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Après dix années de gouvernement de centre-droit sous inspire populiste, la gauche a remporté … Suite »Danemark: la droite perd les législatives

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135299 2009 年 11 月 03 日 08:06 Reading (loading. ..) Comments (0) Category: MSN-Mind
The first chapter analyzes the Chinese market with the continuous influx of multinational companies, Chinese enterprises also have to go abroad: they are the company through acquisitions and alliances to gain raw materials,coach outlet, technology, brand name,coach sneakers, and enter new markets to achieve growth targets, the first half of this year there are about 150 state-owned enterprises have been seeking merger and acquisition opportunities at home and abroad. So far, foreign mining, oil and gas assets has dominated the acquisition of warm up with this wave of acquisitions. Although costly, Chinese enterprises or in the acquisition of a large number of emerging market assets and operating very successfully. But not so easy to conquer Western markets. Some Chinese companies bid to buy raw materials, loss of assets and consumer goods companies, in part because of opposition from Western stakeholders. In contrast, China Mobile and Millicom international mobile phone companies after months of negotiations, at the last minute to give up the acquisition of the company, highlights the Western companies and Chinese companies in the difficulties transactions. Although some deal made, but China is clearly the boss struggling to try to save from time to time loss of assets or second-tier brands, though still too early to reverse the situation. For example, the Chinese household electrical appliance enterprises TCL 2005 net loss of 320 million yuan (collectively 4,000 million), due to the acquisition of the previous year in France, most of the television business of Thomson and Alcatel mobile phone business. Acquisition of a first-class capabilities and the acquisition of veteran familiar with the local market, the business to profitability is a difficult task, not to mention the two Chinese companies do not have. The lack of international experience can learn from Chinese companies not only have to select the right partners or acquisition targets, but also in the transactions, trading and post-trade deal with the skeptical regulators, trade unions and other stakeholders relationship. In addition, they must be in brand, supply chain, market launch capability with international standards, and understand the new market environment, where business problems and their solutions are often very different from the situation with China. In 1978, China carried out market reforms, foreign investment has only just opened the door, marking the For China, this is a special time. The first batch of In the formulation of business strategy, these companies and their Western rivals have a great difference. For various reasons, many of these enterprises failed overseas investments. 1996 to 2003 are At the time of the domestic production over-capacity, low-cost labor advantage and limited domestic demand, driven by such factors, companies started to enter the overseas market. Haier Group is a typical example. 【Note: According to the official website, as of 2007, Haier Group is the world's fourth largest white goods manufacturer. Global sales of about 118 billion yuan (162 billion U.S. dollars). Haier Group has established 64 trading companies (19 overseas), 29 plants (24 overseas), 8 design centers (5 overseas), and 16 industrial parks (4 overseas). 】 From the pace in terms of overseas expansion, Haier Group is a model of prudent gradualism. Geography: the region from near and far to expand, the first foreign trade company in Hong Kong, followed by Southeast Asia and Europe involved in the market; culture: from close to the different cultural expansion. The company chooses to enter Indonesia, because Chinese businessmen have greater influence in Indonesia, and then into English and the Catholic Philippines, the Asian countries, after swept Europe and America; products: from single product to diversified development. First select a product or a business into the local market, and Haier in the product or business more competitive than the local rivals, and then gradually expanded product variety. Haier Group's global operations tend to take another feature is a joint venture model. In the Group in 2004 before more than a dozen overseas investment in which the majority take the form of joint ventures in the United States and Italy, other than those created by the factory but the main function of the latter mainly in manufacturing. In product development and overseas marketing organization, Haier is also taken to the same strategy. The end of 2001, China's accession to the WTO, since the domestic market for foreign enterprises to open, the Chinese companies are thus facing more intense competition in the domestic market, which prompted them to speed up the pace of globalization, and transnational mergers and acquisitions soon became Chinese companies into overseas markets, the principal means. 2004, there have been some high-profile mergers and acquisitions. Shanghai Automotive Industry Corporation (SAIC) invested 500 million U.S. dollars acquisition of a controlling stake in Ssangyong Motor Korea; TCL to 450 million euros acquisition of Thomson's TV RCA brand and the acquisition of Alcatel's overall mobile phone business (failed after three years ); addition to Lenovo Group invested 1.75 billion acquisition of IBM's PC business and so on. After 2004, we call the Cross-border mergers and acquisitions of Chinese enterprises accounted for the total overseas investment increased from less than 20% before 2004, jumped to 31.8% in 2005 to 53% ,2006-2008, it reached 30% -50%. Another trend emerged in recent years is that China's resource companies on cross-border M & A is very positive. Compared with the new investment, mergers and acquisitions is a big advantage is that companies can quickly access to overseas markets, but also to how to manage the global operations of Chinese enterprises has brought new challenges. China's accession to WTO, the competitive environment has changed. First, economic globalization and the emergence of the Internet and other information technologies brought about a profound revolution. 