全球化对企业营销策略和绩效的营销

1、本科毕业论文外文文献及译文文献、资料题目：the effects of globalization onmarketing strategy and perfonrumce文献、资料来源：http:fioinblyimcom/views/specific/3004/fthesisdetailjsp?dxnumbe350101557614&d 二 dd1160c3b ace399145643c0ffc 007d15&sw 二 market+strategy文献、资料发表（出版）日期：2014 院（部）： 商学院专业：市场营销班级：营销111姓名：李小乐学号：2011091422指

2、导教师：高桂平翻译日期：2015.6.15外文文献the effects of globalization on marketing strategy and performanceby amonrat thoumrungrojeabstractbuilding on international business, strategic management, and marketing literature, this dissertation advances prior knowledge on globalization and business by analyzing differe

3、nt effects of globalization on firms. globalization一the process of increasing social, cultural, political, and economic interdependence一has resulted in several changes in business environmen匸 global market opportunities and threats are major effects of globalization while the former refers to the in

4、creases in market potential, trade and investment potential, and resource accessibility, the latter refers to the increases in number and level of competition, and the level of uncertainty. two empirical studies included in this dissertation explore how these effects influence firms international ma

5、rketing activities and performance.the first empirical study investigates the effects of globalization on firm performance. the seco nd study examines the role of firms cooperation in alliances in enhancing their performance amid globalization by specifically focusing on comarketing alliances and in

6、ternational marketing performance of firms. conceptual models are developed based on environment-organization literature, transaction cost economics, and market power perspective. results from both empirical investigations lend support to theoretical conjectures. specifically, the first study found

7、that while firm performance is enhanced by increased market opportunities evoked by globalization, it is also hampered by growing competitive threats. moreover, the second study indicates that globalization drives more collaboration in international marketing activities among firms in co-marketing a

8、lliances, and such cooperation enables firms to enhance their international marketing effectiveness.thus, central contributions of this dissertation include: first, it classifies the effects of globalization on firms into global market opportunities and global competitive threats; second, it integra

9、tes literature on international business, strategic management, and marketing to address the effects of globalization on firms? marketing conduct and outcomes; third, it demonstrates the generalizability of the transaction cost economics, the market power perspectives, and the literature on environm

10、ent-organization interfaces in the domain of globalization; fourth, it confirms that globalization acts as a two-edged sword and that alliance cooperation presents a viable alternative for firms to navigate successfully in this new competitive landscape.chapter threeglobalization effects, co-marketi

11、ng alliances, and performanceintroductionduring the past two decades, globalization has caused dramatic changes to business practices around the world. companies (e.g., ibm, intel, microsoft, and philips) have not only start outsourcing from various parts of the world, but also forming alliances wit

12、h other firms (gm-ford- daimler chrysler, ford-mazda, and gm-honda, bp-mobil, and star alliances). nevertheless, limited empirical studies have been conducted to investigate how globalization actually affects firms and how firms respond to such effects. thus, this paper aims to examine such effects

13、by focusing on how globalization influences the degree of a firm' s international marketing cooperation, which ultimately affects its international marketing performance.globalization refers to the process of increasing social and cultural inter-connectedness, political interdependence, and econ

14、omic, financial and market integration (eden and lenway, 2001; giddens, 1990; molle, 2002; orozco, 2002). dramatic changes in the business environment that cause shifts in business conduct and marketing activities of firms around the world include, for example, the emergence of global markets for go

15、ods and services, labor, and financial capital, advances in technologies, and a reduction in traditional barriers to trade and investment (deardorff and stern, 2002; jones, 2002; orozco, 2002; richmond, 2002). these changes have resulted in two significant globalization effects一the emergence of glob

16、al market opportunities and threats一which are the two most often cited effects in globalization-related literature (contractor and lorange, 1988; fawcett and closs, 1993; hitt, keats, and demarie, 1998; molle, 2002). these two major globalization effects eventually lead to adjustments in business an

17、d marketing activities of firms around the world (hitt, keats, and demarie, 1998; jones, 2002; shrader, 2001).globalization effects and firm responsesdue to the emergence of global market opportunities and global market threats, firms have been forced to respond quickly to these effects. unlike othe

18、r environmental changes, the effects of globalization are far more pervasive一affecting every individual, business, industry, and country (garrette, 2000). the environment surrounding business today is characterized as a u hypercompetitive " environmenta faster and more aggressive competitive en

