First, the necessity of China's "going out" strategy.

The strategy of "going out" corresponds to the strategy of "bringing in" (introducing foreign capital, technology, management, goods and services, etc. ). The broad "going out" strategy includes the export of goods and services, the export of labor services and international financing.

Foreign investment in all aspects of international tourism and transnational operation of enterprises. In a narrow sense, the "going out" strategy means that enterprises enter the international market through foreign direct investment, participate in international competition and cooperation, and improve international competitiveness.

The goal of promoting the rapid, sustained and coordinated development of domestic economy. The strategy of "going out" can be roughly divided into two levels: the first level is the level of commodity output, which refers to the output of commodities and elements such as commodities, services, technology and management, mainly including

Involving trade in goods, services, technology and project contracting; The second level is the level of capital export, which refers to foreign direct investment, mainly involving overseas investment in factories and shops. If a company "goes out"

When the strategy of "going out" develops to the second level, especially after the overseas investment reaches a certain scale (with enterprises from two or more countries), then this enterprise will become a multinational company. Since the reform and opening up, the strategy of promoting "bringing in" is

Successful, it has created conditions for us to implement the "going out" strategy today, which is the inevitable development of the "bringing in" strategy.

1. The strategy of "going out" is an important way to change the growth mode of foreign trade. As a big international trading country, China occupies an important position in the world economic structure. In 2005, the total import and export trade of China reached142210.2 billion USD, of which

The export value is 762 billion US dollars, and the import value is 6610.2 billion US dollars. China's trade scale has occupied the third place in the world, accounting for 6.5% of world trade. However, the sustainable development of China's foreign trade also faces the following problems. First, export into one.

Step expansion is more difficult. The experience of big trading countries such as the United States, Japan and Germany also tells us that export trade will slow down after a period of rapid growth. Second, the scope of domestic industrial protection has narrowed. With China's commitment to join the WTO.

The domestic market must be further opened, trade barriers will be gradually eliminated, and protection measures will be unsustainable. Third, trade frictions have intensified. China has jumped from a small trading country to a world-famous trading power, which has impacted the original

The global trade pattern touches the trade interests of some other countries, and also leads to more and more trade frictions. From China's accession to the WTO to the end of June, 2006, * * * 32 countries or regions launched a survey on China's "two oppositions and two guarantees" measures.

288 cases, involving 7 1 100 million dollars. Fourth, China's terms of trade are deteriorating. According to the information provided by the Customs, among China's bulk export commodities, the growth rate of total exports of a large number of products is lower than that of total imports. oneself

Since 1993 established trade index statistics, China's export volume index has been higher than the export price index, while the import volume index is lower than the import price index, and the overall terms of trade tend to deteriorate.

2. The strategy of "going out" can avoid the restriction of origin. According to statistics, China has been the country with the most trade frictions in the world for 1 1 year. The settlement of trade friction needs constant consultation and coordination. If negotiation and coordination fail,

Settlement, you can also enter the dispute settlement procedure in accordance with the relevant provisions of the WTO. In addition, the "going out" strategy is also one of the important options to get rid of the predicament. Under the background of economic globalization, the ways for China enterprises to participate in international competition should also be diversified.

For some products subject to quota restrictions, if China enterprises produce overseas, they can change the origin and bypass the quota restrictions. Going abroad and expanding the overseas market of export commodities can not only ensure the variety and quality of products, but also change them.

Change the origin of products and avoid trade barriers. Such as Haier, TCL, Changhong, Konka and other powerful color TV enterprises have chosen the strategy of going global, exporting to Europe and America through overseas production bases, bypassing the restrictions on the origin of exports and slowing down the United States.

Negative influence of dumping ruling.

3. The strategy of "going out" can realize the reasonable overall planning of two markets and two resources. From a global perspective, one of the powerful mysteries of developed countries is that they have long implemented the "going out" strategy for multinational companies.

Take transnational investment and trade activities as the leading factor, make maximum use of two markets and two resources at home and abroad, allocate resources on a global scale, and obtain maximum benefits. Compared with developed countries and newly industrialized countries, China has implemented "going out".

The strategy of "going out" started very late and has lost some important development opportunities. 2 1 century, almost all large-scale trade and investment activities with high technology content and high added value are carried out by multinational companies as the main body or carrier. eye

Before, whether it is the secondary industry or the tertiary industry, China's technological progress was far behind that of developed countries. In addition, the international competition of strategic mineral resources is more urgent, and major multinational mining companies basically control the world.

With the proven mineral resources, there are fewer and fewer choices for mining companies in China.

