国际商务论文.docx

一、中国企业国际化战略选择的必要性 （一）中国经济持续增长的需要 中国企业实行国际化战略的第一步是改革开放，大力发展外贸和吸引投资。经过二十几年的发展，外贸和投资已经成为拉动中国经济增长的马车。20012005年，中国外贸总额、利用外资总额已达到377256.83亿元，占5年来国民生产总值总值的53.44%。从数字可以看出，国内企业开展国际业务，给中国经济的发展带来了巨大的动力，因而进一步深化国内企业的国际化程度，是中国经济持续增长的内在需要。 （二）提高企业竞争力的需要 中国企业曾经一度处在国家政策的保护之下，导致了国内一些企业效率低下。虽然政府对此进行了一系列的整顿，但是仍有大中型国有企业的行业垄断问题没有解决，根本的原因在于其行业在国内市场上缺少竞争机制的作用，因而形成了家天下的局面。促进企业走向国际化，迎接国际市场上的激烈竞争，让其不断地提高自身竞争能力，是解决这一难题的关键所在。 （三）中国经济更快融入世界的需要 中国入世较晚，对于WTO的一些规则了解尚不完全，因而在与美国或其他发达国家进行经济来往时处于明显的劣势地位，这样有碍于中国经济融入世界经济。所以推动国内企业走向国际，逐步熟悉WTO规则，使中国经济的发展能够尽快适应新环境，不仅是企业自身发展的需要，在宏观上更是中国经济与世界经济接轨的途径和方法。 中国企业制订国际化战略是顺应经济全球化浪潮的必然选择。世界其它国家都相继融入国际化、全球化发展浪潮中，中国企业若不做出相应反应，那么就无法真正地参与国际分工，无法提高世界市场上的地位，而且还会面临国内市场被侵占的危险。只有在竞争中才能更好地壮大和发展自己。走出去是唯一的选择。 二、中国企业国际化战略的经验与存在问题 （一）先进经验以海尔为例 经过几年的发展，中国企业在国际化战略选择上已经积累了初步的经验，也存在着不少的问题及教训。改革开放以来，我国许多企业积极投身于国际市场竞争，拓展对外贸易，发展跨国经营，使中国经济国际化程度不断提高。在确立国际化发展战略方面，最成功的当属海尔公司。 海尔的发展战略分为三个阶段。发展初期，海尔的情况艰难，主要体现在管理状况混乱和没有优势产品上。为了克服这一时期的管理弊端，海尔制定了名牌发展战略，先在国内市场上站稳脚跟，做大做强，然后再考虑国际化的问题。1990年以来，它先进入发达国家市场，建立信誉、创出品牌，再以不可挡的优势进入发展中国家的市场，取得了显著成效。经过努力，海尔通过了质保体系国际认证、产品国际认证、检测水平国际认可等等。海尔从引进、消化、吸收到通过合资引致，使各类产品保持了与国际同步。第二阶段，海尔采取了多元化发展战略，从单一生产经营电冰箱扩展到电视机、洗衣机、空调等一系列家电设备领域，使海尔实现了全面占领市场的目标。第三阶段，海尔采用了国际化发展战略，即从质量、财务、营销三个方面达到国际标准。经过战略选择灵活的改变，如今的海尔不仅在国内具有竞争力，也可以在海外市场进行融资。海尔打好国内基础再向国际发展的模式为我国其它企业走出国门提供了良好经验。 （二）存在的问题 1、企业战略不够清晰。许多中国公司向海外扩张时没有形成一个清晰的战略重点，甚至有些企业对外发展带有一丝浓厚的投机色彩，这不仅导致了企业利益上的受损，还从一定程度上阻碍了我国企业国际化的步伐。 2、管理体制落后。中国企业的海外投资管理体制，是改革开放以来随着海外投资事业从无到有、从小到大的发展历程逐步形成的，但它已经不能满足目前海外投资和企业跨国经营业务发展的需要。近些年来，海外投资经济效益较低、重大投资损失事件时有发生，正是管理体制落后的直接反应。如果说战略从根本上规划了中国企业的发展方向，那么管理体制则从更现实的角度影响了中国企业的海外发展情况，因此管理体制上的弊端必须加以克服。 3、对海外文化不适应。文化上不能够兼融不同的企业文化和跨国、跨地域文化的巨大差异。这样的风险不是短期就能够解决的，需要企业在迈出国门之前就做好文化包容的准备，否则当问题发生时再来解决就非常麻烦。迪斯尼在巴黎发展受到多重阻碍，而文化差异就是最大的因素，但是在日本因为经营者能够充分考虑到日本的文化特色，日本迪斯尼乐园受欢迎程度几乎可以与美国本土乐园媲美。 4、人才缺乏。国际运作相当复杂，而中国的企业经理人普遍缺乏相关的财务和法律经验，更缺少这方面的专业人才，往往过于依赖国外的银行、律师和一些国外中介机构，这不仅影响到中国企业的正确、及时、科学的决策，有时候还会因合同缺陷等原因上当受骗。如今在国内擅长国际法律、金融的专业的人才并不多，这就很难实施企业的国际化战略，还增加了企业的商业风险。没有高素质的管理人才作为载体和实践者，再优秀的战略设计方案最终都会以失败告终。 三、对中国企业国际化战略选择的建议 （一）培养企业竞争力 影响企业长远发展的最主要因素是企业的竞争力，因而中国企业在国际化的发展途中培养自己的核心竞争力，是确立发展战略关键性的一步。 培养企业竞争力，是中国的企业能在激烈的竞争中制胜的法宝，现在科技发达，各种商品的替代品层出不穷，只有掌握完全属于自己的核心技术产品和品牌，企业才能长远发展。因而企业首先就要做到科技创新，唯有始终领先的核心产品，具备强大的自主开发能力，企业的竞争能力才能得到提高。创新还包括制度的创新，这对于中国企业而言也是十分必要的。要注重对企业精神文化的塑造，创出鲜明的企业文化，在精神上团结广大员工，增强组织的精神凝聚力。对于人才问题，引进先进管理经验，提高高级管理人员待遇则是必用方法。 （二）国际化发展战略 国际化发展战略包括目标市场、进入方式、竞争战略选择，中国企业必须从这三个方面精心策划才能达到国际化发展的目的。 1、做好海外目标市场的选择工作。中国的一些企业如海尔、TCL等等都为国内的企业发展提供了可行的方案，为了其它企业的国际化提供了丰富的经验，因而中国的其它可以采取那种渐近型的方法，由小做大，再进入更大的市场空间发展。 2、市场进入方式可以采用洒水式，逐一占领国外市场。因为中国企业与外国本土企业相比，在资源、信息上都不具有优势，大规模地一次性进入多个市场，吃亏很大，甚至可能一出去就受到巨大的挫折。逐一进入的方法虽然耗时较长，但是当中国企业在某一个海外市场上站稳了脚跟，就不仅仅是市场份额的扩大，还可以向其它海外市场扩张提供宝贵的经验与资金支持，这可谓是一种行而有效的方式。 3、竞争战略借鉴外国企业经验。竞争战略需要考虑的因素有很多，如本企业的实力、进入国市场各种因素搭配状况等等。在这方面可以借鉴外国企业的竞争战略经验，如麦当劳选择特许经营方式进入外国市场，就是充分结合国内外各种因素的结果。中国企业在选择自己的竞争战略的时候也必须把潜在的风险和利益都考虑到，综合地做出战略选择。 （三）采取规模效益方式，达到分摊成本的目的 在国际竞争中，中国企业可以组成行业集团来增强核心竞争力。在进入国际市场时，单个企业的力量都比较薄弱，对于我国而言，劣势非常明显。因而关联企业之间可以结成企业联盟，充分利用企业外部的共享要素，发挥各自的技术优势和管理经验，形成一种新的国际竞争优势。这期间无论是企业自身，还是政府或是民间组织都会对企业集团的建立起到不可或缺的作用。政府组织的行业集团具有很强的后盾力量，企业的竞争力会得到明显的增强；民间的行业组织具有很强的灵活性，为其在多变的国际上竞争提供的很大的优势。