案例1
Flat?Panel?Televisions?and?the?Global?Economy
平板电视和全球经济
They?begin?as?glass?panels?that?are?manufactured?in?high-technology?fabrication?centers?in?South?Korea,?Taiwan,?and?Japan.他们开始在韩国，台湾和日本的高科技制造中心制造的玻璃面板。Operating?sophisticated?tooling?in?environments?that?must?be?kept?absolutely?clean,?these?factories?produce?sheets?of?glass?twice?as?large?as?king?size?beds?to?exacting?specifications.操作复杂的工具必须保持在绝对干净的环境中，这些工厂生产大片的玻璃是特大号床的两倍大来准确规格。
From?there,?the?glass?panels?travel?to?Mexican?plants?located?alongside?the?U.S.?border.从那里，玻璃面板前往植物位于在美国边界旁边的墨西哥。
There?they?are?cut?to?size,?combined?with?electronic?components?shipped?in?from?Asia?and?the?United?States,?assembled?into?finished?TVs,?and?loaded?onto?trucks?bound?for?retail?stores?in?the?United?States.在那里，他们被切割成一定的尺寸，与来自亚洲和美国的电子元件，组装成制成品电视，并装在卡车上开往在美国的零售商店。
It's?a?huge?business.这是一个巨大的生意。
In?2006,?U.S.?consumers?spent?some?$26.4?billion?on?flat?panel?TVs,?a?63?percent?increase?over?the?amount?spent?in?2005.在2006年，美国消费者在平板电视上花费了约264亿美元，比在2005年增加了63％。
Projections?call?for?U.S.?sales?to?hit?$37?billion?by?2008-despite?the?fact?that?due?to?intense?competition,?prices?for?flat?panel?displays?have?been?tumbling?and?are?projected?to?continue?doing?so.预测预示2008年美国的销售将达到370亿，尽管事实是由于竞争激烈，平板显示器的价格已经大跌，并预计下跌将继续。
During?2006?alone,?prices?for?40-inch?flat?panel?TVs?fell?from?$3,000?to?$1,600,?bringing?them?within?the?reach?of?many?more?consumers.仅在2006年，40英寸平板电视的价格从3000美元下跌至1600美元，把它们带到更多力所能及的消费者中。
In?2007 half?of?all?TVs?sold?in?the?United?States?will?be?flat?panel?TVs.在2007年一半的在美国销售的电视将是平板电视。
The?underlying?technology?for?flat?panel?displays?was?invented?in?the?United?States?in?the?late?1960s?by?RCA.根本的技术对于平板显示器发明于20世纪60年代后期美国的RCA。
But?after?RCA?and?rivals?Westinghouse?and?Xerox?opted?not?to?pursue?the?technology,?the?Japanese?company?Sharp?made?aggressive?investments?in?flat?panel?displays.但在RCA和对手西屋电气公司和施乐公司选择不追求技术之后，日本公司声宝在平板显示器上作出了积极的投资。
By?the?early?1990s?Sharp?was?selling?the?first?flat?panel?screens,?but?as?the?Japanese?economy?plunged?into?a?decade-long?recession,?investment?leadership?shifted?to?South?Korean?companies?such?as?Samsung.?在20世纪90年代初声宝销售第一款平板屏幕，但由于日本经济陷入
了长达十年的经济衰退，投资领导转移到南韩公司例如三星。
Then?the?1997?Asian?crisis?hit?Korea?hard,?and?Taiwanese?companies?seized?leadership.?1997年的亚洲金融危机严重地打击韩国，台湾企业抓住了领导。
Today,?Chinese?companies?are?starting?to?elbow?their?way?into?the?flat?panel?display?manufacturing?business.今天，中国企业也开始用自己的方式跻身进入平板显示器制造业务。
As?production?for?flat?panel?displays?migrates?its?way?around?the?globe?to?low-cost?locations,?clear?winners?and?losers?have?emerged.由于平板显示器的生产往全球各地的低成本地区迁移，已经出现明显的赢家和输家。
One?obvious?winner?has?been?U.?S.?consumers,?who?have?benefited?from?the?falling?prices?of?flat?panel?TVs?and?are?snapping?them?up?.Other?winners?include?efficient?manufacturers?who?have?taken?advantage?of?globally?dispersed?supply?chains?to?make?and?sell?low-cost,?high-quality?flat?panel?TVs.一个明显的赢家一直是美国消费者，他们受益于平板电视价格的下降，正在抢购它们。其他赢家包括高效率的制造商已利用分散在全球的供应链去制造和销售的低成本，高品质的平板平板电视。
Foremost?among?these?has?been?the?California-based?company,?Vizio.最重要的是在这些总部位于加州的公司有Vizio。
Founded?by?a?Taiwanese?immigrant,?in?just?four?years?sales?of?Vizio?flat?panel?TVs?ballooned?from?nothing?to?$700?million?in?2006.由台湾移民成立的，在短短四年的VIZIO平板电视从一无所有激增到2006年的7亿美元。
The?company?is?forecasting?sales?as?high?as?$2?billion?for?2007.该公司预测2007年的销售为20亿美元。
Vizio,?however,?has?only?75?employees.然而，Vizio公司，只有75名员工。
These?employees?focus?on?final?product?design,?sales?and?customer?service,?while?Vizio?outsource s most?of?its?engineering?work,?all of its manufacturing, and much of its logistics.这些员工专注于最终产品的设计，销售和客户服务，而Vizio公司外包出大部分的工程工作，全部的生产，许多的物流。
For?each?of?its?models,?Vizio?assembles?a?team?of?supplier?partners?strung?across?the?globe.对于它的每款型号，Vizio公司在全球范围内聚集供应商合作伙伴组成一队。
Its?42-inch?flat?panel?TV,?for?example,?contains?a?panel?from?South?Korea,?electronic?components?from?China,?and?processors?from?the?United?States,?and?it?is?assembled?in?Mexico.例如，42英寸的平板电视，包含来自南韩的显示器，来自中国的电子元件，和来自美国的处理器，它是在墨西哥组装。
Vizio's?managers?scour?the?globe?continually?for?the?cheapest?manufacturers?of?flat?panel?displays?and?electronic?components. Vizio公司的经理不停地冲刷全球最便宜的平板显示器和电子元件的制造商。
