新西兰奥克兰大学-Taming the tiger: key success factors for t_英语论文|留学生论文|essay|英语硕士论文|毕业论文

布雷特马丁，讲师，营销，奥克兰大学，奥克兰，新西兰

Gretchen Larsen, Teaching Fellow of Marketing, University of Otago, Dunedin, New Zealand
格雷琴拉森，市场营销，达尼丁奥塔哥大学，助教，新西兰

Acknowledgements
致谢

The authors acknowledge the helpful comments of Gary Lilien, Rob Lawson and Kim Fam. This research was funded by a grant from the Asia2000 Foundation of New Zealand.
作者承认加里该有帮助的意见，Rob劳森和基姆家族。这项研究是由新西兰ASIA2000基金资助。

Abstract
摘要

With its large population and increasingly open approach to foreign business dealings, China has been heralded as a land of opportunity for Western business. “What are the keys to business success?” Addresses this issue by Investigating key success factors for trade with China. Presents results from a survey of New Zealand organisations trading with China. Top-ranking issues reveal a micro-business focus (e.g. negotiation strategy, business etiquette). Low-ranking issues include the need to understand advertising in China, and to have an intensive knowledge of the Chinese language. Correlations between importance and knowledge scores suggest that cultural issues are perceived as less important by those with a high degree of knowledge concerning trade relation intermediaries. Larger firms are also found to rate an understanding of negotiation strategy as more important than small firms.
凭借其庞大的人口和日益开放的国外商业交易的方法，中国一直被誉为西方的商业机遇的土地。“企业成功的关键是什么？“解决这个问题的调查与中国贸易的关键成功因素。调查结果与中国的新西兰组织的交易。排名的问题，揭示了微观经营的重点（例如谈判策略，商务礼仪）。低级别的问题包括需要了解广告在中国，对中国语言有一个密集的知识。的重要性和知识得分之间的相关性表明，文化方面的问题被视为不太重要的那些具有高度的知识有关的贸易关系中介机构。规模较大的公司也发现率的谈判策略的理解比小企业更重要。

Article Type:
文章类型：

Research paper
研究论文

Keyword(s):
关键词（S）：

International marketing; International trade; Marketing strategy; Success; China; New Zealand.
国际贸易；国际市场营销；营销策略；成功；中国；新西兰。

Journal:
杂志：

Marketing Intelligence & Planning
市场情报和规划

Volume:
体积：

17
17

Number:
数：

4
4

Year:
年：

1999
1999

pp:
PP：

202-208
202-208

MCB UP Ltd
MCB了公司

ISSN:
ISSN：

0263-4503
0263-4503

Introduction
景区简介

China, with nearly one-fifth of the world’s population and one of the fastest rates of economic growth, represents a market that Western businesses can no longer ignore (Ambler 1995; Yan, 1994). In the last ten years foreign investment in China has increased from $5 million to over $400 million (Wong and Maher, 1997). In fact, the North American company General Motors, recently announced plans for a $1.3 billion manufact- uring complex in Shanghai, China ($US) to produce automobiles (CNN International, 1997). Yet despite the obvious success of a number of foreign investors, many Western business firms which have invested their capital into Chinese businesses have suffered drawbacks or even failure. This lack of success has been attributed to the application of Western business management styles to the Chinese market (e.g. Ng and Tidwell, 1995). Consequently, “no other market is considered more appetising or difficult” (Conley, 1996, p. 16).

中国，拥有世界人口和经济的增长速度最快的近五分之一，代表了一个市场，西方企业不能再忽视（Ambler 1995；严，1994）。在过去的十年里，在中国外商投资已经从5000000美元增长到400000000美元以上（Wong和马赫，1997）。事实上，北美公司的通用汽车公司，最近宣布了1300000000美元的制造出来的复杂计划在上海，中国（美元）生产汽车（美国有线电视新闻网国际，1997）。尽管一些外国投资者明显的成功，许多西方企业已投资资本进入中国企业遭受的缺点，甚至失败。这种缺乏成功归功于西方企业的管理风格对中国市场的应用（例如天然气和蒂德韦尔女士，1995）。因此，“没有其他市场更为诱人的或困难的”（康利，1996，p. 16）。

Eastern and Western business practices differ in many ways. It has been suggested that doing business in China is like looking at a mirror image. What are considered “normal” Western business practices are conducted in an inverse way and, as if reflected in a mirror it is “often difficult to distinguish the shadows from reality” (Ambler, 1995, p. 24). Because people are used to applying their own cultural values to judge those from a different culture, cultural conflicts and misunderstandings occur regularly when business East meets business West. The purpose of this paper is to investigate the critical success factors necessary for successful business relationships in China.
东方和西方的商业惯例在许多不同的方式。它已经表明，在中国做生意就像看着一个镜像。什么是“正常”的西方企业的做法是在一个逆的方式进行，如反映在镜子里是“往往难以区分的阴影从现实”（Ambler，1995，p. 24）。因为人们习惯于用自己的文化价值观的判断来自不同的文化，文化冲突和误解时经常发生业务，满足企业东西。本文的目的是探讨在中国成功的关键因素成功的商业关系。