80 years ago in the 20th century,coach women shoes, or 90 in the 20th century, local enterprises are more common form of business, multinational corporations but also less common. But economic globalization has brought about a fundamental revolution: transnational corporations have become a common form of enterprise. Today,coach purses, multinational corporations throughout the world, covering almost all segments of the market, which means that the market provided for the later will be more narrow, and market competition will become more intense. On the other hand, multinational companies restructuring and competitive repositioning strategy for the later ones are likely to bring new business opportunities. Changes in the environment, we can cross from the West's strategic moves in the giant, summarizes some trends: (1) the rise of Refocusing Strategy and control in the supply chain status increased; (2) global expansion and increased cross-border mergers and acquisitions; (3) competition of emerging markets and the local; (4) cooperative competition as the dominant growth mode. In the past decade, particularly from China's accession to the WTO since 2001, many domestic industries to global enterprises truly open market. With the foreign multinationals to strengthen their investment in China and is actively expanding operations, China has become the multinational important link in the value chain, or even that they have become a major revenue source of the market. This has multiple meanings to Chinese enterprises. The most important is that all aspects of Chinese companies currently compete with international companies. These multinational competitors with a global perspective and strategy in the global allocation of resources (especially natural resources and human resources). If you want Chinese companies to achieve sustainable development, we must adopt the same approach. European and American companies in their overseas expansion and more competitive in the domestic market based on: Ten years ago, Korean and Japanese companies investing in overseas markets is still enjoying a huge competitive advantage. In contrast, Chinese companies are forced by competitive pressures to enter the international market. Therefore, they must find a unique approach to managing overseas operations, which we call Are based on the traditional theory of multinational enterprises based on the experience in Europe and America, such as dominance ethics, product life-cycle theory, or oligopoly market thesis ideas. As for the study of multinational companies in emerging markets is very small. Traditional theory of the most important premise is that before making overseas investment, companies must have a clear competitive advantage, both the advantages of the premise. However, the globalization of the complete elimination of some of the barriers, making the important factor of production to free movement around the globe; the rise of the Internet and other information technologies to reduce the cost of cross-border management play an important role; countries are competing to attract foreign direct investment. The result is that management of domestic companies and overseas operations management significantly reduced the cost difference. The change of the existing theory of multinational companies has brought a great challenge. We believe that now is forced to seek in the global market and gain competitive advantage. Their wide range of Law in the global talent, technology and natural resources. This is important nowadays to promote overseas investment factor. For medium-sized enterprises in emerging markets, they face the problem has been not whether or not to expand overseas, but how and foreign investment to develop and enhance their competitive advantage. Today, companies must be based on its global value chain restructuring to, learn the process of globalization for their competitive advantage. Become a multinational, is not an option but a necessity. Non-Western (language and culture) state enterprises in the time of the acquisition of Western companies face even greater obstacles, which means that their M & A failure rate of over 60% of the popular belief. Few successful acquisition of Japanese or South Korean example of U.S. and European companies. Appear in cross-border M & A Our view is that the current market, economic and corporate governance and management system, including market rules, are rooted in local culture and language from the environment evolved. This will make acquisitions in the management of operations by the purchaser faced enormous obstacles. Human resources is an important challenge. M & A business is difficult in the short term to the integration of the acquired companies to hire local culture of middle and senior management personnel and their management. M & A will not give companies a lot of time to deal with this problem, so this problem will become even more severe. September 2006, just one year after the acquisition, BenQ Siemens mobile phone business of the acquisition to end in failure. The failure of numerous acquisitions. However, officers said, according to BenQ, Siemens, they are difficult to manage the German engineers. In announcing the acquisition of TCL Thomson RCA TV after the start of global recruitment, but TCL's chairman Li Dongsheng in 2008, said in a media interview, the right person. The acquisition of Siemens mobile phone business after the failed cases, an interview with BenQ chairman Lee? Renowned writes: to serve as the management of post-merger, but then I discovered that I am at least 30 people. Some companies have conducted a number of the target market surveys,莲的心事, but the investment decision has as yet undetermined reason is that they are not qualified expatriates. However, there are some positive examples in this regard. China's large state-owned resource companies such as PetroChina, Sinopec prior to the overseas investment, and training personnel on assignment to invest a lot of intensity. In addition, the human resources requirements vary for different industries. Resource-intensive or labor-intensive industries the demand for human resources are relatively low number. In Asian countries, one country is a special case, this country is India. India's Tata Group for the past 5 years more than 30 overseas acquisitions, are basically well-functioning. Western business managers for the proposed mergers and acquisitions in the enterprise Due to historical reasons, the Indian firms under long-term impact of British culture and language, they communicate in the language and culture were relatively easy. Another point that emphasizes integration of Indian culture, Indian companies making overseas acquisitions, also stressed that integration, rather than aggression and conquest, which the Indian companies do have a great impact on its overseas acquisitions. China Chemical Industry Group in this regard is a good example. China Chemical Industry Group, headquartered in Beijing, is a large state-owned chemical enterprises with annual sales of about 400 billion yuan (5.9 billion). Since 2005, the company carried out a series of overseas acquisitions. We believe that China Chemical Industry Group in the formulation of overseas investment strategy very well. As a case study in the strategy for the enterprise at least cover the following points: first, reserve personnel and organizations. China Chemical Industry Group President Ren Jianxin, also one of the Blue Star Group, the predecessor company, it established the International Division, and try in the United States and other countries,If some day I give you, not I do not like you, but, some small-scale direct investment. After many staff after training and experience that has now become the company's cross-border mergers and acquisitions department of the business backbone. Followed by information and intelligence support. China Chemical Industry Group has 24 research institutes, these agencies to cross-border mergers and acquisitions in China Chemical Industry Group provides a powerful intelligence services and research support, which in the early stages of acquisition is particularly important. Third, understand the acquisition of objects and their management. China Chemical Industry Group over the target company