剖析联合利华的成功跨国经营Word文档格式.docx

剖析联合利华的成功跨国经营Word文档格式.docx

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itsmotivationinforeigninvestment,andthespecificmanagement.Attheendofthepaperpointsoutthatunreasonableorthatexistinthetransnationalenterprisemanagementproblems,givestheincompletesolutionsandSuggestionstodevelop.

关键词：

联合利华；

国际化经营；

内外部环境；

投资动机；

Keyword：

Unilever；

Internationaloperation；

Internalandexternalenvironment；

Themotivationofinvestment；

一．AnoverviewofUnilever

（一）ThehistoryofUnilever

Unileverisoneoftheworldtop500andhasofficesin75countriesaroundtheworld,withover500subsidiaries,thetotalnumberofemployeesnearly300000people,anannualturnoverofmorethan$40billion.Istheworld'

ssecondlargestconsumerproductsmanufacturers,isoneofthemostprofitablecompanyintheworld,isafamousmultinationalenterprises.

Accordingtothelatestlistoftheworld'

stop500,2015,153Unilever,andoperatingincomeof$64.2518billion,theprofitof$6.8592billion,year-on-yeargrowthof4.8%.

Inthe1890s,WilliamHeskithLever,oneofthefoundersofUnilever,thenputforwardthe"

lightentheburdenofhousework,letusersbetterlife"

concept.Unilever'

sglobalvision:

everyday,wearecommittedtocreateabetterfuture.

In1929,theLeverandtheDutchMargarineUniecompanysignedanagreement,toformaUnilever（Unilever）company.After80yearsofdevelopment,Unileverhasbecameoneoftheworld'

slargestconsumerproductscompanies,hasmorethan171000employeesworldwide.Infiscalyear2011,thecompanyannualsalesaboutapproximately46.5billion.

Unileverinthefieldofcutting-edgeresearchanddevelopmentinvestmentofnearly891millioneurosin2009.EstablishedinBritain,theNetherlands,theUnitedStates,IndiaandChina'

ssixmajorglobalresearchanddevelopmentcenter,isconstantlyexploreinnovativeproductsofnewtechnologyandnewideas,provideconsumerswithmorevalueofbrandsandproducts.Asoneoftheworld'

slargestadvertisers,Unilever'

sannualtotalworldspendingonadvertisingandmarketingmorethan5

6

billioneuros.

Unileveronsixcontinentswith264productionbase.Theyareconstantlypursuemoreonsafety,highefficiency,highqualityandenvironmentalprotectionperformance,Unilever'

sglobalstandardsandmanagementsystem.

（二）TheChinesepathofUnilever

1923,Unileverco.,LTD.,thepredecessorof---LeverbrotherscompanyinvestmentinChinatoofferBritishmerchantsoapco.,LTD.,productionwasformallyestablishedinChina,Unilever'

sfounder,WilliamHeskithLeverstartedtosoaptradeinChina,Unilever'

s"

LUX"

soap,soapof"

umbrella"

andotherproductsforgoodqualityintothemarketbest-sellingproductsinChina.MechanizationUnilevertoreturntoShanghaiin1986,withShanghai,ShanghaichemicaldevelopmentcompanyofthefirstjointventureShanghaiUnileverco.,LTD.,marksthesecondtimeinUnileverChina,mainlyproducesoapsandliquidcleaningproductsthatprotectskin,includingLUXsoap,LUXbathdew,LUXshampoo,LUXfoamcleanser,GOLDENspinningclothingfabricsoftener,etc.

Thenin2002,UnileversetuptheglobalprocurementcenterinShanghai.Unileverwon"

commemoratethe30thanniversaryofreformanddevelopmentofChinesemultinationalcompaniesaward"

in2008.InApril2011,UnileverChinawasawardedthe"

ecologicalcooperationawardofChina"

in2010,UnileverChinain2012wasnamed"

internationalgoldprizeincarbon"

.

LateDecember9,2015,outstandingemployerinternationalauthoritativeresearchinstitutionsannounced"

2016outstandingChineseemployers"

list,forthefirsttimelastyeartoparticipateinthecertificationisamongthetopthreeoftheUnileveragainonthelist,withthefirstone.

InSeptember2015,UnileverTianjinindustrialparkphaseiiofficiallyopened.

二．TheobjectiveanalysisofinternationaloperationaboutUnilever

（一）Internationalbusinessenvironmentanalysis

1.Sourceofcompetitiveadvantage---Resourceviewandsystemview

Resourceviewthinkthattheenterprisecompetitiveadvantagecomesfromitsincompletefactormarketandobtainunderasymmetricinformationconstraintsandconfiguretheheterogeneityofresourcesandcapabilities.Systemtheorythinksenterprisebackgroundwillleadtocomplywiththemainsystemstructureandthehomogeneityoftheactivity.

