Essay格式范文-全球化、本土化與國(guó)際化比較。本文是一篇由本站代寫服務(wù)提供的essay格式范文，主要內(nèi)容是講述直到今天生活方式不太一樣了，很多商界作者作家和編輯都談到了組織變化，為了在競(jìng)爭(zhēng)上生存，一個(gè)人需要有創(chuàng)造力、有組織、裝備精良，但重要的是保持安全，總而言之，我們正在見證一場(chǎng)蛻變，在這場(chǎng)蛻變中，一家企業(yè)正根據(jù)其所在地區(qū)的市場(chǎng)狀況進(jìn)行照顧、處理或定制。下面就一起來看一下這篇留學(xué)生essay格式范文。

INTRODUCTION 引言

“THE ONLY THING THAT IS CONSTANT IN TODAY’S WORLD IS CHANGE”- Dr. Mary Engelbreit (1983)

“當(dāng)今世界唯一不變的就是變化”——Mary Engelbreit博士

Looking at the world 20 years back, its a way too different place to live in today. Over the years numerous authors, writers and editors from the business world magazines have spoken about changes in organization. To survive in the competitive arena, one needs to be creative, organized, well equipped and most important he or she needs to be secure from the ongoing rivalry. It is not new that Information Technology has become one of the most important aspects in the business world. Its been talked about in most business houses across the globe since most of them have already entered off shore markets or are planning to do so. In short, we are witnessing a metamorphosis in which a business is being taken care off , handled or customised according to the market situation of the region of its existence

看看20年前的世界，今天的生活方式太不一樣了。多年來，許多來自商界雜志的作者、作家和編輯都談到了組織的變化。為了在競(jìng)爭(zhēng)舞臺(tái)上生存，一個(gè)人需要有創(chuàng)造力、有組織、裝備精良，最重要的是，他或她需要在持續(xù)的競(jìng)爭(zhēng)中保持安全。信息技術(shù)已經(jīng)成為商業(yè)世界中最重要的方面之一，這并不是什么新鮮事。全球大多數(shù)企業(yè)都在談?wù)撍驗(yàn)樗鼈冎械拇蠖鄶?shù)已經(jīng)進(jìn)入或計(jì)劃進(jìn)入離岸市場(chǎng)。簡(jiǎn)言之，我們正在見證一場(chǎng)蛻變，在這場(chǎng)蛻變中，一家企業(yè)正根據(jù)其所在地區(qū)的市場(chǎng)狀況進(jìn)行照顧、處理或定制

Going 3 to 4 years back one can easily gauge the trends changing in the business world, ( Lakshmi Mittal,2010). And trends setting in a very predictable and a monotonous fashion its discernible to the grandness and quality it carries. For any organization to expand its market share or addressable market, it is very important to have key and accurate information about the market , space or region it plans to hit.

回顧3到4年前，人們可以很容易地衡量商業(yè)世界的變化趨勢(shì)（Lakshmi Mittal，2010）。趨勢(shì)以一種非常可預(yù)測(cè)和單調(diào)的方式形成，其盛大和品質(zhì)是顯而易見的。對(duì)于任何組織來說，要擴(kuò)大其市場(chǎng)份額或目標(biāo)市場(chǎng)，掌握其計(jì)劃進(jìn)入的市場(chǎng)、空間或地區(qū)的關(guān)鍵和準(zhǔn)確信息是非常重要的。

Similarly United Breweries (Holdings) Ltd which is the centrepiece of this dissertation has been following the trend of vertical and horizontal market expansion. the company holds 63% of the market share for india in the beer business ( Annual Report, FY07-08). However having acquired the the scotch giant ( Whyte and Mackay) in the United Kingdom is a clear step towards the internationalization of the group at large. With Dr Manmohan Singh ( Prime Minister of India) forecasting a growth rate of 7 to 8.5 % in the economy it is very evident that offshore business are bound to flourish , ( TOI, 2010) .

與此類似，作為本文核心的聯(lián)合啤酒（控股）有限公司一直遵循著縱向和橫向市場(chǎng)擴(kuò)張的趨勢(shì)。該公司在印度啤酒業(yè)務(wù)中占有63%的市場(chǎng)份額（年報(bào)，F(xiàn)Y07-08）。然而，在英國(guó)收購(gòu)蘇格蘭威士忌巨頭（懷特和麥凱）是該集團(tuán)走向國(guó)際化的明顯一步。曼莫漢·辛格博士（印度總理）預(yù)測(cè)經(jīng)濟(jì)增長(zhǎng)率為7%至8.5%，很明顯，離岸業(yè)務(wù)必將蓬勃發(fā)展（印度國(guó)際投資研究所，2010年）。

Although according to Jan-Erik ,1997), in the last decade or so there has been a lot of appreciation for internationalization due to the intention to clear hunger for market expansion and increasing the addressable market share. Although theories and kinetics behind the concept of internationalization will be briefly discussed in third chapter titled literature review. However internationalization theories in India have always been parallel to the economies of scale in the industry. India’s culture for drinking beer has grown in the past few decades. Beer companies have come and gone but not to many have sustained as Kingfisher beer.

