With internationalization and globalization sweeping the global economy, the economies of various countries are closely linked with the world economy. International economic exchanges are expanding day by day, and many enterprises are beginning to enter the international market. Technology and exchanges between enterprises, regions and countries have been continuously developed. Both international enterprises and transnational corporations play an important role in the economic and political affairs of the world today.
Strategy is like a weather vane for international enterprises to guide their development. This paper will focus on the development and changes of international enterprises, focusing on strategic human resource management. Through the comparison between Haier Company and Coca-Cola Company, the effective strategy of international enterprise management is explored.
Keywords: strategic human resource management, international enterprises, internationalization
The economic competition sweeping the world is becoming more and more fierce, and strategic management has begun to change from focusing on the environment of enterprise performance as the decisive factor to emphasizing the relationship between internal resources, strategy and enterprise performance. The human strategic resource management of international enterprises mainly discusses effective human resource integration from the perspective of global strategy of multinational companies. Today, this paper will start with Haier, a well-known enterprise in China, and Coca-Cola, a successful enterprise in the United States, and analyze the enlightenment of strategic human resource management to human resource management in China.
1.Overview of strategic human resource management of international enterprises
1.1.Strategy and strategic human resource management of multinational corporations
As we all know, the strategy of multinational corporations consists of four parts: localization strategy, internationalization strategy, multi-regional strategy and transnational strategy. In China, many famous foreign enterprises have chosen the localization strategy. In foreign countries, many successful China enterprises have chosen the globalization strategy. Today, the two multinational companies in the article are also typical representatives of these two phenomena.
Experts such as Schuler and Dowling believe that the so-called international human resource management is actually an enterprise human resource management theory about the functions, policies, practices and other related issues of enterprise human resource management under the condition of considering the multinational strategic activities of enterprises and the international business objectives of enterprises. As an essential element of strategic decision-making, the effective implementation of international human resource management plays a key role. The human resource strategy chosen based on strategic objectives affects the development direction of multinational companies. Endogenous factors depend on the international management structure, internationalization tendency of headquarters, competitive strategy and international management experience. The exogenous factors depend on the characteristics of the industry and the characteristics of the country or region.
1.2. Matching of human resources strategy and competitive strategy of multinational corporations
According to different international competitive strategies, the human resources strategies of multinational companies are also different. The multi-center human resource strategic model is more conducive to the implementation of the localization strategy of multinational corporations. The strategic mode of human resource management in regional center is the most favorable to support regional strategy. The international human resource management of ethnic centers can provide the most effective and ideal way of human management. Companies that adopt transnational strategies adopt global center international human resource management without exception.
At the same time, the human resource strategy should also be coordinated with the overall strategy of the company. The lowest integration is "administrative transactional integration", the second level is called "one-way integration", the third level is "two-way integration" and the highest level is "integrated integration". These four levels are constantly improving, and multinational companies should always bear in mind that human resources strategy always serves the company's overall strategy.
2. "Global Blue" Haier's strategy of going global
2.1."Two feet" out of the internationalization strategy goal.
Haier is one of the earliest enterprises in China to implement the internationalization strategy. Like other enterprises in China, Haier has not been affected by international
Give up when the road is bumpy, and have been exploring and trying internationalization. Haier has always stressed the need to "walk with two feet": in China, this foot should stand "real" by consolidating the domestic market and ensuring advantages; The other foot in foreign countries should be "stable" and open up foreign markets, relying on brand localization. The formulation and implementation of Haier's internationalization strategy are all around the goal of creating an international brand, and the realization of this goal depends on this characteristic, which runs through every link of Haier's internationalization road.
In China, Haier has been committed to the trust and recognition of consumers. Haier has developed from a "service-supported brand" to a "quality-supported brand". By producing and selling high-quality products, it has changed the image of "low quality and low price" of domestic products, enhanced the brand image and laid the foundation for creating a world-class brand.
