MBA Essay范文-通用汽车面临的挑战。本文是一篇留学生MBA Essay格式范文，主要内容是讲述美国跨国企业（MNE）通用汽车（GM）是世界上最大的汽车制造商之一，其历史可以追溯到1908年。通用汽车的全球总部位于底特律，在世界各主要地区拥有23.5万名员工，业务遍及约140个国家。通用汽车及其战略合作伙伴在34个国家生产汽车和卡车，并通过以下品牌销售和服务这些车辆：别克、凯迪拉克、雪佛兰、GMC、Golden、Oldsmobile、庞蒂亚克、土星、欧宝沃克斯豪尔和萨博。2006年，该公司在全球五大洲销售了900多万辆汽车和卡车，全球市场份额为13.5%。下面是这篇留学生MBA Essay格式范文的全部内容，供参考。
The United States (U.S) Multi National Enterprise (MNE) General Motors (GM) is one of the world’s largest automakers, tracing its roots back to 1908. With its global headquarters in Detroit, GM employs 235,000 people in every major region of the world and does business in some 140 countries. GM and its strategic partners produce cars and trucks in 34 countries, and sell and service these vehicles through the following brands: Buick, Cadillac, Chevrolet, GMC, Golden, Oldsmobile, Pontiac, Saturn, Opel Vauxhall and Saab. In 2006 it sold over 9 million cars and trucks globally in 5 continents with a global market share of 13.5 %.
GM has been involved in a range of global ventures aimed at extending their penetration in the carmakers market and has also increased its share of the market as well as sales. GM uses exports, acquisitions, joint ventures and strategic alliances to enter foreign markets based on business considerations. GM has also expanded its capabilities in manufacturing through technological competences. This was achieved by forming subsidiaries, strategic alliances and joint ventures with other automobile companies in different parts of the world. According to (GM Press Release, 2006), the company has been involved in a range of global ventures throughout its history, each of which has aimed at extending its market penetration. Partnering enables GM to rapidly expand its technical fields and brings that knowledge in-house transferring it to multiple levels within the business, even extending it sometimes to corporate issues. Through the various stages of internationalisation, GM was able to enlarge its distribution and provide access to essential materials. Additionally, the company developed and improved its operations, facilities and processes all of which have provided access to new technologies and a rich database of knowledge and new capabilities.
通用汽车参与了一系列旨在扩大其在汽车制造商市场渗透的全球合资企业，并提高了其市场份额和销售额。通用汽车基于商业考虑，利用出口、收购、合资和战略联盟进入国外市场。通用汽车还通过技术能力扩大了其制造能力。这是通过与世界各地的其他汽车公司建立子公司、战略联盟和合资企业来实现的。该公司在其历史上参与了一系列全球合资企业，每一个都旨在扩大其市场渗透。合作使通用汽车能够迅速扩大其技术领域，并将知识带入内部，将其转移到业务的多个层面，有时甚至扩展到企业问题。通过国际化的各个阶段，通用汽车能够扩大其分销范围，并提供获得基本材料的途径。此外，该公司还开发和改进了其运营、设施和流程，所有这些都提供了获取新技术的途径，以及丰富的知识和新能力数据库。
The American automobile industry is the biggest in the world in terms of number of cars manufactured and sold. The U.S. automobile market is saturated with the global car manufacturing companies however; the majority of the market share is occupied by domestic and Japanese companies. The outcome of this is a drop in the level of consumption as there are too many entrants competing in the same industry. Because of this decrease in consumption, the automobile industry leaders have been offering attractive incentives and lower prices leading to a loss in profitability. The world-class automakers are gradually expanding into foreign markets, as new emerging markets in China, South East Asia and South America are showing signs of sustainable economic growth. GM overseas operations were a method of diversifying themselves against the risks and uncertainties in their domestic market life cycle, by setting up new operations abroad multinationals can diminish adverse economic downturns. Most MNE’s also follow a pattern that has often been laid out in front of them by competitors or similar sized companies that have adopted or mimicked behaviour that has been tested and proven to be success, if the right measures are taken when adopting it. For instance, it has been argued that organizations tend to imitate actions that have been taken by large numbers of organizations, because such practices are legitimized or their success is taken for granted (Fligstein; Haunschild; Haveman; Kraatz; Lewitt). This can also have an adverse affect on an MNE when entering a new market, leaving them less cautious and with a diminished aspiration towards growth, knowing that the chances of that market already being saturated and that the first come first served knowledge is already guaranteed not to be in their possession. This often happens when the specific market they enter does not suit their domain of expertise and experience, resulting in them investing much faster and with a lesser degree of uncertainty that they would have usually applied.