盡管根據(jù)Jan Erik，1997）的說法，在過去十年左右的時(shí)間里，由于有意消除對(duì)市場(chǎng)擴(kuò)張和增加可尋址市場(chǎng)份額的渴望，人們對(duì)國(guó)際化有了很大的贊賞。盡管國(guó)際化概念背后的理論和動(dòng)力學(xué)將在第三章（文獻(xiàn)綜述）中簡(jiǎn)要討論。然而，印度的國(guó)際化理論一直與該行業(yè)的規(guī)模經(jīng)濟(jì)相平行。印度的啤酒文化在過去幾十年里不斷發(fā)展。啤酒公司來了又走，但沒有多少公司能像翠鳥啤酒那樣持續(xù)經(jīng)營(yíng)下去。

Kingfisher the King of Good Time is a classic brand with a net worth of Rs 50 billion. Signifying energy, youthfulness, and freedom. It is a brand formed United Breweries group. Kingfisher is the largest selling beer in India covering 28% of the market share in the business. The brain behind the beer is the current chairman of the UB group Dr Vijay Mallya. The brand has made a name worldwide spreading over 52 countries. It all started from Bangalore, India in the 1980’s leading to become the biggest liquor company in the world. The company’s marketing strategy was what made them big and keen interest from the CEO himself made a difference in the sales.

“美好時(shí)光之王”翠鳥是一個(gè)擁有500億盧比凈資產(chǎn)的經(jīng)典品牌。象征著能量、青春和自由。這是一個(gè)品牌形成的聯(lián)合啤酒集團(tuán)。翠鳥是印度銷量最大的啤酒，占據(jù)了該業(yè)務(wù)28%的市場(chǎng)份額。啤酒背后的大腦是UB集團(tuán)現(xiàn)任主席Vijay Mallya博士。該品牌已在全球52個(gè)國(guó)家聲名鵲起。這一切都始于20世紀(jì)80年代的印度班加羅爾，成為世界上最大的酒業(yè)公司。公司的營(yíng)銷策略使他們成為大人物，而首席執(zhí)行官本人的濃厚興趣也對(duì)銷售額產(chǎn)生了影響。

However, with high competition in the market the marketing strategy for Kingfisher beer to enter different market segments was essential. Being a large firm it would have been easy to enter markets by pumping in money, but a different level of strategy is required to sustain in the industry (UB Group, 2006).

然而，在市場(chǎng)競(jìng)爭(zhēng)激烈的情況下，翠鳥啤酒進(jìn)入不同細(xì)分市場(chǎng)的營(yíng)銷策略至關(guān)重要。作為一家大公司，通過注入資金進(jìn)入市場(chǎng)是很容易的，但在行業(yè)中需要不同水平的戰(zhàn)略來維持（UB Group，2006）。

To make any small or large firm successful, steps need to be taken towards advancement. Steps to expand, enter and explore will benefit firms looking for success. Literature indicates that more the steps taken the better the performance. Therefore, according to some literature review entering a new market and exploring it to the fullest brings about beneficial changes for the firm. However in this essay, the investigation into a Indian Liquor company United Breweries – Kingfisher beer, as to how it has managed to capture a huge market not only India but also worldwide.

要想讓任何一個(gè)小公司或大公司取得成功，都需要朝著進(jìn)步的方向邁出步伐。擴(kuò)張、進(jìn)入和探索的步驟將有利于尋求成功的公司。文獻(xiàn)表明，采取的步驟越多，性能越好。因此，根據(jù)一些文獻(xiàn)綜述，進(jìn)入一個(gè)新市場(chǎng)并充分探索它會(huì)給公司帶來有益的變化。然而，在本文中，對(duì)印度酒業(yè)公司聯(lián)合釀酒廠（Kingfisher beer）的調(diào)查表明，該公司是如何在印度乃至全球范圍內(nèi)占領(lǐng)巨大市場(chǎng)的。

In the next chapter the author will discuss the basics of the project intended. However the foundation of any such project that requires extensive research and critical evaluation of the data collected. It is very important to be ethical while researching, gathering and correlating data so that no half or incomplete data has been put down in this piece of work without proper citation provided. Proper care would be taken so that no information is leaked out the academic institution and determine the organization that is being critically evaluated.

在下一章中，作者將討論該項(xiàng)目的基本內(nèi)容。然而，任何此類項(xiàng)目的基礎(chǔ)都需要對(duì)所收集的數(shù)據(jù)進(jìn)行廣泛的研究和批判性評(píng)估。在研究、收集和關(guān)聯(lián)數(shù)據(jù)時(shí)，遵守道德是非常重要的，這樣在沒有提供適當(dāng)引用的情況下，就不會(huì)在這項(xiàng)工作中列出一半或不完整的數(shù)據(jù)。將采取適當(dāng)?shù)闹?jǐn)慎措施，以免信息泄露給學(xué)術(shù)機(jī)構(gòu)，并確定正在接受批判性評(píng)估的組織。

CHAPTER2 第（2）章

RESEARCH QUESTIONARE AND RATIONALE

研究問題與基本原理

2.1 OVERVIEW AND BACKGROUND 概述和背景

India’s culture for drinking beer has grown in the past few decades. Beer companies have come and gone but not to many have sustained as Kingfisher beer. Kingfisher the King of Good Time is a classic brand with a net worth of Rs 50 billion. Signifying energy, youthfulness, and freedom. It is a brand formed United Breweries group. Kingfisher is the largest selling beer in India covering 28% of the market share in the business. The brain behind the beer is the current chairman of the UB group Dr Vijay Mallya.The brand has made a name worldwide spreading over 52 countries. It all started from Bangalore, India in the 1980’s leading to become the biggest liquor company in the world. The company’s marketing strategy was what made them big and keen interest from the CEO himself made a difference in the sales. However, with high competition in the market the marketing strategy for Kingfisher beer to enter different market segments was essential. Being a large firm it would have been easy to enter markets by pumping in money, but a different level of strategy is required to sustain in the industry (UB Group, 2006).

