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УДК 339.9
АНАЛИЗ КОНКУРЕНТОСПОСОБНОСТИ ПРЕДПРИЯТИЯ В МЕЖДУНАРОДНОЙ
ИНТЕГРАЦИИ
Пэн Цянь, Ю. А. Аникина Научный руководитель - И. А. Мисинева
Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева Российская Федерация, 660037, г. Красноярск, просп. им. газ. «Красноярский рабочий», 31
E-mail: 952021415@qq.com
Статья посвящена вопросам мобилизации странами своих собственных преимуществ в ресурсах, талантах, технологиях и управлении для усиления международной конкуренции с целью повышения общей национальной мощи. Подчеркнута важность развития международной конкурентоспособности всей страны за счет повышения международной интеграции предприятий
Ключевые слова: международная интеграция, международная торговля, международная конкурентоспособность.
ANALYSIS OF THE COMPANY'S COMPETITIVENESS IN INTERNATIONAL
INTEGRATION
Peng Qian, Y. A. Anikina Scientific supervisor - I. A. Misineva
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarskii rabochii prospekt, Krasnoyarsk, 660037, Russian Federation
E-mail: 952021415@qq.com
Countries around the world have mobilized their own advantages in resources, talent, technology and governance, and intensified international competition to enhance overall national power. It is necessary to develop the international competitiveness of the entire country by increasing the international integration of enterprises.
Key words: International integration, international trade, international competitiveness
With the advent of the era of knowledge economy, the trend of global economic integration is becoming more and more obvious. In order to occupy a dominant position in the 21st century, countries around the world have mobilized their advantages in resources, talents, technology, and management, and have strengthened international competition with the goal of improving overall national strength. As a basic unit that operates directly on the market enterprise is a carrier of a country's international competitiveness. From this perspective, the international competitiveness of a country's enterprises determines to a large extent a country's economic strength and international competitiveness. Therefore, it is necessary to improve the country's international competitiveness. The first step should be to improve the international competitiveness of the company.[4]
When we analyzed the international competitiveness of a company, we chose Huawei as the object of analysis to study and analyze the international competitiveness of the company. As a leading manufacturer of mobile communications, Huawei Technologies Co., Ltd. has achieved excellent results in entering the international market. The research of Huawei's international
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competitiveness has important reference value and practical significance for enterprises in the process of internationalization. In fact, the status quo of international competitiveness is that all countries in the world are under tremendous competitive pressure, and each country is developing its own national communications industry. In fact, Huawei's international competitiveness is not very strong, but in the past few years, it has continuously developed and updated its international competitiveness level and developed its own new technology. Leaders' support for Huawei's opportunities is mainly based on the diversified development of the world, the advancement of world science and the cultivation of a large number of talents. We analyze the development possibilities of the company's international competitiveness by studying the reasons for Huawei's success, after analyzing the strengths and weaknesses we can better know how to develop international competitiveness.[2]
Huawei Technologies Co., Ltd., a private communications equipment manufacturing company, specializes in the research, development, production and sales of communications network technologies and products, and is committed to providing telecom operators with network terminal solutions, fixed networks, mobile networks, and data communications Network and value-added services. It is one of the major suppliers in the global telecommunications market. After 20 years of rapid development [3], Huawei has grown from a small enterprise founded by a few intellectuals into a well-known private high-tech enterprise.
