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1、Multinational corporation strategy: The globalization regionalizesThe related research indicated that majority TNC have realized merely the production activity global layout, but its sales revenue important source in US and Japan, Europe “three extremely” motherland region. Only had minority TNC to
2、realize the globalize expansion. Obviously, although the global market integration process accelerates unceasingly, but TNC can still not but at this point seeks balanced in the global product standardization and between the region market compatibility.One, Multinational corporation “globalize deadl
3、ock and regionalizing strategyRegarding the globalize enterprises measurable; the different scholar has respectively the different understanding. Yip(2002) the globalize enterprise will define for “has runs in any place, transfers any property and gains any resources ability, and realizes the profit
4、 maximization take the whole world as the foundation.” Here, Yip emphasized the production activity globalization as if emphatically. On the contrary, Rug man (2005) piece from other angle explanation globalization enterprise, reveals the so-called globalize business owner, if refers to “has globall
5、y by the same way sale same product or service ability” the enterprise. Rug man selects Fortune the global 500 strong enterprises takes the object of study, to these enterprises in US and Japan, Europe “three in the region interior markets sales status has carried on the investigation statistics ext
6、remely”. What needs to point out that in these 500 enterprises majority is TNC, they will be occupying 90% above global foreign direct investment storage quantity as well as nearly 50% world volume of trade, thus its management behavior has basically reflected now TNC Trend of development. For ease
7、of carries on the more thorough careful contrastive analysis, Rug man these 500 enterprise division is four different types: Motherland region guidance, host country region guidance, double region as well as globalize enterprise. According to Rug man classified standard, if the enterprise 50% sales
8、revenue originate at least from North America, Europe and Asia “three extremely” in motherland region, then these enterprises may classify for motherland region guidance businessindustry; If the enterprise 50% sales revenue originate at least outside the motherland region “three extremely” any regio
9、n market, then these enterprises may classify for the host country region guidance enterprise; If enterprise in “three extremely” In two regions (including our country region) each regions sales revenue is not lower than 20%, but any region does not surpass 50%, then this kind of enterprise for doub
10、le region enterprise; If the enterprise in three” each regions sales revenue is not lower than 20% extremely, but any region does not surpass 50%, Rug man to call it the globalize enterprise. Based on this, in the past time during more than 20 years, fortune in global 500 strong enterprises containe
11、d majority TNC. The product mainly sells to US-Japan, the European region interior market. The data which obtain from the Ugrian statistics 380 effective questionnaire looked that in 2001, Fortune whole world 500 strong, 320 enterprises still belonged to motherland TNC. , the average 4/5 sales volum
12、e from the motherland region, some 9 enterprises is only the globalize enterprise。Is concrete, 9 globalize enterprises come from completely the manufacturing industry department, like IBM, Phillips, Sony, Intel, Nokia, Canon and so on, all for world-known large-scale transnational enterprise. Simila
13、rly, in double region TNC, in 25 enterprises has 24 is the manufacturing industry, like BP, Toyota, Nissan, Motorola and so on, some 1 is only a service industry. But comparatively, in the host country and in motherland region guidance TNCS, service industry occupied the dominant position, like in h
14、ost country guidance TNC. , 8 are the service industries, but has 3 is the manufacturing industry; But in motherland guidance TNC, 189 is service industry, 131 are the manufacturing industry enterprises。Service industry department cross region sale campaign is blocked, the key lay in many host count
