generally speaking, enterprise internationalization has the following three meanings: (1) refers to the gradual process of enterprise development from domestic operation to international operation. This emphasis is on the process, and the enterprise itself and its business activities cross national boundaries. (2) refers to the behavior of enterprises consciously chasing the international market. What is emphasized here is the enterprise's active pursuit of the world. (3) refers to the transnational business activities of enterprises. Stephen, Professor of International Business at the University of Strathclyde, UK? In the book "International Market Entry and Development", StephenYoung and others pointed out that internationalization is "all ways for enterprises to conduct transnational operations". It not only refers to the internationalization of enterprise management behavior (that is, the internationalization of enterprise investment, financing, production and sales), but also includes the internationalization of enterprise system (that is, enterprise mechanism should meet the needs of international trade and investment) and the internationalization of macro-management system and function of enterprise internationalization management behavior. One? The situation of enterprise internationalization (I) the background of internationalization. Western multinational companies have been engaged in internationalization for a long time and accumulated rich international experience, and their operating characteristics can be used for reference by Chinese enterprises. First of all, let's take a look at the characteristics of international operation of western multinational companies. 1, the mode of international operation eclectic ownership is an important content of multinational corporations' international operation. Since the 1971s, western multinational companies have gradually changed their emphasis on sole proprietorship in international market development and adopted flexible and diverse models in order to ease the national sentiment of the host country, reduce political and economic risks, expand the sources of funds and strengthen the trend of enterprise collectivization. 2? Decision-making system of decentralized management and coordinated management At present, western multinational companies can be divided into three different systems according to the degree of centralization and decentralization. The first is the "home-centered" system, that is, the parent company is the center and the power is highly concentrated in the parent company. The second is the "multi-center" system, that is, the division or foreign subsidiaries is the center, and the decision-making power is quite scattered. The third is the system between the above two, that is, the centralization and decentralization of management power are combined, so that the distribution of decision-making authority between the parent company and its subsidiaries can be compromised and compromised, which is called the "global center" system. 3? The trend of development from specialized management to comprehensive management Before the 1971s, western multinational companies mainly implemented international specialized management, that is, arranged foreign investment according to the world's advanced scientific and technological level and professional division of labor. Since the 1971s, more and more western multinational companies have developed from a single type of operation to a comprehensive operation. (II) The Status and Problems of Internationalization of Enterprises in China Economic globalization has brought obvious changes to market competition, that is, internationalization of domestic market competition and nationalization of international competition. When China enterprises enter the international market, they not only compete with local companies for the market, but also compete with other international companies for share. The globalization of industry, market and customers makes enterprises face not the problem of whether to operate globally, but the problem of how to operate globally. After more than 21 years' development, China's overseas investment has begun to take shape. China's foreign investment mainly covers resource development, production and processing, transportation, project contracting, tourism and catering. However, in practice, compared with large international multinational companies, there are also many problems in the transnational operation of Chinese enterprises.
1. The scale of China's foreign investment is not commensurate with China's overall economic strength.
According to the statistics of the Ministry of Commerce, in 2113, there were 511 overseas non-financial Chinese-funded enterprises approved and put on record by the Ministry of Commerce of China, and 41,181 foreign-invested enterprises were newly established. Obviously, compared with the introduction of foreign direct investment in China, the transnational operation of China enterprises is not strong enough. Judging from the foreign direct investment of China enterprises, the amount of foreign direct investment of China enterprises only accounts for 1.15? . It is not commensurate with China's status as an economic power [4]. Thus, the serious imbalance between capital inflow and capital outflow in China is very rare even in developing countries.