印度的啤酒文化在過去幾十年里不斷發(fā)展。啤酒公司來了又走，但沒有多少公司能像翠鳥啤酒那樣持續(xù)經(jīng)營(yíng)下去。“美好時(shí)光之王”翠鳥是一個(gè)擁有500億盧比凈資產(chǎn)的經(jīng)典品牌。象征著能量、青春和自由。這是一個(gè)品牌形成的聯(lián)合啤酒集團(tuán)。翠鳥是印度銷量最大的啤酒，占據(jù)了該業(yè)務(wù)28%的市場(chǎng)份額。啤酒背后的大腦是UB集團(tuán)現(xiàn)任主席Vijay Mallya博士。該品牌已在全球52個(gè)國(guó)家聲名鵲起。這一切都始于20世紀(jì)80年代的印度班加羅爾，成為世界上最大的酒業(yè)公司。公司的營(yíng)銷策略使他們成為大人物，而首席執(zhí)行官本人的濃厚興趣也對(duì)銷售額產(chǎn)生了影響。然而，在市場(chǎng)競(jìng)爭(zhēng)激烈的情況下，翠鳥啤酒進(jìn)入不同細(xì)分市場(chǎng)的營(yíng)銷策略至關(guān)重要。作為一家大公司，通過注入資金進(jìn)入市場(chǎng)是很容易的，但在行業(yè)中需要不同水平的戰(zhàn)略來維持（UB Group，2006）。

Beer drinking culture in India has been evident from a time where it was a colony of the British Empire. Although the roots of kingfisher can be traced back to United Kingdom where it originated and from there on got transported to India where it is currently headquartered.

印度的啤酒文化從它還是大英帝國(guó)殖民地的時(shí)候就很明顯了。盡管翠鳥的起源可以追溯到它的起源地英國(guó)，并從那里被運(yùn)送到它目前的總部所在地印度。

2.2) RESEARCH QUESTIONARE AND RATIONALE 研究問題和基本原理

The author intends to critically evaluate the following question wherein coming out with precise and definitive answers would be the main intension through the literature review.

作者打算通過文獻(xiàn)綜述對(duì)以下問題進(jìn)行批判性評(píng)價(jià)，其中給出準(zhǔn)確和明確的答案將是主要意圖。

What is internationalization- A concept.

什么是國(guó)際化——一個(gè)概念。

History of internationalization ? and its First traces of scholarly articles?

國(guó)際化的歷史？以及其學(xué)術(shù)文章的最初痕跡？

What sort of theories are there in internationalization?

國(guó)際化有什么樣的理論？

History of UB group ? what sort of a product profile does it have?

UB集團(tuán)的歷史？它有什么樣的產(chǎn)品簡(jiǎn)介？

How does organizational culture affect internationalization? ( A kingfisher Prespective)

組織文化如何影響國(guó)際化？（翠鳥視角）

What is the international and domestic marketing theory of UB group?

UB集團(tuán)的國(guó)際和國(guó)內(nèi)營(yíng)銷理論是什么？

Internationalization strategy, Its annual accounting, public listing?

國(guó)際化戰(zhàn)略、年度會(huì)計(jì)、上市？

Kingfisher entry in different markets how and when were they done and how did it help them grow as a brand?

翠鳥進(jìn)入不同的市場(chǎng)是如何以及何時(shí)完成的，這如何幫助他們作為一個(gè)品牌成長(zhǎng)？

Financial development and economic growth of the company?

公司的財(cái)務(wù)發(fā)展和經(jīng)濟(jì)增長(zhǎng)？

comparision between globalization , localization and Internationalization?

全球化、本土化與國(guó)際化的比較？

Conclusions with regards to organization, market trends, supply chain management and consumer behaviour.

關(guān)于組織、市場(chǎng)趨勢(shì)、供應(yīng)鏈管理和消費(fèi)者行為的結(jié)論。

The above set of questions are based on an overview of the concept of internationalization and the current market position of the organization in discussion. However it is said that there is no right or wrong answer to any question since the exsistence of knowledge and correlation of data. But the author intends to answer the above set of questions with precise knowledge and proper citation ( references).

上述一組問題是基于對(duì)國(guó)際化概念和所討論組織當(dāng)前市場(chǎng)地位的概述。然而，有人說，由于知識(shí)的存在和數(shù)據(jù)的相關(guān)性，任何問題都沒有正確或錯(cuò)誤的答案。但作者打算用準(zhǔn)確的知識(shí)和適當(dāng)?shù)囊茫▍⒖嘉墨I(xiàn)）來回答上述問題。

2.3) IMPORTANCE AND PURPOSE OF STUDY 研究的重要性和目的

Internationalization is an ongoing and never ending process with regards to vertical and horizontal growth of an organization. For large and public enterprises it is necessary to enter the international market because of the growing competition in the local and regional market. And for any such decision for going international it very necessary to have adequate financial reserves, equally qualified man power and a management. And given the competition in the current domestic market that kingfisher beer addresses, it one of the pressing priority for such a step.

