Professional Documents
Culture Documents
CHNG 1
Thut ng ting Anh
Gii thch
Globalization
Ton cu ha
Internationalization
Quc t ha
Global integration
Hi nhp ton cu
Market responsiveness
p ng th trng
Chui gi tr o
SME
Doanh nghip va v
nh
LSE
Doanh nghip ln
Glocalization
Ton cu ha theo a
phng
Chng ton cu ha
Value chain
Chui gi tr
Economies of scale
Tnh quy m ca nn
kinh t
Economies of scope
Tnh phm vi ca nn
kinh t
Tn dng cc ngun lc ca mt
hot ng kinh doanh/mt quc gia
cho mt hot ng kinh
doanh/quc gia khc t hiu
qu kinh t cao hn.
Hay ni cch khc khi cng mt
khon u t h tr cho nhiu hot
ng sn xut khc nhau c lin
quan th s t tn km hn so vi
tng hot ng u t ring l.
Value shop
Ca hng gi tr
(Chui gi tr dch v)
Value network
Mng li gi tr
Mt m hnh gii p cc vn
/khc mc trong mi trng dch
v. Cng ging nh mt phn
xng/ca hng. Gi tr c to
ra thng qua vic huy ng v s
dng cc ngun lc gii quyt
mt vn / khc mc c th do
khch hng a ra.
S hnh thnh cc chui gi tr ca
mt s doanh nghip to thnh mt
h thng, trong mi cng ty
ng gp mt phn nh ca mnh
vo chui gi tr chung.
CHNG 2
Thut ng ting Anh
Gii thch
Internationalization
motives
ng lc quc t ha
Nhng l do c bn (ch ng v
phn ng) khuyn khch doanh
nghip thc hin quc t ha.
Proactive motives
ng lc ch ng
Reactive motives
ng lc phn ng
(B ng)
Nhm ng lc phn ng ny i
hi cc cng ty phi phn ng li
cc p lc hay mi e da trn
chnh th trng trong nc hay c
th trng nc ngoi, bao gm
nhng iu chnh m cng ty a
ra mt cch b ng thch hp
vi hon cnh mi.
Managerial Urge
ng lc t pha nh
qun l
International trigger
Tc nhn thay i
quc t
Inward/outward
internationalization
Quc t ha bn
trong/bn ngoi
CHNG 3
Thut ng ting Anh
Gii thch
Born Global
Business network
Network model
M hnh mng li
Externalization
Qu trnh ngoi ha
Internalization
Qu trnh ni ha
Psychic distance
c s cc vn v vn ha, kinh
doanh.
Transaction cost
ma st gia ngi bn v
ngi mua, c gii thch bng
hnh vi c hi.
Transaction Cost
Analysis (TCA)
Internalize
Ni ha
Opportunistic behavior
Hnh vi c hi
Uppsala Internalization
Model
M hnh quc t ha
Uppsala
CHNG 4
Thut ng ting Anh
Gii thch
Porters diamond
Ch ra rng c im ca bn quc
ca Porter
Porters five-forces
M hnh 5 lc lng
model
ca Porter
li ca mt ngnh ph thuc vo 5
lc lng cnh tranh c bn l:
i th th trng, nh cung cp,
ngi mua, sn phm thay th v
nhng cng ty mi gia nhp vo
ngnh.
M hnh 5 ngun lc
Competitive triangle
cng ty i th c c cm tnh
ca khch hng chnh l gi tr
cm nhn m h to ra cho khch
hng da trn so snh v gi tng
i.
Perceived value
Gi tr cm nhn
Li th gi tng i
Core competences
Nng lc ct li
Competitive
benchmarking
tranh
Resources
Ngun lc
Cc n v c bn nh gi
cc ngun lc v ti chnh, nhn
s, cng ngh v t chc thuc cc
phng ban ca doanh nghip
Competences
Nng lc
S kt hp cc ngun lc khch
i dng
Blue oceans
i dng xanh
CHNG 5
Gii thch
Primary data
D liu s cp
Secondary data
D liu th cp
Lead-lag analysis
Estimation by analogy
nh gi da trn s
Mt ch s n nhn t m trong
tng ng
Qualitative research
Nghin cu nh tnh
Quantitative research
Nghin cu nh
lng
Sampling plan
K hoch ly mu
Realiability
tin cy
Validity
lc
c dng o cc thng s ca
ng s vt/ hin tng nh
ra th phng php o lng y
c cho l c tnh gi tr/ tnh
hiu lc cao.
Scenarios
Convergent forces
Lc hi t
Divergent forces
Lc phn k
International marketing
information system
marketing quc t
CHNG 6
Thut ng ting Anh
Gii thch
Nationalization
Quc hu ha
Chnh ph ca nc ch nh (nc
nhn u t) ginh quyn kim
sot cc cng ty nc ngoi.
Trade barriers
Ro cn thng mi
Thu quan
Mt cng c c chnh ph s
dng bo v cc cng ty trong
nc trc nhng i th nc
ngoi. Nhng hnh thc ph bin
nht l: t hn ngch (quota),
tnh thu trn c s gi bn hng,
v phn bit i x.
GDP
GNP
CHNG 7
Thut ng ting Anh
Gii thch
Culture
Vn ha
Vn ha l s lp trnh tm tr tp
th, gip phn bit cc thnh vin
trong mt nhm vi cc nhm
khc
Low-context cultures
Vn ha ng cnh
thp
ca li ni nm t c ni ra.