19、vironment (d aveni, 1994; harvey and novicevic, 2002). major forms of business restructuring in response to the dramatic changes brought by globalization include, for example, investments in new technologies, downsizing and reengineering, the formation of strategic alliances and networks, and a shif

20、t from international and multinational to global and transnational strategies (jones, 2002). among these various forms of business restructuring designed to manage globalization effects, alliance formation is considered the most remarkable business trend of the past decades (hwang and burgers, 1997;

21、 kasmai and iijima, 2002). therefore, it is of interest to both academics and practitioners to explore how alliances help firms achieve superior international marketing performance in the globalization era.since globalization makes alliances an integral part of a firm5 s strategy to better satisfy c

22、ustomers and to achieve sustainable competitive advantage (hitt, keats, and demarie, 1998), the proliferation of alliances in recent years is not surprising. it has become difficult for firms to stay competitive in this era without allying with other firms (kasmai and iijima, 2002; ohmae, 1989b; web

23、ster, 1992). moreover, to achieve superior marketing performance in the present business environment, firms need to manage relationships with partners, customers, and different parties in the value chain (webster, 1992). as a result, there has been an increasing trend towards more cooperation among

24、firms, both vertically and horizontally (hoskisson, hitt, and ireland, 2004; ireland, hitt, and vaidyanath, 2002). such inter-firm cooperation is especially important for firms to compete in the global marketplace. in order for firms to succeed in international markets, they need cooperate with othe

25、r firms and/or governmental agencies (ireland, hitt, and vaidyanath, 2002; shrader, 2001; white, 2000). thus, the purpose of this paper is to explore whether globalization affects the degree of international marketing cooperation of firms participating in co-marketing alliances, a type of strategic

26、alliance in which partners cooperate in one or more marketing activities (bucklin and sengupta, 1993, 32). specifically, we propose to investigate the influence of globalization effects on the degree of firms' cooperation in co-marketing alliances, and the relationship between such cooperation a

27、nd the firms' international marketing performance.research emphasis and research questionscomarketing alliancesalthough many authors have alluded to the influence of globalization on the growth in alliance formation (e.g., arino and torre, 1998; hitt, keats, and demarie, 1998; hwang and burgers,

28、 1997; ohmae, 1989b), there is no empirical study that establishes any links between the two. by investigating the effects of globalization on the degree of cooperation in alliances, this study extends current literature on the rationale for alliance cooperation and the performance of allying firms.

29、 while most past studies focus on other forms of strategic alliances一r&d collaboration teams, joint ventures, etc.一little research attention has been paid to co-marketing alliances. the two reviews of literature on strategic alliances conducted by spekman et at (1998) and ireland, hitt and vaidy

30、anath (2002) indicate that most empirical studies focus on strategic supplier-buyer alliances (supply chain alliances) and technological alliances between firms in high-tech industries. very few studies pay attention to alliances among firms at the same level of the value chain (e.g., bucklin and se

31、ngupta, 1993; robson and dunk, 1999; venkatesh, mahajan, and eitan, 2000; young, gilbert, and mcintyre, 1996). to further develop this under-researched area of alliance research, we chose to focus on co-marketing alliances.co-marketing alliances are considered a specific type of strategic alliance.

32、it is one type of business-level competitive strategy一horizontal complementary strategic alliance一whose primary focus is on creating a competitive advantage in specific product markets by pooling resources and capabilities of firms at the same stage of the value chain (hoskisson, hitt, and ireland,

33、2004). the scope of co-marketing alliances is limited to marketing activities such as customer service, marketing, promotion, and distribution (bucklin and sengupta, 1993; das,sen, and sengupta, 2003; varadarajan and cunningham, 1995). this particular type of alliance is worthwhile studying because

34、most types of inter-firm cooperation are formed in order to strengthen their market position, which is the objective of co-marketing alliances. the coordination of marketing activities to achieve superior market position and performance in terms of sales, market share, and profitability is their mos

35、t fundamental task.moreover, being non-equity in nature, these alliances are less formal and less committed than others (hoskisson, hitt, and ireland, 2004). this has made them increasingly popular in recent years. these unique features and benefits of co-marketing alliances make them an important a

36、rea for further investigation.in addition, there has been a lack of research on horizontal alliances, especially in marketing and international business disciplines since the foci of such inter-firm relationships in these fields are mainly on vertical alliances (rindfleisch and moorman, 2001;sheth a

37、nd sisodia, 1999). since the role of marketing in formulating and implementing strategic alliances is highly implicated in most strategic alliances (varadarajan and cunningham, 1995), marketing alliances are usually formed to help firms achieve marketing objectives- firms form co-marketing alliances