acquisition, are played with more than three years of China Chemical Industry Group dealings with foreign companies. They understand each other senior staff the situation, and the two have a long experience of cooperation, this is undoubtedly the future of M & laid a good foundation. Factors that affect cross-border mergers and acquisitions industry trends, competitors, political, cultural, economic cycles and many other factors. Do not have a ready-made model can be applied. Companies of any country in this era of globalization, must have a global view, should understand that where access to strategic resources,coach outlet online, relatively cheap, and if companies are trying to overseas mergers and acquisitions, we must develop a strategy as soon as possible to find and train the right people. Chapter II, a proposal to improve the ability to assess risk for overseas Chinese enterprises always seem to bring the business environment of political, labor and environmental risks of misjudgment. Many Chinese companies are too cautious, the results missed investment opportunities; other Chinese companies making overseas acquisitions, the unnecessarily bear serious consequences. To avoid these problems, Chinese enterprises must carry out their investment decisions to better risk assessment. In particular, they should be more comprehensive understanding of risk will affect the future value of M & A targets. CNOOC acquisition of Unocal's efforts failed because the politicians in the United States will be attacked for the acquisition of a threat to U.S. national interests, this is the M & A risk one example of misjudgment. This is not the only case. In 2001, a Chinese utility company had considered investing in Southeast Asia, but to judge the political risk of the market is too high and eventually gave up merger plan (three years, the company return to the market, by leading an international consortium to help it assess local risks, and acquisition targets out of a much higher offer, and ultimately the acquisition of success). In recent years, China's consumer electronics group TCL Multimedia Technology unexpectedly found that the restrictions of trade unions in Europe to close the loss of newly acquired businesses to spend a lot of money and time. Training and recruitment of experts within the enterprise to assess the risks of overseas staff to enhance their own ability will be essential to long-term steps. However, Chinese enterprises can now also make a difference: the early stage of the evaluation process early acquisition of the target company to employ familiar environment where third-party experts (such as law firms and public relations firms). With experienced consultants to work together, you can also expedite the company should know how to manage risk. Business partners and Chinese government officials and respond to weigh the risks the company is also a valuable resource. Private equity partners can not only provide funding, marketing, technology and management knowledge, but also the pool of overseas contacts and networks, and therefore a good resource. Chinese Embassy and some non-Chinese organizations (such as a lawyer specializing in government relations firm and is responsible for local development groups to attract foreign investment) will also help overseas Chinese companies manage government relations and business relationships. Second, be prepared for the acquisition of Chinese enterprises should be ready to seize the opportunities of international expansion, particularly in mergers and acquisitions, this opportunity may unexpectedly appear. In order to effectively achieve expansion through mergers and acquisitions, Chinese enterprises must be sold by the company with the correct channels for dialogue and to establish a clear process to quickly (but not hasty) decision making. Lack of acquisition experience in business should be followed at the beginning of today's multinational corporations have adopted the basic steps. A necessary step is to create strategic intent to reflect the company's comprehensive database of acquisition targets. Companies should also consider carefully the potential to enter the markets that policy makers and other stakeholders, these markets business and economic environment. Once the effective takeover target, one that contains the information of the acquisition target of such a database would facilitate the actual situation of risk management. In order to capture suitable acquisition opportunities, businesses should in our industry, and with investment institutions, national and corporate mergers and acquisitions where the government of the country to establish a good network of relationships. Interested can respond quickly to acquisition opportunities of companies have adopted a strict screening criteria to determine the merits serious consideration potential acquisition targets. For the less experienced companies, the screening criteria may include the basic value drivers, such as market prospects, potential synergies and operational and financial advantages. Enterprises also according to their own experience, the experience of other companies and global best practices prepared by the internal M & A Handbook. M & A guidelines and corporate governance are usually covered decision-making, valuations and pricing, transaction process management, the capacity required to complete the transaction and merger integration methods (including the resolution of different legal systems, cultural standards and values methods) which is senior management was the most difficult part. Manual can be prepared in advance of such Chinese companies to shorten the lengthy process of consensus-building, thus speeding up the pace of globalization of Chinese enterprises. Third, cultivate global talent in the globalization efforts of Chinese enterprises, the biggest obstacle is the lack of staff with appropriate expertise. A high-tech company executive told us: Chinese executives have said the lack of true cross-cultural knowledge with staff or management experience of foreign talent, they hampered the work of globalization. 93% of Chinese executives surveyed believe that China can not be more positive if the company has the right to train leaders, they will not achieve the goal of globalization. These limitations are also the same in the senior management there. Chinese executives surveyed, 56% of people said they did not receive cross-cultural training, 50% said they are unwilling to accept overseas. In contrast, TNCs from developed countries often experience this kind of work overseas as a necessary condition for job promotion. Many Chinese enterprises have started their best managers sent for intensive training in management (such as multinational corporations and business schools conducted by the corporate university training program) to solve the problem of the lack of global experience. Other Chinese companies are appointed with the recruitment of experienced international talent personnel manager. Telecom equipment maker Huawei and other Chinese companies have adopted a pilot project with a global recruitment, competitive salaries, the same location, and trans-regional movement of rotation. These projects include how to be taught reporting, and all kinds of people (especially foreigners) communication and conflict resolution. In addition to these skills, the Chinese managers also must learn how to assign tasks, counseling others, and dialogue with colleagues difficult. Although these soft skills in a company's global expansion are increasingly important, but the business culture in China has generally not been fully applied, and have not been properly evaluated. Some Chinese enterprises to go abroad to find talent to fill the capacity gap. For example, TCL employed at Philips for 28 years, Singaporeans Leong Yue Wing served as Group Vice President; Lenovo Bill Amelio from Dell as the company hired the leaders of the Americans, seeing that he was in emerging markets and extensive experience in developed markets, as well as various senior operating positions in the representation of experience. In fact, the association of more than 70% of top management team members are non-Chinese staff. In the recruitment and retention of foreign managers, the Chinese enterprises are facing challenges from a lack of global experience. And will be loyal to the company's employees in China as a matter of course different,�×.