The Ministry of Commerce recently stated that it will encourage small and medium-sized enterprises that have conditions in terms of total capital and talent structure to “go global†and provide comprehensive and thoughtful legal advisory services and country profiles to control risks. At the same time, the implementation rules of the state to support SMEs to “go global†will soon be introduced. How do small and medium-sized enterprises make a good move to "go out", whether it is for the enterprise itself or China's overall strategic transformation, has great strategic significance. China is the transition country with the largest number of SMEs and the fastest growth rate. However, in recent years, China has entered a high-cost era. For small and medium-sized enterprises that rely on “cost-driven†and at the low end of the global industrial chain, the space for value creation is getting smaller and smaller. The more SMEs are caught in the so-called “sandwich trapâ€. Especially after the international financial crisis and the European debt crisis, global demand has shrunk dramatically, various protectionist trends have begun to emerge, and a new round of global industry reshuffle has gradually taken shape. Many SMEs need to find new breakthroughs and seek overseas. Business opportunities, or by bypassing trade barriers, "smoothed" overseas markets. In this context, SMEs must learn to control globalization and make a good move to "go out". First of all, SMEs must act as the main force for Chinese companies to “go globalâ€. In the 10 years since joining the World Trade Organization, Chinese enterprises' foreign direct investment has grown at an average annual rate of 29.2%, ranking the fifth largest foreign investor in the world. On the other hand, the share of state-owned enterprises in China's foreign direct investment stocks has declined year by year. According to statistics, in 2010, 137 of the top 500 private enterprises carried out foreign investment, 592 investment enterprises and projects, with an investment of 6.18 billion US dollars, an increase of 174% over 2009. Secondly, adopting a strategic alliance strategy for international cooperation to accelerate integration into the global industrial chain and promote enterprise transformation and upgrading. According to the resources, capabilities and needs of enterprises, we can choose different forms of alliances such as supply chain alliances and production alliances to achieve leap-forward development. From this point of view, the best way for SMEs to seek breakthrough is to take advantage of the opportunities of international industrial chain adjustment and international division of labor, actively integrate global resources, achieve comprehensive upgrade through embedded global value chain, and realize value chain from low-end to high-end. rising. However, it is undeniable that the current integration of resources for SMEs in China is still facing various difficulties. First, China's SMEs must not only compete with domestic enterprises, but also with some developed-country enterprises. In the process of “going outâ€, SMEs lack financial support, financing is quite difficult, and industrial capital and financial capital have not been effectively linked. Intangible assets are restricted in foreign mortgages. Second, in today's increasingly fragmented and complex product technology, it is difficult for enterprises to grasp the initiative of competition simply relying on their own capabilities, and the state's scientific and technological support is urgently needed. Third, the “going out†of small and medium-sized enterprises is still rare, and there is no transnational trend. Most enterprises lack a comprehensive strategic concept in the process of foreign investment. Fourth, the way of international trade protection is increasingly hidden. Since the international financial crisis, developed countries have taken the banner of “environmental protectionâ€, and various types of green barriers have gradually become a trend, which has increased the difficulty for China's SMEs to cope. The “going out†of SMEs is becoming an important part of the economic strategic transformation. The state should actively guide and encourage SMEs to participate in global cooperation in a wider, broader and higher level. In terms of overseas layout, it is necessary to take advantage of industrial development and enhance competitiveness as an entry point to improve the efficiency and efficiency of SMEs' overseas deployment. From the perspective of cost saving, developing countries with low labor costs and certain infrastructure supporting capacity can be considered. To combine local location advantages and competitive advantages, choose a more suitable investment destination. In terms of financial support, special financial institutions or special funds can be established with reference to foreign experience to help SMEs achieve the convenience of overseas financing. In addition, in the system design, SMEs are encouraged to invest directly in foreign direct investment. The most important financial support policy at present is to reform the foreign exchange management system, relax foreign exchange control, and realize the liberalization of foreign direct investment through the method of “collecting foreign exchange in the peopleâ€.
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Carbide is the only chemical compound of carbon and silicon. It was originally
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