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截至到1998年底,海尔产品已经出口87个国家(其中60%的份额是消化在欧美市场),在境外设立了5个设计中心;8个信息中心;发展了62名境外专卖店;建立了3万多处销售网点的同时,还在境外设立了4家生产基地。这一状况,以及青岛名牌战略课题组在《青岛名牌战略研究报告》中为海尔作出的“跨国大企业集团”、“跨国公司的高级阶段”等的定位,正说明了跨国公司的概念,已经无法包容海尔这条超负荷的船。问题不言而喻,因为海尔已经步入了多国籍化的经营规模。于是,让我们将海尔21世纪的经营政策状况,定位在“多国籍企业”战略发展上,是否更恰如海尔这类企业经营的实际,也符合国际规则。
As of the end of 1998, Haier products have been exported to 87 countries (60% of which are digested in the European and American markets), set up 5 overseas design centers, 8 information centers, developed 62 overseas specialty stores and established 3 More than 10,000 sales outlets at the same time, also set up four production bases abroad. This situation, as well as the positioning of Haier's “multinational conglomerate” and “advanced stage of multinational corporations” by Qingdao Brand Strategy Research Group in the “Qingdao Famous Brand Strategy Research Report”, illustrates that multinational corporations The concept of Haier has not covered this overloaded ship. The problem goes without saying, because Haier has stepped into a multi-nationalized scale of operation. So, let us Haier business conditions in the 21st century, positioning “strategic” multi-national enterprises, whether it is more like the actual business of Haier such enterprises, but also in line with international rules.