38、 to help them develop market power that enables them to achieve sustainable competitive advantage, which can never be realized alone.furthermore, co-marketing alliances are common in many technology-related industries where maintaining a position at the forefront in such markets is difficult (buckli

39、n and sengupta, 1993). this problem of maintaining continually cutting-edge positions in markets becomes even more serious given the fast pace of technological changes in globalization era such as today' s business environment (ohmae, 1989b). as a result, there has been an increasing trend towar

40、ds more marketing cooperation among competitors in response to globalization (hoskisson, hitt, and ireland, 2004; webster, 1992). nonetheless, limited research attention has been given to these specific types of strategic alliances (bucklin and sengupta, 1993; sheth and sisodia, 1999). hence, the in

41、vestigation of the degree of cooperation in co-marketing alliances should provide more insights on how globalization drives such cooperation.despite the prevalence of globalization effects, which cause changes in business conduct and marketing activities around the world, limited attempts have been

42、put forth to assess such effects on firms. since marketing is a u context-driven v discipline (sheth and sisodia, 1999), the of globalization effects一as one of the contextual factors surrounding marketing activities一proves to be worthwhile.research questionsthis paper attempts to answer the followin

43、g research questions: 1) does globalization affect the degree of cooperation in co-marketing alliances? and 2) do co-marketing alliances influence firms' international marketing performance? in answering these research questions, this study explores the relationship between two major effects of

44、globalization一 global market opportunities and global market threats一and the degree of cooperation in co-marketing alliances. in addition, the associations between the degree of cooperation and international marketing performance are also examined.global market opportunities and threats are emphasiz

45、ed here because they are often viewed as the most immediate and apparent effects of globalization (fawcett, calantone, and smith, 1997; fawcett and closs, 1993; jones, 2002; molle, 2002). amid globalization where dramatic changes in opportunities and threats are pervasive, the need of firms to respo

46、nd quickly and with flexibility to their environment has significantly driven an increase in the development of alliances (buckley and casson, 1997; spekman and sawhney, 1990; webster, 1992). the following sections discuss the theoretical underpinnings, and present a conceptual model of this study t

47、o help provide a better understanding of the relationships among globalization effects, degree of co-marketing alliance, and international marketing performance of firms.conclusionthis study is one of the early attempts to propose a conceptual framework to investigate globalization effects at the fi

48、rm level. it explores how firms with international activities can enhance their performance in the global marketplace, and proposes that superior international marketing performance of such firms can partially be attributed to the degree of cooperation in co-marketing alliances. as suggested by the

49、classical industrial organization 一the market power perspective一firms form alliances to reduce competition. faced with global competitive threats, firms need to be equipped with all necessary resources, which are usually not present in a firm, but can be obtained by forming alliances with other firm

50、s. building on transaction cost economics, increasing the degree of cooperation in co-marketing alliances may be a viable option for firms facing global market uncertainty because hybrid governance structures possess stronger adaptive capabilities than hierarchies, yet provide more administrative co

51、ntrol than market transactions. therefore, this study hypothesizes that firms tend to increase their cooperation in co-marketing alliances due to perceived global market threats. less cooperation in such alliances can be expected due to perceived abundant global market opportunities. given such oppo

52、rtunities, firms tend to conduct business on their own to avoid potential opportunistic behaviors, arising from bounded rationality and behavioral uncertainty.中文译文全球化对企业市场营销策略和绩效的影响摘要建立在对国际业务、企业战略管理和市场营销文献了解的基础上，本文通过分析 全球化对企业的影响，提岀具有前瞻性意义的关于全球化和商业的理论。全球化是社 会、文化、政治和经济相互依赖并增强的结果，全球化的过程也意味着企业的经营环 境的变化。

53、全球化给企业的国际市场带来不同的机遇与挑战，机遇涉及到市场潜力、 贸易投资和可利用资源的增加，挑战涉及到竞争的数量和程度的增加及市场不确定性 因素的增加。本文利用两个实证研究方案探讨这些因素如何影响企业的国际营销活动 和业绩。第一个实证研究探讨全球化对企业绩效的影响。第二个实证研究通过分析企业的 营销合作联盟对国际营销策略和绩效的影响，探讨企业合作对提高企业国际绩效的作 用。本文基于与全球化相关的环境组织，交易成本经济学以及市场力的视角提岀概念 模型。实证研究的结果为理论推测提供支持。具体来说，第一项研究发现企业绩效是 通过全球化诱发的市场机会的增加而提高的，不过它所面对的竞争威胁也在增加。此

