企业全球化(英语中文对照)

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挑战一：全球化的管理理念如何树立？

Challenge one: globalization management ideas how to set up? 典型案例—中星微：

A typical case: earlymiddle 星微

中星微电子公司是中国企业全球化的典型企业。1999年创立之初，就对全球芯片市场进行了充分研究，立足全球选择目标市场，最终确定了数字多媒体芯片领域作为突破口。公司的运营采用“硅谷模式”，即把硅谷的风险投资模式和股票期权制度引入公司，并把硅谷的经营理念用于公司运营，完全按照全球化公司的标准来要求自己。2005年底，中星微在纳斯达克上市。

In microelectronics company is a member of the Chinese enterprises'global of a typical enterprise. Founded at the beginning of 1999, on the global chip fully research the market, based on the global select target market, ultimately determine the digital multimedia as a breakthrough in the field of chip. The company's operation mode using ” “ Silicon Valley, that is, from Silicon Valley venture capital model and the introduction of the company's stock option system and Silicon Valley business philosophy, for companies operating on the basis of globalization company's standard to require their own. The end of 2005 in NASDAQ in 星微. 挑战二：全球化能力如何提升？

Challenge two: how to improve the ability of globalization? 典型案例—华为： Typical cases of Huawei:

华为采用的是全球范围内的本地化经营战略。为了更加贴近客户，倾听客户需求并快速响应，华为在海外设立了20个地区部，100多个分支机构。华为还在美国、印度、瑞典、俄罗斯等地设立了12个研发中心，每个研发中心的研究侧重点及方向不同，聚集全球的技术、经验和人才来进行产品研究开发，使产品一上市，技术就与全球同步。华为还在海外设立了28个区域培训中心，为当地培养技术人员，并大力推行员工的本地化。

Huawei is a worldwide localization business strategy. In order to get closer to their customers, listening to your customers ' needs and respond quickly, overseasfor, www.info.gov.hk/tb_chest 20, more than 100

countries. Huawei is also in the United States, India, Sweden, Russia, and by 12 research and Development Center, each of which research and development center of the differences in priorities and direction,


clustered around the world technology, experience and talent for product research and development, a listing of their product, technology and global synchronization. Huawei also overseas 28 Regional Centre for training, technical staff for the local culture, and strongly the implementation of the employee's localization. 挑战三：全球化的人才队伍如何打造？

Challenge three: globalization team how to build up? 典型案例—趋势科技：

In typical cases — trend micro:

趋势科技成立于1988年，目前已是全球领先的防毒软件公司，在全球建有30家分公司。

Trend micro was founded in 1988, is already the world's leading anti-virus software companies around the world to build 30 branches.

它采用多总部运作模式，不以任何国家为统领—财务中心在日本，营销中心在美国，研发大本营在台湾，全球客户服务中心在菲律宾，行政中心在爱尔兰。它有一支优秀的跨国管理团队，仅有13人的核心管理团队来自中国、日本、印度、美国、德国、阿根廷等6个国家。它有凝聚多元化的强势文化，企业的核心价值观符合人性，放之全球而皆准。

It polybromide headquarters operations, no countries under the guidance of Finance Center in Japan, maralwexi in the United States, research and development base camp in Taiwan, global customer service center in the Philippines, the administrative centre in Ireland. It has an excellent multinational management team, only 13 of the core management team from China, Japan, India, the United States, Germany, 6 countries such as Argentina. It has coacervate a wide range of powerful culture, an enterprise's core values of the human world and put them on. 挑战四：创新能力如何提升？

Challenge four: how to promote innovation capacity? 典型案例—3M公司：

In typical cases — 3 m company:

3M公司以为员工提供创新环境而著称，视革新为企业成长的方式，视新产品为生命。3M每年要开发200多种新产品，其目标是每年销售量的30％从前4年研制的新产品中获得。3M创新管理的秘诀之一，就是努力创造一个有助于创


新的内部环境。譬如允许所有员工可使用最多15％的时间在他们感兴趣的专业上，并允许失败，它的口号是：你只有在吻过许多青蛙后，才能找到一位王子。 The 3 m company thought that the provision of a creative environment, innovation may be famousfor as a enterprises'pullulating way, depending on the new product to life. The 3 m every year more than 200 new product development, the goal is an annual sales volume of 30 per cent in the past four years in the development of new products. 3 m innovation management of one of the secrets, that is, efforts to create a conducive to innovation in the internal environment. For example, to allow all employees can use up to 15% of the time they are interested in professional and allows fails, it's slogan is: you kissed a lot of frogs, to find a Prince. 挑战五：如何利用战略合作抓住全球化过程中的机遇？

Challenge five: how to take advantage of strategic cooperation in the process of globalization to seize the opportunities? 典型案例—海尔： A typical case: duhayr:

2002年，海尔与台湾最大的家电制造商台湾声宝集团结成同业联盟，双方的合作涵盖互相销售对方的家电产品，并扩大了零组件采购及技术共享。与声宝的结盟，为海尔进入台湾市场铺平了道路。

In 2002, Haier and Taiwan's largest household appliance manufacturers in Taiwan Sampo enter cartel collaboration covers mutual sales each other's home appliances and scaledup parts procurement and technology sharing. And the Alliance, and Sampo is duhayr into the Taiwan market paved the way.

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