國(guó)際化是一個(gè)持續(xù)不斷、永無止境的組織縱向和橫向發(fā)展過程。對(duì)于大型和公共企業(yè)來說，由于當(dāng)?shù)睾偷貐^(qū)市場(chǎng)的競(jìng)爭(zhēng)日益激烈，有必要進(jìn)入國(guó)際市場(chǎng)。對(duì)于任何這樣的國(guó)際化決策來說，擁有足夠的財(cái)政儲(chǔ)備、同樣合格的人力和管理層是非常必要的。考慮到翠鳥啤酒在當(dāng)前國(guó)內(nèi)市場(chǎng)的競(jìng)爭(zhēng)，這是邁出這一步的當(dāng)務(wù)之急之一。

MARKET SHARE 市場(chǎng)份額

The above figure shows that the competitors are fast catching up with kingfisher and thus making it more evident from to foray for greener pastures with regards to new business initiatives. Although it still remains the market leader even in the current market share but comparing 63% in FY07-08 and 48% FY 09-10 it is clearly evident that the company is losing grip. The reason behind such a drastic change is because fosters and knock-out which subsequently new entrants hold about 37% of the market share , ( Yogin Vora, 2009).

上圖顯示，競(jìng)爭(zhēng)對(duì)手正在迅速追趕翠鳥，從而使其在新的商業(yè)舉措方面更加明顯地向更綠色的牧場(chǎng)進(jìn)軍。盡管即使在目前的市場(chǎng)份額中，它仍然是市場(chǎng)領(lǐng)導(dǎo)者，但與07-08財(cái)年的63%和09-10財(cái)年的48%相比，很明顯，該公司正在失去控制。這種劇烈變化背后的原因是培育和淘汰，隨后新進(jìn)入者占據(jù)了約37%的市場(chǎng)份額（Yogin-Vora，2009）。

This indeed is an alarming situation for UB group that is the parent company that owns many of brands like Kingfisher Beer. However earlier this decade, the business world saw the takeover of Whyte and Mackay Scotch Whiskey by United Breweries. And with all the other international beers like Fosters, Budwiser and Carlsberg entering Indian markets it has become substantially important for UB group and Kingfisher beer to look for greener pastures. Hence a very crucial assumption is that market knowledge is acquired and collaborated from the current business activities in the market. But then to counter this experimental knowledge it is very important to have accurate forecast or one has to be in a capacity to manipulate the market trends.

對(duì)于擁有翠鳥啤酒等眾多品牌的母公司UB集團(tuán)來說，這確實(shí)是一個(gè)令人擔(dān)憂的情況。然而，在本十年早些時(shí)候，聯(lián)合釀酒廠收購(gòu)了懷特和麥凱蘇格蘭威士忌。隨著福斯特、百威和嘉士伯等所有其他國(guó)際啤酒進(jìn)入印度市場(chǎng)，UB集團(tuán)和翠鳥啤酒尋找更環(huán)保的牧場(chǎng)變得非常重要。因此，一個(gè)非常重要的假設(shè)是，市場(chǎng)知識(shí)是從市場(chǎng)中當(dāng)前的商業(yè)活動(dòng)中獲得和合作的。但為了對(duì)抗這些實(shí)驗(yàn)性知識(shí)，準(zhǔn)確的預(yù)測(cè)非常重要，否則就必須有能力操縱市場(chǎng)趨勢(shì)。

CHAPTER(3) 第（3）章

LITREATURE REVIEW AND ANALYSIS

文獻(xiàn)綜述與分析

3.1) INTRODUCTION TO INTERNATIONALIZATION (A FORMAL APPROACH) 國(guó)際化介紹（正式方法）

This chapter will futher intend to put light and give detailed information on the said subject ( IE : Internationalization of Kingfisher Beer). But to start with it will explain the makeover shift in the way business has changed in the last decade after the industrial revolution hit India. And finally it will conclude with detailed example and critical evaluation of kingfisher beer’s current market with regards to entering the international markets. It will also try and explain how does culture play an important role in terms of expansion of business and setting up base outside home turf. However the literature review will also attempt to answer all the research based questions put forth for creating a base of the research.

本章將進(jìn)一步闡明并提供有關(guān)上述主題（即：翠鳥啤酒的國(guó)際化）的詳細(xì)信息。但首先，它將解釋印度工業(yè)革命后，過去十年商業(yè)方式的轉(zhuǎn)變。最后，以翠鳥啤酒進(jìn)入國(guó)際市場(chǎng)為例，對(duì)翠鳥啤酒目前的市場(chǎng)進(jìn)行了詳細(xì)的分析和評(píng)價(jià)。它還將試圖解釋文化如何在業(yè)務(wù)擴(kuò)張和在本土以外建立基地方面發(fā)揮重要作用。然而，文獻(xiàn)綜述也將試圖回答為創(chuàng)建研究基礎(chǔ)而提出的所有基于研究的問題。

The literature review also tends to put light on subject like comparisons between internationalization, globalization and localization.

文獻(xiàn)綜述也傾向于對(duì)國(guó)際化、全球化和本地化之間的主題性比較進(jìn)行闡述。

Definitions are always abstract with regards to its relativity,( M Oviatt, 2000).

