全球商務管理（簡體書）

《全球商務管理》比較系統地介紹了國際商務管理的各個方面，包括國際商務模型、國際投資管理、國際貿易的理論與實務、全球戰略管理和全球組織架構設計、全球供鏈管理等豐富的內容。該書內容翔實，體例完整，方便教學。每章含有的案例和中國的實際情況結合緊密，資料主要來源於國內企業，具有很強的實操性，所以《全球商務管理》理論和實際相結合得較好。．

《全球商務管理》每章含有的案例和中國的實際情況結合緊密，資料主要來源于國內企業，具有很強的實操性，所以《全球商務管理》理論和實際相結合得較好。

Preface
Chapter 1 Challenges of Global Business Management
Opening Case:Galanz,a Workshop of the World
1.1 Significance of International Business
1.2 The Role of Global Business Environment
1.3 The Decision-Making Function of International Managers
1.4 Summary
1.5 Scenario Analysis
Chapter 2 International Entry Modes
Opening Case:Nestl6's Global Drive
2.1 Basic Types of International Entry Modes
2.2 A Comparison of Entry Modes
2.3 Selecting the Mode of Entry
2.4 Summary
2.5 Scenario Analysis
Chapter 3 International Investment:Theory and Practice
Opening Case:Aflac's Success in Japan
3.1 The Scope of International Investment
3.2 The MNE:Evolution,Structure,and Characteristics
3.3 FDI Theories and Theories of the MNE
3.4 Porter's Diamond Model
3.5 Summary
Active Learning Case:Global Finance Gurus:Buffett vs.Soros
Case Study:Nestle in India
Chapter 4 International Trade:Theory and Policy
Opening Case:Trade between the U.S.and China
4.1 Rationale of International Trade
4.2 International Trade Barriers
4.3 International Trading System
4.4 Summary
Short Story:An Exchange between Tom and Huck
Chapter 5 International Trade Practice
Opening Case:Which Bank should the Documents be Presented to?
5.1 International Trade Terms
5.2 Remittance and Collection
5.3 Letter of Credit (L/C)
5.4 Summary
5.5 Scenario Analysis
Chapter 6 Global Strategic Management
Opening Case:The Rise of Haler as a Global Manufacturer
6.1 The Nature of Global Strategic Management
6.2 Global Strategy
6.3 Global Strategic Formulation
6.4 Global Strategic Implementation
6.5 Global Strategic Control
6.6 Summary
Chapter 7 Global Organization Design
Opening Case:Procter & Gamble's Organization Overhaul
7.1 International Division Structure
7.2 Global Product Structure
7.3 Global Geographic Structure
7.4 Global Functional Structure
7.5 Global Matrix Structure
7.6 Summary
……
Chapter 8 International Investment Management
Chapter 9 Global Operation Management
Chapter 10 Global Supply Chain Management
Appendix
Glossary :Chinese Translation
Bibliography

International managers must formulate multiple levels of strategies with globalperspectives.A global outlook changes the scope of strategic formulation,but not its basicprocess.Strategic formulation is composed of three basic steps.First,the basic missionand major goals of the enterprise must be clarified to establish strategic intents.Second,an assessment of external and internal environments must be carefully made so that feasiblestrategic alternatives can be generated.Third,the most viable strategic options should bedetermined for the configuration of corporate-level strategy,business-level strategy,anddepartment-level strategy.
6.3.1 Strategic Intents and Strategic Alternatives
A mission statement defines the general purpose for the existence of an enterprise.Itis a formally written statement that declares the overall vision and the fundamentalphilosophic values of the enterprise.The mission statement of an enterprise is closelyrelated to the type of business it is engaged in.For example,the mission of Bausch andLomb,a global eye care company,is to "help consumers to see,look and feel betterthrough innovative technology and design".By comparison,Boeing's mission is "to be thenumber one aerospace company in the world and among the premier industrial concerns interms of quality,profitability,and growth ".The mission of CIMC,a Chinesemanufacturer of containers and vehicles,is "to be a major supplier of modern transportequipment and service in the global market to satisfy the demand of customers..."
An enterprise needs to establish major goals or objectives consistent with the missionstatement.A well-constructed goal or objective is a precise description of measurablefuture achievements for the enterprise to accomplish.It is a benchmark for assessing thefirm's performance and progress over a period of time.It should be both challenging andpractical to motivate people to make improvements in their work.For instance,when larryBossidy,a legendary CEO,was running AlliedSignal in the 1990s,the quantifiedobjectives for the company were to "increase earnings per share by 15% annually",to"grow sales of existing businesses by 8% per annum,increase productivity at an annualrate of 6% and achieve operating profit margins of at least 15% ".These goals werespecific enough for the management and employees to strive to attain superioroerformance.