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УДК 339.9
ИССЛЕДОВАНИЕ ТЕКУЩИХ ТЕНДЕНЦИЙ В УПРАВЛЕНИИ РИСКАМИ В МЕЖДУНАРОДНЫХ КОРПОРАЦИЯХ
Чэнь Цзин Научный руководитель - 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: 1572820678@qq.com
В настоящей статье анализируются дилеммы и недостатки, с которыми сталкиваются международные предприятия в области управления рисками, и предлагаются соответствующие контрмеры, направленные на оказание помощи предприятиям в повышении их уровня управления рисками и повышении потенциала развития МСП.
Ключевые слова: управление рисками, инструменты, корпорации
RESEARCH ON CURRENT TRENDS IN RISK MANAGEMENT IN INTERNATIONAL
CORPORATIONS
Chen Jing Scientific supervisor - Y. A. Anikina
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarskii rabochii prospekt, Krasnoyarsk, 660037, Russian Federation E-mail: 1572820678@qq.com
This paper analyzes the dilemmas and deficiencies faced by International enterprises in risk management, and proposes relevant countermeasures, aimed at helping enterprises to improve their risk management level and enhance the development capabilities of SMEs.
Key words: trends, corporations, risk management
With the advent of the era of knowledge economy and global economic integration, multinational companies have increasingly become the "engine" of world economic growth and the main investor in the field of international capital. At the same time, knowledge capital has increasingly become the core production factor and global competition for transnational investment. The most important means of competition. Not only does the risk of investment transcend the boundaries of a certain country or region and evolves into globalization, but with the upgrading of the industrial structure, the level and nature of risk also breaks through the traditional model of resource, cost and scale-oriented, instead A modern model guided by knowledge acquisition and innovation. The expansion of the scope of risks and the change in the nature of risks in multinational operations.
The company's risk management model also changed accordingly. In the past, the traditional primary form of risk management oriented to seek natural resources or cheap labor and the intermediate form of risk management oriented to seek capital-intensive and scale expansion within the scope of a country and a regional market were obviously unable to adapt to a highly global economic development requirements, replaced by advanced forms of risk management oriented to seek knowledge innovation in the international market and even the global market, that is,
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knowledge-based investment as the core risk management will become the leading risk management of multinational companies in the future [1]. Its basic characteristics are embodied in the following aspects:
First, the industry of venture capital has shifted from traditional industries to knowledge industries. With the advent of the knowledge economy and the accelerating pace of industrial transformation, knowledge-intensive industries will gradually become key areas of transnational investment and risk management. For example, information technology products in manufacturing, high-tech industries such as biochemistry and medicine, telecommunications, software development, finance, and insurance in the service industry will all become new hotspots for investment by multinational companies. The data shows that in the above-mentioned fields, the growth rate of cross-border investment is much faster than that of traditional industries, and there is a continuous upward trend. For example, in 1998, the US investment in computer and other information technology and its industry investment has reached 296 billion US dollars, an increase from 1995 61.7%. The overseas production of multinational companies and the "hollowing out of industries" of the home country are the concrete manifestations of the high-level industrial distribution [3]. The major contemporary developed countries are undergoing a major industrial adjustment. On the one hand, the proportion of high-tech industries such as information, biochemistry, and medicine, as well as service industries such as finance, insurance, education, and leisure is increasing; on the other hand, the traditional industrial structure with manufacturing as the main body is developing toward high technology. At present, the larger proportion of manufacturing products in developed countries is still the products of traditional industries, which will inevitably cause a disconnection in structural adjustment. How to overcome this disconnection as soon as possible, minimize the cost of industrial replacement in the process of structural adjustment, and gain market opportunities is the basic starting point for major multinational companies to choose risk management models in global operations.
Second, the perspective of risk management shifts from product production and sales to product development. With the rapid development of science and technology, the technical life cycle of new products is becoming shorter and shorter, resulting in an increasing risk of competition in product development. The technological innovation and product R&D capabilities of many large multinational companies are often very close. In this case, the speed of technological innovation and product R&D becomes the key to determining the success or failure of the competition. Often, "the difference is the same, all lose." In the innovation and diffusion of high and new technology, multinational companies are constantly improving the efficiency of research and development, and constantly shortening their cycles. It is not too much to describe them as "competition" and "competition". According to precise calculations by relevant experts, every day shortening the development time of contemporary high-tech products can increase business profits by 0.3%; shortening 10 days can increase business profits by 3.5%. For example, the German Siemens company only shortens the product development time and can earn a net profit of 1 billion US dollars per year; Japanese multinational companies such as Sony, Panasonic, Hitachi, Sharp, Sanyo, etc. can launch a batch of new products into the international market almost every year. The short-term replacement of new products has made product decisions and market predictions more and more complicated, and increased the risk factors of enterprises [2].
Third, the organizational structure of risk management has shifted from decentralized confrontation to centralized alliance. Today's international competitive environment is changing rapidly, and the direction and speed of change of many environmental factors have great uncertainties, making it difficult to accurately predict and grasp. This international competitive environment requires multinational companies to establish highly flexible organizational structures and risk management forms. With the development of high technology and the complication of products, overseas investors are deeply perplexed by their own strength. Instead of taking huge risks and fighting alone, it is better to form a strategic alliance with peer competitors to share risk and
cost, and share revenue. This will enhance the ability of risk prevention and expand the space for survival. The high-tech field has the characteristics of large investment and high risk. In order to share the expensive research and development costs and reduce the investment risk of high technology, some contemporary multinational companies have formed alliances to jointly develop new products. The alliance is mainly concentrated in industries with extremely fierce international competition, such as semiconductors, electronic information, pharmaceuticals, automobiles, and capital and technology-intensive industries such as shipping and banking. In the new international environment, industrial "giants" no longer blindly emphasize confrontation and competition, but instead turn to cooperative competition. This collaborative competition has become a new feature of the risk management of strategic alliances among contemporary multinational companies.
Fourth, the focus of risk competition has shifted from the possession of technological achievements to the competition for technical talents. The key to high-tech competition is talent. Various multinational companies attach great importance to cultivating and competing for high-tech talents. The loss of high-level talents is the biggest risk of contemporary multinational companies. After World War II, American multinational companies absorbed 145,000 high-level talents from developing countries, causing these countries to lose 50 billion U.S. dollars in education, but created hundreds of billions of dollars worth of wealth for the United States. Multinational companies spare no expense to compete for high-tech talents. For example, a Western European multinational electronics company hired a senior engineer from a company in the US "Silicon Valley" with an annual salary of US$2 million and was refused. It simply bought the company for US$30 million. While Japanese multinational companies entered the US high-tech field and hired native US high-tech personnel, American major companies were not willing to show their weaknesses. They recruited Japan's top technology from major companies such as Hitachi, Toshiba, Nissan and Japanese famous university laboratories. expert. In short, the global competition for scientific and technological talents has become an important area of risk management for contemporary multinational companies.
References
1. Li Guanghui, Xiong Xiaoqi, Wang Dan. New characteristics of risk management of contemporary multinational companies.Neijiang Technology, 2005(05): p14.
2. Zhai Xiao. Analysis of the status quo of risk management of Chinese enterprises. Cooperative Economy and Technology, 2008 (08): p44-45.
3. Кластерная система как эффективное средство перехода на инновационный и высокотехнологичный тип развития экономики регионов и мировая практика. Аникина Ю.А., Зеленская Т.В., Хамраева Р.Б. РИСК: Ресурсы, Информация, Снабжение, Конкуренция. 2020. № 3. С. 25-32.
© Chen Jing, 2021