�80后的我们，依然单身。 - Qzone日志, foreign employees are required to pay more attention to senior management, to experience similar levels of sense of mission. For example, if their local supervisors and colleagues can not let them in as little as possible under the supervision of the job done, they can not completely integrate into the company. Compared with the local staff, the company also requires foreign employees such as career development prospects, corporate governance and management's expectations and other issues more clearly. Fourth, to build a global brand for high-tech and consumer products industries of Chinese enterprises, the main driving force for globalization to find new markets for their products reflected the demand. Brand building is such a company one of the most important consideration. Whether the purchase of sophisticated global brand, or launch their own brands, they must establish marketing capabilities, although this in a closed domestic market is not important. Overall, investments and acquisitions in order to obtain the value brought by the brand, Chinese enterprises must strive to change the view of the global market for their products from low-cost low-quality into the quality of its global competitors rather or better. So far, no company has the Chinese brands into global brands a panacea, but some companies have made considerable progress. For many companies, part of the answer lies in better marketing, combined with high quality and low cost of both product development strategy. For example, when Huawei's overseas expansion, it's business model emphasizes using new technology, more focus on customer needs and well-established brand image. Huawei has also made the first into the developing markets of strategic choices. us to expand into developed markets. . The prerequisite for an effective organizational structure of the company to a market a product. Globalization, however, clearly require different organizational structures and processes. For example, in the past decade, Huawei from just 800 employees, only in the Chinese market a product (telephone switching equipment) and small company has grown to 61,000 employees in more than 100 countries Customer sales of six products of large enterprises. In the development process, Huawei has created a structure, so that production units and regional departments who take the profit and loss responsibility and independent decision-making. Each product unit to develop its own products and develop sales strategies, the implementation by the regional branch. Both have separate personnel decisions. As one executive told us, Many Chinese enterprises are struggling to develop, update and implement new organizational structures. Create a transparent financial performance standards, a strong regional organization is a good start. Such organizations can play a role because of its relatively simple design, the minimum destructive effect, and can clearly reveal the profit and loss. Simplicity is important: many Chinese business leaders in the senior management team, the lack of international experience, it is also not competent to take on global operational responsibilities. Global organization in the standardization system (such as performance assessment system) helps to ensure that employees follow the same quality of work standards, and encouraged many people to overcome their lack of experience. With the globalization of Chinese enterprises operating on a more familiar, they can use more sophisticated organizational model. Six, seeking the balance between different cultures as the globalization of Chinese enterprises to embark on the journey, one of the challenges they will face is how to approach China and the West and the cultural norms of communication with up. For many Chinese enterprises, this will be the biggest obstacles to achieve global integration is one made in a global context one of the biggest obstacles excellent performance. In addition, many Chinese managers of English fluently, but English has increasingly become a global universal language of business. When they take the country when this issue will hurt their self-confidence to speak. Combined with the cultural does not like to go straight, which prevents them directly and clearly express their views to a global audience, and this is the conventional Western General business communication. In addition, Chinese culture in general less strict distinction between work and personal life, and most Westerners consciously distinguish between the two. China's corporate culture more emphasis on seniority and personal relationships,coach sunglasses outlet, responsibilities and obligations would seem relatively minor, this emphasis on personal obligations with the Western society, personal values and ability to show completely different. Chinese and Western norms of the right combination of circumstances according to each company vary, and may gradually evolve. To speed up the process of cultural globalization, senior executives of Chinese enterprises can be held in different locations around the world, open-agenda meetings for people from different cultural backgrounds of managers in different environments to eliminate barriers. Communication skills training and public relations programs for executives will also help bridge the cultural differences. This new means of communication must be a vision of shared values and sense of mission as the core, especially when very different each other especially when the companies merge. Manager for the new organization should strive to establish a common strategy and mission, and clearly express a new corporate culture, including a clear description of the functions and responsibilities. Communication and culture through seminars, should make all employees from different countries to understand the different core values and beliefs. Communication and cultural training should be designed to encourage discussion on the attitude of decision-making and implementation of risk-averse and unwilling to change from the face of conflict directly into a pro-active and inclusive. Overseas expansion of Chinese enterprises is at an important stage on the cusp. They have a huge international market potential, but to be successful, they must overcome their own lack of experience difficulties, the courage to change the self.

