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企业跨国经营成败的关键(The key to the success of transnational operation)
企业跨国经营成败的关键(The key to the success of transnational operation)
After the reform and opening to the world, Chinese opened arms, although whether the foreigners accounted for China cheap are still controversial, no objection is that foreign investment enterprises really taught China enterprise international management and business knowledge, Chinese enterprises follow international standards and foreign teachers. Now, some Chinese enterprises have graduated, or Eagles flight, embarked on a journey to go out.
Dongfeng has started, Chinese enterprises are still waiting for what?
However, some enterprises Chinese to fly, especially large well-known enterprises have encountered a setback in the overseas journey in Europe, TCL Lenovos acquisition of IBM PC performance with broken halberds defeat, after the decline, Haier tried to buy MAYTAG failed, CNOOC encounter SOE identity question, Chinalco acquisition of Rio Tinto cooked duck actually flew away. So, this is not the only one.
This is not true, there are also some private origin or flexible mechanism of Chinese enterprise internationalization harvest sweet fruit, universal, Fuyao, such as ZTE and HUAWEI to form another assault echelon. China enterprises are mixed in going out of practice, and should summarize and look at yourself.
Chinese enterprises generally have cheap and abundant labor force, the cost advantage is very obvious, the product cost is lower than that of developed country competitors. However, domestic enterprises lack brand and channel advantages, and technical content of products is general. Strictly speaking, most Chinese enterprises have only been integrated into the low-end link of the global production chain, and have not achieved their independent status in the international market. The root of the problem lies in how to transform the product cost advantage into the competitive advantage of the goods.
The results of the comparative advantage of enterprises in different industries are different. I
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