论文部分内容阅读
上世纪八十年代初,我国各大国有外贸企业为了开拓市场,便于沟通联系,在世界各主要贸易国陆续建立了海外公司或办事处。随着我国外贸体制改革的不断深化以及经济全球化趋势的日渐加速,进出口贸易经营权的进一步放开,出口配额制取消等,国有外贸公司面临的生存环境发生了重大变化,竞争形势越来越严峻,经营压力越来越大,其海外公司的战略转型的要求也越来越迫切。结合本人在外贸国企三十年的经营管理经验以及近期在澳大利亚子公司的工作经历,通过分析国有外贸企业海外公司建立初期所发挥的作用,中期出现的问题、遇到的瓶颈,结合现阶段国有外贸企业的实际情况,本文对国有外贸企业海外公司进行战略转型提出了可供参考借鉴的几种模式。
In the early 1980s, China’s major state-owned foreign trade enterprises have set up overseas companies or offices in major trading countries in the world in order to open up markets and facilitate communication. With the continuous deepening of China’s foreign trade system reform and the gradual acceleration of economic globalization, the further liberalization of the import and export trade right and the elimination of the export quota system, the living environment for state-owned foreign trade companies has undergone major changes and the competitive situation has been more and more The more severe the operating pressure is, the more urgent the strategic restructuring of overseas companies is. Combined with my three decades experience in foreign trade state-owned enterprises management and the recent experience in the Australian subsidiary, through the analysis of the role of state-owned foreign trade enterprises in the early days of the establishment of overseas companies, the mid-term problems, bottlenecks encountered, combined with the state-owned The actual situation of foreign trade enterprises, this paper made some references for the strategic transformation of the overseas companies of state-owned foreign trade enterprises.