1、 外文翻译 原文 Small and medium sized enterprises (SMEs) winners of globalization? A u t h o r : G . F e l d m e i e r a n d H . H a n s e n Material Source:Institute for Management and Economics, University of B r e m e r h a v e n , G e r m a n y Abstract: The globalisation of markets is not only a chal
2、lenge for large enterprises but also concerns more and more medium sized companies. Small and medium sized companies (SMEs) are more engaged today in the course of new technological developments, new markets and especially services than often assumed and recorded in statistics (Feldmeier, 2006). Esp
3、ecially because of their innovative drive SMEs are becoming an increasingly important factor in the competitiveness of national and regional economies. To overcome the limitations of regional markets, specialized SMEs are increasingly trying to position themselves on the world market. Keywords: Comp
4、etitive; innovation;clusters Successful internationalization of SMEs assessment of existing theories From a microeconomic as well as from a macroeconomic perspective it is important to investigate the question of the concrete orientation of the internationalization of SMEs. A basic problem in this m
5、atter is that neither a comprehensive theory of internationalization of SMEs exists (Krmer, 2003), nor is there sufficient empirical evidence to justify the assumption that experience from large-scale enterprises can also explain the internationalization of SMEs. Attempts to explain internationaliza
6、tion refer to current theories, which are based on the internationalization of large and/or multinational companies which increasingly evade their national economies through theirs trategic location policy(internationalization). According to this SMEs act in their processes and strategies of interna
7、tionalization parallel to large scale enterprises and are in a complementary relationship with them in their foreign business. For example,it is implied (in examining individual cases of internationalization) that there is a significant correlation between the size of SMEs and the proportion of thei
8、r exports (Krmer 2003). According to currenttheory, the forms of internationalization differ between large scale enterprises and SMEs and it is assumed that the former tend to direct investments, whereas SMEs, due to their low financial power, prefer (indirect) imports (N.N., 2005). In addition, it
9、is often stated that SMEs mainly follow in the footsteps of great pioneers in their cultivation of foreign markets in order to earn “follower advantages” as their entourage. Yet, numerous studies of individual cases concerning the behavior of internationalization of SMEs prove that SMEs not only dif
10、fer fundamentally from large scale enterprises but also consciously seek alternative ways in the development and adaptation of foreign markets and the selected steps ofinternationalization respectively. Thus, conventional assumptions about the fundamental aptitude of SMEs for internationalization ar
11、e apparently incorrect (EU Commission, 2003; Feldmeier, 2003). The traditional hypothesis: “The smaller an enterprise, the less its tendency to internationalization” is thus-as will be shown in detail-not tenable. It assumes that internationalization can only be successful with certain entrepreneuri
12、al resources and forms of internationalization, which imply a higher degree of resources bound abroad, entrepreneurial financing and management capacities, which are not available in most SMEs. The size of enterprise is not the main factor which limits the competitiveness of SMEs but rather the rest
13、rictions related to it, such as e.g. a relatively high degree of specialization of the product range, a high degree of fixed cost charges and/or little (cost-critical) production quantities due to closely limited domestic markets, because SMEs mainly operate in tightly defined market niches. The siz
14、e of the enterprise is only of importance for the internationalization of SMEs as far as a minimum size represents a necessary prerequisite for the use of a competitive advantage. This is only achievable through a directed internationalization which reverses the causal relationship assumed to date.
