[雙語(yǔ)翻譯]外文翻譯--克羅地亞建筑公司的國(guó)際營(yíng)銷(xiāo)戰(zhàn)略

1、2200 英文單詞， 英文單詞，2.3 萬(wàn)英文字符，中文 萬(wàn)英文字符，中文 3700 字Butkovi? L L, Bo?kovi? D, Katavi? M. International Marketing Strategies for Croatian Construction Companies [J]. Procedia - Social and Behavioral Sciences, 2014, 119:503-509.In

2、ternational Marketing Strategies for Croatian Construction CompaniesLana Lovrencis Butkovis, Dra?en Bo?kovis, Mariza KatavisAbstractThe rapid trend of globalization and technological changes have made difficult for const

3、ruction organization to survive in the competitive world. Particularly, the actual global economy crises have the very strong impact on a construction sector, especially in developing countries such as Croatia. A perform

4、ance of Croatian construction companies at the international markets are very low and represent a serious problem for the entire Croatian economy. So the importance of international marketing operations increasing rapidl

5、y. International marketing strategies are not the same as the domestic strategies, but if Croatian construction companies develop and establish a good international marketing strategy, their success at the international

6、markets could be much better. This paper elaborates modes of international strategies and will try to find out which of them are specific for Croatian construction companies.Keywords: Croatian construction, international

7、 marketing, marketing strategies1. IntroductionA moment comes in the work of every company when it begins to examine the possibility of conquering new markets. Motives for the internationalisation of business operations

8、can differ. According to Kotler (1999), they include: the possibility of increasing sales, greater resource accessibility, securing several markets for products sale and resource acquisition.Under normal conditions of th

9、e equal rights and equality of all countries, internationalisation is a useful way of achieving greater closeness and cooperation among peoples and states; it facilitates traffic and communications, speeds up general dev

10、elopment and gives an important impulse to world globalisation and integration (Economic Lexicon, 1995). Internationalisation simply means spreading economic activities outside the boundaries of the home economy, which g

11、ives rise to quantitative changes which, in turn, lead to a more extensive geographical organisation of economic activities.Research into the internationalisation of construction companies is becoming increasingly import

12、ant, both in the academic community and in construction practice. Existing research results show a variety of problems facing construction companies in the internationalisation of their operations, and potential strategi

13、es have been designed for construction companies entering international markets.David Crosthwaite focused on the process of construction company internationalisation, especially in Great Britain. In his paper Crosthwaite

14、 (1998) showed the results of empirical research into the internationalisation of British construction companies between 1990 and 1996, with emphasis on the geographical characteristics of these companies’ foreign busine

15、ss activities. He showed that most companies preferred to seek opportunities on developed markets as opposed to developing markets because of the secure environment and low level of corruption on mature markets. In 1996

16、Ofori developed a conceptual model proposing how international and local construction companies, together with the state administration, may achieve common benefits in various stages of the development of construction ac

17、tivities in particular countries.Furthermore, Ranko and Crosthwaite (2001) showed that the most attractive construction Fig. 1. Five ways of entering foreign marketsConstruction is generally known as an activity with man

18、y specific features which differs from other industries, whereas most research to date and knowledge about foreign market entry strategies refer to production companies. Only a small number of researchers have touched on

19、 the internationalisation of construction companies. For example, Low and Jiang (2003) focused on the internationalisation of Chinese construction companies. They proposed a structural index of 5 factors identifying “tru

20、ly global” companies: 1) ratio of foreign and total income,2) degree of international distribution, 3) foreign managerial structure, 4) participation in specialised fields and 5) general internationalisation index.Gunhan

21、 (2005) developed a foreign market entry decision model for construction companies, which can also be used for other industries. The model consists of two steps: in the first step the company, on the grounds of a SWOT an

22、alysis, makes the decision about whether it is ready to enter foreign markets, and if it finds that it is, it compares the gains and losses. If the gains exceed the potential losses, the company chooses a business strate

23、gy for entering foreign markets. Cullen (2002) proposed a decision-making matrix that takes into account all the available foreign market entry strategies.Construction companies respond to today’s extremely competitive e

24、nvironment and increasingly sophisticated demands in construction by using strategies such as acquisitions, mergers, joint ventures, licenses and product/service development (Gunhan, 2005). Presence on foreign markets ca

25、n be established by founding branches or merging with domestic companies (Low,1996). According to Gunhan(2005), construction companies find three kinds of strategies the most suitable for entering foreign markets: turnke

26、y contract, joint venture and own daughter-company.However, it was Chen (2005) who focused most on the choice of strategy for entering international construction markets. On the grounds of a case study of 94 construction

27、 companies on the international construction market, he divided strategies in two basic groups: permanent and temporary, and within these two groups he classed seven strategies characteristic of construction companies.Th

28、ese are: joint venture project, solo venture project and BOT (Build-Operate-Transfer) as temporary strategies, and representative office, branch office, joint venture company and solo venture company as permanent strateg

29、ies.Table 1. Business strategies for entering international construction marketsJoint venture projectJoint investment on a project basis, also called contractual joint venture. Profit and other obligations are determined

30、 by contract for each party and last only for the duration of the project.Solo venture projectOwn investment on a project basis, the company independently submits a tender or independently undertakes the project in a for