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135299 2009 年 11 月 03 日 08:06 Reading (loading. ..) Comments (0) Category: MSN-Mind
The first chapter analyzes the Chinese market with the continuous influx of multinational companies, Chinese enterprises also have to go abroad: they are the company through acquisitions and alliances to gain raw materials,coach outlet, technology, brand name,coach sneakers, and enter new markets to achieve growth targets, the first half of this year there are about 150 state-owned enterprises have been seeking merger and acquisition opportunities at home and abroad. So far, foreign mining, oil and gas assets has dominated the acquisition of warm up with this wave of acquisitions. Although costly, Chinese enterprises or in the acquisition of a large number of emerging market assets and operating very successfully. But not so easy to conquer Western markets. Some Chinese companies bid to buy raw materials, loss of assets and consumer goods companies, in part because of opposition from Western stakeholders. In contrast, China Mobile and Millicom international mobile phone companies after months of negotiations, at the last minute to give up the acquisition of the company, highlights the Western companies and Chinese companies in the difficulties transactions. Although some deal made, but China is clearly the boss struggling to try to save from time to time loss of assets or second-tier brands, though still too early to reverse the situation. For example, the Chinese household electrical appliance enterprises TCL 2005 net loss of 320 million yuan (collectively 4,000 million), due to the acquisition of the previous year in France, most of the television business of Thomson and Alcatel mobile phone business. Acquisition of a first-class capabilities and the acquisition of veteran familiar with the local market, the business to profitability is a difficult task, not to mention the two Chinese companies do not have. The lack of international experience can learn from Chinese companies not only have to select the right partners or acquisition targets, but also in the transactions, trading and post-trade deal with the skeptical regulators, trade unions and other stakeholders relationship. In addition, they must be in brand, supply chain, market launch capability with international standards, and understand the new market environment, where business problems and their solutions are often very different from the situation with China. In 1978, China carried out market reforms, foreign investment has only just opened the door, marking the For China, this is a special time. The first batch of In the formulation of business strategy, these companies and their Western rivals have a great difference. For various reasons, many of these enterprises failed overseas investments. 1996 to 2003 are At the time of the domestic production over-capacity, low-cost labor advantage and limited domestic demand, driven by such factors, companies started to enter the overseas market. Haier Group is a typical example. 【Note: According to the official website, as of 2007, Haier Group is the world's fourth largest white goods manufacturer. Global sales of about 118 billion yuan (162 billion U.S. dollars). Haier Group has established 64 trading companies (19 overseas), 29 plants (24 overseas), 8 design centers (5 overseas), and 16 industrial parks (4 overseas). 】 From the pace in terms of overseas expansion, Haier Group is a model of prudent gradualism. Geography: the region from near and far to expand, the first foreign trade company in Hong Kong, followed by Southeast Asia and Europe involved in the market; culture: from close to the different cultural expansion. The company chooses to enter Indonesia, because Chinese businessmen have greater influence in Indonesia, and then into English and the Catholic Philippines, the Asian countries, after swept Europe and America; products: from single product to diversified development. First select a product or a business into the local market, and Haier in the product or business more competitive than the local rivals, and then gradually expanded product variety. Haier Group's global operations tend to take another feature is a joint venture model. In the Group in 2004 before more than a dozen overseas investment in which the majority take the form of joint ventures in the United States and Italy, other than those created by the factory but the main function of the latter mainly in manufacturing. In product development and overseas marketing organization, Haier is also taken to the same strategy. The end of 2001, China's accession to the WTO, since the domestic market for foreign enterprises to open, the Chinese companies are thus facing more intense competition in the domestic market, which prompted them to speed up the pace of globalization, and transnational mergers and acquisitions soon became Chinese companies into overseas markets, the principal means. 2004, there have been some high-profile mergers and acquisitions. Shanghai Automotive Industry Corporation (SAIC) invested 500 million U.S. dollars acquisition of a controlling stake in Ssangyong Motor Korea; TCL to 450 million euros acquisition of Thomson's TV RCA brand and the acquisition of Alcatel's overall mobile phone business (failed after three years ); addition to Lenovo Group invested 1.75 billion acquisition of IBM's PC business and so on. After 2004, we call the Cross-border mergers and acquisitions of Chinese enterprises accounted for the total overseas investment increased from less than 20% before 2004, jumped to 31.8% in 2005 to 53% ,2006-2008, it reached 30% -50%. Another trend emerged in recent years is that China's resource companies on cross-border M & A is very positive. Compared with the new investment, mergers and acquisitions is a big advantage is that companies can quickly access to overseas markets, but also to how to manage the global operations of Chinese enterprises has brought new challenges. China's accession to WTO, the competitive environment has changed. First, economic globalization and the emergence of the Internet and other information technologies brought about a profound revolution. 