They?sell?most?of?their?TVs?to?large?discount?retailers?such?as?Costco?and?Sam's?Club.他
们卖他们的大部分电视到大折扣零售商，如Costco和Sam俱乐部。
Good?order?visibility?from?retailers,?coupled?with?tight?management?of?global?logistics,?allows?Vizio?to?turn?over?its?inventory?every?three?weeks,?twice?as?fast?as?many?of?its?competitors?which?is?a?major?source?of?cost?saving?in?a?business?where?prices?are?falling?continually.从零售商得到订单关注程度好，加上全球物流的严格管理，每三个星期Vizio公司可以把库存清空是它的很多竞争对手的两倍，它的竞争对手的一个主要的来源是节约价格不断下跌的商业成本。
If?Vizio?exemplifies?the?winners?in?this?global?industry,?the?losers?include?the?employees?of?manufacturers?who?make?traditional?cathode?ray?TVs?in?high-cost?locations.如果Vizio公司反映了在这个全球性行业中的赢家，输家包括在成本高的地方制造传统的阴极射线电视的制造商员工。
?In?2006,?for?example,?Japanese?electronics?manufacturer?Sanyo?laid?off?300?employees?at?its?U.S.?factory,?and?another?Japanese?company,?Hitachi,?closed?its?TV?manufacturing?plant?in?South?Carolina,?laying?off?200?employees.例如，在2006年，日本电子制造商三洋在其美国工厂裁员300名员工，和另一家日本公司，日立公司，在南卡罗来纳州关闭了电视制造工厂，裁员200名员工。
A?fundamental?shift?is?occurring,?in?the?world?economy.在世界经济中发生一个根本性的转变。We?are?moving?away?from?a?world?in?which?national?economies?were?relatively?self-contained?entities,?isolated?from?each?other?by?barriers?to?cross-border?trade?and?investment;?by?distance,?time?zones,?and?language;?and?by?national?differences?in?government?regulation,?culture,?and?business?systems.我们正在远离一个国家经济相对自足的实体和通过障碍阻止跨国的交易和投资使相互孤立的世界；通过距离，时区和语言；通过国家的差异在政府管理，文化和商业系统中起作用。
And?we?are?moving?toward?a?world?in?which?harriers?to?cross-border?trade?and?investment?are?declining;?perceived?distance?is?shrinking,?due?to?advances?in?transportation?and?telecommunications?technology;?material?culture?is?starting?to?look?similar?the?world?over;?and?national?economies?are merging?into?an?interdependent,?integrated?global?economic?system.同时，我们正在朝着跨境贸易和投资正在下降的世界中，被察觉的距离正在缩小，由于交通运输和通讯技术的进步；物质文化已经开始在世界各地看起来差不多；和国家经济合并一个相互依存的，一体化的全球经济体系。The?process?by?which?this?is?occurring?is?commonly?referred?to?as?globalization.正在出现的过程通常被称为为全球化。
What?is?happening,?in?the?fiat?panel?TV?Industry,?which?was?profiled?in?the?Opening?Case,?is?a?classic?illustration?of?the?impact?of?globalization.这是怎么回事，在开幕式下被扼要介绍的菲亚特
平板电视行业，是一个经典的全球化影响的说明。
Production?of?flat?panel?TVs?is?migrating?around?the?globe?to?low-cost?locations.平板电视的生产迁移到全球各地低成本的地方。
TVs?that?Vizio?sells?in?the?United?States,?for?example,?ale?assembled?in?Mexico?from?flat?panels?manufactured?in?South?Korea,?electronic?components?made?in?China,?and?microprocessors?made?in?the?United?States. Vizio公司在美国销售电视，例如，用韩国制造的平板，中国制造的电子元件，以及美国制造的微处理器收集在墨西哥的强麦。
By?dispersing?different?activities?around?the?globe?to?where?they?can?be?performed?most?efficiently,?and?then?coordinating,?the?entire?production?process,?companies?like?Vizio?can?deliver?flat?panel?TVs?to?American?consumers?at?much?lower?prices?than?would?otherwise?be?possible.通过分散在全球各地不同的整个生产过程中被高效地执行然后协调的活动，像Vizio公司这样的公司可以向美国消费者提供比其他更可能低价的平板电视。
American?consumers?benefit?from?the?lower?price,?as?doe;?Vizio?and?its?strategic?partners?in?South?Korea,?China,?the?United?States and?Mexico.作为经营实体，美国消费者受益于较低的价格； Vizio公司和它在韩国，中国，美国和墨西哥的战略合作伙伴。
The?process?of?globalization?also?has?losers,?however,?and?the?losers?in?this?case?are?workers?in?high?cost?locations?who?have?lost?their?jobs.全球化的过程中也有输家，但是，在这种情况下的输家是在高成本位置上失去了工作的工人。
As?we?will?see?in?this?book?though,?most?economists?argue?that?the?gains?outweigh?the?losses?by?a?wide?margin,?and?that?on?balance?globalization?is?a?very?beneficial?process.虽然在这本书中我们将看到，大多数经济学家认为收益大幅度地大于损失，和平衡全球化是一个非常有益的过程。
The?flat?panel?TV?industry?is?hardly?alone?in?exemplifying?the?process?of?globalization.平板电视 行业是很难单独地例证全球化进程。
In?today's?interdependent?global?economy,?an?American?might?drive?to?work?in?a?car?designed?in?Germany?that?was?assembled?in?Mexico?by?the?American?automaker?Ford?from?components?made?in?the?United?State?and?Japan?that?were?fabricated?from?Korean?steel?and?Malawian?rubber.在今天的相互依存的全球经济中，一个美国人可能会开着一辆在德国设计，由美国汽车制造商福特在墨西哥组装，元件来自美国和日本制造，用南韩钢铁和马拉维橡胶装配的汽车去上班。
She?may?have?filled?the?car?with?gasoline?at?a?BP?service?station?owned?by?a?British?multinational?company.她可能已经在由英国的跨国公司所拥有的BP服务站帮车加满了汽油。
