In venturing outside the united states, wal-mart had the option of entering Europe. Asia, or other countries in the western hemisphere. It realized that it did not have the resources-financial, organizational, and managerial-to enter them all simultaneously, and it opted instead for a carefully considered. Learning-based approach to marker entry.During the first 5 years of its globalization (1991 to 1995)., Wal-mart concentrated heavily on establishing a presence in the Americas: Mexico, Brazil, Argentina and Canada. This choice was motivated by the fact that the European market was less attractive the Wal-mart as a first point of entry. The European retail industry was already mature, which meant that a new entrant would have to take market share away from an existing player. There were well-entrenched competitors, such as Carrefour in France and Metro A.G. in Germany, that would be likely to retaliate vigorously. Moreover, European retailers had formats similar to Wal-mart’s, reducing Wal-mart’s competitive advantage. Wal-mart might have overcome these difficulties by entering Europe through an acquisition, but the higher growth rates of Latin American and Asian markets would have made a delayed entry into those markets extremely costly in terms of lost opportunities. In contrast, the opportunity costs of delaying acquisition-based entries into European markets were relatively small. Asian markets also presented major opportunities, but they were geographically and culturally more distant. For these reasons, Wal-mart chose as its first global points of entry Mexico (1991), Brazil (1994), and Argentina (1995), the countries with the three largest populations in Latin America.
2006-06-12 20:37:03 · 2 個解答 · 發問者 Piper 1 in 社會與文化 ➔ 語言
在往美國以外區域擴張的選擇上, 沃爾瑪(Wal-mart)可以選擇進入歐洲, 亞洲, 或是西半球任何一個國家. 沃爾瑪了解到自己沒有財務, 組織, 管理等能力同時進入這些區域, 沃爾瑪仔細盤算後做了選擇. 以學習為主的策略進入. 在沃爾瑪全球化的前5年(1991到1995), 沃爾瑪致力於在墨西哥, 巴西, 阿根廷, 加拿大等美洲國家的
曝光. 沃爾瑪如此選擇是因為了解到歐洲不是沃爾瑪建立彈頭堡的最佳選擇. 因為歐洲的零售業已經相當成熟, 新的入門者要和現存對手爭奪市場佔有率. 在歐洲已經有著法國家樂福( Carrefour)跟德國Metro A.G.等建立良好防線的競爭對手
的存在, 新的入門者會遭受頑強抵抗. 此外, 歐洲的零售商有類似沃爾瑪的經營模式更削弱了沃爾瑪的競爭優勢. 沃爾瑪或許可以藉由併購來克服這些困難而進入歐洲市場, 但是拉丁美洲跟亞洲市場更高的成長率會使得延後進入這些市場付出更高的代價..失去進入這些市場的機會. 對照之下, 延遲以併購方式進入歐洲的機會成本就相對小很多. 亞洲市場也展現相當大的機會, 可是亞洲在地理上跟文化上(比美洲市場)險的遙遠. 基於這些理由, 沃爾瑪選擇墨西哥(1991), 巴西(1994), 阿根廷(1995)等三個拉丁美洲人口最多的國家作為他全球化的第一個切入點.
2006-06-12 21:47:39 · answer #1 · answered by ? 6 · 0⤊ 0⤋
在美國境外的企業投資活動,威名百貨已決定進軍歐洲、亞洲和西半球的其他國家。可理解的是,這並非同時在這些地區引進財務、企業組織和管理上的資源,而另外選擇謹慎的投資策略,即學習架構的供應商企業引進方式。在前5年的全球化(1991到1995)活動中,威名百貨即大力著重於美洲市場的立足,即墨西哥、巴西、阿根廷和加拿大的市場。這樣的選擇是受到歐洲市場作為威名百貨的第1個全球化據點,有較低的吸引力所影響。歐洲零售業已成熟,即表示市場的新加入者,必需自現有的當地業者中,爭食市場佔有率。有某些擅於掠奪的競爭者,如法國廠商家樂福和德國廠商Metro A.G.則更顯積極。此外,歐洲的零售商也類似威名百貨的經營方式,而降低其競爭優勢。威名百貨藉由併購進入歐洲市場,已因此而克服這些困難,拉丁美洲和亞洲市場較高的成長率,較機會成本的損失考慮而言,佇足於這些市場的進軍,則難免有可觀的損失。相反的,暫緩併購而進入歐洲市場,其機會成本的損失則較低。亞洲市場也提供某些重大的機會,但在地理和文化上則有較大的差距。威名百貨第1個全球化的據點就是墨西哥(1991)、巴西(1994)和阿根廷(1995),這3個是拉丁美洲人口最多的國家。
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2006-06-18 08:56:06 · answer #2 · answered by twntnacys 7 · 0⤊ 0⤋