中国跨国公司论文参考文献

船舶修理专业服务的顾客感知因素研究是小柯论文网通过网络搜集，并由本站工作人员整理后发布的，船舶修理专业服务的顾客感知因素研究是篇质量较高的学术论文，供本站访问者学习和学术交流参考之用，不可用于其他商业目的，船舶修理专业服务的顾客感知因素研究的论文版权归原作者所有，因网络整理，有些文章作者不详，敬请谅解，如需转摘，请注明出处小柯论文网，如果此论文无法满足您的论文要求，您可以申请本站帮您代写论文，以下是正文。 [摘要] 本文打破传统专业服务业的传统分类，通过专业服务业的特性分析，将船舶修理行业划分为专业服务业。根据服务营销学对服务的三个层次，分析修船专业服务的核心层、感知层和扩展层，并以顾客感知因素为重点，研究了修船服务中6个感知因素对船东选择专业服务的影响。 [关键词] 船舶修理 专业服务 顾客感知 近年来，随着世界经济的增长和国际贸易的旺盛，全球航运业也进入了一个繁荣时期，进而带动船舶修造行业蓬勃发展。大批的船舶修造企业抓住机会成长起来，市场竞争不断加剧。相比之下，船舶制造中，船东更注重对产品的感知，而在船舶修理过程中更注重对服务的感知。修船企业的服务包括从承接订单、船舶进厂、修理直到船舶出厂后付清费用，以及顾客回馈等一系列的服务措施，因此从某种意义上说，尽管修船业有具体可见的船舶形态体现产品，修船经营的核心仍是服务。 笔者认为，修船业不但是服务业，而且可以归属为专业服务业。从传统范围来看，专业服务业包括会计、审计、律师、咨询、广告等行业，修船业与之相距甚远，但从专业服务行业的特性来看，修船行业特性几乎完全符合。薛求知的论文《专业服务跨国公司价值链分析》总结了Y．Aharon对专业服务公司（Professional Service Firm, PSF）的论述特征: 1.价值创造集中在知识密集型服务上，通过高素质的员工来提供服务，并往往与本领域的最新研究和科学发展紧密联系。而员工的专业知识通常也是由专业组织授予和认可的。 2.服务是由本领域的专家通过缜密的专业评估或诊断来实施的。 3.服务根据每个客户的需求度身定制。 4.服务中大量融入专家们的个人甄别和判断。 5.服务主要过程包括诊断和实施阶段，每个阶段都需要客户的高度参与和交流。 6.服务受到职业行为规范的约束。从修船行业特性看，修船涉及很多船舶安全、国际标准的问题，专业性很强，企业和企业的高级技术人员专业技能必须获得权威的认证。在修船服务过程中，服务方与船东充分沟通，了解船舶的具体问题，依靠双方专家的共同努力研究，在相互的支持和帮助下共同完成修船工作。因此，修船业完全符合专业服务行业的特性。 专业服务可分为三个层次，其核心是服务的实质利益，修船服务的核心是使船东的船舶投入安全的航运工作，见图。 顾客对修船服务感知，主要来源于第二个层次。 1.修船质量水平。关于修船质量的水平，国际上各大船级社如挪威船级社、英国劳氏船级社、美国船级社等全球主要的船级社都有一系列详细的标准要求，包括船体、船机、船电三大主体上各个部分的材料标准、维修、更换技术要求及安全要求。依据这些要求，世界各船级社可以对修船质量进行等级评定，国内行业也有《修船质量评定办法》对修船质量进行评定。修船厂获得的等级评定越高，表示技术能力越高，修船质量也越高。权威修船等级证明是船东能够切切实实看到的，也是船东感受服务质量的一个重要点。 。。。。。。 总之，专业服务是一个复杂的提供过程，为了满足顾客的核心需求，必须关注顾客可以明显感知的属性因素——修船质量水平、品牌、人员、程序及服务时间、支持性设备、其他顾客。以顾客需求为导向，尽力展示出让顾客满意的可感知因素，才会获得顾客青睐。 参考文献: [1]高山:修船经营的核心是服务[J].中国修船，1999,03 [2]菲利普·科特勒等著俞利军译:专业服务营销[M].中信出版社，2003 [3]薛求知郑琴琴:专业服务跨国公司价值链分析[J].外国经济与管理，2005,05 该文章转自《小柯论文网》网址: 原文地址： 工程专业——船舶专业毕业论文 麻烦采纳，谢谢!