The?gasoline?could?have?been?made?from?oil?pumped?from?a?well?off?the?coast?of?Africa?by?a?French?oil?company?that?transported?it?to?the?United?States?in?a?ship?owned?by?a?Greek
?shipping?line.汽油已经可以用由一家法国石油公司从井泵石油用一艘由希腊航运公司拥有的船只运送它离开非洲的海岸到美国的石油制造。
While?driving?to?work?,the?American?might?talk?to?her?stockbroker?on?a?Nokia?cell?phone?that?was?designed?in?Finland?and?assembled?in?Texas?using?chip?sets?produced?in?Taiwan?that?were?designed?by?Indian?engineers?working?for?Texas?Instruments.开车去上班时，这个美国人可能用诺基亚手机跟她的股票经纪人谈话，诺基亚手机是在芬兰设计和在德克萨斯州组装使用在台湾生产的受雇于德州仪器的印度工程师设计的芯片组。
She?could?tell?the?stockbroker?to?purchase?shares?in?Deutsche?Telekom,?a?German?telecommunications?by?an?energetic?Israeli?CEO.她可以告诉股票经纪人去购买由一个精力充沛的以色列CEO领导的德国电信的德国电信股份公司股票。
She may turn on the car radio, which was made in Malaysia by a Japanese firm, to hear a popular hip hop song composed by a Swede and sung by a group of Danes in English who signed a record contract with a French music company to promote their record in America. 她可以打开车上的由一家日本公司在马来西亚生产的收音机，听到一首由一个瑞典人创作和由一群和一家法国音乐公司签了唱片合约在美国推广他们的唱片的丹麦人用英文歌唱的流行的嘻哈歌曲。
The driver might put into a driver-through coffee shop run by a Korean immigrant and order a "single, tall nonfat latte" and chocolate covered biscotti. 这个司机可能驶入一家经过的由一个南韩移民经营的咖啡店，点了一杯高脱脂牛奶咖啡和朱古力的意大利脆饼。
The?coffee?beans?came?from?Brazil?and?the?chocolate?from?Peru,?while?the?biscotti?was?made?locally?using?an?old?Italian?recipe.这些咖啡豆来自巴西，朱古力来自秘鲁，而意大利脆饼是使用一个古老的意大利配方来制作的。
After?the?song?ends,?a?news?announcer?might?inform?the?American?listener?that?anti-globalization?protests?at?a?meeting?of?the?World?Economic?Forum?in?Davos,?Switzerland,?have?turned?violent.歌曲结束后，一个新闻播音员可能会通知美国的听众，在瑞士达沃斯举行的一次世界经济论坛的会议上，反全球化的抗议演变成暴力冲突。
One?protester?has?been?killed.一名抗议者被打死。
The?announcer?then?turns?to?the?next?item,?a?story?about?how?fear?of?interest?rate?hikes?in?the?United?States?has?sent?Japan’s?Nikkei?stock?market?index?down?sharply.播音员接着转到下一条新闻，一个关于美国如此忧虑的加息已经使日本日经股票指数大幅下降的故事。
案例2
Starbuck's Foreign Direct Investment
星巴克的外国直接投资
Thirty years ago, Starbucks was a single store in Seattle’s Pike Place Market selling premium roasted coffee.三十年前，星巴克是一家在西雅图的Pile Place Mar
ket卖优质烘焙咖啡的惟一商店。
Today it is a global roaster and retailer of coffee with some 13000 stores, more than 3750 of which are to be found in 38 foreign countries.在今天它是一间全球性的有1万3千间零售商店比在38个国家找到的3750间还要多的咖啡烘培商和零售商。
Starbucks Corporation set out on its current course in the 1980s when the company's director of marketing, Howard Schultz, came back from a trip to Italy enchanted with the Italian coffeehouse experience.当公司的市场总监候活·舒卓斯从一次到意大利的旅游回来很喜欢意大利的咖啡店经验，星巴克公司在20世纪80年代开始发展它的目前线路。
Schultz, who later became CEO, persuaded the company's owners to experiment with the coffeehouse format-- and the Starbucks experience was born.舒卓斯后来成为CEO说服星巴克公司的所有者尝试咖啡店的模式——星巴克模式开始诞生。
The strategy was to sell the company's own premium roasted coffee and freshly brewed espresso-style coffee beverages along with a variety of pastries, coffee accessories, teas, and other products, in a tastefully designed coffeehouse setting.这个策略是在一个高雅设计的咖啡店环境下销售公司特有的优质烘焙咖啡和新鲜煮好特浓风格的咖啡饮料以及多种的糕点，咖啡配件，茶，和其他产品。
The company also focused on providing superior customer service. Reasoning that motivated employees provide the best customer service, Starbucks' executives devoted a lot of attention to employee hiring and training programs and progressive compensation policies that gave even part-time employees stock option grants and medical benefits.这个公司也专注于提供较好的客户服务。说服有积极性的雇员提供最好的客户服务，星巴克的高管把许多关注放在雇员的招聘训练方案和渐进的薪酬政策中，甚至给予兼职雇员股票期权补偿金和医疗福利。
The formula led to spectacular success in the United States where, Starbucks went from obscurity to one of the best-known brands in the country in a decade.这个方案在美国取得惊人的成功，在10年间星巴克从默默无闻到国内众所周知的品牌之一。
In 1995 with 700 stores across the United States, Starbucks began exploring 7 foreign opportunities. Its first target market was Japan.在1995年有700间商店横穿美国，星巴克开始7次探索外国的机会。它的第一个目标市场是日本。
Although Starbucks had resisted a franchising strategy in North America, where its stores are company owned, Starbucks initially decided to license its format in Japan.