Only by adopting the strategy of "going out" can we make full use of both domestic and foreign markets and resources, make up for the shortage of domestic resources and markets, and ensure the sustainable development of the national economy; In order to promote the progress of China on a global scale.

Economic structure optimization and strategic adjustment; Only in this way can China enterprises participate in international economic cooperation and competition in a wider scope, in a wider field and at a higher level, and develop and grow in the fierce international market competition; To promote our country for more than 20 years

The enormous energy accumulated in economic development has been released, which has enhanced China's comprehensive national strength and ability to participate in global competition.

4. The strategy of "going out" can solve the balance of payments problem caused by the increasing trade surplus. At present, China's rising trade surplus leads to the surge of foreign exchange reserves, the loss and waste of domestic resources, and the formation of a new RMB exchange rate.

Under the pressure of appreciation, the trade friction between China and its relevant trading partners, especially the United States and Europe, is increasing. Encouraging enterprises to "go global" can solve the balance of payments problem brought about by the increasing trade surplus.

After more than 20 years of reform and opening up, especially in the last five years, Chinese enterprises have achieved fruitful results in enterprise management. However, compared with the needs of establishing a socialist market economic system and enterprise development, compared with the advanced level of international enterprise management, enterprises

There is still a big gap in management, among which the present situation of strategic management of enterprises in China is worrying, which is one of the management problems of enterprises in China in the 2/kloc-0 century.

First, the status quo and problems of strategic management of enterprises in China

(A) enterprises lack understanding of strategic management, and the concept of strategic success is weak.

Nowadays, enterprises have entered the era of strategic competition, and the competition among enterprises is manifested in the competition of strategic thinking and strategic positioning. Enterprise strategy is the overall plan for the future development of the enterprise, which determines the development direction of the enterprise.

To. It involves the relationship between enterprise and environment, the determination of enterprise mission, the establishment of enterprise objectives, the formulation of basic development policies and competitive strategies. In this regard, China enterprises, especially large enterprises, are establishing the concept and research system of strategic victory.

The development strategies of enterprises vary greatly.

(b) Strategic management is limited to long-term planning and there is no effective factual plan.

In the survey, 77.6% of the operators said that the enterprise has a business strategy, but most of them are written strategies or long-term strategies, and there is no specific implementation plan or a mere formality. Thus, the strategic management level of most enterprises in China.

Still staying in the era of strategic planning, not really entering the era of strategic management.

(C) Enterprise strategic management lacks the cultivation of its own characteristics and core competitiveness.

Strategic analysis is the key starting point of strategic management process. The investigation found that the strategy of China's soda industry is not based on a comprehensive scientific analysis and demonstration of the external opportunities, threats, internal advantages and disadvantages of enterprises, but blindly imitates successful enterprises.

The industry's strategic management experience and practices, even copied, finally lost the characteristics of the enterprise. Today, the highly similar development strategies of many enterprises in the same industry are examples. The strategy of most enterprises is not to pay attention to cultivating the core competitiveness of enterprises.

Force. The survey shows that enterprises with competitive strategies are mainly low-cost leading strategies and target concentration strategies, accounting for 38.4% and 36.93% of the surveyed enterprises respectively, while only 24.67% of enterprises have formulated product and service differentiation strategies; In addition, enterprises

Industrial strategic planning can not be adjusted in time, and there are still 3 1.28% enterprises whose strategic planning adjustment cycle is more than two years.

(2) The investigation on the lag of organizational structure innovation in most enterprises shows that a considerable proportion of enterprises' internal organizational structure reform lags behind, mainly manifested in the simplification of management organization model. After more than 20 years of reform, 56.2% of enterprises still consider it.

In view of the objective situation that internal and external environmental factors such as products, markets and scale have changed, the previous linear functional system is still adopted. Even for large enterprises, 54.23% of enterprises adopt the linear functional system. In addition, with large foreign enterprises

Compared with a large number of division systems and matrix systems, large enterprises in China are not much different from small and medium-sized enterprises in adopting division systems. It is a common phenomenon that there are many organizational levels, rigid guiding mechanism and untimely information transmission. At the same time, strategic alliances, virtual

Enterprises, supply chain management and other organizational forms involving the relationship between enterprises are all in use.

Second, suggestions on strengthening the strategic management of enterprises in China

(A) as soon as possible to establish the idea of adapting to environmental changes.

The core problem of strategic management is to adapt the enterprise's own conditions to environmental changes and seek survival and development. In the market economy, the external environment of enterprises is changing more and more rapidly and complicated. China enterprises are subject to the shadow of planned economy.