15、ry governments until now still to service industry enterprises and so on bank, telecommunication, insurance and retail trade transnational operations has set up the extremely high market access barrier, in addition between the different cultures difference, caused these service industries mostly to
16、limit to the region interior market.Second, regionalizing strategy regarding our country Enterprise transnational operations beneficial enlightenment In summary, current, was engaged in the internationalization management TNC simultaneously not to realize the production, the sales globalize developm
17、ent, the production activity global distribution and the sales revenue region limit has formed the huge contrast, majority TNC still took its sale campaign by the motherland region market the center, the implementation regionalizing business strategy, its profit originated also mostly concentrates i
18、n the region. Certainly, stressed that the region market the importance does not mean denies the global market integration the necessity Looking from the TNC long-term development, the regionalizing strategy is only globalize strategy one must pass through the stage, TNC acts according to own FSA th
19、e applicable scope, first optimizes the disposition resources in some specific region, implements the local integration strategy; Then in the accumulation experiences foundation, the continual readjustment changes FSA the structure, expands its use scope, then surmounts the region boundary to move t
20、oward the global market, realizes the global integration management。It can be said that the globalize strategy is TNC maximum limit is displaying the localization to manage in the superiority foundation, optimizes the FSA integrant part through the continual readjustment, impels regional FSA to tran
21、sform gradually to global FSA realizes finally. “Walks” in the strategy and the internationalization management in Our country Enterprise, must base the motherland region market, processes the region integration and between the national response strength the twos relations properly, in accumulated i
22、n the massive successful experiences foundation, develops the international market gradually, serves the purpose which finally stands firm “extremely in three” the region interior market. Therefore, our country Enterprise needs to complete the following several aspects the work.【First】 sets up the l
23、ocal headquarters, satisfies in the zones of different the operative activity variation demand Presently, the host country positions particularity and the complexity implemented the internationalization strategy to TNC to bring the enormous difficulty, to obtain the global competition superiority, T
24、NC must understand between the zones of different fully the difference, and could overcome or use this difference to create the value for the local consumer 。Therefore, TNC may according to own developmental strategy need, divide the entire world market into certain regions, sets up the local headqu
25、arters in the main region, with the aim of being coordinated manages, the overall plan to arrange in the region TNC each function and the operational activities, thus enhances the TNC management pointed and the policy-making efficiency.【Second】 improves, optimizes FSA unceasingly the integrant part,
26、 strengthens to the local market adaptation virilityIn order to deal with in the host country the competitor challenge, expands in the host country region market the sales share, TNC needs the continual readjustment, to enrich in FSA the integrant part, not only enables its to have the non-uniformit
27、y, must have the flexibility and interactive, especially must promote the value chain “front end” FSA with “rear end” between FSA the coordinated synchronized development, strengthens FSA to the exterior condition of business change compatibility, by further enhances TNC to the local market demand s
28、peed of response.【Third】 in the foothold country region market foundation, develops the international market methodicallyTNC, particularly scale small TNC, not suitable blind pursue globalization strategy, but must take the motherland region market the importance, uses the advantage which fully this