就制造和销售的汽车数量而言，美国汽车工业是世界上最大的。然而，美国汽车市场充斥着全球汽车制造公司；大部分市场份额被国内和日本公司占据。其结果是消费水平下降，因为在同一行业中有太多的进入者竞争。由于消费量的减少，汽车行业的领导者一直在提供有吸引力的激励措施，并降低价格，导致盈利能力下降。随着中国、东南亚和南美的新兴市场显示出可持续经济增长的迹象，世界级汽车制造商正逐步向国外市场扩张。通用汽车海外业务是一种针对国内市场生命周期中的风险和不确定性进行多样化经营的方法，通过在海外设立新的业务，跨国公司可以减少不利的经济衰退。大多数跨国公司也遵循竞争对手或类似规模的公司经常摆在他们面前的模式，他们采用或模仿的行为已经过测试并证明是成功的，如果在采用时采取了正确的措施。例如，有人认为，组织倾向于模仿大量组织所采取的行动，因为这种做法是合法的，或者他们的成功是理所当然的。这在进入新市场时也会对跨国公司产生不利影响，使其不那么谨慎，对增长的渴望也会减弱，因为他们知道该市场的机会已经饱和，而且先到先得的知识已经保证不会在他们手中。当他们进入的特定市场不适合他们的专业知识和经验领域时，通常会发生这种情况，这导致他们投资速度更快，并且不确定性程度比他们通常应用的要低。
GM’s move to internationalise was mainly to reduce costs, attract a larger market and the creation of strategic alliances. The company strategically allied with Fiat in 2000 by acquiring 20 percent of Fiat’s equity to establish a joint procurement venture. With a split of 50 percent of the capital each, giving them a concentrated purchasing power of about $32 billion per annum, this alliance has the capacity to strengthen their bargaining power as well as reducing the supplier management cost. GM also moved production overseas, as the number of internal competitors grew too high in most of the emerging country home markets. GM needed to find a new incentive to manage a new market while remaining at low cost.
通用汽车走向国际化的主要目的是降低成本、吸引更大的市场和建立战略联盟。该公司于2000年与菲亚特战略结盟，收购菲亚特20%的股权，成立一家合资采购企业。该联盟各占50%的资本，每年集中购买力约为320亿美元，有能力加强其讨价还价能力，并降低供应商管理成本。通用汽车还将生产转移到海外，因为在大多数新兴国家国内市场，内部竞争对手的数量增长过快。通用汽车需要找到一种新的激励机制来管理新市场，同时保持低成本。
GM is a good example of an MNE which underwent internationalization whilst maintaining its position as one of the leading carmakers. It has also followed the theories laid out about internationalisation such as the typical way a company proceeds to penetrate and enter a foreign market. Firstly it will look at the options available and analyse what will be best suited for them considering the high degree of uncertainty and risk associated with entering an unknown market. One such option is licensing but it has to be assessed in a precautious way, due to the fact that they might be risking firm specific advantages by engaging in premature licensing agreements, this is also the least preferred of all three options due to the fact that there is a risk of knowledge dissipation. The only instance when licensing will be considered as a viable option is if the revenue generated from the licensee exceeds the cost of policing it. But also, if they do choose go for an early licensing agreement it may be because their firms specific advantage is hard to duplicate or they have a tight control over the licensee, meaning that they would find it very hard and potentially dangerous to resell any kind of sensitive material to any potential competitor or a third party of any kind. The second option is the possibility that the MNE might only be willing to export at first if the demand of the local market is not high enough for them to want to engage in foreign direct investment and set up an overseas subsidiary, or they may also consider this as a possibly a bit longer down the line depending on the potential growth generated from initial sale patterns and the profitability a larger scale operation would yield. The exporting option also depends on the trade agreements, tariff barriers, taxes, transportation costs and quotas between the two countries involved which sub sequentially determine if the operation will be profitable or maybe another option should be considered.