We analyze the external environment, and a stable environment can increase the level of international competitiveness of the company's development faster. We analyze Huawei's political, economic, social, and technological environment:
International political environment: The outbreak of war and the change of regime have brought great losses to Huawei's overseas operations. However, the current international political trend is changing to multi-polarization. With the improvement of China's international political status and voice, Huawei's road to international markets has become smoother. The injustices and discriminations encountered have also gradually decreased, reducing the political dedication of Huawei's international operations.[1]
International economic environment: Due to the slowdown of the global economic development, the demand in the international market is sluggish. A large number of emerging international companies have emerged in the communications industry where Huawei is located. Unlike the high cost of products brought by Huawei's high-investment R&D model, these companies quickly squeeze Huawei's international market space with their cost advantages. At the same time, in international trade competition, many countries use trade barriers as a competitive weapon in international economic warfare, aiming at Chinese enterprises, so friction and losses occur from time to time. International social environment: In overseas markets, cultural differences still exist. If Huawei wants to gain a higher market share, it must increase its focus and analysis on the overseas market culture and social environment. With the culture as the background, customer needs as the guide, favoring consumers, avoiding consumers' taboos, and making its products and services more in line with the usage habits of the local market. International technology environment: International communication enterprises are in the tough stage of 5G technology research and development. Whoever can take the lead in finding a breakthrough in 5G research and development will be able to seize limited international resources and market space. Technologies such as the Internet of Things, cloud computing and big data are constantly being upgraded and replaced, which is both an opportunity and a challenge for Chinese companies. We conducted an internal analysis of the internal development of the company, according to swat analysis, Huawei's international business development currently has the following four strategies to choose from: SO strategy-growth strategy: grasp the international and domestic economic development trends, and follow up the national economic policy of the "Belt and Road", focusing on the ICT pipeline strategy, expand the existing market, and increase investment in technology research and development to establish and deploy more technology and R&D centers around the world, adjust the status, conduct a new-
round offensive on the markets of developed countries, and strive to gain more share in the European and American markets.ST strategy-diversified strategy: starting from the source of research and development, increase independent innovation, enhance its own strength, maintain the leading position in the communications industry, improve the customer service system and management system, reduce enterprise operating costs and product production costs, reasonable expansion, and In-depth investigation and analysis of the target market, self-protection through trade protection organizations such as the country and WTO, and efforts to break through the trade barriers of developed countries. WO strategy-reversing strategy: improve corporate transparency, further increase the introduction of international talents, increase human resources investment and the cultivation of international talents, further delete the current market and investment regions, and further carry out the market Expansion, choose investment projects and markets with more development prospects, make strategic transfers, adjust existing products and services, and accelerate industrial upgrading and enterprise transformation. [4] WT strategic defensive strategy: no further expansion of the international market, choose to abandon some markets, make adjustments within the enterprise, budget reduction and layoffs. Streamline functions and management organizations, reduce product costs, reduce the size of the enterprise, and strengthen the company's ability to resist risks. Through the above analysis, the S0 growth strategy is more in line with Huawei's short-term strategic needs and will be more conducive to enterprise development. Huawei can take this opportunity to push its international achievements to a new climax, strengthen its internal advantages, seize the external opportunities, establish global branches and R&D institutions, and further promote the research and development of high-end products and technologies, giving priority to seizing International market share. Increase investment in high-end communication markets such as the United States and Europe, focus on R&D cost leadership strategies, use the Internet of Things to connect the physical world and the digital world, build industrial ecology, strive to find new breakthroughs in the European and American markets, and further increase overseas market share To develop international competitiveness. Improving international competitiveness is an objective requirement for the survival of an enterprise, and it is also an inevitable choice for the development and growth of an enterprise. With the development of the world's communications industry, more and more communications equipment manufacturers are actively exploring the international market and achieving success while meeting the needs of the domestic market.
References
1. Li, Jihang. Research on the location selection of Huawei's R&D internationalization./D. Li. Tianjin: Tianjin University of Commerce, 2018. - P.46-49. - direct text.
2. Seans. Analysis of Huawei's internationalized business strategy /D.Seans - Jilin:Jilin University, 2018. - P.48-56. - direct text.
3. Sun, Bojian. Analysis of Huawei's Internationalized Business Strategy /J.Sun. - Rural Economy and Science and Technology,2017. - 28 (24): P82-84. - direct text.
4. Xu, Hui, Shan,Yu. How does technology knowledge flow in the process of internationalization of R & D internationalization in emerging economies? - A case study based on Huawei /J. Xu,Shan. - Management Case Studies and Reviews, 2017, 10 (05): P433-448. - direct text.
© Peng Qian, Anikina Y.A., 2021