尽管星巴克在北美已经不允许特许经营的战略，那里的商店是公司自身拥有的，星巴克最初决定在日本发放它的特许经营权。
However, the company also realized that a pure licensing agreement would not give it the control ne
eded to ensure that the Japanese licensees closely followed Starbucks' successful formula.
可是公司也意识到一个单纯的特许经营授权协议不会给予它所需去确保日本的特许经营商会紧密地跟随星巴克的成功方案的控制。
So the company established a joint venture with a local retailer, Sazaby Inc. Each company held a 50 percent stake in the venture Starbucks Coffee of Japan. Starbucks initially invested 10 million in this venture its first foreign direct investment.所以星巴克公司和一家Sazaby有限公司的本地零售商建立一个合资公司。每家公司在日本的星巴克咖啡公司持有50%的股票。星巴克最初在它的第一个外国直接投资中投资1千万美元。
The Starbucks format was then licensed to the venture which was charged with taking over responsibility for growing Starbucks' presence in Japan.这种星巴克模式接着被许可去承担着接管在日本成长的星巴克的责任。
To make sure the Japanese operations replicated the "Starbucks experience" in North America, Starbucks transferred some employees to the Japanese operation. The licensing agreement required all Japanese store managers and employees to attend training classes similar to those given to U.S. Employees.为了确保日本的经营复制在北美的星巴克经验，星巴克调动一些雇员到日本的企业。特许经营授权协议要去日本所有的商店经理和雇员去参加类似给美国雇员上的训练课程。
The agreement also required that stores adhere to the design parameters established in the United States. In 2001, the company introduced a stock option plan for all Japanese employees, making it the first company in Japan to do so.这个协议也要求商店遵循在美国建立的设计参数。在2001年，公司给所有日本雇员引进股票期权计划，使得它是第一家在日本这样做的公司。
Skeptics doubted that Starbucks would be able to replicate its North American success overseas, but by 2006 Starbucks had over 600 stores in Japan and planned to continue opening them at a brisk pace.怀疑论者质疑星巴克能否在海外复制在北美的成功，但到了2006年星巴克已经在日本有超过600间商店并计划以轻快的步伐继续扩张。
After Japan, the company embarked on an aggressive foreign investment program. In 1998, it purchased Seattle Coffee a British coffee chain with 60 retail stores, for 84 million.继日本之后，公司着手一项积极的海外投资计划。在1998年，以8千4百万美元收购了一家英国连锁的西雅图咖啡及60间零售商店。
An American couple, originally from Seattle, had started Seattle Coffee with the intention of establishing a Starbucks-like chain in Britain.抱有在英国建立像星巴克的连锁店的目的，一对美国夫妇最初是从西雅图开办西雅图咖啡。
In the late 1990s, Starbucks opened stores in China, Singapore, Thailand, New
Zealand, South Korea, and Malaysia.在最近20世纪90年代，星巴克在中国、星加坡、泰国、纽西兰、南韩和马来西亚开设商店。
In Asia, Starbucks' most common strategy was to license its format to a local operator in return for initial licensing fees and royalties on store revenues. As in Japan, Starbucks insisted on an intensive employee training program and strict specifications regarding the format and layout of the store.在亚洲，星巴克最常见的策略是发放它的特许经营权给一家本地的经营者，用商店的收入作为最初的特许经营费用和提成的回报。在日本，关于商店的特许经营权和设计星巴克坚持密集的雇员训练计划和严格的规范。
However, Starbucks became disenchanted with some of the straight licensing arrangements and converted several into joint-venture arrangements or wholly owned subsidiaries. In Thailand, for example, Starbucks initially entered into a licensing agreement with Coffee Partners, a local Thai company.但是，星巴克变得逐步放弃一些直接特许经营授权协议并转变为建立一些合资或者全资子公司。以泰国为例，星巴克最初和一家Coffee Partners的泰国本地公司签署一个特许经营授权协议。
Under the terms of the licensing agreement, Coffee Partners were required to open at least 20 Starbucks coffee stores in Thailand within five years.在特许经营授权协议的条件下，Coffee Partners要求在5年内至少开设20星巴克咖啡商店。
However, Coffee Partners found it difficult to raise funds from Thai banks to finance this expansion. In July 2000, Starbucks acquired Coffee Partners for about 12 million. Its goal was to gain tighter control over the expansion strategy in Thailand.可是，咖啡合伙人发现很难从泰国银行筹集扩充的资金。在2000年6月，星巴克用大约1千2百万美元收购Coffee Partners。它的目标是在泰国用扩张策略获得紧密的控制权。
By 2002, Starbucks was pursing an aggressive expansion in mainland Europe. As its first entry point, Starbucks chose Switzerland. Drawing on its experience in Asia, the company entered into a joint venture with a Swiss company Bon Appetit Group, Switzerland's largest food service company.到了2002年，在欧洲大陆星巴克谋求的积极扩张。星巴克选择了瑞士作为它的第一个进入点。凭借在亚洲的经验，公司和一家瑞士最大的食品服务公司Bon Appetit集团组成合资企业。
Bon Appetit was to hold a majority stake in the Swiss company using a similar agreement to those it had used successfully in Asia. This was followed by a joint venture in other countries.在亚洲已经成功地使用一个类似协议的Bon Appetit在这家瑞士公司中持有多数股份。