80 years ago in the 20th century,coach women shoes, or 90 in the 20th century, local enterprises are more common form of business, multinational corporations but also less common. But economic globalization has brought about a fundamental revolution: transnational corporations have become a common form of enterprise. Today,coach purses, multinational corporations throughout the world, covering almost all segments of the market, which means that the market provided for the later will be more narrow, and market competition will become more intense. On the other hand, multinational companies restructuring and competitive repositioning strategy for the later ones are likely to bring new business opportunities. Changes in the environment, we can cross from the West's strategic moves in the giant, summarizes some trends: (1) the rise of Refocusing Strategy and control in the supply chain status increased; (2) global expansion and increased cross-border mergers and acquisitions; (3) competition of emerging markets and the local; (4) cooperative competition as the dominant growth mode. In the past decade, particularly from China's accession to the WTO since 2001, many domestic industries to global enterprises truly open market. With the foreign multinationals to strengthen their investment in China and is actively expanding operations, China has become the multinational important link in the value chain, or even that they have become a major revenue source of the market. This has multiple meanings to Chinese enterprises. The most important is that all aspects of Chinese companies currently compete with international companies. These multinational competitors with a global perspective and strategy in the global allocation of resources (especially natural resources and human resources). If you want Chinese companies to achieve sustainable development, we must adopt the same approach. European and American companies in their overseas expansion and more competitive in the domestic market based on: Ten years ago, Korean and Japanese companies investing in overseas markets is still enjoying a huge competitive advantage. In contrast, Chinese companies are forced by competitive pressures to enter the international market. Therefore, they must find a unique approach to managing overseas operations, which we call Are based on the traditional theory of multinational enterprises based on the experience in Europe and America, such as dominance ethics, product life-cycle theory, or oligopoly market thesis ideas. As for the study of multinational companies in emerging markets is very small. Traditional theory of the most important premise is that before making overseas investment, companies must have a clear competitive advantage, both the advantages of the premise. However, the globalization of the complete elimination of some of the barriers, making the important factor of production to free movement around the globe; the rise of the Internet and other information technologies to reduce the cost of cross-border management play an important role; countries are competing to attract foreign direct investment. The result is that management of domestic companies and overseas operations management significantly reduced the cost difference. The change of the existing theory of multinational companies has brought a great challenge. We believe that now is forced to seek in the global market and gain competitive advantage. Their wide range of Law in the global talent, technology and natural resources. This is important nowadays to promote overseas investment factor. For medium-sized enterprises in emerging markets, they face the problem has been not whether or not to expand overseas, but how and foreign investment to develop and enhance their competitive advantage. Today, companies must be based on its global value chain restructuring to, learn the process of globalization for their competitive advantage. Become a multinational, is not an option but a necessity. Non-Western (language and culture) state enterprises in the time of the acquisition of Western companies face even greater obstacles, which means that their M & A failure rate of over 60% of the popular belief. Few successful acquisition of Japanese or South Korean example of U.S. and European companies. Appear in cross-border M & A Our view is that the current market, economic and corporate governance and management system, including market rules, are rooted in local culture and language from the environment evolved. This will make acquisitions in the management of operations by the purchaser faced enormous obstacles. Human resources is an important challenge. M & A business is difficult in the short term to the integration of the acquired companies to hire local culture of middle and senior management personnel and their management. M & A will not give companies a lot of time to deal with this problem, so this problem will become even more severe. September 2006, just one year after the acquisition, BenQ Siemens mobile phone business of the acquisition to end in failure. The failure of numerous acquisitions. However, officers said, according to BenQ, Siemens, they are difficult to manage the German engineers. In announcing the acquisition of TCL Thomson RCA TV after the start of global recruitment, but TCL's chairman Li Dongsheng in 2008, said in a media interview, the right person. The acquisition of Siemens mobile phone business after the failed cases, an interview with BenQ chairman Lee? Renowned writes: to serve as the management of post-merger, but then I discovered that I am at least 30 people. Some companies have conducted a number of the target market surveys,莲的心事, but the investment decision has as yet undetermined reason is that they are not qualified expatriates. However, there are some positive examples in this regard. China's large state-owned resource companies such as PetroChina, Sinopec prior to the overseas investment, and training personnel on assignment to invest a lot of intensity. In addition, the human resources requirements vary for different industries. Resource-intensive or labor-intensive industries the demand for human resources are relatively low number. In Asian countries, one country is a special case, this country is India. India's Tata Group for the past 5 years more than 30 overseas acquisitions, are basically well-functioning. Western business managers for the proposed mergers and acquisitions in the enterprise Due to historical reasons, the Indian firms under long-term impact of British culture and language, they communicate in the language and culture were relatively easy. Another point that emphasizes integration of Indian culture, Indian companies making overseas acquisitions, also stressed that integration, rather than aggression and conquest, which the Indian companies do have a great impact on its overseas acquisitions. China Chemical Industry Group in this regard is a good example. China Chemical Industry Group, headquartered in Beijing, is a large state-owned chemical enterprises with annual sales of about 400 billion yuan (5.9 billion). Since 2005, the company carried out a series of overseas acquisitions. We believe that China Chemical Industry Group in the formulation of overseas investment strategy very well. As a case study in the strategy for the enterprise at least cover the following points: first, reserve personnel and organizations. China Chemical Industry Group President Ren Jianxin, also one of the Blue Star Group, the predecessor company, it established the International Division, and try in the United States and other countries,If some day I give you, not I do not like you, but, some small-scale direct investment. After many staff after training and experience that has now become the company's cross-border mergers and acquisitions department of the business backbone. Followed by information and intelligence support. China Chemical Industry Group has 24 research institutes, these agencies to cross-border mergers and acquisitions in China Chemical Industry Group provides a powerful intelligence services and research support, which in the early stages of acquisition is particularly important. Third, understand the acquisition of objects and their management. China Chemical Industry Group over the target company acquisition, are played with more than three years of China Chemical Industry Group dealings