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Актуальные проблемы авиации и космонавтики - 2022. Том 3
УДК 339.9
MAIN CHARACTERISTICS OF CONTEMPORARY TRANSNATIONAL CORPORATIONSDEVELOPMENT
Yu.A. Anikina
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarskii rabochii prospekt, Krasnoyarsk, 660037, Russian Federation
E-mail: Anikinay@inbox.ru
The characteristics of modern transnational corporations and the development status of large transnational corporations are considered.
Key words: development, transnational corporations, competitiveness
ОСНОВНЫЕ ХАРАКТЕРИСТИКИ РАЗВИТИЯ СОВРЕМЕННЫХ ТРАНСНАЦИОНАЛЬНЫХ КОРПОРАЦИЙ
Ю.А. Аникина
Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева Российская Федерация, 660037, г. Красноярск, просп. им. газ. «Красноярский рабочий», 31
E-mail: Anikinay@inbox.ru
Рассмотрены характеристики современных транснациональных корпораций и статус развития крупных транснациональных корпораций.
Ключевые слова: транснациональные компании, внешняя среда, конкурентоспособность
The main development characteristics of contemporary multinational corporations are:
The first is to have an excellent ability to engage in international production and management. The internationalization of production of multinational companies is not only manifested in the entire world as the object of business decision-making, production and sales are oriented to the international market, so as to optimize the allocation of resources on a global scale; at the same time, it is also manifested in the dispersion of certain products to different countries and regions through the production process of certain products. Subsidiaries to complete, rationally arrange the production and sales activities of the subsidiaries to achieve economies of scale and maximize profits.
Second, multinational companies are engaged in comprehensive diversification. This kind of comprehensive diversification includes: First, horizontal and horizontal diversification. Such companies are mainly engaged in the production and operation of a single product. The parent company and subsidiary companies rarely have a specialized division of labor, but the company transfers a large amount of intangible assets such as production technology, sales skills, and trademark patents. The second is vertical diversification. Such companies can be divided into two types according to their business content: One is the products of the parent company and subsidiary companies that produce and operate in different industries but are related to each other. They are cross-industry companies, mainly involved in the production and processing industries of raw materials and primary products [1].
Third, multinational companies have strong competitiveness and monopoly. The competitive advantage of a multinational company depends to a large extent on its advanced science and technology, strong R&D capabilities and innovation capabilities. Nowadays, technological progress has become an important way for multinational companies to obtain high profits, compete for the market, and enhance
Секция «Проблемы и перспективы развития государственного управления и международного бизнеса ...»
their competitiveness in the domestic and international markets. The rich market returns brought about by technological leadership have also inspired multinational companies to continuously carry out technological innovation and promote technological progress.
Fourth, centralized management under the guidance of global strategy. The maximization of the overall long-term benefits of multinational companies on a global scale is the starting point and end of their policy formulation. All business operations are mainly based on the maximum benefits of the entire company on a global scale, market conditions and overall development to make decisions. This highly centralized integrated management ensures the reasonable distribution of production and operation outlets and the reasonable allocation of resources. In an internally integrated organization, between headquarters and branches, and between branches and branches, most of them are based on equity, technology as the core, investment and trade as the carrier, making full use of the factors and markets of various countries, and in the global scope Set up production bases and marketing networks within the country to form a complete and well-defined transnational economic organization.
Fifth, management methods based on direct investment. Carrying out production and operation activities on the basis of foreign direct investment is the most fundamental feature that distinguishes multinational companies from traditional domestic companies. Generally speaking, there are three ways for multinational companies to penetrate into foreign markets, namely commodity export, intangible asset transfer and foreign direct investment. With the intensification of competition, the practice of exporting goods can no longer meet the needs of the world market, and multinational companies have increasingly used foreign direct investment to replace traditional export of goods. Compared with export, overseas direct production is more in line with the needs of multinational companies' global strategy and the purpose of maximizing profitability. Therefore, multinational companies make full use of their own scale advantages and technological advantages, direct investment-based management methods, and conduct cross-regional and cross-border production and business activities through a global network to achieve the best allocation of production factors in different regions [2].
This is especially true for a large multinational company. Multinational companies must first be the best in the domestic market competition. They have formed their own competitive advantages based on the accumulation of past business experience, so as to expand outward to obtain more profits; they must also maintain a leading position in the international market for a long time. More need to have competitive advantages and development advantages. This can be proved by the world's largest retailer-Wal-Mart Company, the world's largest retailer, whose performance has been ranked first in the top 500 for two consecutive years. As early as the last century, Wal-Mart adopted a series of cost control policies, such as directly placing orders with manufacturers, reducing the purchase price by 2% to 6%; reducing management costs and implementing "anti-loss wars"; and so on. After the implementation of the globalization strategy, in order to effectively manage more than 80,000 products and meet the needs of more than 4,000 chain stores around the world, Wal-Mart's operating advantage lies not only in its cost control, but also in its advantages in information technology. Therefore, when Wal-Mart retails the same goods at the same price, they will make at least 2.2% more profit than their competitors [3].
References
1. Peng Ts., Anikina Yu.A. Analysis of the competitiveness of an enterprise in international integration in the collection: Actual problems of aviation and cosmonautics. Collection of materials of the VII International Scientific and Practical Conference dedicated to the Cosmonautics Day. In 3 volumes. Krasnoyarsk, 2021. pp. 648-650.
2. Lin, Ziwei. A Brief Opinion on the International Development of Huawei /J. Lin. - Xin Chan Jing, 2017 (10): P77-78. - direct text.
3. Xie Qian. Research on the Independent Innovation Strategy of Huawei /J.Xie. - Beijing University of Chemical Technology,2020.—28 (24): P82 - 84. - direct text.
© Anikina Yu.A., 2022