In early 2006, Starbucks announced that it believed there was the potential for up to 15000 stores outside of the United States, with major opportunities in China,
which the company now views are the largest single market opportunity outside the United States.早在2006年，星巴克声称它相信在美国以外主要在中国有潜力达到15000间商店，星巴克公司现在的观点是中国是在美国以外最大的单一市场。
案例1
Flat?Panel?Televisions?and?the?Global?Economy
平板电视和全球经济
They?begin?as?glass?panels?that?are?manufactured?in?high-technology?fabrication?centers?in?South?Korea,?Taiwan,?and?Japan.他们开始在韩国，台湾和日本的高科技制造中心制造的玻璃面板。Operating?sophisticated?tooling?in?environments?that?must?be?kept?absolutely?clean,?these?factories?produce?sheets?of?glass?twice?as?large?as?king?size?beds?to?exacting?specifications.操作复杂的工具必须保持在绝对干净的环境中，这些工厂生产大片的玻璃是特大号床的两倍大来准确规格。
From?there,?the?glass?panels?travel?to?Mexican?plants?located?alongside?the?U.S.?border.从那里，玻璃面板前往植物位于在美国边界旁边的墨西哥。
There?they?are?cut?to?size,?combined?with?electronic?components?shipped?in?from?Asia?and?the?United?States,?assembled?into?finished?TVs,?and?loaded?onto?trucks?bound?for?retail?stores?in?the?United?States.在那里，他们被切割成一定的尺寸，与来自亚洲和美国的电子元件，组装成制成品电视，并装在卡车上开往在美国的零售商店。
It's?a?huge?business.这是一个巨大的生意。
In?2006,?U.S.?consumers?spent?some?$26.4?billion?on?flat?panel?TVs,?a?63?percent?increase?over?the?amount?spent?in?2005.在2006年，美国消费者在平板电视上花费了约264亿美元，比在2005年增加了63％。
Projections?call?for?U.S.?sales?to?hit?$37?billion?by?2008-despite?the?fact?that?due?to?intense?competition,?prices?for?flat?panel?displays?have?been?tumbling?and?are?projected?to?continue?doing?so.预测预示2008年美国的销售将达到370亿，尽管事实是由于竞争激烈，平板显示器的价格已经大跌，并预计下跌将继续。
During?2006?alone,?prices?for?40-inch?flat?panel?TVs?fell?from?$3,000?to?$1,600,?bringing?them?within?the?reach?of?many?more?consumers.仅在2006年，40英寸平板电视的价格从3000美元下跌至1600美元，把它们带到更多力所能及的消费者中。
In?2007 half?of?all?TVs?sold?in?the?United?States?will?be?flat?panel?TVs.在2007年一半的在美国销售的电视将是平板电视。
The?underlying?technology?for?flat?panel?displays?was?invented?in?the?United?States?in?the?late?1960s?by?RCA.根本的技术对于平板显示器发明于20世纪60年代后期美国的RCA。
But?after?RCA?and?rivals?Westinghouse?and?Xerox?opted?not?to?pursue?the?technology,?the?Japanese?company?Sharp?made?aggressive?investments?in?flat?panel?displays.但在RCA和对手西屋电气公司和施乐公司选择不追求技术之后，日本公司声宝在平板显示器上作出了积极的投资。
By?the?early?1990s?Sharp?was?selling?the?first?flat?panel?screens,?but?as?the?Japanese?economy?plunged?into?a?decade-long?recession,?investment?leadership?shifted?to?South?Korean?companies?such?as?Samsung.?在20世纪90年代初声宝销售第一款平板屏幕，但由于日本经济陷入
了长达十年的经济衰退，投资领导转移到南韩公司例如三星。
Then?the?1997?Asian?crisis?hit?Korea?hard,?and?Taiwanese?companies?seized?leadership.?1997年的亚洲金融危机严重地打击韩国，台湾企业抓住了领导。
Today,?Chinese?companies?are?starting?to?elbow?their?way?into?the?flat?panel?display?manufacturing?business.今天，中国企业也开始用自己的方式跻身进入平板显示器制造业务。
As?production?for?flat?panel?displays?migrates?its?way?around?the?globe?to?low-cost?locations,?clear?winners?and?losers?have?emerged.由于平板显示器的生产往全球各地的低成本地区迁移，已经出现明显的赢家和输家。
One?obvious?winner?has?been?U.?S.?consumers,?who?have?benefited?from?the?falling?prices?of?flat?panel?TVs?and?are?snapping?them?up?.Other?winners?include?efficient?manufacturers?who?have?taken?advantage?of?globally?dispersed?supply?chains?to?make?and?sell?low-cost,?high-quality?flat?panel?TVs.一个明显的赢家一直是美国消费者，他们受益于平板电视价格的下降，正在抢购它们。其他赢家包括高效率的制造商已利用分散在全球的供应链去制造和销售的低成本，高品质的平板平板电视。
Foremost?among?these?has?been?the?California-based?company,?Vizio.最重要的是在这些总部位于加州的公司有Vizio。
Founded?by?a?Taiwanese?immigrant,?in?just?four?years?sales?of?Vizio?flat?panel?TVs?ballooned?from?nothing?to?$700?million?in?2006.由台湾移民成立的，在短短四年的VIZIO平板电视从一无所有激增到2006年的7亿美元。
The?company?is?forecasting?sales?as?high?as?$2?billion?for?2007.该公司预测2007年的销售为20亿美元。
Vizio,?however,?has?only?75?employees.然而，Vizio公司，只有75名员工。
These?employees?focus?on?final?product?design,?sales?and?customer?service,?while?Vizio?outsource s most?of?its?engineering?work,?all of its manufacturing, and much of its logistics.这些员工专注于最终产品的设计，销售和客户服务，而Vizio公司外包出大部分的工程工作，全部的生产，许多的物流。
For?each?of?its?models,?Vizio?assembles?a?team?of?supplier?partners?strung?across?the?globe.对于它的每款型号，Vizio公司在全球范围内聚集供应商合作伙伴组成一队。
Its?42-inch?flat?panel?TV,?for?example,?contains?a?panel?from?South?Korea,?electronic?components?from?China,?and?processors?from?the?United?States,?and?it?is?assembled?in?Mexico.例如，42英寸的平板电视，包含来自南韩的显示器，来自中国的电子元件，和来自美国的处理器，它是在墨西哥组装。
