国际经济与贸易-国际经济与贸易本科毕业设计论文外文文献翻译.doc

xx航空航天大学xx学院 毕业设计（论文）外文文献翻译 系 部 经济系 专 业 国际经济与贸易 学生姓名 学号 指导教师 职称 讲师 二0一五 年 五 月 International business model Richard. E. Caves Chapter 1 Survey of international management Business enterprises have become increasingly international but most of them go international by a process of creeping incremental-ism rather than by strategy choice. Some firms are first attracted to foreign markets by unsolicited export orders and, after discovering new opportunities, move through a series of stages to the establishment of foreign production facilities. Other firms initiate international activities in response to threats to an oligopoly position. Still others respond to specific opportunities for developing supplies of resources, acquiring foreign technology, or achieving greater production efficiency through foreign operations. And at some stage of becoming a global enterprise, many firms could be best characterized as a portfolio of diverse and separate country companies tied together by a network of ad hoc relationships. Rarely are these early moves part of a comprehensive global strategy. But as pressures arise from competition in an international scale and from country control programs, and as firms become increasingly aware of synergistic benefits, more and more are building global strategies and adopting global planning procedures. A global strategy is a plan expressing an enterprises strategy for maximizing its chosen objectives through geographical allocation of its limited resources, taking into account competition from whatever geographical source and the geographical opportunities and constraints. A global strategy encompasses the planning, timing, and location of a firms activities and resources as well as its strategies for how it will enter new markets, what it will own, and how it will manage the global operation. The construction of a global strategy on a rational basis requires a careful assessment of the global alternatives and the risks invo