The history of the internationalization of enterprises?? Emergency!!

The development stage of international operation The stage of international operation can be analyzed and judged from two perspectives: historical development and enterprise development.

1.From the perspective of historical development, international operation has undergone a process of continuous evolution to a higher level. This process is broadly suspicious and divided into three more typical stages.

1) Initial stage of development. This period was from the 19th century to before the Second World War. In 1865, the German Bayer Chemical Company invested in the opening of an aniline factory in New York, USA; In 1866, the Swedish company Nobel opened an explosives factory in Hamburg, Germany; In 1867, the American Singer Sewing Machine Company established a sewing machine assembly factory in Glasgow, England, thus opening the curtain of transnational business activities.

However, the main characteristics of the international business activities of enterprises are that the activities are mainly based on import and export, and the ways of cross-border investment are few and the countries and industries involved are also very limited.

2) Rapid development stage. This period was from the end of the Second World War to the 80s of the 20th century. With the rapid development of science and technology, the deepening of the international division of labor and the continuous expansion of the world market, enterprises from all over the world have taken the initiative to carry out international operations.

The salient feature of this stage is that transnational corporations, the products of international operations, have gradually become the core organizers and the main economic activities of the world economy. Foreign direct investment has become the leading way for enterprises to operate internationally, and its development speed far exceeds that of international enterprises. At this stage, although enterprises in developed countries continue to maintain a leading position in international operations, multinational companies in some newly industrialized countries and developing countries have also risen one after another and become an important emerging force in international operations.

3) Global competition stage. In the 80s of the 20th century, especially since the 90s, with the acceleration of the pace of economic integration, the degree of economic interconnection and interdependence of various countries has been deepened, and almost all countries have been included in the international division of labor system; At the same time, due to the revolution in information technology and the increasing opening up of the markets of various countries, the competition between countries and enterprises has become increasingly fierce. Nowadays, multinational corporations have become the most important carriers of international business activities.

Through international direct investment, transnational corporations implement global strategies and form globally integrated production systems to carry out business activities around the world. 2.From the perspective of enterprise development From the perspective of enterprise development, international operation is a process from passive to active.

Jonathan and Wieschmiper divide the internationalization process of enterprises into five stages: domestic operation, sporadic exports, recurrent exports, foreign sales and direct investment. Deng Ning believes that the international operation of enterprises can be divided into four different stages of development, namely, indirect and passive participation in the international stage, direct and active participation in the international stage, non-equity arrangement stage and international direct investment stage.

See, it would be absurd for a person to write a book that claims to solve the challenges faced by contemporary companies, but not to make or break in foreign markets. It would be equally ridiculous for a company to think that there is little advice on how to go global, but such advice is everywhere. Many of these suggestions are good, and some are even very good.

Here are some good suggestions. We try not to talk about the advice you've heard, but rather the ones that don't usually go unmentioned, and that we believe will have a tangible, positive impact on your international business journey. Our insights come from 40 years of experience in a large global group and, more recently, more recently for dozens of international business companies, large and small, in a wide range of industries.

Based on these experiences, we believe that for a company to successfully participate in the globalization process, there are four key elements that need to be in place in addition to some of the traditional elements. Maybe your company already happens to have some of them, while others might feel refreshed to you. For example, we don't hear people talk about expatriate insight, but we think it's perhaps the most basic quality a manager with a "global mindset" should have.

More on that later. Whether you're familiar with these crucial elements or not, let's go through each of these four questions by asking (and answering) the following four questions. Question 1:

Is your globalization approach mutually beneficial? Is there any harm to your globalization approach? If so, you're not alone.

For some reason, even a lot of good, smart companies implement globalization with a "quick pay" mentality. They dump goods through local distribution channels in order to quickly develop new ones.

The internationalization of enterprises generally has the following characteristics:

1. Enterprises should not only consider the needs of the domestic market when determining the business direction and making business decisions, but more importantly, consider the needs of the international market, and consciously follow the laws of the world economy and act in accordance with international norms and international practices.

2. Enterprises generally determine the import and export commodities according to the international value and the supply and demand of the international market.

3. Enterprises choose investment areas and allocate production factors according to the principle of profit maximization.

4. Enterprises generally use domestic and foreign resources, especially international talents, technology, capital, information, etc., to promote their own economic development.

5. Enterprises can not only start from a certain part or some individual industries, but also carry out a variety of operations in multiple fields, and finally achieve a complete goal of enterprise internationalization by developing their strengths and avoiding weaknesses.