Chinese enterprises face the opportunity of transnational business, domestic disorderly competition becomes an obstacle

"Looking" article: "going out" new gateway
In the new century, the most far-reaching economic story affecting the history of the world may be China's rapid development: Ten years ago, it was just a "middle school student" who was nervous and prepared to "go out" to board the global express train. Ten years later. Becoming a "locomotive" that is pulling the huge global monopoly to struggle through the fog of the financial crisis. This point, the "Fortune" world top 500 list released in the middle of the year made an impressive note.

The list shows that in 2010, the number of listed companies in mainland China increased from 10 in 2000 to 46, second only to the United States and Japan; its total operating income of 1.95 trillion US dollars exceeded the GDP of Brazil in 2009, ranking the world's number one. The eight major economies; the most serious financial crisis in 2009, China's top 500 companies accounted for only 8.7% of the global top 500, creating a 19.9% ​​profit equivalent to the global top 500.

This transcript is the result of the reluctance of China’s “corporate power” from “grassroots” to “forest” over the past two decades. It’s also the past ten years that Chinese companies have been brave enough to “learn” to learn globalization. Go out." However, in the face of Chinese enterprises relying on sweat and wisdom to establish a competitive advantage in business, the vested interests of the old system are not facing their own weaknesses, but constantly throwing out "China's economic threat theory" or "Chinese resources plundering." "On, even attacking the business spirit they once regarded as a standard."

In mid-November, the Saudi Mecca Hajj Light Rail Transit, which was built by China Railway Construction, was opened to traffic. For the railway project in which the world has designed the largest capacity per unit, the most complicated operation mode, the most severe construction conditions, and the shortest construction period of similar projects, some Western public opinion is competing to ridicule the courage of Chinese companies to perform contracts at the expense of losses, even to China. Coordination forces help companies maintain business reputation and achieve customer demand behavior, and the attack is “do not have an attempt”.

just now. No matter what the intention is to question or even attack the "going out" of Chinese enterprises, and there are still many shortcomings and mistakes in the current "going out" of Chinese enterprises, Chinese companies have become an indispensable new force in the global transnational business map.

Throughout history, the global technology center and the global manufacturing center have undergone three shifts: China, as a global commodity trading center, reached the dome in the Song Dynasty, dominated the world's ocean trade and commodity manufacturing; at the end of the 16th century, the Chinese center began to shift to Europe. And achieved the world's number one economic power in the United Kingdom; in the late 19th century, it began to shift to North America, eventually making the United States a modern global technology and manufacturing center.

In the middle and late 20th century, the World Manufacturing Center has taken the lead in the mass transfer to Asia. This change in the "wind and water turn" means that Chinese and Chinese companies are advancing to the forefront of the world economy, and even if they succeed in the end, it is just a new chapter in the history of glory. If we relax our historical vision, the world should be able to calmly deal with the revival of the Chinese nation and the "going out" of Chinese companies.

The “going out” of Chinese companies that are at the new gate is still in its infancy, full of enormous variables, and the lessons are in sight. In the 1980s, Japan had replaced the United States as a new world manufacturing center, but the subsequent mistakes made it stagnant and even stepped back in this position. If you don't want to follow suit, Chinese companies need to think and learn a lot.

At present, the “Twelfth Five-Year Plan” for “going out” has entered the final stage of finalization. This summary summarizes the strategic planning of Western enterprises’ “going out” historical experience and lessons, and brings out the guiding ideology of “going out” in China. Treat each other, cooperate sincerely, and benefit each other." Because the global business history has proved that the United Kingdom's global center status has been maintained for more than two hundred years. On the contrary, the Chinese trading system based on mutual benefit and mutual benefit starts from the "Silk Road" and its center. The status has been running for nearly a thousand years. □ (文/健君)

"Looking forward" article: Centralized enterprise collective learning internationalization
On September 1st, the new semester of the National School of Administration, at 7:00 pm, the A109 classroom of the main teaching building ushered in a group of special new students, and 45 central enterprises were in charge of the international business executives. The Central Organization Department, the Ministry of Commerce, and the National School of Administration have concentrated one-third of the state-owned enterprises under the State-owned Assets Supervision and Administration Commission (SASAC) to form a special seminar for leaders of state-owned key enterprises to improve their ability to transnational operations (hereinafter referred to as state-owned enterprises). Learn and communicate the “going out” experience during the day.

