國(guó)際市場(chǎng)營(yíng)銷實(shí)訓(xùn)報(bào)告模板

1、 國(guó)際市場(chǎng)營(yíng)銷 實(shí)訓(xùn)報(bào)告 姓名 孫冉 班級(jí)2008級(jí)國(guó)際經(jīng)濟(jì)與貿(mào)易一班 學(xué)號(hào) 08041140113 Tasks and ObjectivesIn order to enhance what the students have learned on this course and expand knowledge scope, here asking the students to visit relevant web sites to search information and answer relevant questions. The training is divided into

2、two periods.Visit relevant web sites to answer relevant questions applying knowledge on international marketing .Here are many web sites , each student should browse at least six of them and then answer at least three questions and write them on your reportnotebook.1.Visit WTO web site .discuss the

3、evolution of WTO ,the member countries and the aim of the organization.2.Visit : answer question24 on page 134 of your textbook.3. Visit the web sites of shell and Nike and to answer question27 on page 135 of your textbook.4.Visit your favorite web site to answer question28 on page 134 of your textb

4、ook.5.Visit m answer question19 on page 156 of your textbook.6. Visit /answer question20 on page 156 of your textbook.7.Visit the relevant web sites from No.10 tono.15 on page 205 of your book to answer relevant questions.8. Visit :/ nestle and to answer question16 on page 232of your textbook9. Visi

5、t relevant web sites to illustrate “Europe has been at the forefront of the green movement” on page 238.10.Visit answer question31 on page 370 of your textbook.11.Visit to answer question32 on page 370 of your textbook.12.Go to Cocacola and Pepsi companies web sites to compare the two companies inte

6、rnational marketing strategies. .Discuss what you have searched on a certain topic listed above in the classroom .All the students are divided into different groups and one student in each group is selected to be as the presider to discuss relevant topics.Achievements: Supervisor: Date 1. The evolut

7、ion of WTO ,the member countries and the aim of the organization. (1) The WTO was born out of negotiations, and everything the WTO does is the result of negotiations. The bulk of the WTOs current work comes from the 198694 negotiations called the Uruguay Round and earlier negotiations under the Gene

8、ral Agreement on Tariffs and Trade (GATT). The WTO is currently the host to new negotiations, under the Doha DevelopmentAgendalaunchedin2001 Where countries have faced trade barriers and wanted them lowered, the negotiations have helped to open markets for trade. But the WTO is not just about openin

9、g markets, and in some circumstances its rules support maintaining trade barriers for example, to protect consumers or prevent the spread of disease. Where countries have faced trade barriers and wanted them lowered, the negotiations have helped to open markets for trade. But the WTO is not just abo

10、ut opening markets, and in some circumstances its rules support maintaining trade barriers for example, to protect consumers or prevent the spread of disease.At its heart are the WTO agreements, negotiated and signed by the bulk of the worlds trading nations. These documents provide the legal ground

11、 rules for international commerce. They are essentially contracts, binding governments to keep their trade policies within agreed limits. Although negotiated and signed by governments, the goal is to help producers of goods and services, exporters, and importers conduct their business, while allowin

12、g governments to meet social and environmental objectives.The systems overriding purpose is to help trade flow as freely as possible so long as there are no undesirable side effects because this is important for economic development and well-being. That partly means removing obstacles. It also means

13、 ensuring that individuals, companies and governments know what the trade rules are around the world, and giving them the confidence that there will be no sudden changes of policy. In other words, the rules have to be transparent and predictable.Trade relations often involve conflicting interests. A

14、greements, including those painstakingly negotiated in the WTO system, often need interpreting. The most harmonious way to settle these differences is through some neutral procedure based on an agreed legal foundation. That is the purpose behind the dispute settlement process written into the WTO ag

15、reements(2) The member countries and the aim of the organization .The World Trade Organization the WTO is the international organization whose primary purpose is to open trade for the benefit of all.The WTO provides a forum for negotiating agreements aimed at reducing obstacles to international trad

16、e and ensuring a level playing field for all, thus contributing to economic growth and development. The WTO also provides a legal and institutional framework for the implementation and monitoring of these agreements, as well as for settling disputes arising from their interpretation and application.

17、 The current body of trade agreements comprising the WTO consists of 16 different multilateral agreements (to which all WTO members are parties) and two different plurilateral agreements (to which only some WTO members are parties).Over the past 60 years, the WTO, which was established in 1995, and

18、its predecessor organization the GATT have helped to create a strong and prosperous international trading system, thereby contributing to unprecedented global economic growth. The WTO currently has 153 members, of which 117 are developing countries or separate customs territories. WTO activitie

19、s are supported by a Secretariat of some 700 staff, led by the WTO Director-General. The Secretariat is located in Geneva, Switzerland, and has an annual budget of approximately CHF 200 million ($180 million, 130 million). The three official languages of the WTO are English, Fren

