Phil condit, Chairman and CEO of Boeing Company, said: "The trend of market globalization and competition globalization is unstoppable. If we want to continue to create value and business opportunities, including employment opportunities for Boeing employees, we must achieve globalization. It is not enough to produce excellent products, provide perfect services and open up markets for products. Boeing must become an indispensable part of the society we serve. In fact, any large enterprise must take the road of globalization if it wants to succeed in the future. "
The most typical example is Nestle, which began to implement the globalization strategy on 1905. Now Nestle's products are sold in almost every country in the world. In Britain, Nestle is considered as a British company; In France, it is regarded as a French company; In Brazil, people classify it as a local company.
In fact, Nestle is a Swiss company, but American children who like Nestle instant coffee never think it is a Swiss product. Nestle's successful globalization strategy makes the company develop with each passing day. As the world's largest food company, Nestle has more than 225,000 employees and 500 factories around the world. If Nestle does not go out of Switzerland, it will seek development opportunities overseas; Or just sending overseas representatives to sell products, it is impossible to have today's achievements.
In addition to bringing the company's products and services to the market, globalization should also open its doors to new technologies and listen to the suggestions of people with different cultures, backgrounds and experiences. In the mid-1990s, Mercedes-Benz established its first automobile factory in the United States in Tuscaloosa, Alabama, and assembled a new M-class sport utility vehicle. Since the date of production, the annual sales volume of Mercedes-Benz in the United States has rapidly increased from 65,438+022,265 vehicles when Tacheng Automobile Factory was established in 0997 to 206,638 vehicles and 5438+0 vehicles in 2006. Most of the sales growth comes from M-class cars. In 200 1 year, the sales volume of this type of car was 45,655, accounting for 22. 1% of the total sales volume of Mercedes-Benz. This factory in the United States and the models it produces have achieved great success. Mercedes-Benz has expanded it twice and is expanding it for the third time. The number of employees will increase from 2,000 to 4,000.
To some extent, the success of Tacheng Factory comes from adopting new ideas. In a word, the operations of foreign automobile manufacturers in American factories are the same as those in their own countries, but in Tacheng factory, Mercedes-Benz abandoned the traditional labor-intensive production mode and explored a production mode that combines sustainable development, employee participation and other practices aimed at improving efficiency. Mercedes-Benz employs experienced employees in the automotive industry in North America to establish an efficient production workshop. Finally, according to the experience of Tacheng factory, Mercedes-Benz established a set of standardized operating specifications, which were popularized in factories all over the world.
Thomas Pickering, Boeing's senior vice president in charge of international relations, said: "One of the great benefits of globalization is that enterprises can make better use of their global production capacity and resources. Good advice is not the patent of a country or a person. If we want to be the best, we must recruit elite talents from all over the world, collect good suggestions and adopt advanced technologies, and apply them to our operations, products and services. "
Boeing's move
Boeing is actively implementing the globalization strategy, creating value on a global scale by finding new partners, establishing joint ventures, mergers and acquisitions, developing relations with suppliers and vigorously expanding international business.
At present, Boeing has nearly 160000 employees in more than 70 countries around the world. Rice predicted that Boeing "will take major business initiatives in other countries in the next five years".
The key to the implementation of this global strategic expansion plan is Boeing's international relations department, which was established in 200 1 and 1 and is led by Mr. Pickering. At that time, Condi said: "We clearly know that we must pay more attention to global operations." A year ago, he was accepting Aviation Weekly &; In an interview with Space Technology magazine, he outlined the blueprint of Boeing's globalization process. He said: "I think we have begun to step into a global and mobile world, which is of far-reaching significance to the aviation industry."
One of the main tasks of the International Relations Department is to set up a leadership team and a national strategic team in the countries or regions where Boeing is developing new business. In the past, in other countries, Boeing did not have a special president representing the whole company. The "overseas" office is mainly an independent business department, focusing on special business, such as sales or procurement, and the business personnel are also the responsible personnel of Boeing Company in this country.