就其相對(duì)性而言，定義總是抽象的（M Oviatt，2000）。

Looking at the current business scenario and geographic becoming practically non existent one can easily gauge out the importance of going international or changing regions for market expansion. This only happens when an organization is financially sound with regards to infrastructure, cash reserves, goodwill from financial institutions and proper vision. The alcohol market in western India alone stands at Rs 3,000 crore ( IE 1 ￡ = Rs 74.232) which makes it a million dollar business, (Yogin Vora, 2010). And even after beer not being a drink that originated in India the CAGR of the beer industry in India is at 14.3%, which is much higher than other countries, (FT.COM. Arp – 2010). Even yet ,according to the same source till date 90% of the market trend are still controlled by UB group and SAB Miller. However for entering international markets, it is necessary for any company to gauge the multitude of the events and actions (Jan Jhonson, 2001).

從目前的商業(yè)場(chǎng)景和地理位置變得幾乎不存在的情況來看，人們可以很容易地判斷出走向國(guó)際或改變地區(qū)對(duì)市場(chǎng)擴(kuò)張的重要性。只有當(dāng)一個(gè)組織在基礎(chǔ)設(shè)施、現(xiàn)金儲(chǔ)備、金融機(jī)構(gòu)的商譽(yù)和適當(dāng)?shù)脑妇胺矫尕?cái)務(wù)健全時(shí)，才會(huì)發(fā)生這種情況。僅印度西部的酒類市場(chǎng)就有30億盧比（即1英鎊=74.232盧比），這使其成為一項(xiàng)價(jià)值百萬(wàn)美元的業(yè)務(wù)（Yogin Vora，2010）。即使啤酒不是起源于印度的飲料，印度啤酒行業(yè)的復(fù)合年增長(zhǎng)率仍為14.3%，遠(yuǎn)高于其他國(guó)家（FT.COM.Arp–2010）。盡管如此，根據(jù)同一消息來源，到目前為止，90%的市場(chǎng)趨勢(shì)仍由UB集團(tuán)和SAB Miller控制。然而，為了進(jìn)入國(guó)際市場(chǎng)，任何公司都有必要衡量各種事件和行動(dòng)（Jan Jhonson，2001）。

To make any small or large firm successful, steps need to be taken towards advancement. Steps to expand, enter and explore will benefit firms looking for success. Literature indicates that more the steps taken the better the performance. Therefore, according to some literature review entering a new market and exploring it to the fullest brings about beneficial changes for the firm. However in this essay, the investigation into a Indian Liquor company United Breweries – Kingfisher beer, as to how it has managed to capture a huge market not only India but also worldwide. India’s culture for drinking beer has grown in the past few decades. Beer companies have come and gone but not to many have sustained as Kingfisher beer. Kingfisher the King of Good Time is a classic brand with a net worth of Rs 50 billion, signifying energy, youthfulness, and freedom.

要想讓任何一個(gè)小公司或大公司取得成功，都需要朝著進(jìn)步的方向邁出步伐。擴(kuò)張、進(jìn)入和探索的步驟將有利于尋求成功的公司。文獻(xiàn)表明，采取的步驟越多，性能越好。因此，根據(jù)一些文獻(xiàn)綜述，進(jìn)入一個(gè)新市場(chǎng)并充分探索它會(huì)給公司帶來有益的變化。然而，在本文中，對(duì)印度酒業(yè)公司聯(lián)合釀酒廠（Kingfisher beer）的調(diào)查表明，該公司是如何在印度乃至全球范圍內(nèi)占領(lǐng)巨大市場(chǎng)的。印度的啤酒文化在過去幾十年里不斷發(fā)展。啤酒公司來了又走，但沒有多少公司能像翠鳥啤酒那樣持續(xù)經(jīng)營(yíng)下去。Kingfisher the King of Good Time是一個(gè)經(jīng)典品牌，凈資產(chǎn)達(dá)500億盧比，象征著活力、年輕和自由。

Kingfisher is the largest selling beer in India covering 28% of the market share in the business. The brain behind the beer is the current chairman of the UB group Dr Vijay Mallya although the business of beer making was bought by Mr. Vitthal Das Mallya .The brand has made a name worldwide spreading over 52 countries. It all started from Bangalore, India in the 1980’s leading to become the biggest liquor company in the world. The company’s marketing strategy was what made them big and keen interest from the CEO himself made a difference in the sales. However, with high competition in the market the marketing strategy for Kingfisher beer to enter different market segments was essential. Being a large firm it would have been easy to enter markets by pumping in money, but a different level of strategy is required to sustain in the industry (UB Group, 2006). Speaking about the marketing strategy, any complaints, disagreements and grievances can be directly mailed to the chairman of the organization (Company Report, 2009). The marketing strategies of the organization would be discussed in the sub chapters of literature review.

