中国家电企业国际化经营战略
摘要
在经济全球化趋势加速发展的今天,越来越多的中国家电企业开始走出国门,参与国际竞争,进行国际化经营。国际化经营对中国家电企业具有重大意义,一是可以开拓新的市场,为产能普遍过剩的中国家电企业寻找新的出路;二是可以利用新的资源,掌握核心技术,扩大生产规模,确立中国家电企业的核心竞争力。国际化对中国家电企业的生存与发展具有重要意义,也成为促使中国家电企业走出国门的动因。
中国家电企业在资金、技术、管理、品牌、营销方面与跨国公司相比,还存在不小的差距。这些差距决定了我国家电企业国际化的现状:处于国际化的初中级阶段;规模不大,多以合资为主;国际化人才缺乏、资金不足;对国际市场了解不多。
中国家电产品进入国际市场有四种途径:一是利用外贸出口代理进行国际贸易;二是采取包销方式进入国际市场;三是利用互联网开拓国际市场;四是利用国际采购进入国际市场。在产品出口遭遇越来越大的贸易和非贸易壁垒时,中国家电企业纷纷进行海外直接投资,并形成了海尔“先难后易”与“先易后难”相结合的国际化经营模式、TCL收购兼并与自建新厂并重模式、格兰仕OEM模式、春兰技术输出模式。这四种跨国经营模式,各有利弊,没有更好,适合企业实际的就好。在分析中国家电企业国际化模式后,重点介绍了韩国三星跨国经营的案例,认为中国家电企业应借鉴三星重视核心技术的掌握、全方位的学习、国际化与本土化的有机结合、国际化战略的适时调整等成功经验。
第三章阐述了国际化经营战略应由研发、管理、品牌、资本、人才的国际化等几部分组成。研发的国际化,就是在国外设立研发中心,利用当地的技术人员,开发满足当地市场需求的产品。管理的国际化,就是要求管理者要有国际化意识和视野,管理水平要与国际接轨;企业的组织结构要与国际化经营相适应;管理人员的配备要实现国际化,从母国、当地、第三国聘用管理者。对国际化经营进行控制,及时纠正出现的偏差。品牌的国际化,要求在保证产品质量的前提下,加强产品售后服务、广告宣传,在全球消费者中树立品牌形象。资本国际化,就是企业要在海外上市、发行企业债券,实现融资渠道的多样化。人才国际化,就是企业尽量多选
With the development of global economic integration, more and more Chinese home appliance enterprises are going abroad and enter international markets. To merge into world markets means that Chinese home appliance enterprises have to face severe competition. Starting from the comment of significance, motive and theory of internationalization, this paper studies the 4 ways in which Chinese home appliance products enter world markets. In recent years, it's becoming much more difficult than ever because of tariff and non-tariff barriers. In order to occupy new markets and make use of new resource, Chinese home appliance enterprises are carrying through foreign direct investment. They built up factories in South-East Asian countries and European unions and US.Nowadays Chinese home appliance enterprises are not as good as the transnational enterprises. Chinese enterprises are short of capital and technology, they are lack of persons with ability as well. The history of Chinese enterprises' internationalization is not long, they didn't know much about the world markets and have no many experiences. In spite of these, Chinese home appliance enterprises have gained some success in internationalization. The large-size Chinese home appliance enterprises, such as Haier corporation, TCL group, Glanz corporation, Chunlan Group, etc, have develop their own international models. Each model has its advantage and disadvantage. The paper thinks if the model fits the enterprise well, the model will be good. This paper pay much attention to the success of Korean Sumsung's internationalization. The paper suggests Chinese home appliance enterprises learn from the Sumsung attaching importance to mastering core technology, studying all-around, dealing with internationalization and localization.The third paragraph analyzes the contents of internationalization. Internationalization includes R&D, management, brand, persons with ability and capital. It expects to be helpful in understanding completely the internationalization contents and in strengthening their international competitiveness. Chinese enterprises should take advantage of domestic and overseas resources, to get a favorable position in the world
markets and improve the competitive ability and management superiority.The paper believes that the direction of intemalization is right. During the process of internationalization, the enterprises should take measure to reduce the political and economic risk. So the Chinese enterprise should quicken their international steps and reform property right. Maybe they should change their policy of emphasizing on the developed countries, and pay more attention to the developing countries. To master core technology is very important for Chinese enterprises. In the end, the paper prospects the future of Chinese home appliance enterprises whether they will succeed or not. The paper doesn't provide with an answer.