In foreign countries, Haier chooses to try to sell unified global products, and similar marketing methods focus on its research and development and manufacturing activities in its home country, which can bring economies of scale and quality. There are many restrictive factors for China enterprises to strengthen the domestic market and foreign markets. Zhang Ruimin believes that the most important factor is the lack of brand image support, which makes it difficult to form a substantial pull on the market. Haier believes that enterprise internationalization is first and foremost brand internationalization. If a country doesn't have its own world famous brand, it will always be a supporting role in the world economic stage. The goal of Haier's internationalization strategy is to realize the internationalization of Haier's brand and make Haier's internationalization strategy based on this.
2.2. "Three steps" to develop international strategy human resource management steps
In the field of design, Haier has attracted more than 200 international brands to jointly develop with Haier; In the manufacturing field, at present, 17 international cooperative factories are processed and manufactured by Haier brand; In the field of marketing, many brands use Haier's brand reputation and global marketing network to make Haier brand go global; In the field of logistics, Haier has attracted many foreign-funded enterprises to enter China to entrust Haier Logistics; In the supporting field, Haier attracted 74 international suppliers to build factories around Haier Industrial Park; In the field of after-sales service, Haier brand attracts many famous professional service providers and call centers around the world to serve Haier brand. These are all Haier
In order to realize the brand internationalization, the purpose is to let more countries and enterprises know about Haier.
Haier's trilogy of going global. Haier's internationalization strategy with the goal of realizing an international brand is divided into three steps, that is, the process of creating an international brand is divided into three stages, namely, localization cognition stage, localization rooting stage and localization brand stage.
The first step is to "go global" according to the principle of "creating a brand" rather than "earning foreign exchange", export products to open up overseas markets, and push products into the mainstream overseas markets to gain "popularity". Choosing localization strategy puts local response in the first place, and the company tries to provide attractive products or services to meet the needs of customers. Haier has its own local production facilities, marketing strategic staff and distribution system, and uses local raw materials and mainly employs people from target countries.
The second step is to "go in" according to the principle of "having the market first, then building the factory". When the sales volume reaches the break-even point of building the factory, we will open overseas factories, enter the mainstream channels of foreign countries, sell mainstream products, and play a "credibility". The first two steps are to go out and get acquainted. The human resources strategy practice of Haier multinational company branch tends to adopt localization policy rather than the parent company's policy. On the premise of the trinity of local financing, local financial integration and local culture, Haier's sales in the United States are all local production, local management and local manufacturing. Strategically adapt to the racial superiority of the United States, pay attention to the antagonistic relationship between employers and employees according to the local individualism, and choose the issue of collective negotiation and coordination between employers and employees. Haier said: we have been improving.
The third step is to "go up" and implement the "trinity" local development strategy according to the policy of localization, so as to gain a "reputation", that is, to go up and truly become a mainstream brand in the local market. This step is the most difficult. Looking for a master at chess, Haier's internationalization strategy took the world by storm and chose to set up a factory in the United States. First of all, it became a localized brand in the United States, in order to "make it difficult first and then easy". Haier's market chain engagement mechanism, resource passbook and other management modes encourage employees to innovate constantly: the innovative ideas of budget management and resource integration provide Haier people with solutions to achieve their goals. Now, Haier's new development model is "the integration of people and orders", which is a closed-loop information system in which people, goods and orders are integrated.
Haier's strategic human resource management has to be admired by many multinational companies. Haier chooses transformational human resources strategy. Recruiting key personnel from outside is a human resource management system and mechanism for foreign subsidiaries, which breaks the traditional China culture and adapts to the business environment, and adopts the most sensitive localized human resource management mechanism. With the development of overseas business, Haier has gradually formed a team of Haier in global managers, laying a solid foundation for Haier to become an internationally renowned brand. For example, Haier American Trading Company was established by Haier headquarters in the form of holding joint investment with Jamal's trading company in the United States. The reason is that Haier believes that "only people who grow up eating American coffee can bring out authentic American coffee." Jamal and his partner Meiwei have gained great autonomy, and they run the brand and win new customers. There is not a China employee in Haier American Trading Company, but it is actually an American company. Of course, the salary is also in accordance with American standards. In this regard, Zhang Ruimin believes that it is very cost-effective for the parent company to employ local people to manage overseas enterprises and implement the policy of localizing management talents. Although the salary paid to foreign managers is much higher than that paid to domestic managers, through comprehensive comparison and balance, only if it meets the salary level of the host country can we hire co-created localized talents, while the value created by local people for enterprises by using their own advantages is difficult for Chinese managers to achieve. Although Haier's production center in the United States is a wholly-owned enterprise of Haier, at present, except for a few personnel sent by China, its main managers are all Americans.