翠鳥是印度銷量最大的啤酒，占據(jù)了該業(yè)務(wù)28%的市場(chǎng)份額。啤酒背后的智囊團(tuán)是UB集團(tuán)現(xiàn)任主席Vijay Mallya博士，盡管啤酒制造業(yè)務(wù)被Vitthal Das Mallya先生收購(gòu)。該品牌已在全球52個(gè)國(guó)家聲名鵲起。這一切都始于20世紀(jì)80年代的印度班加羅爾，成為世界上最大的酒業(yè)公司。公司的營(yíng)銷策略使他們成為大人物，而首席執(zhí)行官本人的濃厚興趣也對(duì)銷售額產(chǎn)生了影響。然而，在市場(chǎng)競(jìng)爭(zhēng)激烈的情況下，翠鳥啤酒進(jìn)入不同細(xì)分市場(chǎng)的營(yíng)銷策略至關(guān)重要。作為一家大公司，通過注入資金進(jìn)入市場(chǎng)是很容易的，但在行業(yè)中需要不同水平的戰(zhàn)略來維持（UB Group，2006）。談到營(yíng)銷策略，任何投訴、分歧和不滿都可以直接郵寄給組織主席（《公司報(bào)告》，2009年）。該組織的營(yíng)銷策略將在文獻(xiàn)綜述的子章節(jié)中進(jìn)行討論。

3.2) HISTORY OF INTERNATIONALIZATION AND TRACES OF THE FIRST SCHOLARLY ARTICLES國(guó)際化的歷史和第一批學(xué)術(shù)文章的痕跡

It is very debatable for to discuss about managerial or operational practices because when one set a date about their origin a few years down the line someone comes up with an alternative thought or proof to change the dates or years of origin. For example, most people would say that information security first came into practice during WW1 (World War1) when the French invaded the Spanish empire after failing about 12 years ago due to cipher created by the Spanish military personal.

討論管理或運(yùn)營(yíng)實(shí)踐是非常有爭(zhēng)議的，因?yàn)楫?dāng)一個(gè)人在幾年后設(shè)定了起源日期時(shí)，有人會(huì)想出另一種想法或證據(jù)來改變起源日期或年份。例如，大多數(shù)人會(huì)說，信息安全第一次在第一次世界大戰(zhàn)期間開始實(shí)施，當(dāng)時(shí)法國(guó)入侵西班牙帝國(guó)，大約12年前由于西班牙軍人創(chuàng)建的密碼而失敗。

But then what explanation can one give about the messages created by Julius Caesar in C50 BC, who used the same theory in a nomadic manner for passing on secretive messages without getting leaked out?

但是，對(duì)于尤利烏斯·凱撒在公元前C50年創(chuàng)造的信息，我們能給出什么解釋呢？凱撒以游牧的方式使用同樣的理論來傳遞秘密信息而不被泄露？

Considering researched articles and the information on public domain which are open to end users like the author himself the first traces of scholarly articles about internationalization dates back about 30-to-50 years. In the year 1978 a few authors actually discussed and critically evaluated the theoretical line of internationalization which is not long back. This topic is fairly new has never been tapped on or discussed in detail with regards to modelling an organization at the size of kingfisher or for to mention UB Group.

考慮到研究文章和對(duì)像作者本人這樣的最終用戶開放的公共領(lǐng)域信息，關(guān)于國(guó)際化的學(xué)術(shù)文章的最初痕跡可以追溯到大約30-50年前。1978年，少數(shù)學(xué)者對(duì)我國(guó)不久前的國(guó)際化理論路線進(jìn)行了深入探討和批判性評(píng)價(jià)。這是一個(gè)相當(dāng)新的話題，從未被詳細(xì)討論過，以翠鳥大小的組織建模，更不用說UB集團(tuán)了。

Internationalization as a process has been viewed to enhance and expand the current addressable market and to start new business initiative outside home turf. Although there is no set definition for internationalization. Several authours in the past have discussed a lot of theories regarding international trade for example absolute cost advantage, ( A Smith, 1776) ,Comparative Cost Advantage, ( David R, 1817) to name a few. However in the sections below some of the relevant theories to kingfisher Beer and UB Group would be critically analysed. But looking at the current financial of this organization one can easily make out that even after having a deficit of 14% the company is still showing profits with regards to revenue, (Annual Report,2009).

國(guó)際化作為一個(gè)過程，被視為增強(qiáng)和擴(kuò)大當(dāng)前的目標(biāo)市場(chǎng)，并在本土之外啟動(dòng)新的商業(yè)計(jì)劃。盡管國(guó)際化沒有固定的定義。過去，一些學(xué)者討論了許多關(guān)于國(guó)際貿(mào)易的理論，例如絕對(duì)成本優(yōu)勢(shì)（a Smith，1776）、比較成本優(yōu)勢(shì)（David R，1817）等等。然而，在以下章節(jié)中，將對(duì)翠鳥啤酒和UB集團(tuán)的一些相關(guān)理論進(jìn)行批判性分析。但從該組織目前的財(cái)務(wù)狀況來看，人們很容易看出，即使在出現(xiàn)14%的赤字后，該公司仍在顯示收入方面的利潤(rùn)（2009年年度報(bào)告）。

Internationalization of the firm and organization of the first world are bound to happen since the industrial revolution has hit the Asian sub continent. This is because of the cycle which has been set in this particular motion. Today it is every evident for the service industry organizations to look for other horizons for revenue. For example TATA CONSULTANCY SERVICES have crack a $100 BN deal with a company that is backed by the Chinese government, (Company Report,2009). This gives the researcher a positive approach to the concept of internationalization. Though the concept of internationalization only sticks to an outwardly research and aspects. But in the retrospect it is very important to look at both sides of a situation. Although over a period of a few years, one finds a very positive evidence of linear integration of outwardly internationalization and the organization’s internal growth and performance.

