企业国际化经营战略研究

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毒枭

Constitutional Principle,Independent Adjudication,Judicial Reform 在当前的国际经济一体化的趋势下，及中国即将加入世界贸易组织的形势下，中国企业进行国际化经营是历史的必然。中国企业如何进行国际化经营已经成为摆在中国企业界、学术界、中国政府的相关决策机构面前的重要课题，本文旨在论述中国企业国际化经营的发展战略及经营战略。 本文第一章首先回顾了国际化经营的发展历程，并介绍了西方主要的跨国公司国际直接投资理论，包括垄断优势理论、产品生命周期理论、内部化理论、通货区域理论、边际产业理论、国际生产折衷理论等。 在本文第二章中首先分析了中国企业的现状，其次论述了中国企业国际化经营的必要性及可行性。论述了中国企业进行国际化经营的必要条件等，最后阐述了中国企业竞争优势及中国企业竞争力的分类。并得出中国企业国际化经营的五点优势，如中国企业国际化的顺序应是由比较优势强的产业向比较优势弱的产业依次进行。中国企业在向发展中国家进行国际化经营时，首先应该进行国际化的不是劳动密集型企业，而应是高科技企业。中国的对外直接投资的顺序应为：高科技产业、传统制造业及国际工程承包等服务业、劳动密集型产业。中国的高科技企业是国际化的重点，即中国的高科技企业在未来的20年里可以占领并控制大部分发展中国家市场。中国的劳动力密集型企业不应进行国际性的移动，而可以从中国的发达地区向落后地区移动等的结论。 在本文第三章中笔者指出近10至20年中国本土市场是中国企业与西方跨国公司竞争的第一战场，海外的发展中国家市场则是第二战场。关于中国企业的发展战略，中国企业要充分发挥中国的高科技人力资源的优势，发展知识密集型产业，如软件开发、通讯、生物等领域，而应适当避开巨额资本投入的寡占行业。中国企业向发达国家进行国际化时，应该适当收购一些发达国家的同行业企业或上游企业，使本企业的技术、管理水平得到质的提高，并且依靠收购企业的品牌优势，扩大在发达国家、发展中国家及国内市场的占有率。 中国在宏观经济政策上，应该鼓励中国的高科技企业及传统工业企业进行海外直接投资。笔者建议中国应该与亚洲的日本、韩国等东亚国家建立一个经济联盟，使这些邻国建立一个共同的大市场，这有利于资源的有效配置。 有关中国企业国际化的经营战略，应重视利用外国公司驻华代表机构进行出口。在直接出口方面，一、在东道国设立代表机构非常重要，二、中国企业参与跨国公司的全球供应链也是进行国际化的一种有效的方式。直接投资方面，中国的大型企业可以购并一些发达国家的设计公司、高科技的实验室，获得西方的先进技术。 With the trend of China entering WTO and world economic integration, Chinese enterprises?internationalization trend is becoming an irresistible historical process. It has become an important probleirr to all entrepreneurs, economists and governmental decision-making institutions. Chinese enterprises international developing and managing strategy is discussed arid is suggested iii the thesis. Chapter first look back enterprises?international managing history, and then introduce some leading foreign direct investment theories, including Specific Advantages Theory, Product Life Cycle Theory, Internalization Theory, Aliber’s Theory, Kojirna’s Theory and Eclectic Theory of International Production etc. Chapter 2 analyzes the present Chinese enterprise status, and then the necessity and feasibility of enterprise international managing is discussed. The chapter also discusses the prerequisite of Chinese enterprises?international managing. The chapter then draws 5 major conclusions of Chinese enterprises?competitiveness, such as the sequence of Chinese enterprises?internationalization is from industry with higher comparative advantages to industry with lower one, one by one. It is not the labor-intensive enterprises of China, which first should be internationalized, but the high-tech ones. The sequence of Chinese company foreign direct investment should be from high-tech industry to traditional manufacturing industry, then to international project contracting one, and then to labor-intensive industry. Chinese high-tech enterprise should have the first priority to do direct foreign investment, and will get a strong market share in most developing countries. Chinese labor-intensive enterprises should not be encouraged to transferred to other countries, but could be transferred from Chinese developed region to undeveloped region. Chapter 3 points out that China mainland market will be the first arena between Chinese enterprises and Western enterprises, while the overseas developing countries?market should be the second one. Concerning the development strategy of Chinese company, the author concludes that Chinese enterprises should avoid those capital-intensive industries, but should focus in those intelligence intensive industries. Chinese enterprises should merge some Western enterprises of the same industry or of the upstream industry to improve Chinese enterprises?technology and management level, and to expands market share in developed countries and developing countries. Chinese economic policy should encourage high-tech enterprises and traditional manufacturing enterprises to do FDI and the author suggest an economic community among China, Japan and Korea etc., should be established. Concerning international managing strategy of Chinese enterprises, the chapter suggests Chinese enterprises should pay more attention of the representation in China of foreign enterpnses. Concerning direct export, first it is very important to set representation in the target country, and second it is a very useful method for Chinese enterprises to become a supply chain of international enterprises. Concerning FDI, Chinese big enterprises could merge some Western designing firms, high-tech laboratories etc. to get advanced technology.