The necessity,Chinaenterprise internationalizationstrategy(a)need toChinasustained economic growthThe first stepChinaenterprisesinternationalization strategyis the reform and open policy,vigorously developforeign tradeand investment.After more than 20 years of development,foreign tradeand investmenthas become a driving force foreconomic growthChinesecarriage.From 2001 to 2005,the total volume of foreign trade,utilization of foreign capitalChinatotal has reached37725683000000 yuan,accounting for 53.44% oftotalGDPin 5 years.As can be seenfrom thefigure,domesticenterprises in carrying out international business,has brought the hugeimpetus toeconomicdevelopmentChinese,thus further deepeningthe degree of internationalizationof domestic enterprises,is the intrinsic needChinesesustained economic growth.(two)the need to improve thecompetitiveness of enterprisesChineseenterpriseonceunderthe protection of national policy,led tosome domestic enterprisesefficiency.Although thegovernment hascarried out a series ofrectification,but still have themonopolyof state-owned large and medium-sized enterprisesindustrydoes not solve thefundamentalreason lies in itsindustry,the lack ofcompetitionin the domestic marketeffect,thus formed the familysituation.To promote the enterpriseinternationalization,meet thefierce competition in the international market,toconstantlyimprove their own competitive ability,is the key to solvingthis problemlies.(three)Chinafaster economicintegration into the worldneedsChinaWTOlater,forsome of the WTO rulesto understandis not completely,so inAmericanor other developed countriesin economicdealingsare at a distinct disadvantage,sucha hindrance to theChinaeconomic integration into the world economy.Soto promotedomestic enterprises tointernational,graduallyfamiliar with the WTOrules,so that the development ofChinaeconomyto adapt to the newenvironment as soon as possible,not onlyis the enterprises own development needs,way andmethod in lineChinaeconomy and the world economyismoreon the macro.Chinaenterprises set up theinternationalization strategyis an inevitable choice to conform tothe tide of economic globalization.Othercountries in the world haveintointernationalization,globalization,Chinacompanies if they dont respond,you will not be able totrulyparticipate in the international division of labor,cannot raisethe world market status,but alsoface the dangerof domestic marketoccupied.Only in the competitiontogrowand develop their own.Going out isthe only choice.Andthere are two,Chineseenterprise internationalization strategyproblem of experience(a)the advanced experienceinHaier-for exampleAfter several years of development,Chineseenterprises have accumulateda preliminaryexperience ininternationalstrategic choice,alsoexist manyproblems and lessons.Since the reform and opening up,many Chinese enterprisesto actively participate ininternational market competition,foreign trade,the development of transnational business,theChineseeconomic internationalization of rising.In the establishment ofinternational development strategy,the mostsuccessful isHaiercompany.Development strategyHaieris divided into three stages.The initial