你是要这类的文献吗？Multinational Companies Adjust Strategies to ChinaChina is Now a Key Area in the Global Strategies of Multinational CompaniesOnce upon a time, multinational companies were very sober-minded about investing in China. Of the large German and Japanese companies, originally only Volkswagen and the Sanyo invested in Shanghai, Changchun and Shenzhen on a significant scale. When recalling the days of studying China's investment climate in 1981, Dr. Karl Harn, a magnate in the German auto industry, said, "For most multinational companies at that time, China was still a mysterious, shy girl".But today, changes have taken places. Multinational companies are begining to accelerate their investment in China on a large scale, and have integrated with China's economic and social activities in every to statistic, 400 out of the "FORTUNE 500" have made a direct investment in over 2000 projects in China. In Pudong, Shanghai alone, the total value of 181 projects invested by 98 companies has reached .$ 8 recent years, the "FORTUNE 500" 500 target at China, apart from the impetus of the international situation, China' own potential is also a strong for the remarkable achievements of China's economy, chairman and CEO of the Boeing Company, can't help showing his admiration. "China's GDP growth rate in the past twenty-three years is times more than in North America and Europe. If the leading increase rate keeps going, China will undoubtedly grow into a strong economic power in the next fifty years. Multinational companies must attach sufficient importance to the promising purchasing power on the Chinese market".After a study of China's current situation, Mr. Li Wen, president of the Warner Group, firmly believes that taking a comprehensive survey of the great changes in China in the past twenty years and the development trend of the world economy, two positive facts can be ensured. One is that China's economy has a bright future and the growth potential is huge, the other is that powerful multinational companies are seeking regions with a stable economic growth rate to gain new development opportunities. Connecting the two facts, China in the reform and opening is just such an ideal cooperate partner. In fact, China has already become one of the focuses for the multinationals in all business lines in rearranging their international economic setup in the 21st on this thinking, many large multinational enterprises have moved their head offices to China, such as the ABB Group of Switzerland, the Robert Bosch Gmbh Co. from Germany and two famous companies from America and of the relocation of the ABB Group, vice president, Mr. Chen Daping said, "in order to reside in China, learn of the policies at an early date and improve our development strategy, we moved here." Maybe this is just the reason why multinational companies are fighting to relocate their head offices in China. The abundant harvest received by the early arrivals further encourages the investment by multinational companies. According to a survey, the sales volume of German Henkel Group in 1998 reached RMB 2 billion, and that of Boeing obtained a surprising RMB 19 billion. Motorola, Sony, Volkswagen, Coca-Cola and Ericsson also achieved considerable survey by the Boston Company not long ago indicates that 90% of companies in Europe, the . and Japan have set a "China first" strategy. Their race to invest and relocate of their head offices in China clearly tells us: multinational companies have focused their key strategies on China, a stable and developing China can not be separated from the world, and the world can not be independent of China, which is creating external business Companies Accelerating the Sales Strategy RearrangementThere is a new trend in the investment by multinational enterprises: to shift their businesses and technical transformation to establishing production bases, the core strategy is first to occupy the huge Chinese the short-term investment history: in 1992, most multinational companies merely set up representative offices in China and mainly engaged in since 1995, they have shifted to establishing production bases, especially the share holding companies (such companies are the highest form of foreign investment, besides investment and reinvestment, their responsible also includes product agency, the training of personnel, providing information and supplying funds). Such multinationals include Omron, Hitachi, Panasonic, Sanyo, Fujitong, Toshiba, Isuzu of Japan, Siemens, Bayer, Henkel of Germany, General Electric, IBM, Motorola, and Dell Computer of recent years, multinational companies have accelerated their large investment in China. McDonald's alone has built 52 factories in China. ABB Group established 20 joint ventures. Volkswagen AG set up four large joint ventures and one solely-invested enterprise with a total investment of .$ 2 billion. In addition, Boeing has three large joint ventures, and the key components of 3100 Boeing planes now flying worldwide were made in China. Moreover, with the relocation fever, multinational companies are intensifying their localization strategy of the "root in China".According to employment records, foreign-funded enterprises favor local professionals. The director of human resources for Microsoft (China) Co., Ltd. says, over 500 their employees are Chinese, and most of them are masters and doctors. To our surprise, more and more senior posts are being taken by Chinese. In the ABB (China) Group, of 5000 employees, nearly ten general managers are Chinese, while foreign senior officials are very order to ensure that their products keep up with the changing market, multinational companies lay special emphasis on the localization of R & D and the expansion towards the intellectual service field. Some powerful companies have increased their R & D investment and established research institutes in China. A "China fever" has been started by foreign IT the end of last year, Microsoft invested .$ 80 million in a China Research Institute specializing in essential research. It also declared recently that .$ 50 million investment will be made in the Microsoft Asian Technology Center in Shanghai, the highest level research institute of Microsoft in intensifies the localization of key technology. After a century of introducing track communication technology into China, vice president Mr. Burt said, "a century's experience persuaded us that a key factor securing the successful operation is the localization of key November 1999, Motorola (China) Electric Co., Ltd. built the "Motorola China Research Institute" in Beijing. It now has altogether eighteen R & D centers in China (including Hong Kong), 650 research personnel with a investment of RMB billion, covering advanced semiconductor materials, micro-controller, CDMA, Will system, and chips for mobiles and software. By the year 2001, there will be 25 research centers and 1000 research personnel with a total investment of RMB Telecom International Ltd., IBM, Intel, Du Pont Holding Co., Ltd., P & G, Ericsson, Nokia, Panasonic and Mitsubishi have all established research centers, technological development centers and laboratories in China. AT &T even plans to open the first "Bell Lab". A French company will build "technological zones" in Beijing and Shanghai, including a chip factory and four application to the acceleration of component localization brought about by the establishment of R & D institutes by multinational companies, costs are reduced and the competitiveness is increased.如要其他类似文献，可以给我留言。