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题记众所周知,跨国企业要开拓新市场,首先面对的是本土化问题。大凡能成功跨国者,必定要在他乡进行或多或少的本土化。兴起于西方的跨国企业一般都从临近国家开始扩张,由于经济制度、法律体系、文化传统同宗同源,本土化就不是大问题。但是,当跨国企业到了中国,面临的情况就大不一样了。太多的中国特色令外国企业家迷茫困惑,无所适从,甚至走上弯路。当然,也有很多标杆性企业已做出先驱性探索,并积累了经验。近日,笔者专访美国安利公司董事长史提夫·温安洛后,发现安利的本土化经验相当值得借鉴。下面,就让我们走近安利,探析一下其山重水复、柳暗花明的本土化创新历程。
Inscription As we all know, multinational corporations to open up new markets, the first is the issue of localization. Almost all successful transnationals, must be more or less localized in other areas. MNCs emerging in the West generally start their expansion from neighboring countries. Since the economic system, legal system and cultural tradition are the same as their own origin, localization is not a big issue. However, when multinational corporations arrived in China, the situation they faced was quite different. Too many Chinese characteristics make foreign entrepreneurs confused, confused, or even detours. Of course, there are many benchmarking companies that have pioneered the exploration and accumulated their experience. Recently, the author interviewed the Amway Corporation chairman Steve Weill, found that Amway’s localization experience is quite worth learning. Next, let us approached Amway, to explore the mountains of heavy water complex, the local history of innovation.