中国家电企业在资金、技术、管理、品牌、营销方面与跨国公司相比,还存在不小的差距。这些差距决定了我国家电企业国际化的现状:处于国际化的初中级阶段;规模不大,多以合资为主;国际化人才缺乏、资金不足;对国际市场了解不多。
中国家电产品进入国际市场有四种途径:一是利用外贸出口代理进行国际贸易;二是采取包销方式进入国际市场;三是利用互联网开拓国际市场;四是利用国际采购进入国际市场。在产品出口遭遇越来越大的贸易和非贸易壁垒时,中国家电企业纷纷进行海外直接投资,并形成了海尔“先难后易”与“先易后难”相结合的国际化经营模式、TCL收购兼并与自建新厂并重模式、格兰仕OEM模式、春兰技术输出模式。这四种跨国经营模式,各有利弊,没有更好,适合企业实际的就好。在分析中国家电企业国际化模式后,重点介绍了韩国三星跨国经营的案例,认为中国家电企业应借鉴三星重视核心技术的掌握、全方位的学习、国际化与本土化的有机结合、国际化战略的适时调整等成功经验。
第三章阐述了国际化经营战略应由研发、管理、品牌、资本、人才的国际化等几部分组成。研发的国际化,就是在国外设立研发中心,利用当地的技术人员,开发满足当地市场需求的产品。管理的国际化,就是要求管理者要有国际化意识和视野,管理水平要与国际接轨;企业的组织结构要与国际化经营相适应;管理人员的配备要实现国际化,从母国、当地、第三国聘用管理者。对国际化经营进行控制,及时纠正出现的偏差。品牌的国际化,要求在保证产品质量的前提下,加强产品售后服务、广告宣传,在全球消费者中树立品牌形象。资本国际化,就是企业要在海外上市、发行企业债券,实现融资渠道的多样化。人才国际化,就是企业尽量多选
With the development of global economic integration, more and more Chinese home appliance enterprises are going abroad and enter international markets. To merge into world markets means that Chinese home appliance enterprises have to face severe competition. Starting from the comment of significance, motive and theory of internationalization, this paper studies the 4 ways in which Chinese home appliance products enter world markets. In recent years, it's becoming much more difficult than ever because of tariff and non-tariff barriers. In order to occupy new markets and make use of new resource, Chinese home appliance enterprises are carrying through foreign direct investment. They built up factories in South-East Asian countries and European unions and US.Nowadays Chinese home appliance enterprises are not as good as the transnational enterprises. Chinese enterprises are short of capital and technology, they are lack of persons with ability as well. The history of Chinese enterprises' internationalization is not long, they didn't know much about the world markets and have no many experiences. In spite of these, Chinese home appliance enterprises have gained some success in internationalization. The large-size Chinese home appliance enterprises, such as Haier corporation, TCL group, Glanz corporation, Chunlan Group, etc, have develop their own international models. Each model has its advantage and disadvantage. The paper thinks if the model fits the enterprise well, the model will be good. This paper pay much attention to the success of Korean Sumsung's internationalization. The paper suggests Chinese home appliance enterprises learn from the Sumsung attaching importance to mastering core technology, studying all-around, dealing with internationalization and localization.The third paragraph analyzes the contents of internationalization. Internationalization includes R&D, management, brand, persons with ability and capital. It expects to be helpful in understanding completely the internationalization contents and in strengthening their international competitiveness. Chinese enterprises should take advantage of domestic and overseas resources, to get a favorable position in the world
markets and improve the competitive ability and management superiority.The paper believes that the direction of intemalization is right. During the process of internationalization, the enterprises should take measure to reduce the political and economic risk. So the Chinese enterprise should quicken their international steps and reform property right. Maybe they should change their policy of emphasizing on the developed countries, and pay more attention to the developing countries. To master core technology is very important for Chinese enterprises. In the end, the paper prospects the future of Chinese home appliance enterprises whether they will succeed or not. The paper doesn't provide with an answer.
引文
1、《中国企业的国际化冲动》[J],企业管理,2004,(7).
2、周继红.跨国公司研发国际化的动因分析[J].国际贸易论坛,2004,(3).
3、弥新.反思中国彩电业的国际化战略[J].WTO经济导刊,2004,(7).
4、佟明亮.关于我国私营企业参与对外贸易的思考[J].商业研究,2004,(14).
5、王欢.中国家电品牌国际化的现状、对策及展望[J].商业研究,2004,(14).