3. The strategy of introducing "China Red" Coca-Cola to China.
3.1.The localization strategy of hard training "China Kung Fu"
Coca-Cola, as the world's first brand, has opened the China market and entered thousands of households, becoming a well-known best seller in China. But who knew that the sales volume of 1986 in China was only 4 million cases, but by 20001year, the number had increased to 450 million cases. Du Dafu attributed the success of Coca-Cola in China to the localization strategy, that is, practicing China Kung Fu hard. Throughout China, Coca-Cola employs about10.5 million employees, all of whom are from China. This convinced Du Dafu: "China will be our largest commercial market in the future.
1998 years ago, consumers in China always saw the bright red color and vibrant shape of Coca-Cola, which impressed consumers in China with the most typical American style and American personality. Coca-Cola's marketing strategy changed significantly in 1999. I chose to shoot in China for the first time, invited China advertising company to design for the first time, and invited China actors to shoot advertisements for the first time. Clearly gave up the American identity that has been consistent for many years. In order to gain more market share, Coca-Cola is making great strides in China localization. From 1996, Coca-Cola began to try another localization strategy ── developing new products suitable for the taste of China population, and successively launched "Heaven and Earth" pure water, tea series and another quite successful fruit-flavored soda "Eye-catching".
3.2. Coca-Cola's "Four Steps" to Open the China Market
The first song, entrusted consignment, is a gentle serenade to jump into the market. In the early 1980s, they made Coca-Cola first enter Beijing Friendship Store and foreign-related hotels and restaurants by consignment trade. In China, the agent can make a profit without money. At that time, he could only buy it if he held foreign exchange certificates. The annual consignment was about 200 tons, and the agent could earn some foreign exchange. "Coca-Cola" has since entered the China market and established a foothold.
The second song, giving away production equipment, is a powerful March to promote the import of raw pulp. From 198 1 year, the headquarters of "Coca-Cola" in the United States successively presented production equipment for bottle filling to Beijing and Guangzhou Zidi, but it was necessary to import the company's original pulp with secret formula, mix sugar and water with bottles from China, and label it as "Coca-Cola" produced in China.
The third song, investing in a joint factory to expand the beautiful waltz in the Ming market. In 1988,/kloc-0, a Sino-American joint venture, established two production workshops in Shanghai, one of which was managed by the US alone to produce the puree with secret formula. A workshop is covered with virgin pulp and filled with water. The investors are mutually beneficial, and the concentrated raw pulp produced in China can be used by domestic factories and exported to the international market. "Coca-Cola" keeps its recipe secret, and uses China's productivity to further expand the market.
Fourth, expanding social influence, beautiful concerto. 1990 The Coca-Cola Company donated 3.2 million yuan to the Asian Games, and jointly held the Good News Coca-Cola Award with the Information Department of the Asian Games. In 2007, on the eve of the one-year countdown to the Beijing Olympic Games, Coca-Cola, as a sponsor, began to adjust its strategic layout in China.