29、 market can provide, implements the localization business strategy positively, utilizes existing FSA is in the region the different national consumer produces the product, provides the service, realizes the maximized value to rise in value, simultaneously accumulates the essential market knowledge,
30、the sales experience and the demand information. Is following TNC 、FSA In the region the various countries serviceable unceasing enhancement, enterprises boundary will further also develop, extends, its production, sale campaigns geography space will be also getting bigger and bigger, the TNC manage
31、ment behavior possibly will spread finally only then “three extremely” all regions, will become the globalize enterprise in the true sense.【Fourth】seeks enterprise FSA and between the host country CSA the twos reasonable match, further promotes the competitive advantage The TNC competitive advantage
32、s display not only relies on certain specific resources which own has, moreover is decided the creative property ability which as well as gain most superior asset portfolio ability disperses in its management and the coordinated geography. In cross region expansion process TNC Must aim at the target
33、 market the actual situation, implements the essential relation investment, the absorption, improves local the strategic property and the managerial resources, promotion enterprise non-position restrictive FSA and the host country CSA organic fusion, realizes the enterprise interior resources and th
34、e local exterior resources reasonable match and coordinated supplementary, creates the bigger competitive advantage for the enterprise, enhances TNC in global market seepage ability.跨国公司战略：全球化还是区域化相关研究表明，大多数TNC仅仅是实现了生产活动的全球布局，而其销售收入则主要来源于美、日、欧“三极”中的母国区域。仅有少数TNC实现了全球化扩张。可见，尽管全球市场一体化进程不断加速，但时至今日TNC仍然不
35、得不在全球产品标准化与区域市场适应性之间寻求平衡。一、跨国公司的“全球化僵局与区域化战略对于全球化企业的衡量标准，不同的学者有着各自不同的理解。Yip(2002)将全球化企业定义为“具备奔走于任何地方、调动任何资产和获取任何资源的能力，并且以全球为基础实现利润的最大化”。这里，Yip似乎着重强调了生产活动的全球化。与此相反，Rug man(2005)则从另外一个角度阐释全球化企业，认为所谓全球化企业主要是指“具有在全球范围内以相同的方式销售同样产品或服务的能力”的企业。Rug man选取财富全球500强企业作为研究对象，对这些企业在美、日、欧“三极”区域内部市场上的销售状况进行了调查统计。需要
36、指出的是，这500家企业中的大多数是TNC，它们占据着90以上的全球对外直接投资存量以及将近50的世界贸易量，因而其经营行为基本上反映了当今TNC的发展趋势。为了便于进行更为深入细致的对比分析，Rug man将这500家企业划分为四种不同类型：母国区域导向型、东道国区域导向型、双区域型以及全球化企业。根据Rug man的分类标准，如果企业至少50的销售收入来源于北美、欧洲和亚洲“三极”之中的母国区域，那么这些企业可以被归类为母国区域导向型企业；如果企业至少50的销售收入来源于母国区域之外“三极”中的任一区域市场，那么这些企业可以被归类为东道国区域导向型企业；如果企业在“三极”中两个区域内(包括
37、本国区域)每个区域的销售收入都不低于20，但是其中任何一个区域又都不超过50，那么这类企业为双区域型企业；如果企业在“三极”中每个区域的销售收入都不低于20，但是任何一个区域又都不超过50，Rug man称其为全球化企业。在此基础上，Rug man经过研究发现，在过去20多年间，财富全球500强企业中，绝大多数TNC的产品主要销往美、日、欧等区域内部市场。从Ugrian统计的380份有效问卷所获得的数据看，2001年， 财富全球500强中，320家企业仍然属于母国型TNC，平均45的销售额来自于母国区域，仅有9家企业是全球化企业。具体来看，9家全球化企业全部来自于制造业部门，如IBM、飞利浦、
38、索尼、Intel、诺基亚、佳能等，皆为世界知名的大型跨国企业。同样，在双区域型TNC中，25家企业中有24家是制造业，如BP、丰田、尼桑、摩托罗拉等，仅有1家是服务业。而相比之下，在东道国和母国区域导向型TNCS中，服务业则占据了主导地位，如在东道国导向型TNC中，8家是服务业，而只有3家是制造业；而在母国导向型TNC中，189家是服务业，131家是制造业企业。服务业部门跨区域销售活动受阻，关键在于许多东道国政府至今仍然对银行、电信、保险和零售业等服务业企业的跨国经营设立了极高的市场准入壁垒，加之不同文化之间的差异，使得这些服务业大多局限于区域内部市场。二、区域化战略对于我国企业跨国经营的有益
39、启示综上所述，当前，从事国际化经营的TNC并未同时实现生产、销售的全球化发展，生产活动的全球分布与销售收入的地域限制形成了巨大的反差，大多数TNC仍以母国区域市场作为其销售活动的中心，实施区域化经营战略，其利润来源也大多集中于区域内部。当然，强调区域市场的重要性并不意味着否定全球市场一体化的必要性。从TNC长远发展看，区域化战略只是全球化战略的一个必经阶段，TNC根据自身FSA的适用范围，首先在某个特定区域内优化配置资源,实施地区一体化战略；然后在积累经验的基础上，不断调整变化FSA的结构，扩大其使用范围，进而跨越区域边界而走向全球市场，实现全球一体化经营。可以说，全球化战略是TNC在最大限度
40、地发挥本地化经营优势基础上，通过不断调整优化FSA构成要素，推动区域性FSA逐步向全球性FSA转变而最终实现的。在我国企业“走出去”战略和国际化经营中，仍需立足母国区域市场，妥善处理好区域一体化与国家响应力二者之间的关系，在积累了大量成功经验的基础上，逐步开拓国际市场，最终达到在“三极”区域内部市场上站稳脚跟的目的。为此，我国企业需要做好以下几个方面的工作。1、设立地区总部，以满足不同区域内经营活动差异化的需求当前，东道国区位的特殊性和复杂性给TNC实行国际化战略带来了极大的困难，为了获得全球竞争优势，TNC必须充分了解不同区域之间的差异性，并且能够克服或利用这一差异为当地消费者创造价值。为此
41、，TNC可以根据自身发展战略的需要，将整个世界市场划分为若干个区域，在主要的区域内设立地区总部，以便协调管理、统筹安排区域内TNC的各项职能和业务活动，从而提高TNC经营的针对性和决策的效率。2、不断改进、优化FSA的构成要素，增强对当地市场的适应性能力为了应对东道国中竞争对手的挑战，扩大在东道国区域市场上的销售份额，TNC需要不断调整、充实FSA中的构成要素，使其不仅具有异质性，更要具备灵活性与互动性，尤其要促进价值链“前端”FSA与“后端”FSA之间协调同步发展，增强FSA对外部经营环境变化的适应性，以进一步提高TNC对当地市场需求的响应速度。3、在立足本国区域市场基础上，循序渐进地开拓国
42、际市场TNC，尤其是规模较小的TNC，不宜盲目追求全球化战略，而应当高度重视母国区域市场的重要性，充分利用这一市场所能提供的有利条件，积极实施本地化经营战略，运用现有的FSA为区域内不同国家消费者生产产品，提供服务，以实现最大化价值增值，同时积累必要的市场知识、销售经验和需求信息。伴随着TNC、FSA在区域内各国适用性的不断提高，企业的边界也就会进一步拓展、延伸，其生产、销售活动的地理空间也越来越大，TNC经营行为最终才可能遍及“三极”中的所有区域，成为真正意义上的全球化企业。4、寻求企业FSA与东道国CSA二者之间的合理匹配，进一步提升竞争优势TNC竞争优势的发挥不仅依赖于自身所拥有的某些特定资源，而且取决于其管理和协调地理上分散的创造性资产的能力以及获取最优资产组合的能力。在跨区域扩张过程中，TNC应当针对目标市场的实际情况，实施必要的联系性投资,吸收、改进当地的战略性资产和经营性资源，促进企业非区位限制性FSA与东道国CSA的有机融合，实现企业内部资源和当地外部资源相互之间的合理匹配与协调互补，为企业创造出更大的竞争优势，提高TNC在全球市场上的渗透能力。