自從工業(yè)革命沖擊亞洲次大陸以來，第一世界的企業(yè)和組織的國(guó)際化必然會(huì)發(fā)生。這是因?yàn)樵谶@個(gè)特定的運(yùn)動(dòng)中設(shè)定的周期。如今，服務(wù)業(yè)組織顯然在尋找其他收入來源。例如，塔塔咨詢服務(wù)公司與一家得到中國(guó)政府支持的公司達(dá)成了一項(xiàng)價(jià)值1億美元的交易（《公司報(bào)告》，2009年）。這使研究者對(duì)國(guó)際化的概念有了積極的認(rèn)識(shí)。盡管國(guó)際化的概念只停留在表面研究和方面。但回顧過去，審視形勢(shì)的兩面性是非常重要的。盡管在幾年的時(shí)間里，人們發(fā)現(xiàn)了一個(gè)非常積極的證據(jù)，證明了外部國(guó)際化與組織內(nèi)部發(fā)展和績(jī)效的線性整合。

3.3) THEORIES OF INTERNATIONALIZATION AND OTHER BUSINESS MODELS 國(guó)際化等商業(yè)模式理論

The process and models of internationalization have been manifested in a lot of ways and processes. There has been two types of approaches in terms of evaluating the dynamics of an organization while stepping up to internationalization. This sub chapter will discuss different theories that are pertaining to UB Group and its brand kingfisher Beer.

國(guó)際化的過程和模式表現(xiàn)在許多方面和過程中。在加速國(guó)際化的同時(shí)，有兩種方法可以評(píng)估組織的動(dòng)態(tài)。本小節(jié)將討論與UB集團(tuán)及其品牌翠鳥啤酒相關(guān)的不同理論。

The electric theory of internationalization which is the base of in most cases where a company or an entity expresses its desire to expand its operations in other territories, (Johanson and Vahlne 1999).

國(guó)際化的電學(xué)理論是公司或?qū)嶓w在大多數(shù)情況下表達(dá)其在其他地區(qū)擴(kuò)大業(yè)務(wù)的愿望的基礎(chǔ)（Johanson和Vahlne，1999）。

THE UPPSALA MODEL OF INTERNATIONALIZATION UPPSALA國(guó)際化模式

It is very important for any company or organization to have an adequate knowledge of the market it tends to enter. For this, one needs to have a theoretical model in place. Because such a model interprets into a fundamental interaction between the development of knowledge of offshore commercialized places while operational developments within the organization and on the other hand with the increasing commitment of the offshore markets. Although having a more specific model for a precise knowledge is very important keeping all aspects and sides of internationalization in consideration. However according to Johanson and Vahlne (1990), it is very authoritative to make a distinction between the change and aspects of the market which is also a very important part of Uppasala Model of internationalization. As far as the said model is concerned market knowledge and commitment are said to affect the strategy the most which in turn affects current activities and commitment decisions.

對(duì)任何公司或組織來說，對(duì)其進(jìn)入的市場(chǎng)有足夠的了解是非常重要的。為此，需要建立一個(gè)理論模型。因?yàn)檫@樣的模型解釋為離岸商業(yè)化場(chǎng)所的知識(shí)開發(fā)與組織內(nèi)的運(yùn)營(yíng)發(fā)展之間的基本互動(dòng)，另一方面與離岸市場(chǎng)日益增長(zhǎng)的承諾之間的互動(dòng)。盡管有一個(gè)更具體的精確知識(shí)模型非常重要，但要考慮國(guó)際化的各個(gè)方面。然而，根據(jù)Johanson和Vahlne（1990）的觀點(diǎn)，區(qū)分市場(chǎng)的變化和方面是非常權(quán)威的，這也是Uppasala國(guó)際化模型的一個(gè)非常重要的部分。就上述模型而言，市場(chǎng)知識(shí)和承諾對(duì)戰(zhàn)略的影響最大，而這反過來又影響了當(dāng)前的活動(dòng)和承諾決策。

THE INTERNATIONALIZATION OF A FIRM.

企業(yè)的國(guó)際化。

SOURCE: J. JHONSON (1990),”The Mechanics Of Internationalization”, International Marketing Review, Vol 1 No 1, pp. 11-23.

資料來源：J.JHONSON（1990），“國(guó)際化機(jī)制”，《國(guó)際營(yíng)銷評(píng)論》，第1卷第1期，第11-23頁(yè)。

The above figure clearly explains the model and its relation to internationalization. A critical assumption is always based on the data received on market knowledge which also include perceptions and problems, (J. Jhonson,1990).there two aspects to the theory that are change and state aspects. The state aspects comprise of market commitment and market knowledge, the change aspects are current business activities and commitment decisions. Initial leeds and critical analysis about a competition generates new business initiatives. According to the above model, it is assumed that market commitment and market knowledge are assumed to affect decisions pertaining to arrangement and agreement to supply resources to the off shore market. Making the cycle a part of the integrated business operations is very important to have business continuity.