54、 外，第二项研究表明全球化使得营销合作联盟的企业的国际市场的营销活动的合作增 加，这种合作能够提高企业的国际营销效果。因此，本文的贡献主要有：第一，本文从企业在国际市场中面临的市场机会和威 胁两个外部因素，分析全球化对企业的影响；其次，本文结合国际商务、战略管理和 市场营销的理论分析全球化对企业市场行为和绩效的影响；第三，本文总结了与全球 化相关的交易成本经济学、市场力的观点以及环境组织文献；第四，本文表明全球化 是把双刃剑，联盟合作为企业在新的竞争环境中提供了更多的选择机会。第三章全球化影响、营销合作联盟和绩效简介在过去的20年里，全球化导致了世界各地的商业惯例发生了巨大的变化。公司 （ib

55、m、英特尔、微软和飞利浦等）不仅在世界各地建立外包，而且与其他公司建立联 盟（通用一福特-戴姆勒克莱斯勒、福特一马自达（日本）、通用一木田、英国石油 公司一美孚)。z前有过探讨全球化和企业z间相互影响的实证研究，因此，本文通过 分析全球化影响企业间国际营销合作的程度和企业国际营销的绩效，分析这些影响因 素。全球化的过程也是各国的社会和文化相互联系，政治相互依赖及经济、金融和市 场逐渐一体化的过程(eden and lenway, 2001; giddens, 1990; molle, 2002; orozco, 2002)o企业经营环境的剧烈变化影响了世界各地的企业商业行为和营销活动，例如商

56、品、服务、劳力和资本的全球化，技术的进步，传统的贸易和投资壁垒减<>(deardorffand stern, 2002; jones, 2002; orozco, 2002; richmond, 2002)。这些变化使得企业在全球面临 的市场机会和威胁(这两个因素经常在与全球化有关的文献中出现)增加(contractor and lorange, 1988; fawcett and closs, 1993; hitt, keats, and demarie, 1998; molle, 2002)这 两个主要因素对世界各地的企业的业务和营销活动的调整具有重要的参考意义(hitt, k

57、eats, and demarie, 199& jones, 2002; shrader, 2001)。全球化影响和企业的反映跨国企业不得不在全球市场中面对更多的机会和威胁。不同于其他环境的变化， 全球化的影响范围更加广泛，包括每一个个体、商业、工业和国家(garrotte, 2000) 今天商业的周边环境的特点可以用"异常”激烈来形容(d' aveni, 1994; harvey and novicevic, 2002)o为了应对全球化带来的巨大变化，企业业务重组的主要形式包括新 技术的投资、裁员和重组、建立战略联盟和网络，战略层次从国家向全球转变(jones, 2

58、002)o战略联盟是过去数十年企业重组形式中最主要的形式(hwang and burgers, 1997; kasmai and iijima, 2002)。这也激起了相关学者和从业者探讨联盟如何帮助企业在全球 化时代实现卓越的国际营销绩效的兴趣。战略联盟作为企业整体战略的一部分使得企业能够更好地满足顾客的需求并且能 够获得持久的竞争优势(hitt, keats, and demarie, 1998),所以近年来，联盟数量有所增 加。在当下时代，没有联合其他公司的企业保持竞争力是很困难的(kasmai and iijima, 2002; ohmae, 1989b; webster, 1992)

59、o此外，在fl前的市场环境下实现卓越的营销绩效， 企业需要加强与同一价值链上的合作伙伴、客户以及不同团体(利益相关者)的联系 (webster, 1992)o企业间的纵向和横向的合作已经成为一种趋势(hoskisson, hitt, and ireland, 2004; ireland, hitt, and vaidyanath, 2002)。这种企业间的合作有助于提高企业在 全球市场上的竞争力。为了在国际市场中获得成功，企业需要同其他公司和政府机构 合作(ireland, hitt, and vaidyanath, 2002; shrader, 2001; white, 2000)o 因此，本文的 r 的 是探讨全球化如何影响参与营销合作联盟(一方参与其他一方的营销活动的战略活动) 的企业在国际间营销合作的程度(bucklin and sengupta, 1993, 32)o具体来说，我们探讨 全球化对企业的营销合作联盟程度的影响，以及这种合作和企业国际营销绩效之间的 关系。研究的焦点和研究的问题营销合作联盟虽然许多作者都提到了联盟数量与全球化有一定的关联(e.g., arino and torre, 1