so. Skeptics doubted that Starbucks would be able to replicate its North American success overseas, but by 2006 Starbucks had over 600 stores in Japan and planned to continue opening them at a brisk pace. After Japan, the company embarked on an aggressive foreign investment program. In 1998, it purchased Seattle Coffee, a British coffee chain with 60 retail stores, for $84 million. An American couple, originally from Seattle, had started Seattle Coffee with the intention of establishing a Starbucks-like chain in Britain. In the late 1990s, Starbucks opened stores in China, Singapore, Thailand, New Zealand, South Korea, and Malaysia. In Asia, Starbucks' most common strategy was to license its format to a local operator in return for initial licensing fees and royalties on store revenues. As in Japan, Starbucks insisted on an intensive employee training program and strict specifications regarding the format and layout of the store. However, Starbucks became disenchanted with some of the straight licensing arrangements and converted several into joint-venture arrangements or wholly owned subsidiaries. In Thailand, for example, Starbucks initially entered into a licensing agreement with Coffee Partners, a local Thai company. Under the terms of the licensing agreement， Coffee Partners were required to open at least 20 Starbucks coffee stores in Thailand within five years. However, Coffee Partners found it difficult to raise funds from Thai banks to finance this expansion. In July 2000, Starbucks acquired Coffee Partners for about $12 million. Its goal was to gain tighter control over the expansion strategy in Thailand. By 2002, Starbucks was pursing an aggressive expansion in mainland Europe. As its first entry point, Starbucks chose Switzerland. Drawing on its experience in Asia, the company entered into a joint venture with a Swiss company, Bon Appetit Group, Switzerland's largest food service company. Bon Appetit was to hold a majority stake in the Swiss company using a similar agreement to those it had used successfully in Asia. This was followed by a joint venture in other countries. In early 2006, Starbucks announced that it believed there was the potential for up to 15000 stores outside of the United States, with major opportunities in China, which the company now views are the largest single market opportunity outside the United States. ●Question: 广东工业大学试卷用纸，共7页，第6页
A.According to the case of Starbucks，make a definition of FDI. B.When Starbucks began to expand overseas？ C.What is the form of FDI? And what form does Starbucks take？ Ⅵ. Translate the following into English（20%）. 1．要理解进口关税，最重要的是搞明白谁受益谁受损。政府会从中受益，因为关税增加了政府税收。国内生产者受益，因为关税可以通过提高进口外国商品的成本，而使本国生产商面临较少的国外竞争。消费者受损，因为他们必须要对某些进口产品支付更多。 2.在解释一国在特定产品生产和出口的支配地位时，波特指出国内需求和国内竞争等国家因素的重要性。 3.在向以市场为基础的经济体制转型的过程中，经常要经过一些阶段：放松管制、私有化以及构建可保障财产权的法律体系。 4. 在自由贸易政策之下，价格能够真实地反映供求关系，并且是资源配置的唯一决定因素。自由贸易与其他贸易政策的区别，就在于其他的贸易政策之下，货物和服务在进行贸易的国家之间的分配，是通过虚假的价格实现的。这一价格可能无法反映供求关系的真正性质。
广东工业大学试卷用纸，共7页，第7页