stage of development,Haiersituationdifficult,mainly reflected in themanagement of confusion andno advantageproducts.In order to overcome thedisadvantages of this periodmanagement,Haierdeveloped abranddevelopment strategy,to gain a firm footholdin the domestic market,bigger and stronger,and then considerthe issue of internationalization.Since 1990,it must first enterthe markets of developed countries,establish credibility,establish a brand,and then tounstoppableadvantageinto developing markets,has achieved remarkable results.Through the efforts,Haierpassed thequality systemcertification,product certification,detection of the level ofinternational recognition.From the introduction,digestion,absorptionHaierthroughjointcause,make all kinds of products to maintainsynchronization with the international.The second stage, Haieradoptthe diversification strategy,from a singleproduction and operationto the TV,washing machine,refrigeratorair conditioningand a series ofhome applianceequipment field,makeHaierrealized the fulloccupation of the markettarget.The third stage,Haieradopts the internationalizationdevelopment strategy,international standardfrom three aspects ofquality,financial,marketingreach.Thestrategic choice offlexiblechange,nowHaiernot only in the domestic competitive,can also be used forfinancingin overseas markets.Lay a good foundationHaierdomestictointernational developmentmodel for theother enterprises in Chinato go abroad to providegoodexperience.(two)problems1,the enterprise strategyis not clear.Many China Companyto expand overseas has not formed a clearstrategic focus,and evenforeign developmentsome enterpriseswith astrongspeculative color,which not only lead todamagethe interests of enterprises,but alsoto some extenthinderedthe pace ofinternationalization of Chineseenterprises.2,backward management system.Management system of overseas investment Chinaenterprises,since the reform and opening up,with thedevelopment ofthe overseas investment enterprisefrom scratch,from small to largegradually formed,butit has been unable to meetthe current overseas investmentand transnationalbusinessdevelopment needs.In recent years,the economic benefitsof overseas investmentis low,greatinvestment losseshave occurred,it isdirect responselag management system.If thestrategic planningthe development direction ofChineseenterprisesfundamentally,sothe management systemfrom themore realisticangleaffects theoverseas developmentsituation Chineseenterprises,sothe drawbacks of managementsystemmust be overcome.Does not meet the3,to overseas culture.Culturecan notmergedifferent corporate cultureand hugetransnational,trans regionalcultural differences.This riskis not short-termcansolve,need enterprisedoculture containingready to go abroadbefore,orwhen there is a problemand solvingit is very troublesome .Disneydevelopment in Parisbymultiple blocks,and the cultural differencesis the biggestfactor,but in Japanbecausethe operatorto take full account ofthe characteristics of Japanese culture,JapaneseDisneylandpopularityalmost comparable withUSAnativeparadise.4,the lack of talent.International operationis