High-context cultures
Vn ha ng cnh cao
Social marketing
Tip th x hi
CHNG 8
Gii thch
BERI
Ch s ri ro v kinh
doanh
CHNG 9
Gii thch
Entry mode
nhp
Equity
Vn ch s hu
Mt khon u t ti chnh
Intermediate modes
Gn nh l s kt hp/ an xen
gian
CHNG 10
Thut ng ting Anh
Partner mindshare
Gii thch
Phn t l m cc sn phm ca
nh sn xut chim c trong tm
tr ca i tc xut khu.
khu
nc ca nh sn xut, i l mua
hng xut khu s cung cp cc
dch v cho khch hng ca mnh
nc ngoi v d nh xc nh
ngi bn tim nng v m phn
v gi.
Distributor (importer)
nhp khu)
Agent
i l
CHNG 11
Gii thch
Contract manufacturing
Hp ng sn xut
Licensing
Cp php
Franchising
mi
Joint Venture
Lin doanh
S hp tc da trn c s php l
gia cc doanh nghip (thng l
gia hai doanh nghip). Qua hai
cng ty m s to ra cng ty
con (lin doanh) hot ng trn
Lin kt Y
X- Coalitions
Lin kt X
CHNG 12
Gii thch
Hierarchical modes
i din bn hng ti
representatives
th trng ni a
Foreign branch
ti nc ngoi
Subsidiary
Cng ty con
Regions centres
CHNG 13
Thut ng ting Anh
Gii thch
OEM
Nh sn xut thit b
(Original equipment
gc
manufacturer)
Marriage metaphor
Hn nhn
Php n d p ch qu trnh rt
ngn khong cch tinh thn v lm
tng tnh ph thuc gia ngi
mua v ngi bn thng qua cc
gi tr chung v nhng khon u
t chung gia hai bn.
Dissolution phase
Divorce
Giai on tan r/ li d
m ch s chm dt mi quan h
gia ngi mua v ngi bn.
Khin nhng ti sn lin quan n
mi quan h khng cn my
ngha.
Reverse marketing
Phn marketing/
marketing ngc
Project export
Xut khu d n
CHNG 14
Thut ng ting Anh
Gii thch
Chu k sng ca sn
phm
ng m t s bin i ca doanh
s tiu th k t khi sn phm
c tung ra th trng cho n
khi n phi rt lui khi th trng.
V mt l thuyt, cc giai on m
mt sn phm hay thng hiu
thng phi tri qua bao gm: Giai
on tung ra th trng, giai on
pht trin, giai on chn mui v
giai on suy thoi.
Brand equity
Ti sn thng hiu
Co-branding
Hp tc thng hiu
Ingredient branding
Hp tc thng hiu
Nh cung ng ng gp mt phn
Sensory branding
Cm quan v thng
Hu ht cc hot ng truyn
hiu
Green marketing
Marketing xanh
CHNG 15
Thut ng ting Anh
Gii thch
Price escalation
nh gi leo thang
Experience curve
pricing
Chin lc nh gi
theo ng cong kinh
nghim
L chin lc nh gi kt hp
ng cong kinh nghim (do chi
ph trung bnh ca mt sn phm
s gim dn khi nhiu mt hng
c sn xut ra) vi s pht trin
c th ca gi c sn phm trong
mt nn cng nghip.
Global pricing
contracts (GPC)
Hp ng gi c ton
cu
Transfer pricing
Chuyn giao gi
CHNG 16
Thut ng ting Anh
Gii thch
Market coverage
Mc bao ph th
trng
C th l bao ph th trng ti cc
khu vc a l (nh tnh, thnh ph
ln), hoc cng c th l cc ca
hng bn l trong khu vc. C 3
loi hnh phn phi l: phn phi
hng lot (intensive), phn phi
la chn (selective) v phn phi
c quyn (exclusive)
Channel length
Vertical integration
Mu thun hng dc
Horizontal integration
Mu thun hng
ngang
Cng tc hu cn
Channel power
International retailing
H thng bn l quc
t
Grey marketing
(parallel importing)
Marketing xm
CHNG 17
Thut ng ting Anh
Gii thch
Percentage of sales
method
T l trn doanh s
Competitve parity
approach
Tng ng trong
cnh tranh
Do nhng nhc im ca cc
approach
mc tiu
OTS (Opportunity to
see)
C hi xem c
qung co
Frequency
Tn sut
Impact
Mc tc ng
Viral Marketing
Thng mi in t
CHNG 18
Thut ng ting Anh
Gii thch
Negotiation process
Qu trnh thng
thuyt.
L qu trnh m hai bn tr ln
cng nhau bn bc v nhng li
ch chung cng nh nhng li ch
i lp nhm t c tha thun
c li cho c hai.
BATNA (Best
Alternative To a
Negotiated Agreement)
Phng n thay th
hon ho i vi hp
ng thng tho.
L thut ng cp n phng n
thay th tt nht ca hp ng m
phn. Ngi m phn s khng
Ngi di c
Bribery
Hi l
CHNG 19
Thut ng ting Anh
Gii thch
Functional structure
C cu chc nng
International divisional
structure
C cu hot ng
quc t
Product divisional
structure
C cu hot ng
phn chia theo sn
phm
C cu hot ng theo
vng a l
Matrix structure
Cu trc ma trn
Global account
management
Qun tr ton cu
Output control
Behavioural control