上圖清楚地解釋了該模型及其與國(guó)際化的關(guān)系。一個(gè)關(guān)鍵的假設(shè)總是基于所收到的市場(chǎng)知識(shí)數(shù)據(jù)，其中也包括認(rèn)知和問題（J.Jhonson，1990）。該理論有兩個(gè)方面，即變化和狀態(tài)方面。狀態(tài)方面包括市場(chǎng)承諾和市場(chǎng)知識(shí)，變化方面是當(dāng)前的業(yè)務(wù)活動(dòng)和承諾決策。最初的leeds和對(duì)競(jìng)爭(zhēng)的批判性分析產(chǎn)生了新的商業(yè)舉措。根據(jù)上述模型，假設(shè)市場(chǎng)承諾和市場(chǎng)知識(shí)會(huì)影響與向離岸市場(chǎng)供應(yīng)資源的安排和協(xié)議有關(guān)的決策。使周期成為綜合業(yè)務(wù)運(yùn)營(yíng)的一部分對(duì)于實(shí)現(xiàn)業(yè)務(wù)連續(xù)性非常重要。

The above model implies to a behavioural theory of the organization (Cyert and March, 1963). Further according to the same authors, a distinguishing feature of the internationalization process is that the organization is beamed as a vaguely bracketed classification in which different entities have a different part to play and follow a set protocol with regards to the progress and growth of the organization in the off shore market. The actors that are engaged in international market have different ideas, perceptions and concepts to place their products in the core running competitive market. The uppasala model denotes that experimental knowledge is also assumed as primary knowledge while predicting market uncertainty. This in turn generates business opportunities and subsequently a driving force in the international market. However to discuss the core competencies of this theory and model would take an entire article which would not be a profitable idea with regards to over viewing the entire concept of Internationalization.

上述模型暗示了組織的行為理論（Cyert和March，1963）。此外，根據(jù)同一作者的說法，國(guó)際化過程的一個(gè)顯著特征是，組織被視為一個(gè)模糊的分類，在這個(gè)分類中，不同的實(shí)體可以發(fā)揮不同的作用，并遵循一套關(guān)于組織在離岸市場(chǎng)的進(jìn)步和增長(zhǎng)的協(xié)議。參與國(guó)際市場(chǎng)的參與者有不同的想法、認(rèn)知和概念來將其產(chǎn)品置于核心競(jìng)爭(zhēng)市場(chǎng)。upasala模型表示，在預(yù)測(cè)市場(chǎng)不確定性時(shí)，實(shí)驗(yàn)知識(shí)也被假設(shè)為初級(jí)知識(shí)。這反過來又產(chǎn)生了商業(yè)機(jī)會(huì)，并隨后成為國(guó)際市場(chǎng)的推動(dòng)力。然而，要討論這一理論和模型的核心競(jìng)爭(zhēng)力，需要一整篇文章，這對(duì)于過度看待國(guó)際化的整個(gè)概念來說不是一個(gè)有益的想法。

Although the Uppasala Model is traded off as precisely a generic model which can be blended into any organization but the critical evaluation of the said model puts light on factors that cannot be over looked with regards to the profitability. A few drawbacks are that the model is too preordainative in nature, does not put much light on the interlinked economies across the globe. The model further does not work for service industries. This model cannot be applied to the UB group since it does not apply to highly internationalized firms. The demographic locations and country borders are no longer considered to be a hurdle with regards to expansion. This model is territorial with regards to data collection and collaboration.

盡管Uppasala模型被視為一種可以融入任何組織的通用模型，但對(duì)所述模型的關(guān)鍵評(píng)估揭示了在盈利能力方面不能過度考慮的因素。一些缺點(diǎn)是，該模式本質(zhì)上過于宿命論，沒有太多地揭示全球相互關(guān)聯(lián)的經(jīng)濟(jì)體。該模式進(jìn)一步不適用于服務(wù)業(yè)。該模型不能應(yīng)用于UB集團(tuán)，因?yàn)樗贿m用于高度國(guó)際化的公司。人口位置和國(guó)家邊界不再被認(rèn)為是擴(kuò)張的障礙。這種模式在數(shù)據(jù)收集和協(xié)作方面具有地域性。

THE TRANSACTION COST ANALYSIS MODEL (TCA) 交易成本分析模型（TCA）

To a different approach to models, TCA is more off a straight out model with regards to critically evaluating the same. While entering new markets it is important to have perfect competition since this could lead to an additional transaction cost while markets fail to comprehend the expenses in promoting products. To minimize costs it is important to employ a safeguard to which will explain the cost for irregular expectations to promote the product. Time is a witness for the frictions between the buyer and supplier with regards to the commercials discussed. The foundations to this are opportunistic behaviour which leads to self interest eventually. To safeguard this a corporate governance contract should be signed or agreed to protect the intrest of both parties. While the UB group is one of the most respected organizations in the Indian sub- continent this will work exactly in its favour.

對(duì)于不同的模型方法，TCA在批判性評(píng)估方面更偏離于直接模型。在進(jìn)入新市場(chǎng)時(shí)，擁有完美的競(jìng)爭(zhēng)是很重要的，因?yàn)檫@可能會(huì)導(dǎo)致額外的交易成本，而市場(chǎng)無法理解推廣產(chǎn)品的費(fèi)用。為了最大限度地降低成本，重要的是要采用一種保障措施來解釋非正常預(yù)期推廣產(chǎn)品的成本。時(shí)間見證了買方和供應(yīng)商之間關(guān)于所討論的商業(yè)廣告的摩擦。其基礎(chǔ)是機(jī)會(huì)主義行為，這種行為最終會(huì)導(dǎo)致自我利益。為了保護(hù)這一點(diǎn)，應(yīng)簽署或同意公司治理合同，以保護(hù)雙方的利益。雖然UB集團(tuán)是印度次大陸最受尊敬的組織之一，但這將對(duì)其有利。

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