6、孙恒有.小企业产品国际化的六种路径[J].企业活力,2004,(7).
7、敖慧.民企国际化须“三线作战” [J].企业改革与管理,2004,(7).
8、谢韬.品牌文化国际化、属地化的思考[J].中外企业文化,2004,(7).
9、蔡卫东、赵进、周祖城.中国大型企业国际化程度比较研究[J].北京工商大学学报(社会科学版),2004,(7).
10、郑仰南、石永恒.论中国企业国际竞争优势[J].学术交流,2004,(7).
11、宋学春.海尔国际化的三部曲[J].企业家信息,2004,(7).
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13、邱永明.全球化人才争夺战中的中国战略抉择[J].中国人才,2003(7).
14、徐根兴.中国企业“走出去”与海尔国际化战略[J].领导科学,2004,(9).
15、张维迎.中国企业要找准优势“走出去”[J].中国高校科技与产业化,2004,(3).
16、钟懿辉.国有企业国际化战略管理研究[J].山东机械,2004,(1).
17、李剑玲.我国企业的国际化及其评价[J].经济论坛,2004,(9).
18、李志强、郑琴琴冲小企业的国际化经营[J].ECONOMIC TRIBUNE,2004,(5).
19、周菲.中国企业的品牌国际化模式及启示[J].对外经贸实务,2004,(5).
20、唐晓群.跨国经营的“春兰”.科技与企业,2004,(4).
21、李荣.现阶段我国资本市场国际化的思考与应对.经济论坛,2004,(10).
22、姜培峰.世界级品牌的诱惑.中国名牌,2004,(5).
23、张蕾、吴秋琴.“先难后易”还是“先易后难”——解读海尔国际化战略.市场周刊(商务营销),2004,(6).
24、霍荣.对中小企业国际化与制度创新的探讨.商业研究[J],2004,(12).
25、赵旭.中国企业国际化经营存在的问题与对策分析.经济师,2004,(6).
26、周为.窥探三星电子涅槃之道.信息系统工程,2004,(4).
2、周继红.跨国公司研发国际化的动因分析[J].国际贸易论坛,2004,(3).
3、弥新.反思中国彩电业的国际化战略[J].WTO经济导刊,2004,(7).
4、佟明亮.关于我国私营企业参与对外贸易的思考[J].商业研究,2004,(14).
5、王欢.中国家电品牌国际化的现状、对策及展望[J].商业研究,2004,(14).
6、孙恒有.小企业产品国际化的六种路径[J].企业活力,2004,(7).
7、敖慧.民企国际化须“三线作战” [J].企业改革与管理,2004,(7).
8、谢韬.品牌文化国际化、属地化的思考[J].中外企业文化,2004,(7).
9、蔡卫东、赵进、周祖城.中国大型企业国际化程度比较研究[J].北京工商大学学报(社会科学版),2004,(7).
10、郑仰南、石永恒.论中国企业国际竞争优势[J].学术交流,2004,(7).
11、宋学春.海尔国际化的三部曲[J].企业家信息,2004,(7).
12、张蕾、吴秋琴.海尔:点燃全球星星之火[J].企业纵横.
13、邱永明.全球化人才争夺战中的中国战略抉择[J].中国人才,2003(7).
14、徐根兴.中国企业“走出去”与海尔国际化战略[J].领导科学,2004,(9).
15、张维迎.中国企业要找准优势“走出去”[J].中国高校科技与产业化,2004,(3).
16、钟懿辉.国有企业国际化战略管理研究[J].山东机械,2004,(1).
17、李剑玲.我国企业的国际化及其评价[J].经济论坛,2004,(9).
18、李志强、郑琴琴冲小企业的国际化经营[J].ECONOMIC TRIBUNE,2004,(5).
19、周菲.中国企业的品牌国际化模式及启示[J].对外经贸实务,2004,(5).
20、唐晓群.跨国经营的“春兰”.科技与企业,2004,(4).
21、李荣.现阶段我国资本市场国际化的思考与应对.经济论坛,2004,(10).
22、姜培峰.世界级品牌的诱惑.中国名牌,2004,(5).
23、张蕾、吴秋琴.“先难后易”还是“先易后难”——解读海尔国际化战略.市场周刊(商务营销),2004,(6).
24、霍荣.对中小企业国际化与制度创新的探讨.商业研究[J],2004,(12).
25、赵旭.中国企业国际化经营存在的问题与对策分析.经济师,2004,(6).
26、周为.窥探三星电子涅槃之道.信息系统工程,2004,(4).