with foreign companies. They understand each other senior staff the situation, and the two have a long experience of cooperation, this is undoubtedly the future of M & laid a good foundation. Factors that affect cross-border mergers and acquisitions industry trends, competitors, political, cultural, economic cycles and many other factors. Do not have a ready-made model can be applied. Companies of any country in this era of globalization, must have a global view, should understand that where access to strategic resources,coach outlet online, relatively cheap, and if companies are trying to overseas mergers and acquisitions, we must develop a strategy as soon as possible to find and train the right people. Chapter II, a proposal to improve the ability to assess risk for overseas Chinese enterprises always seem to bring the business environment of political, labor and environmental risks of misjudgment. Many Chinese companies are too cautious, the results missed investment opportunities; other Chinese companies making overseas acquisitions, the unnecessarily bear serious consequences. To avoid these problems, Chinese enterprises must carry out their investment decisions to better risk assessment. In particular, they should be more comprehensive understanding of risk will affect the future value of M & A targets. CNOOC acquisition of Unocal's efforts failed because the politicians in the United States will be attacked for the acquisition of a threat to U.S. national interests, this is the M & A risk one example of misjudgment. This is not the only case. In 2001, a Chinese utility company had considered investing in Southeast Asia, but to judge the political risk of the market is too high and eventually gave up merger plan (three years, the company return to the market, by leading an international consortium to help it assess local risks, and acquisition targets out of a much higher offer, and ultimately the acquisition of success). In recent years, China's consumer electronics group TCL Multimedia Technology unexpectedly found that the restrictions of trade unions in Europe to close the loss of newly acquired businesses to spend a lot of money and time. Training and recruitment of experts within the enterprise to assess the risks of overseas staff to enhance their own ability will be essential to long-term steps. However, Chinese enterprises can now also make a difference: the early stage of the evaluation process early acquisition of the target company to employ familiar environment where third-party experts (such as law firms and public relations firms). With experienced consultants to work together, you can also expedite the company should know how to manage risk. Business partners and Chinese government officials and respond to weigh the risks the company is also a valuable resource. Private equity partners can not only provide funding, marketing, technology and management knowledge, but also the pool of overseas contacts and networks, and therefore a good resource. Chinese Embassy and some non-Chinese organizations (such as a lawyer specializing in government relations firm and is responsible for local development groups to attract foreign investment) will also help overseas Chinese companies manage government relations and business relationships. Second, be prepared for the acquisition of Chinese enterprises should be ready to seize the opportunities of international expansion, particularly in mergers and acquisitions, this opportunity may unexpectedly appear. In order to effectively achieve expansion through mergers and acquisitions, Chinese enterprises must be sold by the company with the correct channels for dialogue and to establish a clear process to quickly (but not hasty) decision making. Lack of acquisition experience in business should be followed at the beginning of today's multinational corporations have adopted the basic steps. A necessary step is to create strategic intent to reflect the company's comprehensive database of acquisition targets. Companies should also consider carefully the potential to enter the markets that policy makers and other stakeholders, these markets business and economic environment. Once the effective takeover target, one that contains the information of the acquisition target of such a database would facilitate the actual situation of risk management. In order to capture suitable acquisition opportunities, businesses should in our industry, and with investment institutions, national and corporate mergers and acquisitions where the government of the country to establish a good network of relationships. Interested can respond quickly to acquisition opportunities of companies have adopted a strict screening criteria to determine the merits serious consideration potential acquisition targets. For the less experienced companies, the screening criteria may include the basic value drivers, such as market prospects, potential synergies and operational and financial advantages. Enterprises also according to their own experience, the experience of other companies and global best practices prepared by the internal M & A Handbook. M & A guidelines and corporate governance are usually covered decision-making, valuations and pricing, transaction process management, the capacity required to complete the transaction and merger integration methods (including the resolution of different legal systems, cultural standards and values methods) which is senior management was the most difficult part. Manual can be prepared in advance of such Chinese companies to shorten the lengthy process of consensus-building, thus speeding up the pace of globalization of Chinese enterprises. Third, cultivate global talent in the globalization efforts of Chinese enterprises, the biggest obstacle is the lack of staff with appropriate expertise. A high-tech company executive told us: Chinese executives have said the lack of true cross-cultural knowledge with staff or management experience of foreign talent, they hampered the work of globalization. 93% of Chinese executives surveyed believe that China can not be more positive if the company has the right to train leaders, they will not achieve the goal of globalization. These limitations are also the same in the senior management there. Chinese executives surveyed, 56% of people said they did not receive cross-cultural training, 50% said they are unwilling to accept overseas. In contrast, TNCs from developed countries often experience this kind of work overseas as a necessary condition for job promotion. Many Chinese enterprises have started their best managers sent for intensive training in management (such as multinational corporations and business schools conducted by the corporate university training program) to solve the problem of the lack of global experience. Other Chinese companies are appointed with the recruitment of experienced international talent personnel manager. Telecom equipment maker Huawei and other Chinese companies have adopted a pilot project with a global recruitment, competitive salaries, the same location, and trans-regional movement of rotation. These projects include how to be taught reporting, and all kinds of people (especially foreigners) communication and conflict resolution. In addition to these skills, the Chinese managers also must learn how to assign tasks, counseling others, and dialogue with colleagues difficult. Although these soft skills in a company's global expansion are increasingly important, but the business culture in China has generally not been fully applied, and have not been properly evaluated. Some Chinese enterprises to go abroad to find talent to fill the capacity gap. For example, TCL employed at Philips for 28 years, Singaporeans Leong Yue Wing served as Group Vice President; Lenovo Bill Amelio from Dell as the company hired the leaders of the Americans, seeing that he was in emerging markets and extensive experience in developed markets, as well as various senior operating positions in the representation of experience. In fact, the association of more than 70% of top management team members are non-Chinese staff. In the recruitment and retention of foreign managers, the Chinese enterprises are facing challenges from a lack of global experience. And will be loyal to the company's employees in China as a matter of course different,�×.