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首页> 外文期刊>Journal of Business Research >Strategic entry and operational integration of emerging market firms: The case of Cemex, Beko and Tata Steel in the UK
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Strategic entry and operational integration of emerging market firms: The case of Cemex, Beko and Tata Steel in the UK

机译：新兴市场公司的战略进入和运营整合：以英国的Cemex，Beko和Tata Steel为例

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摘要

This paper explores strategic entry and operational integration of emerging market multinational enterprises (EMNEs) in mature markets through an analysis of Mexico's Cemex, Turkey's Beko and India's Tata Steel in the UK. The research points out that the UK entry decision is strategically associated with gaining reputation and prestige to become globally recognised brands for respective firms. Another advantage lies in their will to access high quality product and customer markets. By examining the supply chains and the use of information technology for management and control of operations we are able to trace both radical adjustments as well as incremental changes in the post entry trajectories of the selected firms. However, the findings show that slow-down in mature economies, sluggish global growth and competition from China put new pressures on EMNEs' operational ability and internationalisation ambitions.
机译：本文通过对墨西哥的Cemex，土耳其的Beko和印度的英国Tata Steel进行分析，探讨了新兴市场跨国企业（EMNE）在成熟市场中的战略进入和运营整合。研究指出，英国的进入决策与赢得声誉和声望在战略上相关联，从而成为各自公司的全球认可品牌。他们的另一个优势在于他们进入高质量产品和客户市场的意愿。通过检查供应链和使用信息技术来管理和控制运营，我们能够跟踪选定公司入职后的根本调整和增量变化。但是，调查结果表明，成熟经济体的放缓，全球增长乏力和中国的竞争给新兴市场国家的运营能力和国际化抱负新的压力。

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