Ring, still can't fully adapt to the operation mode of market economy. Enterprises should establish their own management mode as soon as possible in combination with changes in internal resource conditions and external environment.

(B) establish the concept of gaining competitive advantage

Competitive advantage means that an enterprise is in a favorable competitive position compared with its competitors, which is determined by its resource allocation and business scope. Enterprises should explore their own business scope according to their existing resource capabilities.

, choose the business direction, strengthen the competitiveness in the market, improve economic efficiency, and form the unique competitive advantage of the enterprise itself.

(3) Pay attention to the adjustment of enterprise organizational structure.

1. Optimize the internal organizational structure of enterprises through business process reengineering. We must change from attaching importance to functional management to process management, optimize business processes to meet market demand, appropriately simplify some division of labor, and realize structural integration.

2. Minimize the management level of the organizational structure, speed up the information transmission of instructions, and maintain the effective implementation of decision-making and management.

3. Adopt the organizational structure suitable for the development stage of the enterprise, such as linear function system, matrix system and business division system. And make timely adjustments according to the development of the enterprise.

4. Actively develop modern forms of inter-enterprise cooperation. Several enterprises with the same strategic interests can form strategic alliances or virtual enterprises through cooperation agreements, so as to achieve the purpose of complementing resources, sharing risks and sharing benefits. At present, I

In China, few enterprises adopt this form of cooperation. Only 13.07% enterprises adopted strategic alliance, and only 6.6 1% enterprises adopted virtual enterprise.

Immediately implementing the "going out" opening strategy is the only way for China to achieve the cross-century reform and development goals. From the perspective of development, although China has a vast territory and abundant natural resources, it has a large population and limited per capita resources. We must actively explore this country.

The utilization of international market and international resources will enhance the stamina of China's economic development. We should not only make use of international markets and resources through import and export trade, but also make use of international markets and resources by investing and organizing production abroad. only

Only by actively "going out" can we make up for the shortage of domestic resources and markets, which is of great significance to the third-step strategic goal of China's modernization. From the perspective of reform, the goal of China's economic system reform is to establish a socialist market.

Economic system. We should not only learn to realize the optimal allocation of resources through market mechanism in China, but also learn to realize the optimal allocation of resources through market mechanism around the world. So, can we "go out" in a planned and step-by-step way?

Winning an advantage in the international market competition is not only a major strategic move related to China's overall development, but also a major strategic move related to China's overall reform.

The Importance of China's "Going Global" Strategy

1. "Going out" is the only way to develop China's export-oriented economy.

2. "Going out" is an important condition for China to participate in economic globalization.

3. "Going out" is an important condition for China enterprises to participate in international market competition.

4. "Going out" is the inevitable choice for China enterprises to expand internationally after their development.

"Going out" is a transnational integration model which is led by China enterprises and serves the enterprise strategy of China, from which we can get more benefits. At present, no matter from opening up market space, optimizing industrial structure and obtaining economic resources,

It is an inevitable choice to strive for technology sources or break through trade protection barriers in China, and cultivate large multinational companies with international competitiveness, which is also an important symbol of China's opening up to a new level.

The strategic significance of "going out" lies in:

First of all, in a more market-oriented, open and interdependent world, all countries must consider improving their position in the global economy through foreign investment with macro-impact and strategic significance for the long-term development of the country.

Strive for a more favorable distribution of tourists and improve relations with relevant countries and regions.

Second, with China becoming a "world factory" and its dependence on foreign trade exceeding 70%, the state must consider actively adjusting its industrial structure in a broader space by improving the quality and scale of foreign investment.

Integrate and optimize resource allocation. While maintaining the advantages of manufacturing industry, we will move forward to the high value-added links in the industrial chain and enhance China's role in the international division of labor.

Third, whether we are manufacturing products from China for the whole world or for the needs of our own industrialization and modernization, we should consider how to actively obtain capital, technology, market and strategic resources from the whole world through foreign investment.

Fourthly, when foreign-funded enterprises enter China and share the China market, China's economy must consider new development space. While foreign-funded enterprises come in, China's powerful enterprises "go out" and give full play to their advantages.

It will be an inevitable reality that you hit me.

Fifth, while multinational companies use their own strength to reorganize China's advantages, China's powerful enterprises should also use the opportunity of multinational companies' industrial restructuring to reorganize industries and enterprises with comparative advantages in other countries and take the initiative to participate in international cooperation.

Competition, in order to gain market share and technology development ability. In this process, we should strengthen ourselves and cultivate multinational companies that match the economic powers.