15、Not the already existing advantages of scale, but their development are essential for internationalization of many SMEs. Most researchers so far take no account of qualitative factors of definition and success of SMEs independent of the size of enterprises, nor do they recognize the fact that SMEs a
16、re not categorically losers of globalization but establish their business on the strength of world market leadership (“hiddenchampions” through “first mover advantages”). SMEs differ from large scale enterprises inasmuch as they consciously choose alternative ways in the adaptation and development o
17、f foreign markets and the chosen steps of internationalization (Feldmeier, 2007). Strategies for successful internationalization of SMEs In this paper we will deduce strategic factors of success for the internationalization of SMEs based on case studies of a network research project The intention of
18、 this empirical investigation was to compile information on the internationalization of mid-sized enterprises and relevant factors contributing to their success. In particular, their competitive strategies and advantages, processes of development of foreign markets, international supply and distribu
19、tion channels, production design as well as cooperation established with foreign partners were analyzed. As criteria for the measurement of international establishment of the selected enterprisesthe following indicators were chosen: international market leadership in specific fields of business acti
20、vity, distinctive and widely spread export and import activities and/or larger direct investments in the form of branches abroad and foreign subsidiaries. Keeping in mind that concepts of success can not be directly copied from another enterprise, we intend to provide a framework of orientation for
21、those enterprises that wish to expand their business in the international market. Each enterprise is characterized by a unique history, which is reflected in their corporate culture and staff selection and has to be taken into consideration when entering foreign markets. Each enterprise is determine
22、d through certain temporal paths (Schreygg et al., 2003),which has to be ascertained when examining certain branches as well as the target countries. This makes it even more difficult to identify success factors which are relevant across countries and different industries. Nevertheless, the followin
23、g results based on “best practice” cases may offer useful orientation for corporate-, industry- and country-specific internationalization of SMEs. Quality leadership in narrow market niches The competitive positioning of the mid-sized enterprises analyzed is characterized by specialization in clearl
24、y defined market segments, i.e. niches of the total market. In those niches they focus their business activities on specific (core) competences and market their service in Europe and in some cases globally. In their segment they focus on a wide range high quality service portfolio with special probl
25、em solutions primarily for narrow target groups. A transnational reputation for outstanding quality in a special area of expertise, developed over decades, is a fundamental competitive advantage in this context. The references are based on a high degree of customer satisfaction. The positioning in n
26、arrow market niches generally takes place through services which are qualitative, functional, design-related, technological and/or high value service and top ranking. Apart from the quality of products, especially product associated services serve to distinguish them from competitors. In order to ma
27、intain the existing service advantages, the products and manufacturing processes are continuously refined. For the preservation of this continuous innovative dynamic and pioneer role in their particular market segment, especially a high degree of customer proximity, creativity and flexibility are de