Vizio's?managers?scour?the?globe?continually?for?the?cheapest?manufacturers?of?flat?panel?displays?and?electronic?components. Vizio公司的经理不停地冲刷全球最便宜的平板显示器和电子元件的制造商。
They?sell?most?of?their?TVs?to?large?discount?retailers?such?as?Costco?and?Sam's?Club.他
们卖他们的大部分电视到大折扣零售商，如Costco和Sam俱乐部。
Good?order?visibility?from?retailers,?coupled?with?tight?management?of?global?logistics,?allows?Vizio?to?turn?over?its?inventory?every?three?weeks,?twice?as?fast?as?many?of?its?competitors?which?is?a?major?source?of?cost?saving?in?a?business?where?prices?are?falling?continually.从零售商得到订单关注程度好，加上全球物流的严格管理，每三个星期Vizio公司可以把库存清空是它的很多竞争对手的两倍，它的竞争对手的一个主要的来源是节约价格不断下跌的商业成本。
If?Vizio?exemplifies?the?winners?in?this?global?industry,?the?losers?include?the?employees?of?manufacturers?who?make?traditional?cathode?ray?TVs?in?high-cost?locations.如果Vizio公司反映了在这个全球性行业中的赢家，输家包括在成本高的地方制造传统的阴极射线电视的制造商员工。
?In?2006,?for?example,?Japanese?electronics?manufacturer?Sanyo?laid?off?300?employees?at?its?U.S.?factory,?and?another?Japanese?company,?Hitachi,?closed?its?TV?manufacturing?plant?in?South?Carolina,?laying?off?200?employees.例如，在2006年，日本电子制造商三洋在其美国工厂裁员300名员工，和另一家日本公司，日立公司，在南卡罗来纳州关闭了电视制造工厂，裁员200名员工。
A?fundamental?shift?is?occurring,?in?the?world?economy.在世界经济中发生一个根本性的转变。We?are?moving?away?from?a?world?in?which?national?economies?were?relatively?self-contained?entities,?isolated?from?each?other?by?barriers?to?cross-border?trade?and?investment;?by?distance,?time?zones,?and?language;?and?by?national?differences?in?government?regulation,?culture,?and?business?systems.我们正在远离一个国家经济相对自足的实体和通过障碍阻止跨国的交易和投资使相互孤立的世界；通过距离，时区和语言；通过国家的差异在政府管理，文化和商业系统中起作用。
And?we?are?moving?toward?a?world?in?which?harriers?to?cross-border?trade?and?investment?are?declining;?perceived?distance?is?shrinking,?due?to?advances?in?transportation?and?telecommunications?technology;?material?culture?is?starting?to?look?similar?the?world?over;?and?national?economies?are merging?into?an?interdependent,?integrated?global?economic?system.同时，我们正在朝着跨境贸易和投资正在下降的世界中，被察觉的距离正在缩小，由于交通运输和通讯技术的进步；物质文化已经开始在世界各地看起来差不多；和国家经济合并一个相互依存的，一体化的全球经济体系。The?process?by?which?this?is?occurring?is?commonly?referred?to?as?globalization.正在出现的过程通常被称为为全球化。
What?is?happening,?in?the?fiat?panel?TV?Industry,?which?was?profiled?in?the?Opening?Case,?is?a?classic?illustration?of?the?impact?of?globalization.这是怎么回事，在开幕式下被扼要介绍的菲亚特
平板电视行业，是一个经典的全球化影响的说明。
Production?of?flat?panel?TVs?is?migrating?around?the?globe?to?low-cost?locations.平板电视的生产迁移到全球各地低成本的地方。
TVs?that?Vizio?sells?in?the?United?States,?for?example,?ale?assembled?in?Mexico?from?flat?panels?manufactured?in?South?Korea,?electronic?components?made?in?China,?and?microprocessors?made?in?the?United?States. Vizio公司在美国销售电视，例如，用韩国制造的平板，中国制造的电子元件，以及美国制造的微处理器收集在墨西哥的强麦。
By?dispersing?different?activities?around?the?globe?to?where?they?can?be?performed?most?efficiently,?and?then?coordinating,?the?entire?production?process,?companies?like?Vizio?can?deliver?flat?panel?TVs?to?American?consumers?at?much?lower?prices?than?would?otherwise?be?possible.通过分散在全球各地不同的整个生产过程中被高效地执行然后协调的活动，像Vizio公司这样的公司可以向美国消费者提供比其他更可能低价的平板电视。
American?consumers?benefit?from?the?lower?price,?as?doe;?Vizio?and?its?strategic?partners?in?South?Korea,?China,?the?United?States and?Mexico.作为经营实体，美国消费者受益于较低的价格； Vizio公司和它在韩国，中国，美国和墨西哥的战略合作伙伴。
The?process?of?globalization?also?has?losers,?however,?and?the?losers?in?this?case?are?workers?in?high?cost?locations?who?have?lost?their?jobs.全球化的过程中也有输家，但是，在这种情况下的输家是在高成本位置上失去了工作的工人。
As?we?will?see?in?this?book?though,?most?economists?argue?that?the?gains?outweigh?the?losses?by?a?wide?margin,?and?that?on?balance?globalization?is?a?very?beneficial?process.虽然在这本书中我们将看到，大多数经济学家认为收益大幅度地大于损失，和平衡全球化是一个非常有益的过程。
The?flat?panel?TV?industry?is?hardly?alone?in?exemplifying?the?process?of?globalization.平板电视 行业是很难单独地例证全球化进程。
In?today's?interdependent?global?economy,?an?American?might?drive?to?work?in?a?car?designed?in?Germany?that?was?assembled?in?Mexico?by?the?American?automaker?Ford?from?components?made?in?the?United?State?and?Japan?that?were?fabricated?from?Korean?steel?and?Malawian?rubber.在今天的相互依存的全球经济中，一个美国人可能会开着一辆在德国设计，由美国汽车制造商福特在墨西哥组装，元件来自美国和日本制造，用南韩钢铁和马拉维橡胶装配的汽车去上班。