2. The resource orientation of overseas investment is obvious, and the technical level needs to be further improved.
In 1991? In 2111, among the 31 largest multinational enterprises in China, 23 were resource-developing enterprises. However, the technical content of transnational operation of these industries is not high. 3. The transnational operation of enterprises in China is still in the immature stage, the comparative advantage is not outstanding, and the investment mode is relatively simple < P > In recent years, the regional distribution of transnational operation of enterprises in China has expanded to five continents. But on the whole, the investment areas are still relatively concentrated. From the perspective of total investment, China enterprises' foreign investment is mainly concentrated in North America (only referring to the United States, Canada and Mexico), Oceania, Asia (Southeast Asia and West Asia) and other regions, with obvious regional concentration. From the perspective of foreign investment countries, the investment is mainly concentrated in some developed countries and a few developing countries rich in oil and mineral resources, and the investment mode is relatively simple, mainly by investing in new buildings. Although this method has its advantages, it takes a long time and is difficult to enter the market quickly.
4. It is difficult to make scientific decisions because of the operation and management in different places.
Due to the restriction of domestic capital matching and foreign exchange planning and management of our government, multinational enterprises can't make decisions completely according to foreign market conditions.
from this point of view, the transnational operation of Chinese enterprises is still in the primary stage of development. In order to change this situation, our government has issued relevant policies in recent years to encourage foreign direct investment that can give full play to China's comparative advantages, that is, to encourage China enterprises to operate internationally. Second, there are many factors affecting the internationalization of enterprises, including economic environment, political and legal environment, cultural environment, market scale, shipping cost and domestic factors. 1. Economic environment The economic environment includes many aspects, such as economic scale (measured by gross national product), absolute economic level (per capita gross national product) and the relative importance of various economic sectors (proportion of gross national product). In addition, the economic environment also includes some investment rates, price conditions, the perfection of the market system and the operation of the market related to the country's economic vitality. And the growth rate of personal income and the change of employment rate affect the choice of market entry mode. 2. Political and legal environment If the target market is politically unstable, it will increase the investment risk of enterprises. The legal system of the target market, such as import regulations, also directly affects the choice of entry mode. 3. Cultural environment has a wide range of culture. The culture of one country is often very different from that of another country. At the same time, people have different standards for judging culture, so it also has a certain impact on enterprise entry. If an individual's moral concepts in his environment are far from those of his own nation, there will be conflicts in his heart. In this case, the managers of the company may lose confidence in the ability to conduct business in a foreign country. On the other hand, cultural similarity can enhance the confidence of managers, which will encourage them to invest, thus affecting the time sequence of selecting target countries. 4. Market Size The current and expected market capacity of the target country is an important factor affecting the entry mode. Smaller markets are suitable for the entry mode of breakeven and lower sales, and conversely, markets with great sales potential are suitable for the entry mode of breakeven and higher sales. Another element of the target market is the competitive structure. The market can be divided into free competition market (composed of many competitors who do not have a dominant position), oligopoly market (composed of a few dominant competitors) and monopoly market (exclusive company). Free competition market is generally more suitable for export entry mode than oligopoly and monopoly market. Oligopoly or monopoly markets often require investment entry mode to produce in the target country. In the market where the competition is fierce and the export-entry mode and investment-entry mode are not suitable, enterprises can adopt licensing contracts or other contractual entry modes. 5. Shipping factor Geographical distance is also an environmental factor. If the distance is far away, the factors of freight will make some export products unable to compete with local products in the target country. It can be seen that high freight will prevent exports from entering the mode and encourage entry modes that do not involve freight. If the transportation cost of trade is too high, it is possible for export enterprises to set up assembly plants in the target countries and compete with them, which is also a certain degree of transformation to the investment entry mode. 6. Domestic factors There are many factors that affect the choice of overseas entry mode of enterprises in China, among which the domestic market capacity and competition situation, production factors and costs, and the government's outward economic policy orientation are particularly prominent. Generally speaking, if the domestic market capacity is large, enterprises have great room for development in the domestic market. At this time, most enterprises tend to seek development at home first, and then seek overseas expansion when they feel that their scale is or will be subject to the domestic market. On the contrary, on the contrary. The government's export-oriented economic policy depends on the specific situation. Generally speaking, the government's export encouragement policy will stimulate the export or contract entry mode and correspondingly inhibit the investment mode. On the contrary, overseas investment incentive policies will stimulate enterprises' overseas investment activities.