通用汽车是跨国公司的一个很好的例子，它经历了国际化，同时保持了其作为领先汽车制造商之一的地位。它还遵循了有关国际化的理论，例如公司进入国外市场的典型方式。首先，考虑到进入未知市场的高度不确定性和风险，它将研究可用的选项并分析最适合他们的选项。其中一种选择是许可，但必须以谨慎的方式进行评估，因为他们可能会因过早签订许可协议而危及公司的特定优势，这也是所有三种选择中最不可取的，因为存在知识消散的风险。许可被视为一种可行的选择的唯一实例是，如果被许可方产生的收入超过监管成本。但是，如果他们确实选择提前签订许可协议，这可能是因为他们的公司的特定优势很难复制，或者他们对被许可方有严格的控制，这意味着他们会发现将任何类型的敏感材料转售给任何潜在竞争对手或任何类型的第三方都是非常困难和潜在危险的。第二种选择是，如果当地市场的需求不足以让跨国公司从事外国直接投资并设立海外子公司，那么跨国公司可能首先愿意出口，或者，他们也可能认为，这可能需要更长的时间，这取决于初始销售模式产生的潜在增长以及大规模运营将产生的盈利能力。出口选择还取决于所涉两国之间的贸易协议、关税壁垒、税收、运输成本和配额，这些因素按次顺序决定了经营是否有利可图或是否应考虑另一种选择。
There are two strong examples of how this has been reproduced by GM. The first is the case of General Motors do Brasil, which is GM’s third largest operation outside of the U.S after being recently overtaken by China. In the beginning, the activities were in the assembly of vehicles imported from the United States. After five years, GMB officially opened its first plant in 1930 in São Paulo. Here we can see that exporting lead to the full scale creation of a production facility which was so successful a second one was opened 28 years later, thus resulting in Brasil being the main exporter of GM automobiles in the whole of South America. Breaking out of their domestic market and becoming an exporter themselves in a very short space of time and for such a large operation really does provide evidence that internationalisation does not spread from one point outwards with only one epicentre at its core but rather creates and distributes smaller nodes that in time expand themselves and repeat the process so on, just as how it is described in the network approach. Once the firm has passed the cultural barriers and had its first experience of foreign operations, it is generally willing to conquer one market after another (Carlson, 1966). The second example is when the Cadillac brand was introduced to China in 2004, starting with imports from the U.S, which then lead to the Chevrolet making its first appearance on the Chinese market one year later. They were then able to move production operations to their Shanghai GM plant which opened as a joint venture with SAIC in 1997, initially created for the Buick brand that is especially strong in China. In this case exporting was clearly used as a testing method for foreign products penetrating the Chinese domestic market, market-specific knowledge and general knowledge are important for firm’s internationalization (Johanson and Vahlne, 1977).
