As the story of Disney shows, today

As the story of Disney shows, today's managers must constantly make decisions about whether and how to pursue opportunities all over the globe. Of course, opportunities must be evaluated carefully. In many industries competition is now a global game in which the same competitors confront one another in a variety of markets around the world. In this charter, we review the reasons for the globalization of competition, examine why international management differs from domestic management, consider how companies expand globally, and see how companies can develop individuals to manage across borders.
As we approach the next millennium, the global economy is becoming more integrated than ever before. Today's world is composed of three spheres of economic influence: the triad of North America, Europe, and Asia. Years of emphasis on international commerce within these regions by major industrial countries, as well as recent liberalized trading brought about by NAFTA, EU, and APEC (discussed in Charter 3), have resulted in lowering the barriers to the free flow of goods, services, and capital among nation-states.
The impact of these trends is staggering. For example, the General Agreement on Tariffs and Trade (GATT) alone is expected to add $330 billion to the world economy by allowing companies to sell and invest in markets that were closed to them before. Most experts expect competition to increase as trade is liberalized, and as is so often the case, the more efficient players will survive. To succeed in this industrial climate, managers need to study opportunities in existing markets, as well as work to enhance the competitiveness of their firms.
Companies both large and small now view the world, rather than a single country, as their marketplace. As Table 8.1 shows, the United States has no monopoly on international business. Nearly half of the top 50 corporations in the world are based in countries outside the United States.
Also, companies have dispersed their manufacturing, marketing, and research facilities to those locations around the globe where cost and skill conditions are most favorable. This trend is now so pervasive in industries such as automobiles, aerospace, and electronics that it is becoming increasingly irrelevant to talk about “American products” or “British products” or “Japanese products”.
Consider what happens when an American consumer buys a Pontiac Le Mans from General Motors. Most people probably perceive this model as an “American product”. Of the $20,000 paid for the car, about $6,000 goes to South Korea, where the Le Mans is assembled; $3,500 goes to Japan for advance components (engines, transaxles, and electronics); $1,500 goes to Germany, where the Le Mans was designed; $800 goes to Taiwan, Singapore, and Japan for small components; $500 goes to Britain for advertising and marketing services; and about $100 goes to Ireland for data processing services. The remainder, about $8,000, goes to GM and to the lawyers, bankers, and insurance agents that GM uses in the United States. So is the Le Mans an “American product”? Obviously not-but neither is it a “Korean product”, a “Japanese product”, or a “German product”. Like an increasing number of the products we buy today, it is an international product.
Internationalization is not limited to large corporations like General Motors. An increasing number of medium-size and small firms also engage in international trade. Some companies have limited their involvement to exporting, while others have taken the process a step further by setting up production facilities overseas. Consider Lubricating Systems Inc. of Kent, Washington. In 1991 Lubricating Systems, which manufactures lubricating fluids for machine tools, employed 25 people and generated sales of $6.5 million. The company is hardly an industrial giant, yet over $2 million of its total sales were generated by exports to a score of countries, from Japan to Israel and the United Arab Emirates. Moreover, Lubricating Systems is now setting up a joint venture with a German company to serve the European market.

Результаты (русский) 1:

As the story of Disney shows, today's managers must constantly make decisions about whether and how to pursue opportunities all over the globe. Of course, opportunities must be evaluated carefully. In many industries competition is now a global game in which the same competitors confront one another in a variety of markets around the world. In this charter, we review the reasons for the globalization of competition, examine why international management differs from domestic management, consider how companies expand globally, and see how companies can develop individuals to manage across borders.As we approach the next millennium, the global economy is becoming more integrated than ever before. Today's world is composed of three spheres of economic influence: the triad of North America, Europe, and Asia. Years of emphasis on international commerce within these regions by major industrial countries, as well as recent liberalized trading brought about by NAFTA, EU, and APEC (discussed in Charter 3), have resulted in lowering the barriers to the free flow of goods, services, and capital among nation-states.Влияние этих тенденций ошеломляет. Например Генерального соглашения по тарифам и торговле (ГАТТ) только ожидается добавить 330 млрд долларов в мировой экономике, позволяя компаниям продавать и инвестировать в рынки, которые были закрыты для них прежде. Большинство экспертов ожидают конкурс будет возрастать по мере либерализации торговли, и как это так часто бывает, более эффективных игроков будет выжить. Чтобы добиться успеха в промышленных условиях, руководителям необходимо изучить возможности в существующих рынках, а также работы в целях повышения конкурентоспособности их компаний.Большие и малые компании теперь посмотреть мир, а не одной страны, как их рынок. Как показано в таблице 8.1, Соединенные Штаты Америки имеет не монополия на международном бизнесе. Почти половина из 50 крупнейших корпораций в мире, базируются в странах за пределами США.Кроме того компании разошлись их производство, маркетинг и исследовательские услуги в этих местах по всему миру где стоимость и мастерство условия наиболее благоприятны. Эта тенденция в настоящее время настолько широко распространенной в таких отраслях, как автомобили, аэрокосмической и электроники, она становится все более неуместным говорить о «Американская продукция» или «Британские товары» или «Японские продукты».Consider what happens when an American consumer buys a Pontiac Le Mans from General Motors. Most people probably perceive this model as an “American product”. Of the $20,000 paid for the car, about $6,000 goes to South Korea, where the Le Mans is assembled; $3,500 goes to Japan for advance components (engines, transaxles, and electronics); $1,500 goes to Germany, where the Le Mans was designed; $800 goes to Taiwan, Singapore, and Japan for small components; $500 goes to Britain for advertising and marketing services; and about $100 goes to Ireland for data processing services. The remainder, about $8,000, goes to GM and to the lawyers, bankers, and insurance agents that GM uses in the United States. So is the Le Mans an “American product”? Obviously not-but neither is it a “Korean product”, a “Japanese product”, or a “German product”. Like an increasing number of the products we buy today, it is an international product.Интернационализации крупных корпораций, как General Motors не ограничен. Все большее количество средних и малых фирм также участвовать в международной торговле. Некоторые компании имеют ограниченный их участия для экспорта, в то время как другие приняли процесс шаг вперед путем создания производственных мощностей за рубежом. Рассмотрим смазочные системы Inc. Кент, штат Вашингтон. В 1991 году смазочные системы, которая производит смазочные жидкости для металлорежущих станков, работало 25 человек и составил $6,5 млн. Компания является вряд ли промышленный гигант, но более 2 миллионов долларов от ее общего объема продаж были созданы на экспорт в ряд стран, из Японии в Израиль и в Объединенных Арабских Эмиратах. Кроме того смазочных систем теперь создает совместное предприятие с немецкой компанией для обслуживания европейского рынка.