关键成功因素

Much advice is given in the literature for Western business managers who may be contemplating undertaking business in the East. Of the factors identified as being critical to the success of Western businesses in China, most are related to one of the following topics: cultural issues, business etiquette, language proficiency, politics, Chinese history, negotiation strategy, advertising and logistics.
建议在文献中给出的西方企业管理者可以在东考虑承接业务。被确定为在中国的西方企业成功的关键因素，多数是下列主题之一：文化问题，商务礼仪，语言，政治，历史，谈判策略，广告和物流。

Cultural issues
文化问题

A variety of researchers argue that an understanding of Chinese culture is fundamental to achieving business success in China (Ambler, 1995; Hsieh, 1994; Myers, 1987; Xing, 1995; Zhao, 1991). As stated by Osland (1990, p. 4) “The single greatest barrier to business success is the one erected by culture”. Yet the observation has been made that Westerners generally lack understanding of Eastern culture (Hsieh, 1994). Chinese cultural values are largely formed from interpersonal relationships and social orientations and are influenced by Confucian ethics and philosophies (cf. Yau, 1988 for an overview). For example, the Chinese tend to focus on the goals of the collective rather than individual goals. This group orientation has influenced the way commerce is structured. In urban areas, employment is based on a “work-uni” (danwei) to which each person is allocated when they graduate from school. The work group holds power over member’s jobs, housing, social status, health care, marriages, family planning, children’s education, retirement benefits and other areas (Osland, 1990). Chinese do not want to stand out from the crowd. Thus it has been suggested that Western business practices, such as personnel incentives, do not work (Myers, 1987). It is also important that Westerners intending to do business in China seek to gain membership into appropriate groups and do not ask individuals to act independently of the group (Engholm, 1991).

许多研究人员认为，了解中国文化是在中国取得商业成功的基本（Ambler，1995；谢，1994；梅尔斯，1987；兴，1995；赵，1991）。正如奥斯兰（1990，4页）“企业成功的最大障碍是一个竖立的文化”。然而，观察了西方人普遍缺乏了解东方文化（谢，1994）。中国的文化价值观是从人际关系和社会取向的形成很大程度上是由儒家伦理和哲学的影响（参见丘，1988概述）。例如，中国人注重集体的目标而不是个人的目标。这种群体的价值取向具有商务是结构化的方式的影响。在城市地区，就业是基于“工作单”（单位），每个人都被分配当他们从学校毕业。工作组成员的工作着，功率的住房，医疗，社会地位，婚姻，生育，子女教育，退休福利和其他地区（奥斯兰，1990）。中国不想脱颖而出。因此，它已经表明，西方的商业惯例，如人员的激励，不工作（梅尔斯，1987）。同样重要的是，西方人想在中国做生意要争取加入到相应的组中，不要求个人独立行动的集团（恩格霍姆，1991）。

Business etiquette
商务礼仪

Another potential key success factor, etiquette, dictates how people of differing or similar status, relate to one another. Engholm (1991) suggests that Westerners should be aware that the non-observance of propriety in China can cause discord and discomfort, as it perceived as a threat to the collective, and this can have negative ramifications for business dealings. Hence, observing rules of business practice and protocol has been offered as a source of comparative advantage over competition who ignore them (Engholm, 1991). This means participating in traditional greeting rituals, dining and drinking etiquette, gift giving and ceremonial events (Osland, 1990). Equally, Western executives working in China should be aware that off-duty behaviour is as much a part of etiquette and protocol as being in a formal business meeting (Yau, 1988).
另一个潜在的关键成功因素，礼仪，规定不同的或相似的地位的人多，涉及到另一个。恩格霍姆（1991）表明，西方人应该意识到，在中国不遵守礼仪会导致不和谐和不适，因为它被视为集体的威胁，这可以有业务往来的负面影响。因此，商业实践和协议的遵守已经提供了一种比较竞争优势而忽略源（恩格霍姆，1991）。这意味着参与传统的问候礼仪，餐饮礼仪，礼物和礼仪活动（奥斯兰，1990）。同样，在中国工作的西方高管们应该意识到下班的行为是非常重要的一部分，礼仪是正式的商业会议（油，1988）。

工具书类

Alston, J.P. (1989), "Wa , Guanxi and Inhwa: managerial principles in Japan, China and Korea", Business Horizons, pp.26-31.
阿尔斯通，J.P.（1989），“哇，关系和inhwa管理原则：在日本，中国和韩国”，商业视野，pp.26-31。