本週停課，但不是空白週。請用這頁把前半段的交易、公司、制度三層整理好。5/8 開始，課程會從總體環境回到公司策略與營運。There is no class this week, but it is not an empty week. Use this page to organize the first half into transaction, firm, and institution layers. Starting May 8, the course moves back to firm strategy and operations.
5 月 1 日停課，但這一週不是空白。下半學期會從制度、國家與交易的宏觀視角，轉到公司內部的策略與營運選擇。你需要先把前半段的概念整理成可使用的工具。May 1 is a holiday, but this week is not empty. The second half moves from institutions, countries, and transactions to strategy and operations inside the firm. You need to turn the first-half concepts into usable tools.
讀這一頁時，請把每個概念接到一個公司問題：誰可以信任？交易如何被保護？制度如何改變公司選項？如果你能回答這三題，5 月 8 日就能順利進入 Pop Mart 的全球策略。As you read this page, connect each concept to a firm question: who can be trusted, how is the transaction protected, and how do institutions change firm options? If you can answer these three questions, you are ready for Pop Mart on May 8.
這張圖是本週的閱讀地圖：先看關係，再讀細節。This diagram is the reading map for the week: see the relationships before the details.
這個流程是給你安排注意力用的。你可以先折疊起來，需要確認節奏或產出時再展開。This flow helps you manage attention. Keep it collapsed until you need to check pace or output.
先把本週主題寫成一個你真的想知道的公司問題。不要寫成名詞解釋，例如「什麼是進入模式」；要寫成決策問題，例如「Pop Mart 進入法國市場時，應該自己開店還是找代理？」Turn the weekly topic into a real firm question. Do not write a definition question such as 'What is entry mode?' Write a decision question, such as 'Should Pop Mart open its own stores in France or use an agent?'
產出：個人問題卡Output: A personal question card
讀課本時抓三件事：這個概念要解決哪一種管理問題、它要求你比較哪些選項、它會讓哪些風險浮上檯面。When reading the textbook, look for three things: the management problem, the options you must compare, and the risks the concept makes visible.
產出：一張概念比較表Output: A concept comparison table
從外部資料找支持你判斷的證據，也要找會推翻你判斷的訊號。年報、政策文件、新聞與產業資料不能只拿來裝飾答案。Use external sources to support your judgment, and also look for signals that may weaken it. Annual reports, policy documents, news, and industry data should not be decorative.
產出：兩個支持證據、一個反證Output: Two supporting points and one counterpoint
休息前把分工、尚未查證的假設、需要追問 AI 的問題寫清楚。這十小時不是空白，是把模糊想法變成下一步的時間。Before the break, write down roles, unverified assumptions, and questions to ask AI. This pause turns vague ideas into next steps.
產出：待查假設清單Output: A list of assumptions to verify
看劇情不是複述情節，而是找出角色、資訊、權力與制度限制。每個場景都要能回答：誰知道什麼？誰能決定？誰承擔後果？Do not retell the plot. Identify role, information, power, and institutional limits. Each scene should answer: who knows what, who can decide, and who bears the consequence?
產出：劇情到概念對照Output: A scene-to-concept mapping
用表格、矩陣或卡片把選項排出來。答案不能只說「看情況」；你要說清楚在什麼條件下選 A，在什麼條件下改選 B。Use a table, matrix, or cards to lay out options. Do not stop at 'it depends.' Explain the conditions under which you choose A, and when you would switch to B.
產出：一頁決策備忘錄Output: A one-page decision memo
最後寫下三句話：今天我懂了什麼、我還不確定什麼、下次遇到類似個案時我會先問什麼。End with three sentences: what I now understand, what I am still unsure about, and what I will ask first when I see a similar case.
產出：個人 takeawaysOutput: Personal takeaways
政治制度、法律品質、文化信任與區域協定，會決定企業能不能簽約、能不能收款、能不能保護品牌。下半學期談策略時，這些都會變成公司選項的邊界。Political systems, legal quality, cultural trust, and regional agreements shape whether firms can contract, collect payment, and protect brands. In the second half, these become the boundaries of firm strategy.
如果外部合作太難監督，公司會傾向自己做；如果自己做太慢或太貴，就會找代理、聯盟或合資。這是從貿易文件走向進入模式的關鍵橋樑。If outside partners are hard to monitor, a firm may internalize the activity. If internal control is too slow or costly, it may use agents, alliances, or joint ventures. This links trade documents to entry modes.
匯率、關稅、補貼、原產地規則看起來是總體議題，但最後會變成價格、庫存、生產地、人員配置與合約條款。Exchange rates, tariffs, subsidies, and rules of origin look macro, but they become pricing, inventory, production location, staffing, and contract clauses.
《未生》的價值不是感動，而是讓你看到資訊如何被壓住、責任如何被轉嫁、職位如何影響發言權。這些都能轉成國際企業管理的問題。Misaeng is not useful because it is emotional. It shows how information is held back, responsibility is shifted, and rank shapes voice. These can all become International Business questions.
| 前半段概念First-half concept | 下半段會變成Second-half use | 你要問的問題Question to ask |
|---|---|---|
| 國家風險Country risk | 進入模式與在地夥伴選擇Entry mode and local partner choice | 這個市場的制度風險要由誰承擔？Who should bear the institutional risk? |
| 文化距離Cultural distance | 行銷與人資設計Marketing and HRM design | 標準化會在哪裡失效？Where will standardization fail? |
| 貿易政策Trade policy | 生產地與供應鏈配置Production location and supply chain | 政策誘因是否足以改變配置？Are policy incentives strong enough to change configuration? |
| 信任機制Trust mechanism | 聯盟治理與合約條款Alliance governance and clauses | 如果對方違約，我們靠什麼保護自己？What protects us if the partner fails? |
將「文化距離、原產地規則、國家風險、信任機制」分別配到「行銷、供應鏈、進入模式、合約治理」。完成後，寫一句你為什麼這樣配。Match cultural distance, rules of origin, country risk, and trust mechanism with marketing, supply chain, entry mode, and contract governance. Then write one sentence explaining your match.
如果你的答案只是在背定義，請補上公司角色、選項、取捨與風險。沒有這四項，就還不是管理判斷。If your answer only recites definitions, add firm role, options, trade-offs, and risk. Without these four, it is not yet management judgment.
字幕常常不會標出誰在說話，先確認角色、部門與位階，再判斷台詞意義。Subtitles may not identify speakers. Confirm role, department, and rank before interpreting a line.
被罵、沉默、讓步都不是答案。你要問：這個情緒背後是哪一種資訊或權力不對稱？Being scolded, staying silent, or yielding is not the answer. Ask what information or power asymmetry sits behind the emotion.
一段辦公室對話可以對應到代理問題、內部控制、跨部門協調或人力資源制度。A workplace conversation can map to agency problems, internal control, cross-functional coordination, or HR systems.
下面三組指令不是要你複製後交差，而是示範專家級 Prompt 如何把任務、角色、判準、限制與輸出格式講清楚。你可以照抄，也可以依照自己的案例修改。The three prompts below are not shortcuts. They show how expert prompts specify task, role, criteria, constraints, and output format. You may copy them or adapt them to your case.
課後請完成三層筆記表，並帶著至少三個 Pop Mart 查證問題進教室。After class, complete the three-layer note table and bring at least three Pop Mart verification questions to class.
課程設計原始想法。Original course design notes.
用於確認後段約旦案場景順序。Use it to check scene order for the later Jordan case.
搭配本機字幕使用，不保存全文。Use with local subtitles; do not copy the full recap.
作為貿易政策與全球市場背景。Background for trade policy and global markets.