復星國際化戰(zhàn)略研究
發(fā)布時間：2018-07-29 09:59
【摘要】：全球化已成為世界經濟發(fā)展主流,中國企業(yè)由最初被動卷進全球化浪潮,到如今積極涌入國際舞臺,參與態(tài)度和特征已發(fā)生巨大變化。面對全球日益激烈的競爭環(huán)境,中國企業(yè)需要在錯綜復雜的國際環(huán)境中找準自身定位,對經濟宏觀環(huán)境和行業(yè)微觀特點進行準確把握,客觀評估自身發(fā)展特點,制定出清晰可行的國際化戰(zhàn)略,并盡可能靈活和正確實施,才能讓企業(yè)的國際化競爭水平不斷提升,最終實現(xiàn)國際化經營。一般而言,企業(yè)通常以非股權和股權兩種模式進入國際市場。從最初改革開放走出去開始,到如今走出去戰(zhàn)略2.0,中國企業(yè)國際化經歷了四個階段的變化:國際商品貿易—對外實物資產投資—通常的國際資本投資—戰(zhàn)略性投資控股。中國企業(yè)“走出去”的主要進入模式是FDI,而FDI的又是以跨境并購為主流。中國企業(yè)現(xiàn)正向全球價值鏈上游邁進,以并購海外先進公司轉型升級的模式成為中國企業(yè)國際化的新常態(tài)。本文研究對象復星(復星國際有限公司及其子公司合稱“復星”,下文統(tǒng)一簡稱復星),正是通過不斷跨國并購的戰(zhàn)略方式實現(xiàn)國際化。中國國內對于企業(yè)國際化的研究已比較成熟,但復星作為中國最大的民營企業(yè)之一,學術界對其國際化的研究卻寥寥無幾。作者的初衷是在掌握其他研究企業(yè)國際化戰(zhàn)略文獻的情況下,希望能對復星的國際化戰(zhàn)略作系統(tǒng)性總結研究,從而給后來研究者提供研究復星國際化翔實的資料。本文首先對中國企業(yè)海外并購的特點和存在的問題作詳細論述,為下文復星國際化戰(zhàn)略選擇作鋪墊依據(jù)。同時對復星國際化戰(zhàn)略的環(huán)境作詳盡剖析,涉及背景和動因,以及在使用SWOT工具分析戰(zhàn)略環(huán)境的條件下,得出復星實現(xiàn)國際化目標的具體兩種手段,即“中國動力嫁接全球資源”和借鑒巴菲特模式。并通過復星兩種手段下的典型案例,來論述復星國際化戰(zhàn)略措施的謀劃舉措和標準,以及對比動因所產生的戰(zhàn)略成效,從而支持復星國際化戰(zhàn)略正確性和可借鑒性。最后基于前文構建復星的戰(zhàn)略體系,包括戰(zhàn)略決策、戰(zhàn)略謀劃以及戰(zhàn)略實施舉措,對復星國際化總體梳理評價,提出參考意見和建議。
[Abstract]:Globalization has become the mainstream of world economic development. From the initial passive involvement of Chinese enterprises into the wave of globalization to the international stage, the attitude and characteristics of participation have changed greatly. In the face of the increasingly fierce global competitive environment, Chinese enterprises need to find their own position in the complicated international environment, accurately grasp the macro-economic environment and the micro-characteristics of the industry, and objectively evaluate their own development characteristics. Only by working out a clear and feasible internationalization strategy and implementing it as flexibly and correctly as possible can the international competition level of the enterprise be continuously improved and finally the internationalization management be realized. Generally speaking, enterprises usually enter the international market in two modes: non-equity and equity. From the beginning of reform and opening up to the outside world, to the strategy of going out 2.0, the internationalization of Chinese enterprises has undergone four stages: international commodity trade, foreign physical assets investment, common international capital investment and strategic investment holding. The main entry mode for Chinese enterprises is FDI, while FDI is dominated by cross-border mergers and acquisitions. Chinese companies are now moving up the global value chain, becoming the new normal for the internationalization of Chinese enterprises in the mode of merger and acquisition of overseas advanced companies. The object of this paper is Fosun (Fosun International Co., Ltd and its subsidiary companies). The research on enterprise internationalization in China is mature, but Fosun is one of the largest private enterprises in China. The original intention of the author is to make a systematic summary and study of Fosun's internationalization strategy under the condition of mastering other literature on the internationalization strategy of enterprises, so as to provide the researchers with full and accurate information on the internationalization of Fosun. In this paper, the characteristics and problems of overseas M & A of Chinese enterprises are discussed in detail, which lays the foundation for the selection of Fosun's internationalization strategy. At the same time, the environment of Fosun's internationalization strategy is analyzed in detail, which involves the background and motivation, and under the condition of using SWOT tool to analyze the strategic environment, two specific means to achieve the internationalization goal of Fosun are obtained. That is, "China's dynamic grafting of global resources" and learn from Buffett model. Through two typical cases of Fosun, this paper discusses the planning measures and standards of Fosun's internationalization strategy, and compares the strategic effects produced by the motivation, so as to support the correctness and referential value of Fosun's internationalization strategy. Finally, based on the previous construction of Fosun's strategic system, including strategic decision-making, strategic planning and strategic implementation measures, the overall carding and evaluation of Fosun's internationalization, suggestions and suggestions are put forward.
