plant Risks for quality criterion Profit from technology Lack of flexibilities for contract deadline Lower profit repay International strategy management Main content The methods of strategic