But this situation is changing rapidly. In the past year, Boeing has appointed presidents in 17 countries and is planning more candidates. Pickering and his team are stepping up the selection of suitable candidates and elite talents. By 2005, these people who are familiar with local customs and languages will lead Boeing's office network in 25 countries or regions.
The new president will cooperate with business departments to find new cooperation opportunities with suppliers, partners and joint ventures, and properly handle Boeing-related regulations and government actions. They will also provide advice and help for the company's marketing activities. Pickering said that sales should also be the responsibility of product designers and producers.
These presidents will also enhance Boeing's popularity and expand Boeing's influence in their countries. They will actively communicate with local people, including industry, media, government, academia and other relevant people, and establish close ties with them. They will also promote information from Boeing across cultural customs so as to conduct business in a keen and effective way.
Pickering pointed out that after the establishment of the national strategy team, relevant experts will use their knowledge of the host country to help Boeing employees, guide them on how to do business correctly in the local area, and help them establish contacts with important enterprises and government departments.
A stronger and more perfect Boeing company
Pickering pointed out that for Boeing American employees who are worried about moving their jobs abroad, many people think that Boeing is like a pie, and moving some of its business abroad will leave a triangular gap in this pie.
Pickering said: "But in fact, from a strategic point of view, we are expanding this pie by doing business all over the world. That's it. Shareholders can gain greater value in terms of profits; In terms of job opportunities, it can create more opportunities for people everywhere. In fact, it is estimated that in the past decade, because the United States has played a more important role on the world stage, job opportunities have increased by 20% to 30%. "
In recent years, several acquisition schemes of Boeing have proved that the continuous advancement of Boeing's globalization process and the implementation of globalization strategy have brought great advantages to the company and its employees. For example, the acquisition of Preston Aviation Solutions Australia. The company is committed to providing comprehensive simulation, decision support and aircraft scheduling software for airlines and airports around the world, and has offices in Washington and London. Using its knowledge wealth and products, Preston is expected to bring strategic advantages to the new Boeing Air Traffic Management Group.
Jeppesen Sanderson Company became a subsidiary of Boeing Company from June 5, 2000 to 10. It is the world's leading supplier of flight information, flight planning services, aviation meteorological services, maintenance information and aviation training systems. The core business of the company is navigation services, such as aviation charts and electronic navigation data, accounting for 85% of the global aviation market. Jepson products have become an important part of Boeing's growing customer information service business. The company has offices in USA, UK, German, Australian, China and Russian.
Due to the globalization of Boeing's production, its resources tend to be global. Although some of Boeing's main procurement business comes from non-American customers due to the need of procurement, most procurement tasks are completed by Boeing's selection of high-quality and low-cost supplier partners to increase enterprise value and improve international competitiveness.
For example, about 400 Russian engineers work for Boeing in Moscow and have electronic communication with the design team in Seattle. In Moscow, two engineering teams work in shifts every day. Due to the difference in time zones, an effective continuous work cycle can be established with the design team in Seattle. In this way, Boeing not only has the ability to provide engineering support anytime and anywhere, but also can make up for the shortage of aviation engineers and technicians.
The Phantom Engineering Research and Technology Center was recently established in Madrid, enabling Boeing to use the latest achievements being developed in Europe-environmental and air traffic management technologies. More research and technology centers will be established in other countries soon, and this plan is being prepared.
Boeing's international role is increasingly prominent. Another example is a series of international technology summits sponsored by Boeing in Tokyo, London, Paris and Madrid. More meetings are expected to be held in Berlin, Seoul and other places. These summits bring together decision makers from important regions to discuss important issues such as air traffic management, aerospace and environment, international defense cooperation, future aircraft concept and advanced manufacturing technology. So that the leaders of Boeing can meet with international academic, government and industry leaders and exchange views and information. Representatives of the Ghost Engineering Center, leaders of Boeing in various countries and national strategy groups, and Boeing's international communication company in London organized these summits.