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英國MBA課程作業:Ebay中國市場案例分析

時間:2019-06-04 09:31來源:未知 作者:anne 點擊:
1.0 Introduction 介紹 EBAY是一個在線拍賣和購物網站,允許人們在線購買和銷售商品,它成立于1995年,eBay現在是世界上最大的電子市場之一(Shang et al。,2017)。中國已成為全球最大的電子交易市
1.0 Introduction 介紹
EBAY是一個在線拍賣和購物網站,允許人們在線購買和銷售商品,它成立于1995年,eBay現在是世界上最大的電子市場之一(Shang et al。,2017)。中國已成為全球最大的電子交易市場之一,而EBAY在中國的業務量非常低,EBAY急于在未來幾年迅速擴大其在中國的份額,選擇收購或聯盟是EBAY遇到的問題,這個文章將討論這個問題。
EBAY is an online auction and shopping website that allows people to buy and sell goods online, it was founded in 1995, eBay is now one of the world's largest electronic markets (Shang et al., 2017). China has become one of the world's largest electronic trading market, and EBAY’s amount of business is very low in China, EBAY is anxious to quickly expand its share in China in the coming years, choosing acquisition or alliance is a problem now EBAY encounters, this article will discuss this problem.
2.0 Main body主體
2.1 Timing時間安排
EBAY首次進入中國市場時必須采用聯盟的策略,因為EBAY最初并不熟悉中國的法律和金融體系,但并購涉及更多的金融和法律問題,并不容易匆忙進入M& A.其次,EBAY對中國市場的影響仍然相對較低,處于弱勢地位,魯莽的并購(并購)不利于EBAY后期對公司的管理和控制。最后,EBAY可能不太了解中國市場和中國電子商務的特點,很難找到最佳的收購目標,輕率收購可能會增加他們的收購成本。
EBAY在熟悉中國市場后可以采用并購戰略。首先,EBAY對中國的法律和金融體系有了更清晰的認識,可以減少并購的障礙。其次,EBAY在擴大其在中國的影響力后,更能夠加強對并購的管理和控制。最后,它可以更清楚地了解采集對象的價值,找到最合適的采購目標的冗余資產。
EBAY has to tap into an alliance's strategy when it first enters the Chinese market, as EBAY is not familiar with China's legal and financial system at first, but M & A involves more financial and legal issues and it is not easy to rush into M & A. Second, EBAY’s impact on the Chinese market is still relatively low, it is in a weak position, rash M&A (Mergers and Acquisitions) is not conducive to EBAY's later management and control of the company. Finally, EBAY may not have a very understanding of the Chinese market and the characteristics of Chinese e-commerce, it is difficult to find the best acquisition targets, rash acquisitions may increase their acquisition costs.
EBAY can adopt the strategy of M & A after becoming familiar with the Chinese market. First, EBAY has a more clear understanding of China's legal and financial system and can reduce the obstacles to M & A. Second, EBAY is more able to strengthen the management and control of M & A after the expansion of its influence in China. Finally, it can more clearly understand the value of the acquisition objects, the redundant assets to find the most suitable acquisition targets.
2.2 Advantages and disadvantages of M & A并購的利弊
優勢包括,首先,它是通過企業并購來擴大企業規模,市場份額將增加,盈利能力和競爭力將相應提高,實現資源優化,從而成為市場的領導者。其次,它可以優化資源配置,實現資源共享,從而實現當今社會的強強聯合。第三,企業通過并購可以使企業在保持原有業務領域的同時擴大新領域。第四,企業并購可以節省研發成本,并降低營銷費用。
缺點包括需要清楚了解并購目標的實際運作情況,否則將導致并購成本大幅增加。它需要投入大量資金來購買目標,以及收購后的業務管理和員工安置。需要有足夠的能力來調整收購后的業務管理和生產,以滿足公司發展的要求。
Advantages include, first, it is through corporate M & A to expand the scale of the enterprise, the market share will increase, profitability and competitiveness will be enhanced accordingly to achieve resource optimization, and thus becoming the market leader. Second, it can optimize the allocation of resources to achieve resource sharing, so as to achieve powerful combination in today's society. Third, enterprises through M & A can enable enterprises to maintain the original business areas at the same time to expand in new areas. Fourth, corporate M & A can save on research and development costs, as well as reduce the cost of marketing expenses.
The disadvantage includes that it needs to have a clear understanding of the situation for the actual operation of the M & A targets, otherwise it will result in a substantial increase in M & A costs. It needs to invest a lot of money to buy the targets and for post-acquisition business management and staff placement. There needs to be sufficient capacity to adjust the post-acquisition business management and production to meet the requirements of the company's development.
2.3 Advantages and disadvantages of alliances
Alliances has the advantage of helping to strengthen the technical exchange among collaborators so that they can maintain their competitive edge in their own independent markets and form alliances with their competitors to prevent excessive investment by both parties in excessive competition, it helps them to have a faster access to new markets, it also helps to share market risk and cost together to cope with common market competitors (Perez-Truglia, 2017).
The disadvantage of alliance lies in that how to solve the contradiction and conflict between the alliance partners and who will control the alliance is a difficult problem to be solved. Therefore, the stability and sustainability of alliance are relatively not high. Alliance partners face the risk of disclosure of their own core technology. There is a risk of abuse of technology developed jointly by alliance partners.
2.4 Evaluation on EBAY’s development in China  
The overall development EBAY in China is failed, the author analyzes the reasons for the failure as follows. In 2002, EBAY just entered the Chinese market, they invested heavily in the acquisition of Eachnet. EBAY attempted to direct use its successful experience in other countries in the operation towards Eachnet. However, Chinese market has its peculiarities in many aspects, such as consumer culture, market environment, laws and regulations, etc. EBAY failed to pay attention to these particularities and did not do a good job of localization. This is why EBAY succeeded in other countries while failed in China. If EBAY can start alliances with China's e-commerce companies, after being familiar with China's fundamentals to conduct the acquisition might be suitable. 
3.0 Conclusion
It can be seen from the experience of EBAY's failure in China that forcible acquisition carried out by virtue of its own capital advantage will have the risk of failure, both acquisitions and alliances have advantages and disadvantages, companies should choose an appropriate strategy according to their own characteristics and external conditions.
References
Perez-Truglia, R. (2017). Markets, trust and cultural biases evidence from eBay. Journal of Behavioral and Experimental Economics, 72(2), 17-27.
Shang, G. et al. (2017). How much do online consumers really value free product returns? Evidence from eBay. Journal of Operations Management, 2(8), 214-226.
 


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