Different from Haier, Coca-Cola entered the China market in its early years, and its human resources strategic mode is also different. It gradually realized the strategic mode of human resources from the national center to the global center. Start the company headquarters to make strategic decisions, and the main positions in domestic and foreign companies will be held by the managers of the head office. In other words, the head office sends personnel to manage the branches. Evaluation and promotion also adopt American standards. Coca-Cola has once again strengthened its control over the overall strategic management in China and its initiative in the market competition through continuous development, continuous merger and acquisition of enterprises such as Huiyuan Juice and share exchange with COFCO. Began to move to a comprehensive business on a global scale, emphasizing only the ability and not caring about the nationality of the employees. In the main position of any subsidiary. In the R&D center in China, the exclusive formula of American headquarters was combined to start global management. Taking Beijing Coca-Cola Company as an example, they pay attention to the development of individual and team cooperation, with internal employment as the main factor and external recruitment as the supplement. Combined with the open human resource management mode, not only for recruiting people, but also for the construction of corporate culture. Internal motivation is greater than external motivation, which makes every employee proud to be a Coca-Cola.
4. Enlightenment from the international human resources strategy of large enterprises in China.
4.1.The specific performance of the strategic practice of human resources in the branches of multinational companies
According to the successful internationalization strategies of two international enterprises, the similarities and differences of human resources strategies of some multinational companies' branches are summarized. We can see the following enlightenment:
First, from Haier's going abroad to Coca-Cola's entering the country. It can be seen that the practice of human resources strategy of multinational companies' branches tends to adopt localization policies rather than the policies of parent companies. The similarity between the two is that they finally adopted the global center human resources strategic model. The localization route is very popular with multinational companies.
Secondly, from Coca-Cola Company's acquisition of Huiyuan Juice, combined with COFCO and other behaviors, we can see that the branches established in the form of acquisition follow the local human resources strategic practice more than those established in the form of peaceful investment.
Thirdly, as Haier and Coca-Cola continue to penetrate into the international market, we can see that the longer the branch is established, the more similar its human resource management practice is to the local way.
Fourthly, the gradual shift in strategic direction has made the Coca-Cola Company in China more and more red and China complex, and made Haier's international model more and more mature. It can be seen that the human resources strategy is negatively related to the cultural differences between the home country and its host country.
4.2. China enterprises to deal with multinational companies' talent localization strategy
It's time for China to deal with the talent localization strategy of multinational corporations. We can't help jumping for joy when we see state-owned enterprises like Haier go abroad. At the same time, we should also pay attention to the fact that foreign companies like Coca-Cola and Procter & Gamble are also approaching. Coca-Cola can buy Huiyuan Juice today, and maybe one day it will rush to Mengniu, Yili and other dairy industries to buy it. We need to have a vigilant attitude, and we can't just sit back and wait.
First, attach great importance to the safety of talents from a strategic perspective. Under the new situation that the process of economic globalization is accelerating and scientific and technological progress is changing with each passing day, human resources have become the most important strategic resources, and the security of human resources has become the foundation of the whole national security. In view of the impact of multinational companies' talent localization strategy in China on China's talent security, we must learn from international experience and vigorously implement the talent security strategy in order to effectively safeguard talent security.
Second, strengthen the policy guidance for multinational companies to implement the talent localization strategy. It should be noted that multinational companies' implementation of talent localization strategy in China serves to maximize profits, so it inevitably has negative effects. From the overall situation, we must strengthen the policy guidance for multinational companies to implement the talent localization strategy in China. Its premise is "active and effective", its method is "guided by circumstances" and its goal is "win-win", rather than "special control" on multinational companies.
Third, innovate the training, use, allocation and incentive mechanism of talents. The biggest negative impact of multinational corporations' talent localization strategy in China is the brain drain. In order to reduce this influence as soon as possible, it is imperative to base on the requirements of coping with international competition and enhancing China's international competitiveness, adhere to the scientific concept of talents, firmly establish the concept that talent resources are the first resource, talent advantage is the greatest advantage, and talent development is the first driving force for economic and social development, and further innovate the mechanism of talent training, use, allocation and incentive. The first is to establish a training mechanism for innovative talents. The second is to establish a mechanism for using innovative talents. The third is to establish an innovative talent allocation mechanism. The fourth is to establish an incentive mechanism for innovative talents. Further establish distribution incentive mechanism, human capital property right incentive mechanism and social value incentive mechanism that can fully reflect the value of talents, so as to better attract talents, retain talents, give full play to talents and enhance their competitiveness.
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