20、ch and Spanish.Decisions in the WTO are generally taken by consensus of the entire membership. The highest institutional body is the Ministerial Conference, which meets roughly every two years. A General Council conducts the organization's business in the intervals between Ministerial Conference

21、s. Both of these bodies comprise all members. Specialised subsidiary bodies (Councils, Committees, Sub-committees), also comprising all members, administer and monitor the implementation by members of the various WTO agreements. More specifically, the WTO's main activities are negotiating the re

22、duction or elimination of obstacles to trade (import tariffs, other barriers to trade) and agreeing on rules governing the conduct of international trade (e.g. antidumping , subsidies , product standards, etc.) administering and monitoring the application of the WTO's agreed rules for trade in g

23、oods, trade in services, and trade-related intellectual property rights monitoring and reviewing the trade policies of our members, as well as ensuring transparency of regional and bilateral trade agreements settling disputes among our members regarding the interpretation and application of the agre

24、ements building capacity of developing country government officials in international trade matters assisting the process of accession of some 30 countries who are not yet members of the organization conducting economic research and collecting and disseminating trade data in support of the WTO's

25、other main activities explaining to and educating the public about the WTO, its mission and its activities.The WTO's founding and guiding principles remain the pursuit of open borders, the guarantee of most-favoured-nation principle and non-discriminatory treatment by and among members, and a co

26、mmitment to transparency in the conduct of its activities. The opening of national markets to international trade, with justifiable exceptions or with adequate flexibilities, will encourage and contribute to sustainable development, raise people's welfare, reduce poverty, and foster peace and st

27、ability. At the same time, such market opening must be accompanied by sound domestic and international policies that contribute to economic growth and development according to each member's needs and aspirations.2. Select the political site of the week, write a brief political analysis highlight

28、ing potential problem areas for a company interested in investing in that country. BYD,CO intend to invest JAPAN .The Tokyo Motor Show kicks off Saturday amid a variety of challenges facing the automobile industry, including intensifying global competition, the yen's historic surge and supply di

29、sruptions caused by natural disasters.For Japanese automakers, emerging rivals in South Korea and other Asian countries have joined the ranks of long-standing competitors such as General Motors of the U.S. and Volkswagen AG of Germany.The yen's record rise has also cut into repatriated profits a

30、nd eroded Japanese makers' competitiveness overseas."What makes things most difficult is the fierce competition with makers not only in the United States and Europe but also South Korea," said Tadashi Usui, senior analyst in charge of the automobile industry at Moody's Japan K.K.Ex

31、perts agree that Hyundai Motor Co.'s growth stands out among Asian rivals. Over the course of the previous 10 years, Hyundai more than doubled its production to 5.33 million units in 2009, moving up in the global rankings from 10th to fifth. In 2010, output reached 5.74 million units, said Hirom

32、i Shioji, an economics professor at Kyoto University.Japan's No. 1, Toyota Motor Corp., produced more than 8 million units in 2010, but yielded to GM, which marked a rapid recovery from a collapse in 2009, as the biggest global automaker for the first time in four years.Meanwhile, Hyundai vaulte

33、d ahead by introducing a number of low-price models in emerging markets and offering cars of improved quality and design that undercut Japanese carmakers, Shioji said.To limit production costs, for example, the South Korean maker relies on LG's technology development of lithium-ion batteries, he

34、 said.In an effort to bolster green technology development, Toyota is reportedly in talks with Germany's BMW to receive diesel engines in exchange for its hybrid vehicle technology.Complicating matters, major battlefields are extending beyond Japan, the U.S. and Europe to encompass China, the No

35、. 1 market since the Lehman shock shook the U.S.India, Brazil and Russia are also increasing in importance.In fact, Japanese automakers have been struggling to refocus attention on the Tokyo Motor Show amid the rise of similar shows in China and India.The Chinese market exemplifies the trend, said M

36、asato Sase, a partner and leader of the automotive section at Deloitte Tohmatsu Consulting Co. Early entrants like GM and Volkswagen made inroads while Japanese makers stood on the sidelines, afraid of seeing their technological expertise appropriated, he said.To win the global competition, Sase sai

37、d, Japanese makers need to focus on two big trends: growth in emerging markets and electric vehicles."Improving green technologies is mandatory to survive the competition," he said.Competition over electric vehicles will intensify because breakthroughs in the development of electric motors

38、 are easier to achieve than with internal combustion engines, analysts say.With their advantages in price competitiveness and improving technologies in motors and certain types of electronic parts, Chinese and Taiwanese makers in particular are driving the growing EV market.BYD Co. is a good example

39、. Once just a battery maker, the company is now the top Chinese EV maker.But Japanese companies still have an advantage over the Chinese and Taiwanese when it comes to mass production, Sase of Deloitte said."As for batteries, the advantage is the quality in terms of capacity and yield (the rati

40、o of good units to total production)," Sase said. "The advantage means a lot when makers produce hundreds of thousands of units."The trend toward electric vehicles and plug-in hybrids is well under way. By 2020, Japan aims to produce 2.07 million EVs. China is targeting 5 million EVs