quite complex,andChinese enterprisemanagerslack ofrelevant financialandlegal experience,lack ofthe professional personnel,are toodependent on foreignbanks,lawyers andsome foreignintermediaries,which not only affect thecorrect,timely,scientific decision-makingChinaenterprises,sometimesdue tocontractdefects.Deceived.Nowat the internationalfinanciallaw,in the domestic professionaltalentis not much,it is difficult toimplementthe international strategy of enterprises,has also increased thebusinessrisks.Nohigh quality management personnelas the carrierand practitioners,strategydesignandgoodwill eventuallyend in failure.Three,theChinaenterprise internationalization strategychoicesuggestion(a)the cultivation of enterprisecompetitivenessThe main factors that affect thelong-term development of enterprises isthe competitiveness of enterprises,soChinaenterprises in international development on the wayto cultivate its core competence,isthe establishment of development strategyan important step.Cultivation ofthe competitiveness of enterprises,is the magic weaponChina enterprises towinningin the fierce competition,now advanced technology,all kinds ofgoods are substitutesemerge in an endless stream,only to master completely belongs toown coretechnology products andbrands,the long-term development ofenterprisesto.Therefore the enterprisemust first achieve the technologyinnovation,the core productisalways a leading,hasa strong independent development capacity,the competition ability of the enterprisecan be improved.Innovationalso includesthe innovation of the system,theChina enterprise isvery necessary.Should pay attention to createthespirit of enterpriseculture,to createdistinctive enterprise culture,unity of the staffin spirit,enhancethe spirit of cohesion.Forthe problem of talents,the introduction of advancedmanagement experience,improve thesenior management personnelsalaryismethods will be used.(two)the internationalization development strategyInternational development strategyincluding the targetmarket,entry mode ,competition strategy choice,Chinaenterprises must befrom the three aspects of careful planningin order to achieve thepurpose ofinternationalizati on development.Select1,overseastarget market.Chinasomeenterprises such asHaierTCL,andprovides a feasible schemefor thedomesticenterprise development,in order tointernationalizationfor other companiesto provide rich experience,so theothercan takeChinathatasymptoticmethods,from small tobig,and then into thelargermarket space fordevelopment.Canthe sprinklertype2,marketentry mode,one by one,the occupation of foreign markets.BecauseChineseenterprisescompared with the foreign domestic enterprises,does not have theadvantage inresources,information ,massone-timeaccess to more markets,suffer greatly,evenwent outby the huge setback.Methodone by one intothealthoughtime-consuming,but whenChina enterpriseto gain a footholdin one ofthe overseas market,is not onlyto expand market share,also can provideexperience andmoneyvaluable support toother overseasmarket expansion,itis aneffectiveway.3,the competitive strategy offoreigncompany experien