[雙語翻譯]外文翻譯--克羅地亞建筑公司的國際營銷戰(zhàn)略（英文）

1、 Procedia - Social and Behavioral Sciences 119 ( 2014 ) 503 – 509 1877-0428 © 2014 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. Selection and peer-review under responsibilit

2、y of the IPMA. doi: 10.1016/j.sbspro.2014.03.056 ScienceDirect27th IPMA World Congress International Marketing Strategies for Croatian Construction CompaniesLana Lovren?i? Butkovi?a, Dra?en Bo?kovi?b, Mariza Katavi?a* a

3、University of Zagreb, Faculty of Civil Engineering, Ka?i?eva 26, 10000 Zagreb, Croatia bUniversity of Rijeka, Faculty of Civil Engineering, R. Matej?i? 3, 51000 Rijeka, Croatia Abstract The rapid trend of globalization

4、and technological changes have made difficult for construction organization to survive in the competitive world. Particularly, the actual global economy crises have the very strong impact on a construction sector, espe

5、cially in developing countries such as Croatia. A performance of Croatian construction companies at the international markets are very low and represent a serious problem for the entire Croatian economy. So the importan

6、ce of international marketing operations increasing rapidly. International marketing strategies are not the same as the domestic strategies, but if Croatian construction companies develop and establish a good internati

7、onal marketing strategy, their success at the international markets could be much better. This paper elaborates modes of international strategies and will try to find out which of them are specific for Croatian constru

8、ction companies. © 2014 The Authors. Published by Elsevier Ltd. Selection and peer-review under responsibility of the IPMA. Keywords: Croatian construction, international marketing, marketing strategies1. Introduct

9、ion A moment comes in the work of every company when it begins to examine the possibility of conquering new markets. Motives for the internationalisation of business operations can differ. According to Kotler (1999), th

10、ey include: the possibility of increasing sales, greater resource accessibility, securing several markets for products sale and resource acquisition. * Corresponding author. Tel.: +385-1-4639-200; fax: +385-1-4639-200.

11、 E-mail address: llovrencic@grad.hr Available online at www.sciencedirect.com© 2014 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. Selection and peer-review under responsibility of t

12、he IPMA.505Lana Lovren?i? Butkovi? et al. / Procedia - Social and Behavioral Sciences 119 ( 2014 ) 503 – 509 management enables a company to successfully compete on international markets and is the most comprehen

13、sive framework for achieving the basic company aims (Griffin and Pustay, 2007). The company management chooses the strategy for entering the international market, and this depends on the company product, the technology

14、at its disposal, personnel qualifications, the management itself and other resources (Root, 1987). This choice of strategy is considered the most critical decision of international marketing because it determines how the

15、 company will position itself on the international market (Terpstra, 1987). The company moves forward into conquering foreign markets by defining and implementing one of the possible strategies at its disposal. After mak

16、ing the decision to enter a foreign market, the company may choose between: export (direct or indirect), contractual methods (such as licensing or franchise), direct foreign investment (joint venture or founding a daught

17、er company) (Erramilli and Rao, 1990) or something else. Previ?i? and Do?en (1999) proposed three basic groups of strategies for entering foreign markets: simple or classical (export and import), medium complex strategie

18、s of international business cooperation (licences, assembling, cooperation, contractual production, franchising etc.) and complex strategies (joint or own companies abroad). Kotler (1999) describes how every strategy for

19、 entering a particular market also includes different obligations, risks, controls and profit opportunities (Figure 1) Fig. 1. Five ways of entering foreign markets?Construction is generally known as an activity with man

20、y specific features which differs from other industries, whereas most research to date and knowledge about foreign market entry strategies refer to production companies. Only a small number of researchers have touched on

21、 the internationalisation of construction companies. For example, Low and Jiang (2003) focused on the internationalisation of Chinese construction companies. They proposed a structural index of 5 factors identifying “tru

22、ly global” companies: 1) ratio of foreign and total income, ? Source: Kotler, P. (1999) “Upravljanje marketingom: Analiza, planiranje, primjena i kontrola” (Marketing Management: Analysis, Planning, Application and Cont