地勘企业海外经营模式探索:以中矿资源为例
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摘要
本文以中矿资源集团股份有限公司在非洲的勘探经营活动为例,分析了中矿资源公司"地质勘查+技术服务""地质勘查+股权矿权"和"地质勘查+矿产贸易"三种经营模式的影响因素和成功要素。研究发现:海外市场经营模式具有"渐进式"特点,根据企业所处不同的发展阶段而动态的从初期的"地质勘查+技术服务"模式向后期的"地质勘查+股权矿权"和"地质勘查+矿产贸易"模式递进,并呈现多模式共存状态;海外市场的缝隙发展战略、差异化市场战略和集中化市场战略等企业战略均对经营模式产生重要影响;而战略联盟、逆周期发展和产业集群策略则是海外经营模式成功的关键要素;中矿资源的缝隙发展模式为国内广大中小地质勘查企业提供了借鉴。
The paper selects the exploration and operation activities of Sinomine Resource Group Co.,Ltd.in Africa as a case,and analyzs the influential and success factors of three foreign market entry modes of Sinomine Resource,including"exploration and techniques service""exploration and stock or mining rights"and"exploration and mineral trade",respectively.The results show that the foreign market entry mode is of progressive,which is dynamically adjusted according to the different development stages of Sinomine Resource.And there are multiple modes existed in the same development phase of enterprise.Secondly,the gap development strategy,market differentiation strategy and focus strategy all have important influence on the choice of the foreign market entry mode.Furthermore,alliance,countercyclical development and industrial cluster are vital to the performance of overseas business.Finally,the gap development mode of Sinomine offers a reference for other medium-sized and small enterprises in domestic market.
The paper selects the exploration and operation activities of Sinomine Resource Group Co.,Ltd.in Africa as a case,and analyzs the influential and success factors of three foreign market entry modes of Sinomine Resource,including"exploration and techniques service""exploration and stock or mining rights"and"exploration and mineral trade",respectively.The results show that the foreign market entry mode is of progressive,which is dynamically adjusted according to the different development stages of Sinomine Resource.And there are multiple modes existed in the same development phase of enterprise.Secondly,the gap development strategy,market differentiation strategy and focus strategy all have important influence on the choice of the foreign market entry mode.Furthermore,alliance,countercyclical development and industrial cluster are vital to the performance of overseas business.Finally,the gap development mode of Sinomine offers a reference for other medium-sized and small enterprises in domestic market.
引文
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[2]SLANGEN A H L,HENNART J F.Do multinationals really prefer to enter culturally distant countries through green fields rather than through acquisitions?The role of parent experience and subsidiary autonomy[J].Journal of International Business Studies,2008,39(3):472-490.
[3]李善民,李昶.跨国并购还是绿地投资?——FDI进入模式选择的影响因素研究[J].经济研究,2013(12):134-147.LI Shanmin,LI Chang.Cross-border M&A and green field investment:what affect choices between the two FDI entry modes[J].Economic Research Journal,2013(12):134-147.
[4]BROUTHERS K D,DIKOVA D.Acquisitions and real options:the greenfield alternative[J].Journal of Management Studies,2010,47(6):1048-1071.
[5]SLANGEN A H L.National cultural distance and initial foreign acquisition performance:the moderating effect of integration[J].Journal of World Business,2011,41(2):161-170.
[6]吴先明.制度环境与我国企业海外投资进入模式[J].经济管理,2011(4):68-79.WU Xianming.Institutional environment and entry mode of oversea investment of Chinese enterprises[J].Economic Management,2011(4):68-79.
[7]赵晶,王根蓓.创新能力、所有权优势与中国企业海外市场进入模式选择[J].经济理论与经济管理,2013(2):100-112.ZHAO Jing,WANG Genbei.Chinese MNCs entry mode of foreign market under innovation,and ownership advantage[J].Economic Theory and Business Management,2013(2):100-112.
[8]DADZIE S A,OWUSU R A.Understanding establishment mode choice of foreign manufacturing firms in Ghana[J].International Journal of Emerging Markets,2015,10(4):896-920.
[9]PAN Y,TSE D K.The hierarchical model of market entry modes[J].Journal of International Business Studies,2000,31(4):535-554.
[10]黄速建,刘建丽.中国企业海外市场进入模式选择研究[J].中国工业经济,2009(1):108-117.HUANG Sujian,LIU Jianli.Study on foreign market entry mode selection of Chinese enterprises[J].Chinese Industrial Economics,2009(1):108-117.
[11]冯鹏程.中国民营企业“走出去”战略的整合分析框架[J].经济问题探索,2012(6):110-115.FENG Pengcheng.The integrated analysis frame of the“going-out strategy”of Chinese private enterprises[J].Inquiry into Economic Issues,2012(6):110-115.
[12]GULATI R.Social structure and alliance formation pattern:a longitudinal analysis[J].Administrative Science Quarterly,1995,40(4):619-652.
[13]严建援,颜承捷,秦凡.企业战略联盟的动机、形态及其绩效的研究综述[J].南开学报:哲学社会科学版,2003(6):83-91.YAN Jianyuan,YAN Chengjie,QIN Fan.A summary of the studies on business alliance:intension,formation and performance[J].Nankai Journal:Philosophy,Literature and Science Edition,2003(6):83-91.
[14]邹刚,黄祖辉,周连喜.中小企业的国外市场进入模式与演进——以浙江省为例的若干分析[J].财贸经济,2006(6):87-90.ZOU Gang,HUANG Zuhui,ZHOU Lianxi.An analysis of the entry mode and evolution of small and medium-sized enterprises in foreign market:taking Zhejiang province as an example[J].Finance&Trade Economics,2006(6):87-90.
[15]甘碧群,曾伏娥.我国中小企业进入全球营销的理论基础与模式选择[J].市场营销导刊,2004(4):18-20.GAN Biqun,ZENG Fue.The theoretical basis and mode choice of Chinese small and medium-sized enterprises entering global marketing[J].Marketing Herald,2004(4):18-20.
[16]中国注册会计师协会.公司战略与风险管理[M].北京:经济科学出版社,2015:127.
[17]刘益康.中国企业在境外勘查矿产要避免九个误区——中国冶金地勘总局原总工刘益康谈境外矿产勘查[N].中国矿业报,2016-06-04(007).