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СТРАТЕГИЧЕСКИЙ АНАЛИЗ МЕЖДУНАРОДНОЙ СРЕДЫ ДЛЯ АЛЬЯНСА МНОГОНАЦИОНАЛЬНЫХ КОМПАНИЙ И ПРЕИМУЩЕСТВ МЕЖДУНАРОДНОЙ ИНТЕГРАЦИИ
Кси Джийан, Е.В. Сумина
Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева Российская Федерация, 660037, г. Красноярск, просп. им. газ. «Красноярский рабочий», 31
E-mail:992571951@qq.com
Стратегический анализ международной среды очень важен для международных компаний при создании стратегических альянсов. без экологического анализа стратегические союзы могут не играть никакой роли в повышении конкурентных преимуществ предприятий, но станут средством для конкурентов занять рынок и получить технологию.
Ключевые слова: стратегический альянс, бизнес-среда, многонациональные компании, международная интеграция, преимущества.
STRATEGIC ANALYSIS OF THE INTERNATIONAL ENVIRONMENT FOR MULTINATIONAL COMPANIES ALLIANCE AND THE BENEFITS OF INTERNATIONAL INTEGRATION
Xie Jiayan, E. V. Sumina
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarsky Rabochy Av., Krasnoyarsk, 660037, Russian Federation E-mail:992571951@qq.com
Strategic analysis of international environment is very important for the international companies to establish strategic alliances. without environmental analysis, strategic alliances may not play a role in enhancing the competitive advantage of enterprises, but will become a means for competitors to occupy the market and obtain technology.
Keywords: strategic alliance, business environment, multinational companies, international integration, benefits.
Company alliances, aimed at pursuing mutual strategic objectives, are increasingly used to pursue strategic aims that would be beyond the capabilities of a single firm.
With the development of globalization, in order to gain a place in the global market, international companies must learn to analyze the global business environment in order to establish a successful strategic alliance and enhance competitive advantage. The difference in enterprise capabilities is the source of competitive advantage (Richardson, 1972 ).
The benefits of forming strategic alliances are derived from the motives for formation of strategic alliances. Lower cost of production, expanding economies of scale and scope in value-added activities, sharing of risks in high-risk projects, access to partner's technology, knowledge, proprietary processes and a basis for future competition in the industry involved in terms of sustained competitive advantage are all benefits of strategic alliances [1] .
The key to business success is to seize the opportunity and do what you can. The internal analysis of an enterprise is an objective analysis of its own strengths and weaknesses according to environmental conditions, to judge the advantages and disadvantages of its own, as well as to recognize its value for
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partners and the value of the partners in the alliance. From the perspective of forming an alliance, international companies should focus on the following aspects:
First, international companies should pay attention to the analysis of the competitiveness of their own in the industry. The best way for companies to understand themselves is to be clear about their position in the industry. International companies can: Calculate the market share, coverage, profitability and competitiveness of their products in comparison with the sales scale and sales growth of the entire industry and major competitors, as well as evaluate whether the current products of the company meet the market needs and its products at what stage of the life cycle or whether it is competitive; Understand the ability of their own to develop new products by evaluating the development organization, development effects, development process and development plan of the company [2].
Second, to analyze the financial situation of the company. The company can judge the past financial status and current financial resources through the calculation of a series of financial indicators. Safety indicators, such as current ratio, quick ratio, asset-liability ratio, shareholder equity ratio, etc.; Liquidity indicators, such as total asset turnover, current asset turnover, fixed asset turnover, accounts receivable turnover, inventory turnover, etc. Third, to analyze the organizational structure. The organizational structure plays an important role in the development of an enterprise.
Finally, to analyze corporate human resources. The importance of human resources is hard to be recognized because it may be more difficult to evaluate than to evaluate other aspects.
In today's information age, if international companies want to achieve long-term strategic success, in addition to being familiar with their own strengths and weaknesses, they should always pay attention to the external environment in which the company is located. The macro environment is the economic, social, political, educational, cultural, military, scientific, legal, custom, and other environment that enterprises in a country or region face together [4].
In terms of social and cultural environment, the key elements to be analyzed by enterprises are: lifestyle evolution, employment expectation level, marriage rate, population age distribution and trend, average life expectancy, birth rate, education level, social values, etc.
As for technical environment, the key elements to be analyzed by enterprises are: the level of national information construction, the expenditure of national R&D expenditures, intellectual property rights and patent protection. In the process of international environmental analysis, international companies must clarify the goals they want to achieve through strategic alliances, and not focus on the gains and losses of the moment, but focus on whether enterprises can gain competitiveness through alliances [5]. For international integration, the industry situation is the most direct and important factor. The key contents of the industry environment analysis include: The nature of the industry. The prospects for business development are first and foremost related to the nature of the industry in which it operates. In the competitive situation, first, competition comes from new competitors entering the market, and new competitors entering the market will inevitably require sharing of market share and resources, thus posing a threat to existing enterprises. Second, competition comes from the same industry. In most industries, companies are interdependent and mutually competitive.
Multinational companies conduct a comprehensive analysis of the international strategic environment, understand the internal and external environment, find suitable strategic partners, and conduct international integration. The successful integration can bring many benefits to all parties in the alliance, which can be summarized as follows:
Making the win-win situation of members. The integration can well solve the problems that may arise from new products from research and development to production, formulating marketing strategies, conducting market trials to commercialization, and successfully launching products into the market in the short term, so that each member can obtain very good economic benefits.
Conducting the strategic nature of the behavior. The way and result of a strategic alliance is not an emergency response to instantaneous changes, but a long-term plan for optimizing the future competitive environment of the enterprise or improving its core competitiveness. The joint behavior focuses on using the external economy to improve the common operating environment and operating conditions of the alliance from a strategic perspective [6]. Promoting the equality of status. On the basis of sharing resources, complementing each other advantages, mutual trust, and mutual independence, all parties will form an equal relationship through prior agreement, which is conducive to the production activities of
the alliance enterprises based on the agreement reached in advance. Contributing to competition and cooperation. Integration can change the traditional and highly competitive way of defeating competitors, balancing competition and cooperation. Competition and cooperation are not inconsistent. There is no doubt that there is a risk in this path, so the company needs to analyze the international strategic environment in an all-round way; including the internal environment, such as market share, new product development capabilities, financial status, etc.; and the external environment of political law, economy and culture.
This article focuses on the different aspects of the international strategic environment and the benefits of integration to international companies based on a proper analysis of the strategic environment. International companies should clearly understand their own needs and the needs of alliance partners, and learn from each other to improve their competitiveness.
Reference
1. Varadarajan, P. and Cunningham, M. (1995). Strategic Alliances: A synthesis of conceptual foundations. Journal of the Academy of Marketing Science, 23 (4), 282-296.
2. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120.
3. Glaister, K. W. and Buckley, P. J. (1996). Strategic Motives for International Alliance Formation. Journal of Management Studies, 33(3), 301-332.
4. Hamel, G. and Prahalad, C. (1990). Collaborate with your competitors and win. Harvard Business Review, 52, 133-139.
5. Dickson, P. H., and Weaver, K. M, (1997). Environmental Determinants and Individual-Level Moderators of Alliance Use. Academy of Management Journal, 40(2), 404-425.
6. Gomes, C.B. (1996). The alliance revolution: The new shape of business rivalry. Cambridge, MA: Harvard University Press.
© Xie Jiayan., E. V. Sumina, 2019