41、and plug-in hybrids, Britain and France 2 million EVs and Germany 1 million. The U.S. aims to produce 1 million plug-in hybrids by 2015, according to Deloitte.Meanwhile, the March 11 earthquake and tsunami in the Tohoku region and the recent flooding in Thailand disrupted the supply of auto parts an

42、d taught Japanese makers a hard lesson in risk management.In particular, the floods in Bangkok and surrounding areas hurt Japanese makers who had sped up production there after the March 11 disasters back home."As many as 300 suppliers were flooded in Thailand," said Nissan Motor Co. Chief

43、 Operating Officer Toshiyuki Shiga, who is also chairman of the Japan Automobile Manufacturers Association, at a news conference this month.Many carmakers have already resumed production, but Honda Motor Co., whose plant in Rojana, Ayutthaya Province, north of Bangkok, was flooded, has no plan yet t

44、o resume operations.Analysts said the natural disasters underlined the importance of carmakers' efforts to reduce the number of bottleneck parts and prepare for alternatives that can be produced in other areas or nations. Prius plug-in orders. Toyota will begin taking orders Tuesday for the plug

45、-in version of its hit Prius hybrid, announcing efficient mileage and a relatively affordable starting price of ¥3.2 million, which is even lower with green vehicle subsidies.Toyota is targeting Prius plug-in sales of 35,000 to 40,000 a year in Japan and 60,000 globally. The car is set for deli

46、very in Japan in January. With subsidies the cost comes down to ¥2.75 million. It starts at $32,000 in the U.S. and 37,000 in Europe, according to Toyota.Japan's top automaker says the plug-in, which it calls the Prius PHV, is for motorists who want something more innovative than a regular

47、gasoline-electric hybrid but are worried about running out of power on the road, as can happen with pure electric vehicles.When a plug-in runs out of power to keep the electric vehicle going, it becomes a hybrid."The plug-in is the premier next-generation ecological car that will follow the hyb

48、rid," said Executive Vice President Takeshi Uchiyamada, the Toyota Motor Corp. engineer known as the "father of the Prius ." The Prius plug-in has an estimated electric vehicle cruise range per charge of 26.4 km, according to Toyota.Its mileage is estimated at 61 km per liter for Japa

49、nese test conditions, which converts to a whopping 143 mpg.Such numbers are going to vary depending on road conditions so mileage numbers for the U.S. and Europe are still unclear.Green cars such as the Prius plug-in are expected to take center stage at the Tokyo Motor Show, which opens to the publi

50、c this weekend.3 Compare their stategies toward international market .in what ways do they differ in their international marketing?Unilever CEO says a commitment gap between what governments say and what they deliver on sustainability provides an opportunity for business, NGOs and society to step up

51、 to the challenge.Speaking at a debate in London on mainstreaming sustainability, watched live by more than two thousand people in over 50 countries on The Guardian website, Paul Polman described the current challenging economic situation as a “moment to get a different type of growth” by making sus

52、tainability “a part of the business model”.With two billion consumers worldwide using a Unilever product on any given day, Polman urged consumers to “join the movement” not “stay on the sidelines” because their “small actions can make a big difference.” Combining the efforts of businesses, governmen

53、ts, NGOs and consumers “to work differently together” would be the only way, he said, to help find solutions to the sustainability challenge.The debate was prompted by recent studies showing that while most people say they are concerned about sustainability issues and want to live sustainable lifest

54、yles1, there is a gap between good intentions and taking action.Unilever used the occasion to publish 5 Levers for Change, a set of principles and techniques its marketers use to inspire behaviour change habits, such as more frequent hand washing and brushing teeth twice a day instead of once. “We h

55、ave been working hard to distil those critical areas of behaviour change insight that we all need to use to engage consumers. We are publishing our approach because we think that there are wider benefits from sharing our work with others.” said Polman.Also taking part in the debate were Malini Mehra

56、, CEO of India-based NGO Centre for Social Markets, Rainforest Alliance Executive Director Tensie Whelan and David Jones, CEO of advertising agency Havas and co-founder of One Young World.The Unilever Sustainable Living Plan, announced in November 2010, has three big goals to be achieved by 2020: He

57、lping over 1 billion people take action to improve their health and well-being, halving the environmental footprint involved in making and using its products, and sourcing 100% of its agricultural raw materials sustainably. Commenting during the debate on how a large proportion of Unilevers water fo

58、otprint comes from consumers using water to take showers, Paul Polman issued a challenge to people watching the event to come up with simple ideas to encourage people to take more efficient showers.1 The Futures Company 2011 Global Monitor. (Concerned in Asia: 54%; Western Europe 64%; Latin America 73%) Unilevers Five Levers for Change contains the behaviour change model its marketers use to encourage sustainable changes in consumer living habits.Based on Unilevers long history of research and insights into consumer behaviour, the tool is based on a set of