She?may?have?filled?the?car?with?gasoline?at?a?BP?service?station?owned?by?a?British?multinational?company.她可能已经在由英国的跨国公司所拥有的BP服务站帮车加满了汽油。
The?gasoline?could?have?been?made?from?oil?pumped?from?a?well?off?the?coast?of?Africa?by?a?French?oil?company?that?transported?it?to?the?United?States?in?a?ship?owned?by?a?Greek
?shipping?line.汽油已经可以用由一家法国石油公司从井泵石油用一艘由希腊航运公司拥有的船只运送它离开非洲的海岸到美国的石油制造。
While?driving?to?work?,the?American?might?talk?to?her?stockbroker?on?a?Nokia?cell?phone?that?was?designed?in?Finland?and?assembled?in?Texas?using?chip?sets?produced?in?Taiwan?that?were?designed?by?Indian?engineers?working?for?Texas?Instruments.开车去上班时，这个美国人可能用诺基亚手机跟她的股票经纪人谈话，诺基亚手机是在芬兰设计和在德克萨斯州组装使用在台湾生产的受雇于德州仪器的印度工程师设计的芯片组。
She?could?tell?the?stockbroker?to?purchase?shares?in?Deutsche?Telekom,?a?German?telecommunications?by?an?energetic?Israeli?CEO.她可以告诉股票经纪人去购买由一个精力充沛的以色列CEO领导的德国电信的德国电信股份公司股票。
She may turn on the car radio, which was made in Malaysia by a Japanese firm, to hear a popular hip hop song composed by a Swede and sung by a group of Danes in English who signed a record contract with a French music company to promote their record in America. 她可以打开车上的由一家日本公司在马来西亚生产的收音机，听到一首由一个瑞典人创作和由一群和一家法国音乐公司签了唱片合约在美国推广他们的唱片的丹麦人用英文歌唱的流行的嘻哈歌曲。
The driver might put into a driver-through coffee shop run by a Korean immigrant and order a "single, tall nonfat latte" and chocolate covered biscotti. 这个司机可能驶入一家经过的由一个南韩移民经营的咖啡店，点了一杯高脱脂牛奶咖啡和朱古力的意大利脆饼。
The?coffee?beans?came?from?Brazil?and?the?chocolate?from?Peru,?while?the?biscotti?was?made?locally?using?an?old?Italian?recipe.这些咖啡豆来自巴西，朱古力来自秘鲁，而意大利脆饼是使用一个古老的意大利配方来制作的。
After?the?song?ends,?a?news?announcer?might?inform?the?American?listener?that?anti-globalization?protests?at?a?meeting?of?the?World?Economic?Forum?in?Davos,?Switzerland,?have?turned?violent.歌曲结束后，一个新闻播音员可能会通知美国的听众，在瑞士达沃斯举行的一次世界经济论坛的会议上，反全球化的抗议演变成暴力冲突。
One?protester?has?been?killed.一名抗议者被打死。
The?announcer?then?turns?to?the?next?item,?a?story?about?how?fear?of?interest?rate?hikes?in?the?United?States?has?sent?Japan’s?Nikkei?stock?market?index?down?sharply.播音员接着转到下一条新闻，一个关于美国如此忧虑的加息已经使日本日经股票指数大幅下降的故事。
案例2
Starbuck's Foreign Direct Investment
星巴克的外国直接投资
Thirty years ago, Starbucks was a single store in Seattle’s Pike Place Market selling premium roasted coffee.三十年前，星巴克是一家在西雅图的Pile Place Mar
ket卖优质烘焙咖啡的惟一商店。
Today it is a global roaster and retailer of coffee with some 13000 stores, more than 3750 of which are to be found in 38 foreign countries.在今天它是一间全球性的有1万3千间零售商店比在38个国家找到的3750间还要多的咖啡烘培商和零售商。
Starbucks Corporation set out on its current course in the 1980s when the company's director of marketing, Howard Schultz, came back from a trip to Italy enchanted with the Italian coffeehouse experience.当公司的市场总监候活·舒卓斯从一次到意大利的旅游回来很喜欢意大利的咖啡店经验，星巴克公司在20世纪80年代开始发展它的目前线路。
Schultz, who later became CEO, persuaded the company's owners to experiment with the coffeehouse format-- and the Starbucks experience was born.舒卓斯后来成为CEO说服星巴克公司的所有者尝试咖啡店的模式——星巴克模式开始诞生。
The strategy was to sell the company's own premium roasted coffee and freshly brewed espresso-style coffee beverages along with a variety of pastries, coffee accessories, teas, and other products, in a tastefully designed coffeehouse setting.这个策略是在一个高雅设计的咖啡店环境下销售公司特有的优质烘焙咖啡和新鲜煮好特浓风格的咖啡饮料以及多种的糕点，咖啡配件，茶，和其他产品。
The company also focused on providing superior customer service. Reasoning that motivated employees provide the best customer service, Starbucks' executives devoted a lot of attention to employee hiring and training programs and progressive compensation policies that gave even part-time employees stock option grants and medical benefits.这个公司也专注于提供较好的客户服务。说服有积极性的雇员提供最好的客户服务，星巴克的高管把许多关注放在雇员的招聘训练方案和渐进的薪酬政策中，甚至给予兼职雇员股票期权补偿金和医疗福利。
The formula led to spectacular success in the United States where, Starbucks went from obscurity to one of the best-known brands in the country in a decade.这个方案在美国取得惊人的成功，在10年间星巴克从默默无闻到国内众所周知的品牌之一。
In 1995 with 700 stores across the United States, Starbucks began exploring 7 foreign opportunities. Its first target market was Japan.在1995年有700间商店横穿美国，星巴克开始7次探索外国的机会。它的第一个目标市场是日本。
Although Starbucks had resisted a franchising strategy in North America, where its stores are company owned, Starbucks initially decided to license its format in Japan.