Enterpriseresourceviewisoneofthemainstreaminthefieldofstrategicmanagementtheory,andstudiesthebasictheoryofenterprisecompetitiveadvantage.Resourceviewthinksthattheenterpriseresourcesandabilityistheenterprisetoobtainhighreturnsprofitabilityandthefoundationofsustainablecompetitiveadvantage,basedonthisview,theabilityofenterprisestochooseandconfigureresourcesheterogeneityistheenterpriseofthereasonsforitseconomicrent.

Withtheresourcebasedviewthatenterpriseheterogeneityexistsintheselecttheresourceandability,ontheotherhand,theviewofsystemtheorythebasicassumptionis:

enterpriseinitsinternalandexternalenvironmenttoobservethemainspecification,traditionandsocialinfluencewillleadtoenterpriseinthehomogeneity

ofstructureandactivity.Successfulcompaniesarethosethatsupportbyabidebysocialpressureandlegitimacyofenterprise,complywithsocialexpectationsfororganizationalsuccessandsurvival,namelytheenterprisetoacquirecompetitiveadvantage,tointegratesystemoforganizationalbehaviorandthegoalandbackgroundastheprerequisite.Attheindividuallevel,thesystembackgroundincludingdecisionmakersofnormsandvalues;

Attheenterpriselevel,systembackgroundincludingtissuecultureandpolicy;

Inenterpriselevel,thesystembackground including public and institutional pressure and industryspecifications.Systemisgenerallydefinedasasetofrules,theyareusedtocontrolaspecificbehaviorpatternsandrelationships（Davis,theNorth,1970,8）quotedinliterature[8].Viewedfromthesystem,theenterpriseisinaspecification,thevalueoftheframeofthesocialoperation.

2.Enterpriseenvironmentanalysis

（1）Externalenvironment

ForUnilever，amultinationalcompany,theparentcompanyandsubsidiariesofresidenceorregisteredoftenlocatedindifferentcountriesorregions,thereisnoclearapplicablewrittenoninternationallawsandregulationsbutactuallycontrolfrommanyaspectsofmultinationalcompanies,nationallegalregulations,andstateregulationandinternationalregulation.Developacodeofactionisthebestwaytosolvetheproblemoftransnationalcorporationscontrol.

Fromthispointofview,therearemanyadvantagesofUnilever，whichcameintoChinafromthebeginningofthe20thcentury.Itjoinedamongtheinternationaltradeinthetrendofearly,Unileverexactlyknowsthelawsandregulationsontheinternational,andasanoldmember,itisalsodedicatedtoabidebyandmaintaintheinternationalcodeofconductforinternationalcompany.Tradeglobalizationbroughttoaccelerateeconomicdevelopment,circulationofcommoditiesspeeddevelopment.Forglobaltrade,whethernational,regionalorinternational,aregiventhepositivefeedback.

ManyChineseforeignproductshaveresistanceatthebeginning,Unileverusedtopromoteforeignnamewillbepartoftheconsumer'

spsychologicalrejection.CreatedanopportunityforUnileverlocalizationstrategy,forexample,aftertheacquisitionof"

China"

toothpastebrandoccupyagreatadvantageinthemarket,hasbecometheindustryleader.

Gradually,globalizationsweptthrough,alotofpeoplegoabroad,toabandonoldideas,havegreatcuriosityforforeignproducts,andwesternwayoflife,likeAmericans’,aredifferentfromChinese’s.Theyinmanywayscancorrectideasofthepeople,makeupfortheinadequacyofChinese. Isalsoonconsumergoods,peoplerushedtobuyso-called"

foreigngoods"

highquality,thatprovidesaperfectshowopportunitiesforUnilever,andarticlesfordailyuseisthefirstbignecessityinpeople'

slife,isalsothefirsttomeetthedemand.

Andinrecentyears,greenenvironmentalprotectiongraduallybecomethefocusofsocialattention.Unileverisputforwardandpromotedthestrategyof"

sustainabledevelopment"

payattentiontothedevelopmentofgreenindustry,resourcesavingandenvironmentprotection,hasbecomethemodelofthisarea.

Comparedwiththeexternalenvironment,internalenvironmentandenterprisedevelopmentrelationshipmoreclosely.

（2）Internalenvironment

InordertomoreintuitivetoshowUnilever'

sinternalenvironment,thispaperchoosetheVRIOmodeltoanalyzeitsenterpriseresource.

Unileverhastheabundantcapitalstrength,materialresourcesandmanpowerresourcesuchastangibleresources,highefficiencyofthebusinessandthesocialpublicwelfareactivities,greatvalue.Unileveralsorichintangibleresources,informationchannelsbroad,numerousbrandresources,isdifficulttoimitation.Anditsacrosssixcontinentsproductionbaseandalargenumberofemployees enoughtowitnesshisorganizationmanagementsystemisrigorous,highabilityoforganization.Forthescarcity,theworldcancompetewithrivalUnileveronlyoneenterprise,andthetwocompaniesalsotaketurnstothetopinthei