《涉外企業(yè)管理實(shí)務(wù)（英文版）》詳細(xì)講授了涉外企業(yè)經(jīng)營(yíng)財(cái)務(wù)管理的理論與實(shí)踐，結(jié)合典型案例闡述如何根據(jù)不同的社會(huì)、文化環(huán)境，科學(xué)有效的實(shí)施跨國(guó)經(jīng)營(yíng)財(cái)務(wù)管理；如何進(jìn)行整體納稅策劃；如何充分、合理的運(yùn)用各種金融交易工具、信息、技術(shù)進(jìn)行資源整合，加強(qiáng)財(cái)務(wù)管理，提升企業(yè)競(jìng)爭(zhēng)力，適時(shí)有效的規(guī)避風(fēng)險(xiǎn)，獲取效益，使您的企業(yè)在國(guó)際競(jìng)爭(zhēng)中穩(wěn)健、持續(xù)發(fā)展。
Module One Introduction to Foreign—Related Companies
Ⅰ.Introduction to Foreign—Related Companies
1.Tuning—in
2.Foreign—Related Companies and Their Developments
Ⅱ.Functional Management of Foreign—Related Companies
1.Tuning—in
2.Different Functions in Companies
Ⅲ.Procedures of Establishing Foreign—Related Companies in China
1.Requirements of Establishing Joint Ventures and Foreign Companies in China
2.Procedures of Establishing Joint Ventures and Foreign Companies in China
Supplementary Reading How Chinese Companies Go Abroad
案例分析及實(shí)訓(xùn)任務(wù) 星巴克靈活的國(guó)際市場(chǎng)經(jīng)營(yíng)方式
Module Two Strategic Management
Ⅰ.What Is Strategic Management？
1.Tuning—in
2.Strategic Management
Ⅱ.Tasks of Strategic Management
1.Developing Vision and Mission Statements
2.Establishing Objectives
3.A Situational Analysis
4.Generate， Evaluate and Select Strategies
5.Implement Strategies
6.Strategy Evaluation
案例分析及實(shí)訓(xùn)任務(wù) 從卡夫食品有限公司戰(zhàn)略看未來(lái)發(fā)展
Module Three Human Resource Management
Ⅰ.Introduction to Human Resource Management
1.Tuning—in
2.Human Resource Management
Ⅱ.Tasks of Human Resource Management
1.Recruiting Employees
2.Training Employees
3.Employees' Performance Appraisal
4.Employee Movement Management
5.Establishing Employee Compensation Plans
6.Dealing with Labor Relations
Supplementary Reading Managing Human Resource in International Business
案例分析及實(shí)訓(xùn)任務(wù) 卓越亞馬遜的“全員持股”
Module Four Marketing Management
Ⅰ.Introduction to Marketing
1.Tuning—in
2.Evolvement of Marketing
3.Holistic Marketing
4.Process of Marketing
Ⅱ.Main Tasks of Marketing
1.Marketing Research
2.Environment and Consumer Analysis
3.Market Segmentation and Selection
4.Product Strategy
5.Pricing Strategy
6.Distribution Strategy
7.Promotion
Supplementary Reading Brand Strategy
案例分析及實(shí)訓(xùn)任務(wù) 周大福：一線品牌三線突圍——金字塔式產(chǎn)品體系，助攻下一個(gè)戰(zhàn)略高地
Module Five Operations Management
1.Introduction to Operations Management
1.Tuning—in
2.Operations Management
Ⅱ.Operations Management in Manufacturers
1.Tuning—in
2.Location Strategy
3.Layout Strategy
4.Procurement Management
5.Production Planning
6.Inventory Management
7.Just—in—Time （JIT） Production and Lean Production
Ⅲ.Operations Decisions for Companies in Service Industry
1.Tuning—in
2.The Characteristics of Service
3.Operations Decisions in Service Companies
案例分析及實(shí)訓(xùn)任務(wù) 順豐速運(yùn)：“收1派2”背后的流程再造
案例分析及實(shí)訓(xùn)任務(wù) A快餐店的經(jīng)營(yíng)問題
Module Six Enterprise Ethics and Social Responsibility
Ⅰ.What Is Business Ethics and Why Is It Important？
Ⅱ.What Are the Main Ethical Problems in Commercial Environment
1.Ethical Problems in HRM
2.Ethical Problems in Marketing
3.Ethical Problems in Accounting
4.Ethical Problems in Environment
5.Ethical Problems in International Business
Ⅲ.Managing Business Ethics and Corporate Social Responsibility
1.Managing Business Ethics
2.Corporate Social Responsibility
案例分析及實(shí)訓(xùn)任務(wù) 聯(lián)想的“公益創(chuàng)投”
參考文獻(xiàn)
《涉外企業(yè)管理實(shí)務(wù)（英文版）》：
Defensive Tactics
Instead ofincreasing competitive advantage， a defensive tactic， in contrast， attempts to keep a competitor from taking away one's own market share， and takes place within a company's current market location.Defensive tactics aim to lower the probability of attack， or lessen the intensity of an attack.Some of the defensive tactics include：
Raise structure barrier—Entry barriers can block a challenger's attack through many ways.A firm can offer a full line of products in every market segment to close off any entry points.It can block channel access by signing exclusive agreements with distributors， and tie up suppliers by obtaining exclusive contracts.It may also raise the switching costs by offering lowcost training to users.In one word， attackers may find it difficult to enter a market ifthe defender has enough resources to raise high barriers.
Lower the inducement for attack—This tactic reduces a challenger's expectations of future profits in the industry.In the marketplace where competition is intense， it is not difficult to lower a new entrant's profit incentive by keeping prices very low and constantly invest in cost—reduction measures.
5.Implement Strategies
The selection of the best strategic alternatives is an important part of strategic management.But no strategies can be successfully achieved without a well—planned implementation process.Strategy implementation is the process by which strategies are put into actions through programs，budgets， and policies.It is also a key part in strategic management.
To begin the implementation process， strategists must consider these questions：
—Does the current organization structure and corporate culture match with the selected strategy？
—Does the firm provide any supportive policies and standard procedures for achieving the strategy？
—How to allocate the resources to different departments， divisions， and SUBs？
—What measures do functional departments take to support the strategy？
—How to coordinate the operations of different departments／divisions？
……
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