【學位授予單位】：深圳大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F276.5;F271
本文編號：2152320
[Abstract]:Globalization has become the mainstream of world economic development. From the initial passive involvement of Chinese enterprises into the wave of globalization to the international stage, the attitude and characteristics of participation have changed greatly. In the face of the increasingly fierce global competitive environment, Chinese enterprises need to find their own position in the complicated international environment, accurately grasp the macro-economic environment and the micro-characteristics of the industry, and objectively evaluate their own development characteristics. Only by working out a clear and feasible internationalization strategy and implementing it as flexibly and correctly as possible can the international competition level of the enterprise be continuously improved and finally the internationalization management be realized. Generally speaking, enterprises usually enter the international market in two modes: non-equity and equity. From the beginning of reform and opening up to the outside world, to the strategy of going out 2.0, the internationalization of Chinese enterprises has undergone four stages: international commodity trade, foreign physical assets investment, common international capital investment and strategic investment holding. The main entry mode for Chinese enterprises is FDI, while FDI is dominated by cross-border mergers and acquisitions. Chinese companies are now moving up the global value chain, becoming the new normal for the internationalization of Chinese enterprises in the mode of merger and acquisition of overseas advanced companies. The object of this paper is Fosun (Fosun International Co., Ltd and its subsidiary companies). The research on enterprise internationalization in China is mature, but Fosun is one of the largest private enterprises in China. The original intention of the author is to make a systematic summary and study of Fosun's internationalization strategy under the condition of mastering other literature on the internationalization strategy of enterprises, so as to provide the researchers with full and accurate information on the internationalization of Fosun. In this paper, the characteristics and problems of overseas M & A of Chinese enterprises are discussed in detail, which lays the foundation for the selection of Fosun's internationalization strategy. At the same time, the environment of Fosun's internationalization strategy is analyzed in detail, which involves the background and motivation, and under the condition of using SWOT tool to analyze the strategic environment, two specific means to achieve the internationalization goal of Fosun are obtained. That is, "China's dynamic grafting of global resources" and learn from Buffett model. Through two typical cases of Fosun, this paper discusses the planning measures and standards of Fosun's internationalization strategy, and compares the strategic effects produced by the motivation, so as to support the correctness and referential value of Fosun's internationalization strategy. Finally, based on the previous construction of Fosun's strategic system, including strategic decision-making, strategic planning and strategic implementation measures, the overall carding and evaluation of Fosun's internationalization, suggestions and suggestions are put forward.
【學位授予單位】：深圳大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F276.5;F271
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