摘要:

AbstractBusiness is war. And in war, it is a matter of survival of the fittest. In order to survive in today's cutthroat business environment, we must be properly armed. And one of the most important arrows in the executive's quiver is accurate knowledge of competitors and their business environment. In other words, detailed knowledge of the enemy and the terrain of the battlefield.Every major country on earth recognizes the importance of intelligence and employs an intelligence agency to collect it for them. Over 2,500 years ago, the Chinese general Sun Tzu wrote: “If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.” Frederick the Great also expressed his opinion on the importance of intelligence when he said: “It is pardonable to be defeated, but never surprised.” In today's highly competitive business world it is becoming more and more important to know your competition‐know your enemy‐and, particularly in the international arena, to know your battlefield. There are minefields out there, and it is imperative to be able to identify and avoid them. You can still lose, even when armed with superior forces, if the terrain is against you. 1997 John Wile

ISSN:0020-6652    

DOI:10.1002/tie.5060390402

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

摘要:

AbstractThe present paper is an attempt to establish some stylized facts about the process of export diversification and structural change in exports for six key Latin American economies: Argentina, Brazil, Chile, Colombia, Mexico, and Venezuela. There has been a long‐run trend toward export diversification in the region which has persisted through both inward‐ and outward‐looking policy experiments, and over a variety of macroeconomic conditions. Structural change in exports accelerated during the debt crisis episode of the early 1980s, and more rapid structural change may be associated with policy reform. Our results suggest that important sources of economic risk in Latin America may be declining in the long run, and that economic risk is less sensitive to political risk than is often assumed. 1997 John Wiley&Sons

ISSN:0020-6652    

DOI:10.1002/tie.5060390403

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

摘要:

AbstractTo what extent can standardized advertising programs be effectively employed in two key NAFTA markets? Mexico and the United States were the sites for an experiment using print advertisements exhibiting varying degrees of advertising standardization to study the impact of language and cultural differences. The Rokeach Value Survey (RVS) was used to examine the cultural values of the respondents (n = 354). Cultural value dimensions important in the two countries were uncovered utilizing factor analysis. Using t‐tests, results show that consumers in the two countries differ significantly on all five cultural dimensions uncovered. Further, significant differences in attitude toward the advertisement were found for each of four products based on the degree of standardization employed. Total customization was significantly preferred over all other combinations of languages and pictures. For those US firms considering marketing activities in Mexico, conclusions, implications, and strategies are suggested. 1997 John Wiley&Sons, In

ISSN:0020-6652    

DOI:10.1002/tie.5060390404

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

摘要:

AbstractUS companies have been accused by the Russian media of flooding the Russian markets with their exports, repatriating their revenues or using them to buy Russian resources cheaply, and, as a result, increasing Russia's unemployment and decreasing its standard of living. Russia, argue many Russian experts interviewed in the past several years, is being badly exploited and its culture cheapened with Western candy, which in 1994 took $5 billion from consumers in Russia.On the other hand, US companies, which have been entering the Russian market in increasing numbers, argue that exporting products and services to Russia enhances the satisfaction of Russian consumers and contributes to the country's economy. They further say that as they become more familiar and comfortable with the Russian market, they change their strategies and increase their investment in Russia.Are US companies exploiting Russia or investing in its economic expansion? In this study the author investigated the entry strategies to Russia of 87 large US companies starting in 1989. These were randomly selected corporations, including a cross‐section of consumer goods, industrial goods, computers, oil and gas, fast food, and consulting companies.What emerged was a captivating, historical drama, which changes rapidly from making money through exporting to Russia, to commitment through investment in plants and employment. For example, while the most popular entry doors to Russia have been exportlimport and joint ventures, most strategy changes since 1989 have been to wholly‐owned subsidiaries, which usually require substantial investment. Yesterday's Snickers Bars exporter, Mars Candy, created a wholly‐owned subsidiary, Masterfoods, and spent $70 million to build a chocolate and pet food factory that employs many Russians. In addition, a greater number of US companies entered the Russian market after the 1992 Yeltsin economic shock therapy and had a much needed stabilizing effect on the Russian economy. So, what may have been perceived as a one‐sided relationship has been evolving to growth and mutual commitment. And as the Russian economy continues to grow, these companies will grow and prosper, too.Executives who are interested in the Russian market are advised that this market is real, growing, and worth considering. To enter and grow in this market, however, executives are cautioned that business deals in Russia must be structured in unfamiliar ways, and that they must employ local workers and respect Russia's culture and history. © 1997 John Wiley&S

ISSN:0020-6652    

DOI:10.1002/tie.5060390405

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

ISSN:0020-6652    

DOI:10.1002/tie.5060390406

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

ISSN:0020-6652    

DOI:10.1002/tie.5060390401

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY