Chinese enterprises have experienced several key stages in the process of globalization: from 2001 to 2010, with the accession to the WTO, Chinese enterprises opened a new chapter of internationalization; From 2011 to 2018, Chinese companies accelerated their internationalization through mergers and acquisitions; From 2019 to 2021, Internet companies will start to build networks on a global scale. From 2022 to 2023, smes will begin to use the Internet to expand into international markets. By 2024, globalization has become a trend for Chinese companies. In this process, the internationalization strategy of Chinese enterprises has changed from a simple product export to a comprehensive layout including service export and overseas production capacity construction.
The internationalization strategy of Chinese enterprises has changed from a single product output to a diversified global layout. In terms of regional selection, Southeast Asia has attracted the attention of many traditional industries and cultural and entertainment enterprises because of its rapid economic growth and young population structure. The Middle East, with its high level of development and preferential policies, has become an important destination for the export of Chinese technology and production capacity. Because of its maturity, the European market has attracted a large amount of investment in China's new energy industry through two major strategies; Although the African market is still in its infancy, its rapid development momentum is also attracting investment in areas such as infrastructure.
Poor returns from cross-border mergers and acquisitions: the head company's overseas business profits are difficult to reach the domestic or industry average. Talent shortage: Ambiguous positioning makes recruitment difficult, managing local personnel challenging, and cultural differences make communication difficult. Compliance and legal risk: Tax review, environmental compliance, labor rights protection and market access. Lack of field operation experience and cultural integration problems: overseas factory construction often overruns and delays.
Clear strategic positioning and entry strategy: Determine market priorities, develop scientific entry strategy and roadmap. Compliance and risk prevention and control ability: ensure product, operation and capital compliance, anticipate and deal with political, economic and other potential risks. Strong product and brand strength: Develop products that fit local needs, innovate and build a distinct brand image, and enhance brand recognition. Local talent management ability and organizational support: optimize talent layout, formulate localized talent strategy, and build an efficient management and control system. Integration and mobilization of the local ecosystem: integration into the local culture, cooperation with industrial chain partners, to localize the supply chain.
Although Chinese plastics companies are full of challenges to go to sea, as long as they plan to move and are fully prepared, they can ride the waves in the global market. On the road to short-term quick win and long-term development, keep an open mind and agile action, constantly adjust the strategy, will be able to achieve the goal of going to sea, expand the international market.
Post time: Dec-13-2024