尽管星巴克在北美已经不允许特许经营的战略，那里的商店是公司自身拥有的，星巴克最初决定在日本发放它的特许经营权。
However, the company also realized that a pure licensing agreement would not give it the control ne
eded to ensure that the Japanese licensees closely followed Starbucks' successful formula.
可是公司也意识到一个单纯的特许经营授权协议不会给予它所需去确保日本的特许经营商会紧密地跟随星巴克的成功方案的控制。
So the company established a joint venture with a local retailer, Sazaby Inc. Each company held a 50 percent stake in the venture Starbucks Coffee of Japan. Starbucks initially invested 10 million in this venture its first foreign direct investment.所以星巴克公司和一家Sazaby有限公司的本地零售商建立一个合资公司。每家公司在日本的星巴克咖啡公司持有50%的股票。星巴克最初在它的第一个外国直接投资中投资1千万美元。
The Starbucks format was then licensed to the venture which was charged with taking over responsibility for growing Starbucks' presence in Japan.这种星巴克模式接着被许可去承担着接管在日本成长的星巴克的责任。
To make sure the Japanese operations replicated the "Starbucks experience" in North America, Starbucks transferred some employees to the Japanese operation. The licensing agreement required all Japanese store managers and employees to attend training classes similar to those given to U.S. Employees.为了确保日本的经营复制在北美的星巴克经验，星巴克调动一些雇员到日本的企业。特许经营授权协议要去日本所有的商店经理和雇员去参加类似给美国雇员上的训练课程。
The agreement also required that stores adhere to the design parameters established in the United States. In 2001, the company introduced a stock option plan for all Japanese employees, making it the first company in Japan to do so.这个协议也要求商店遵循在美国建立的设计参数。在2001年，公司给所有日本雇员引进股票期权计划，使得它是第一家在日本这样做的公司。
Skeptics doubted that Starbucks would be able to replicate its North American success overseas, but by 2006 Starbucks had over 600 stores in Japan and planned to continue opening them at a brisk pace.怀疑论者质疑星巴克能否在海外复制在北美的成功，但到了2006年星巴克已经在日本有超过600间商店并计划以轻快的步伐继续扩张。
After Japan, the company embarked on an aggressive foreign investment program. In 1998, it purchased Seattle Coffee a British coffee chain with 60 retail stores, for 84 million.继日本之后，公司着手一项积极的海外投资计划。在1998年，以8千4百万美元收购了一家英国连锁的西雅图咖啡及60间零售商店。
An American couple, originally from Seattle, had started Seattle Coffee with the intention of establishing a Starbucks-like chain in Britain.抱有在英国建立像星巴克的连锁店的目的，一对美国夫妇最初是从西雅图开办西雅图咖啡。
In the late 1990s, Starbucks opened stores in China, Singapore, Thailand, New
Zealand, South Korea, and Malaysia.在最近20世纪90年代，星巴克在中国、星加坡、泰国、纽西兰、南韩和马来西亚开设商店。
In Asia, Starbucks' most common strategy was to license its format to a local operator in return for initial licensing fees and royalties on store revenues. As in Japan, Starbucks insisted on an intensive employee training program and strict specifications regarding the format and layout of the store.在亚洲，星巴克最常见的策略是发放它的特许经营权给一家本地的经营者，用商店的收入作为最初的特许经营费用和提成的回报。在日本，关于商店的特许经营权和设计星巴克坚持密集的雇员训练计划和严格的规范。
However, Starbucks became disenchanted with some of the straight licensing arrangements and converted several into joint-venture arrangements or wholly owned subsidiaries. In Thailand, for example, Starbucks initially entered into a licensing agreement with Coffee Partners, a local Thai company.但是，星巴克变得逐步放弃一些直接特许经营授权协议并转变为建立一些合资或者全资子公司。以泰国为例，星巴克最初和一家Coffee Partners的泰国本地公司签署一个特许经营授权协议。
Under the terms of the licensing agreement, Coffee Partners were required to open at least 20 Starbucks coffee stores in Thailand within five years.在特许经营授权协议的条件下，Coffee Partners要求在5年内至少开设20星巴克咖啡商店。
However, Coffee Partners found it difficult to raise funds from Thai banks to finance this expansion. In July 2000, Starbucks acquired Coffee Partners for about 12 million. Its goal was to gain tighter control over the expansion strategy in Thailand.可是，咖啡合伙人发现很难从泰国银行筹集扩充的资金。在2000年6月，星巴克用大约1千2百万美元收购Coffee Partners。它的目标是在泰国用扩张策略获得紧密的控制权。
By 2002, Starbucks was pursing an aggressive expansion in mainland Europe. As its first entry point, Starbucks chose Switzerland. Drawing on its experience in Asia, the company entered into a joint venture with a Swiss company Bon Appetit Group, Switzerland's largest food service company.到了2002年，在欧洲大陆星巴克谋求的积极扩张。星巴克选择了瑞士作为它的第一个进入点。凭借在亚洲的经验，公司和一家瑞士最大的食品服务公司Bon Appetit集团组成合资企业。
Bon Appetit was to hold a majority stake in the Swiss company using a similar agreement to those it had used successfully in Asia. This was followed by a joint venture in other countries.在亚洲已经成功地使用一个类似协议的Bon Appetit在这家瑞士公司中持有多数股份。
In early 2006, Starbucks announced that it believed there was the potential for up to 15000 stores outside of the United States, with major opportunities in China,
which the company now views are the largest single market opportunity outside the United States.早在2006年，星巴克声称它相信在美国以外主要在中国有潜力达到15000间商店，星巴克公司现在的观点是中国是在美国以外最大的单一市场。