"This is the third time to go to the 'going out' class." Lu Linxiang, director of the Department of Further Education of the National School of Administration, provided information to the "Weiwang" News Weekly, showing that the total assets of the company represented by 45 people amounted to 7.5 trillion yuan; At the age of 58, the youngest is only 37 years old, 2/3 of the students are under 50 years old; the master's degree or above accounted for 60%, and the other two are college degrees.

Lu Linxiang and class teacher Liu Gang spent a lot of time preparing the teaching plan for the state-owned enterprise class: from the government level, Zhang Xiaoqiang, deputy director of the National Development and Reform Commission, Chen Jian, deputy director of the Ministry of Commerce, Shao Ning, deputy director of the State-owned Assets Supervision and Administration Commission, and Gan Shaoning, deputy director of the State Intellectual Property Office, interpreted From the perspective of experts, Zhang Yuyan, a researcher of the Chinese Academy of Social Sciences, and Wu Zhipan, the executive vice president of Peking University, were invited to analyze the new global competition trends. From the perspective of experience exchange, please contact Wei Jiafu, President of China COSCO, and Jiang Jiemin, President of PetroChina. Fu Yuning, Chairman of China Merchants Group, and Fan Yu, Vice President of IBM, introduced their experiences and tips on “going out” and internationalization.

At present, there are more than 80,000 global multinational companies. In 2009, the total output value of foreign subsidiaries accounted for 11.6% of world GDP (up nearly 5 percentage points from 20 years ago), and exports accounted for 33%. The breadth of its international operations, the depth of its international division of labor, and its diversified business have reached unprecedented levels.

“Multinational corporations have become the main guiding and propelling force of contemporary economic globalization, and control most of the resources in the world.” A national competent department leader told the “Looking” News Weekly that Chinese companies should accelerate their position in the global industrial chain. Strive to gain more benefits in the process of global economic integration, and need to participate more actively in the global division of labor system in a “going out” way, and gradually form multinational enterprises with corresponding scale, technology and management level.

According to the latest statistics, China’s foreign direct investment in 2009 was US$56.53 billion, ranking fifth in the world. It has maintained continuous growth for 8 years, with an average annual growth rate of 54%. By the end of 2009, China's 12,000 domestic investors had established 13,000 overseas direct investment enterprises in 177 countries and regions around the world. The total net foreign direct investment was US$245.75 billion, and the total assets of overseas enterprises exceeded US$1 trillion. Among them, 108 state-owned enterprises have “goed out” and their overseas assets totaled more than 600 billion US dollars.

However, the global share of net investment and year-end investment stocks of Chinese companies in 2009 was only 5.1% and 1.3%, respectively, far below the global GDP of 8.3%. Most of the enterprises are in the process of production and processing and low value-added in the international division of labor, and the means of competition relying on them are still mainly low-cost production factors.

This means that the overall competitiveness of Chinese companies abroad is not only very weak, but also does not match China's national strength. The above-mentioned supervisors put forward an overall judgment that Chinese enterprises “go out” and “still in the early stage”, “the overall situation is weak compared with foreign multinational companies, and the challenges and pressures are huge.”

This is an evening classroom assignment. 45 students contributed their problems and thoughts in the “going out” work, focusing on the topic of discussion, voluntarily selecting topics to form four research groups to conduct special research, and finally forming four “ Graduation" results. The National School of Administration has equipped three state-level class teachers and two departmental class teachers with Liu Gang as the class teacher for the state-owned enterprises. "They will guide and promote the seminar activities as a 'catalyst.'"

Most of these CEOs already have overseas business practices and have a deep experience and thinking about “going out”. Among them, a considerable number of students have already experienced the role of international management in the "real knife and real gun". In just over half an hour, everyone raised nearly a hundred questions. “Every piece may come from a hard-hitting experience in overseas markets, and it may have been tormented that they couldn’t sleep for a night.” A teacher from a training department said privately.

Through discussion and discussion, Lu Linxiang and squad leader Dong Hang, vice president Li Jun, four groups of long-wearing group Li Shouwu, Shenhua Wang Xiaolin, Zhongyuan Zhang Liang and Chengtong Flood Kun, finally refining the problem of writing four-sided writing board as "affecting current China The four major issues of the enterprise 'going out' are: multinational operations and resource integration, improvement of government management and policy support, international operation and risk monitoring, and “going out” strategy for international talent support.

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Adaptable Shale Shaker Model

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