28、cisive. Sometimes they achieve an exceptional position, which is difficult to imitate, so that only few competitors with comparable profile of competence exist in market. Advantages in quality and image support customer loyalty and are effective in reducing the competition with imitators on the basi
29、s of price. Specific know-how clusters High market specialization requires the creation and the management of specific knowledge. The establishment of distinctive customer, market and expert knowledge is essential to remain competitive. This know-how is based on experience and thrives on a monitorin
30、g system for customer problems combined with state of the art knowhow in the special field. With distinct customer orientation potential problems are analyzed and corrected as soon as possible. Typical approaches are individual analysis of requirements, intensive communication with customers, mutual
31、 exchange of ideas, customer participation at an early stage of the solution finding process and in-house problem simulations. Process innovations and new demands often originate from the exchange of information between customer and supplier and are a driving force for innovations and new standards
32、on the world market. Communication and close cooperation with specialists at universities and research institutions is essential to keep up with international developments and to identify problems which warrant new basic research. 译文 中小企业 全球化的赢家？ 资料来源 : 德国不莱梅海芬大学管理与经济协会 作者： G. Feldmeier and H.Hansen
33、 摘要： 市场全球化不仅对大企业而言是一种挑战，而且越来越多的中小型企业也在考虑这个问题。根据资料记载，今天，更多的中小企业在参与新技术的发展、新市场的开拓，特别是在服务业领域。尤其是由于他们自身的创新驱动，中小型企业正成为日益重要的体现 国家和区域竞争力的经济体。克服区域市场的局限性 ,专业中小型企业逐渐地试图在世界市场摆正自己的位置。 关键词：竞争力；创新；集群 中小企业成功的国际化 评估现有理论 从微观经济及从宏观经济的角度研究中小企业国际化具体问题是极其重要的的方向。在这个基本问题上，关于中小企业国际化没有一个完善的理论，也没有足够的经验证据能够证明假定的经验，或许从大型企业的国际化还
34、可以说明这个问题。根据当前的相关理论，国际化是指基于国际化大型或者跨国公司通过他们的战略位置政策日益逃避自己国家的经济政策。 根据这一中小企业的行为，其 类似于大型企业国际化的过程和策略中，在国外的业务方面，他们是一种相辅相成的关系。例如，有一个业界默认的观点（在国际化个案的审查中），那就是中小企业的大小与出口货物比例两者之间有一个显著相关性（克莱 默 2003）。根据 目前的理论，国际化的形式在大型企业和中小企业之间有很大不同，一般认为前者倾向于直接投资，而中小企业由于其经济实力低，喜欢（间接）进口。此外，中小企业主要是跟随市场先行者的脚步来培养他们的先驱外国市场，以期获得“追随者优势”。
35、然而，许多研究有关中小企业行为的个案证明中小企业国际化不仅从根本上不同于 大型企业，而且从自觉寻求其他途径的发展和应用选定国外市场的步骤方面也有明显区别。因此，传统的中小企业资质国际化基本假设显然是不正确的（欧盟委员会， 2003； Feldmeier， 2003）。 传统的假设：“较小的企业国际化的发展趋势越小”是会显示于站得住脚的。它假设国际化与某些可能只是成功创业资源和形式的国际化、含有一定会具有较高的资源管理、企业融资和国外能力不是可得到的，在大多数中小企业。 企业规模的大小并不是限制中小企业竞争力的主要因素，而是诸如相对高的产品种类专业化的程度，很高的固定成本及（或者）由于非常 有限
36、的国内市场导致的很小的（成本临界点）的产量，因为中小企业主要在市场利基下运营。当最小规模是表现企业竞争优势的一个必要条件时，企业的规模才是是中小企业的国际化的唯一重点。这种逆转因果关系的国际化是唯一可行的。中小企业已有的规模优势，而且其自身的发展对其国际化非常重要。 到目前为止，大多数研究人员都不考虑定性因素的定义与成功的中小企业自主的规模企业，他们也不确认“中小企业中失利的绝对不是坚营业全球化世界市场的力量领导“穿过”（“第一原动机的好处”）。中小企业与大型企业有意识地选择不同的方式和不同的国际化步骤来发展适应国外市场。 国际化成功中小企业的策略 在本文中，我们基于网络研究项目的案例研究的结
37、果，来演绎中小企业国际化战略的成功因素。 调查分析编制的目的国际化信息中型企业和相关因素促成了他们的成功。特别是，他们的竞争策略的过程和优势，发展对外市场、全球供应和分销渠道、生产 设计以及合作与中外合作伙伴建立进行了分析。等原则进行国际创立选中的企业对下列显示选择了国际市场的领导在特殊领域的商务活动、独特且广泛传播进出口活动及（或者）更大的直接投资海外分支机构的形式和外国子公司。 记住，成功的概念不能照搬其他企业，我们打算提供一种为那些希望在国际市场定位并扩大业务的企业服务的框架。每个企业的特征是独特的历史，这表现在他们的企业文化和人员选拔方面，他们必须考虑进入国外市场。必须检查确定某些分支
38、机构以及目标国家，才能确定每一家企业的某些暂时性轨迹(Schreygg et al., 2003)。 这使它甚至更难发现相关的不同国家、不同行业的成功因素。然而，接下来基于“最佳实例”的病例的结果可提供有关各国中小企业公司、产业、不同国家间国际化的有益方向。 在狭窄的缝隙市场的质量领导 中等规模企业的竞争定位的特点是明确的市场细分 ,也就是整个市场的环境。在那些细分市场，他们将商业活动集中在具体（核心）的能力和在欧洲市场提供服务 在某些情况下甚至是全球。在他们的部分将精力集中于广泛优质的服务组合具有特殊问题的解决目标群体主要是为狭窄。跨国公司的声誉卓越的品质在特定区域的专业知识、开发了几十年，
39、是一种 基本的竞争优势在此背景下。参考文献是基于高度的客户满意度。 在狭窄的市场利基下，通过定性的、功能性的、设计相关的、技术的及（或者）高价值和一流的服务，定位通常才体现。除了产品的质量，特别产品相关的服务使他们区别于竞争者。为了保持现有的服务优势，产品及产品的制造工艺不断的变得精美。 保持这种持续的创新活力和先驱作用是由各自的市场细分、尤其是高度的客户接近、创造力和弹性的决定性的。有时他们达到一种特别的位置，难以仿效，所以只有外形的相当竞争较少的能力存在于市场。质量和形象优势支持顾客的忠诚度，而且能有效减少基于 价格竞争的模仿者。 如何集群 高度的市场专业化要求很多创造与管理方面的具体知识。这种独特的客户、市场和专家知识的建立能使企业持续保持竞争力。该技术是基于经验，并在基于结合客户问题的特定领域的先进技能的监测制度中成熟。应该越快越好的分析并纠正具有明显的顾客需求为导向的潜在问题。典型的方法有 分析个案的要求，与客户的密集的交流，相互交换思想，解决问题早期阶段的客户分享和问题模拟系统。流程创新和新的需求，经常源自于客户和供应商之间的信息交流，同时也是创新和世界市场新标准的推动力。与大学专家和研究机构的交流和密切 合作有助于跟上国际化发展和辨别哪些问题值得进行新的基础研究。