有两个很好的例子说明了通用汽车是如何复制这种模式的。第一个例子是巴西通用汽车公司，该公司在最近被中国超越后，是通用汽车在美国以外的第三大运营商。起初，这些活动是在组装从美国进口的车辆。五年后，GMB于1930年在圣保罗正式开设了第一家工厂。在这里，我们可以看到，出口导致了一个生产设施的全面建立，28年后，第二个生产设施成功开业，从而使巴西成为整个南美洲通用汽车的主要出口国。突破国内市场，在很短的时间内成为出口商，对于如此大规模的经营，确实证明了国际化并不是从一个中心向外扩散，而是创建和分布较小的节点，随着时间的推移，这些节点会自我扩展并重复这一过程，等等，正如网络方法所描述的那样。一旦公司越过了文化障碍并首次涉足国外业务，它通常愿意征服一个又一个市场。第二个例子是2004年凯迪拉克品牌引入中国，从美国进口开始，一年后雪佛兰首次出现在中国市场。随后，他们将生产业务转移到上海通用汽车工厂，该工厂于1997年与上汽合资成立，最初是为别克品牌创建的，该品牌在中国尤其强大。在这种情况下，出口显然被用作外国产品进入中国国内市场的测试方法，市场特定知识和一般知识对企业国际化很重要。
Dunning’s Eclectic theory which sets out to explain that foreign direct investment as a theory can be unified as long as the firms applying it consider the ownership, location and internalisation of the process that will produce substantial benefits if applied accordingly. This is also the case if the extent, the form and pattern of international production is founded on the juxtaposition of the ownership to specific advantages that a firms posses when contemplating foreign production. This is reflected in GM’s move to manufacture most of its China-market vehicles locally, through its Shanghai GM joint venture, GM also plans to create a research facility in Shanghai for $250m to develop hybrid cars and alternative energy vehicles. Therefore GM follows a path suggested by Dunning to gain advantage in terms of competitiveness and cost by ownership in foreign market and aim to expand.
Dunning的折衷理论解释了外国直接投资作为一种理论可以统一起来，只要应用该理论的公司考虑到所有权、地点和内部化过程，如果相应应用，将产生实质性利益。如果国际生产的范围、形式和模式是建立在所有权与企业在考虑外国生产时所拥有的特定优势的并列之上的，那么情况也是如此。这反映在通用汽车将其大部分中国市场汽车在当地制造，通过其上海通用合资企业，通用汽车还计划在上海建立一个2.5亿美元的研究机构，以开发混合动力汽车和替代能源汽车。因此，通用汽车遵循邓宁建议的路径，通过在国外市场的所有权获得竞争力和成本优势，并致力于扩张。
The Network Approach emphasises the industry as a system of networks, each firm within network has relationships with customers, suppliers etc… These relations are important competitive advantages which the Network model also suggests the firm needs to take into account and evaluate not only its own position in the market in relation to its customers, but also the environment of that market in relation to others such as competitors, new entrants etc… GM and Fiat formed a strategic alliance, with GM owning a 20% share in Fiat and Fiat SpA receiving 5.1% of GM’s shares in exchange. Production and ownership have both been improved when a recent alliance took place under the form of two joint ventures (owned 50% by Fiat and 50% by GM). The first will conduct purchasing activities, while the second will produce engines and gear equipment which is mainly aimed at cutting expenses. Hence GM has followed the network model to some degree as their joint venture come in terms of relations with Fiat. By collaborating they have reduced the cost and the innovation has resulted in new production techniques. Which gave both of them some degree of competitiveness as they have gained purchasing power as well as reduced cost in terms of purchasing from the suppliers.
MBA Essay范文提出网络方法强调行业是一个网络系统，网络中的每个企业都与客户、供应商等有关系。这些关系是重要的竞争优势，网络模型还建议企业不仅需要考虑和评估自身在市场中相对于客户的地位，此外，该市场的环境与其他竞争对手、新进入者等相关……通用汽车和菲亚特形成了战略联盟，通用汽车拥有菲亚特20%的股份，菲亚特SpA获得通用汽车5.1%的股份作为交换。当最近以两家合资企业（菲亚特和通用分别拥有50%和50%的股份）的形式结盟时，产量和所有权都得到了改善。第一家公司将开展采购活动，第二家公司将生产发动机和齿轮设备，主要目的是削减开支。因此，通用汽车在一定程度上遵循了网络模式，因为他们的合资企业与菲亚特建立了关系。通过合作，他们降低了成本，创新产生了新的生产技术。这给了他们一定程度的竞争力，因为他们获得了购买力，并降低了从供应商处采购的成本。本站提供各国留学生MBA Essay代写或指导服务，如有需要可咨询本平台。