【摘要】：全球化已成為世界經(jīng)濟(jì)發(fā)展主流,中國(guó)企業(yè)由最初被動(dòng)卷進(jìn)全球化浪潮,到如今積極涌入國(guó)際舞臺(tái),參與態(tài)度和特征已發(fā)生巨大變化。面對(duì)全球日益激烈的競(jìng)爭(zhēng)環(huán)境,中國(guó)企業(yè)需要在錯(cuò)綜復(fù)雜的國(guó)際環(huán)境中找準(zhǔn)自身定位,對(duì)經(jīng)濟(jì)宏觀環(huán)境和行業(yè)微觀特點(diǎn)進(jìn)行準(zhǔn)確把握,客觀評(píng)估自身發(fā)展特點(diǎn),制定出清晰可行的國(guó)際化戰(zhàn)略,并盡可能靈活和正確實(shí)施,才能讓企業(yè)的國(guó)際化競(jìng)爭(zhēng)水平不斷提升,最終實(shí)現(xiàn)國(guó)際化經(jīng)營(yíng)。一般而言,企業(yè)通常以非股權(quán)和股權(quán)兩種模式進(jìn)入國(guó)際市場(chǎng)。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(guó)企業(yè)國(guó)際化經(jīng)歷了四個(gè)階段的變化:國(guó)際商品貿(mào)易—對(duì)外實(shí)物資產(chǎn)投資—通常的國(guó)際資本投資—戰(zhàn)略性投資控股。中國(guó)企業(yè)“走出去”的主要進(jìn)入模式是FDI,而FDI的又是以跨境并購為主流。中國(guó)企業(yè)現(xiàn)正向全球價(jià)值鏈上游邁進(jìn),以并購海外先進(jìn)公司轉(zhuǎn)型升級(jí)的模式成為中國(guó)企業(yè)國(guó)際化的新常態(tài)。本文研究對(duì)象復(fù)星(復(fù)星國(guó)際有限公司及其子公司合稱“復(fù)星”,下文統(tǒng)一簡(jiǎn)稱復(fù)星),正是通過不斷跨國(guó)并購的戰(zhàn)略方式實(shí)現(xiàn)國(guó)際化。中國(guó)國(guó)內(nèi)對(duì)于企業(yè)國(guó)際化的研究已比較成熟,但復(fù)星作為中國(guó)最大的民營(yíng)企業(yè)之一,學(xué)術(shù)界對(duì)其國(guó)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(guó)際化戰(zhàn)略文獻(xiàn)的情況下,希望能對(duì)復(fù)星的國(guó)際化戰(zhàn)略作系統(tǒng)性總結(jié)研究,從而給后來研究者提供研究復(fù)星國(guó)際化翔實(shí)的資料。本文首先對(duì)中國(guó)企業(yè)海外并購的特點(diǎn)和存在的問題作詳細(xì)論述,為下文復(fù)星國(guó)際化戰(zhàn)略選擇作鋪墊依據(jù)。同時(shí)對(duì)復(fù)星國(guó)際化戰(zhàn)略的環(huán)境作詳盡剖析,涉及背景和動(dòng)因,以及在使用SWOT工具分析戰(zhàn)略環(huán)境的條件下,得出復(fù)星實(shí)現(xiàn)國(guó)際化目標(biāo)的具體兩種手段,即“中國(guó)動(dòng)力嫁接全球資源”和借鑒巴菲特模式。并通過復(fù)星兩種手段下的典型案例,來論述復(fù)星國(guó)際化戰(zhàn)略措施的謀劃舉措和標(biāo)準(zhǔn),以及對(duì)比動(dòng)因所產(chǎn)生的戰(zhàn)略成效,從而支持復(fù)星國(guó)際化戰(zhàn)略正確性和可借鑒性。最后基于前文構(gòu)建復(fù)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(shí)施舉措,對(duì)復(fù)星國(guó)際化總體梳理評(píng)價(jià),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(xué)位授予單位】：深圳大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F276.5;F271

【相似文獻(xiàn)】

相關(guān)期刊論文 前10條

1 ;中國(guó)新型民營(yíng)企業(yè)駛?cè)雵?guó)際快行線——復(fù)星國(guó)際在香港成功上市述評(píng)[J];中國(guó)醫(yī)藥技術(shù)經(jīng)濟(jì)與管理;2007年04期

2 馬宇文;楊瓊媛;張惠芳;;大公司投資管理基準(zhǔn)研究之復(fù)星國(guó)際[J];新材料產(chǎn)業(yè);2012年08期

3 ;投資要有長(zhǎng)遠(yuǎn)的眼光[J];中國(guó)企業(yè)家;2009年06期

4 ;復(fù)星:做新商業(yè)生態(tài)的引導(dǎo)者和先行者[J];上海企業(yè);2011年09期

5 ;復(fù)星國(guó)際舉辦交接儀式 成第一大通曼哈頓廣場(chǎng)新主人[J];上海企業(yè);2014年02期

6 ;月度品牌事件[J];中國(guó)品牌;2011年06期

7 ;月度資訊[J];長(zhǎng)三角;2009年Z1期

8 張瑩心;;郭廣昌參股分眾拿捏精準(zhǔn) 復(fù)星系傳媒框架呼之欲出[J];IT時(shí)代周刊;2009年Z1期

9 樊融杰;;復(fù)星國(guó)際CEO 梁信軍 緊盯消費(fèi)與金融[J];英才;2013年01期

10 ;這些人 這些話[J];福建輕紡;2008年09期

相關(guān)重要報(bào)紙文章 前10條

1 本報(bào)記者 于兵兵;復(fù)星國(guó)際計(jì)劃今年80億元投資十項(xiàng)目[N];上海證券報(bào);2008年

2 本報(bào)記者 趙正　王其明;復(fù)星國(guó)際的傳媒“險(xiǎn)棋”[N];中國(guó)經(jīng)營(yíng)報(bào);2009年

3 記者 王璐　郭成林;復(fù)星國(guó)際全力打造全球一流投資集團(tuán)[N];上海證券報(bào);2011年

4 本報(bào)記者 邱桂奇;復(fù)星國(guó)際的海外投資策[N];中國(guó)房地產(chǎn)報(bào);2012年

5 本報(bào)記者 秦偉;復(fù)星國(guó)際保險(xiǎn)總資產(chǎn)78億 年飆11.8倍[N];21世紀(jì)經(jīng)濟(jì)報(bào)道;2013年

6 本報(bào)記者 陳青松;復(fù)星國(guó)際多個(gè)項(xiàng)目被“截胡” 東方巴菲特被指“不成熟”[N];中國(guó)企業(yè)報(bào);2014年

7 早報(bào)記者 庹曉驊;復(fù)星國(guó)際海外發(fā)債融資5億美元[N];東方早報(bào);2005年

8 本版編輯邋　杜文 商文;復(fù)星國(guó)際上市 管理能力提升價(jià)值[N];中國(guó)企業(yè)報(bào);2007年

9 李宇;復(fù)星國(guó)際香港掛牌首日上漲12%[N];中國(guó)證券報(bào);2007年

10 李宇;復(fù)星國(guó)際中期業(yè)績(jī)勁升一倍[N];中國(guó)證券報(bào);2007年

相關(guān)碩士學(xué)位論文 前2條

1 張珊;復(fù)星國(guó)際化戰(zhàn)略研究[D];深圳大學(xué);2017年

2 朱滔;我國(guó)民營(yíng)企業(yè)多元化戰(zhàn)略研究[D];廈門大學(xué);2014年

，

本文編號(hào)：2152320