�80后的我们，依然单身。 - Qzone日志, foreign employees are required to pay more attention to senior management, to experience similar levels of sense of mission. For example, if their local supervisors and colleagues can not let them in as little as possible under the supervision of the job done, they can not completely integrate into the company. Compared with the local staff, the company also requires foreign employees such as career development prospects, corporate governance and management's expectations and other issues more clearly. Fourth, to build a global brand for high-tech and consumer products industries of Chinese enterprises, the main driving force for globalization to find new markets for their products reflected the demand. Brand building is such a company one of the most important consideration. Whether the purchase of sophisticated global brand, or launch their own brands, they must establish marketing capabilities, although this in a closed domestic market is not important. Overall, investments and acquisitions in order to obtain the value brought by the brand, Chinese enterprises must strive to change the view of the global market for their products from low-cost low-quality into the quality of its global competitors rather or better. So far, no company has the Chinese brands into global brands a panacea, but some companies have made considerable progress. For many companies, part of the answer lies in better marketing, combined with high quality and low cost of both product development strategy. For example, when Huawei's overseas expansion, it's business model emphasizes using new technology, more focus on customer needs and well-established brand image. Huawei has also made the first into the developing markets of strategic choices. us to expand into developed markets. . The prerequisite for an effective organizational structure of the company to a market a product. Globalization, however, clearly require different organizational structures and processes. For example, in the past decade, Huawei from just 800 employees, only in the Chinese market a product (telephone switching equipment) and small company has grown to 61,000 employees in more than 100 countries Customer sales of six products of large enterprises. In the development process, Huawei has created a structure, so that production units and regional departments who take the profit and loss responsibility and independent decision-making. Each product unit to develop its own products and develop sales strategies, the implementation by the regional branch. Both have separate personnel decisions. As one executive told us, Many Chinese enterprises are struggling to develop, update and implement new organizational structures. Create a transparent financial performance standards, a strong regional organization is a good start. Such organizations can play a role because of its relatively simple design, the minimum destructive effect, and can clearly reveal the profit and loss. Simplicity is important: many Chinese business leaders in the senior management team, the lack of international experience, it is also not competent to take on global operational responsibilities. Global organization in the standardization system (such as performance assessment system) helps to ensure that employees follow the same quality of work standards, and encouraged many people to overcome their lack of experience. With the globalization of Chinese enterprises operating on a more familiar, they can use more sophisticated organizational model. Six, seeking the balance between different cultures as the globalization of Chinese enterprises to embark on the journey, one of the challenges they will face is how to approach China and the West and the cultural norms of communication with up. For many Chinese enterprises, this will be the biggest obstacles to achieve global integration is one made in a global context one of the biggest obstacles excellent performance. In addition, many Chinese managers of English fluently, but English has increasingly become a global universal language of business. When they take the country when this issue will hurt their self-confidence to speak. Combined with the cultural does not like to go straight, which prevents them directly and clearly express their views to a global audience, and this is the conventional Western General business communication. In addition, Chinese culture in general less strict distinction between work and personal life, and most Westerners consciously distinguish between the two. China's corporate culture more emphasis on seniority and personal relationships,coach sunglasses outlet, responsibilities and obligations would seem relatively minor, this emphasis on personal obligations with the Western society, personal values and ability to show completely different. Chinese and Western norms of the right combination of circumstances according to each company vary, and may gradually evolve. To speed up the process of cultural globalization, senior executives of Chinese enterprises can be held in different locations around the world, open-agenda meetings for people from different cultural backgrounds of managers in different environments to eliminate barriers. Communication skills training and public relations programs for executives will also help bridge the cultural differences. This new means of communication must be a vision of shared values and sense of mission as the core, especially when very different each other especially when the companies merge. Manager for the new organization should strive to establish a common strategy and mission, and clearly express a new corporate culture, including a clear description of the functions and responsibilities. Communication and culture through seminars, should make all employees from different countries to understand the different core values and beliefs. Communication and cultural training should be designed to encourage discussion on the attitude of decision-making and implementation of risk-averse and unwilling to change from the face of conflict directly into a pro-active and inclusive. Overseas expansion of Chinese enterprises is at an important stage on the cusp. They have a huge international market potential, but to be successful, they must overcome their own lack of experience difficulties, the courage to change the self.