Analyze what preparations multinational enterprises should make after entering the market.

With the development of economic globalization and enterprise internationalization, enterprise culture construction must correctly face cultural conflicts with an open mind. 1In February, 1993, with the approval of the State Council, the Anglo-Dutch Shell Oil Company signed a contract for oil risk exploration in northern Jiangsu with the then China Oil and Gas Exploration and Development Corporation. In April of the same year, after public bidding, Jiangsu Oilfield 228 Earthquake Team won the bid in one fell swoop. Anglo-Dutch Shell Oil Company is one of the four largest multinational oil companies in the world (this article comes from Borui Deng column), which is famous for its high management level and strict specification requirements. There is a saying in the oil industry: "If you can successfully cooperate with Shell, you will get a pass to the world oil exploration market." In order to get this pass, they did make great efforts and preparations, but the inspection results before construction were unqualified, and they were mainly planted in some trivial matters that were regarded as "trivial" by China employees: Mr. Hans, the head of the inspection and acceptance team sent by Shell's headquarters in The Hague, arrived at the team site and the people were not seated yet. He stretched out his hand and wiped on the table, and his fingers were covered with a thin layer of dust. He immediately wrote a whole face rectification memo to Team 228. In the afternoon, when he arrived at the exploration work area, Hans picked up a small piece of paper discarded by the surveyor from the ground and asked seriously, "Gentlemen, what is this?" Did we forget this? If so, it is the destruction of the environment! "One day's inspection raised more than 200 similar questions. At the same time, it was announced that the original start-up time was delayed by 16 days, and the waiting fee was deducted by 40 thousand dollars. Similarly, starting from 1984, China Earthquake Team, the first foreign cooperation team in the oilfield, was established with French CGG company. From 1987, the drilling project of Fushan Basin in Hainan Island of CSR Australia was contracted; From 1998, it won the bid for the Sudan surface project; Enter Qatar drilling market from 1999. In 2004, it was granted the right to risk exploration and development in Yemen 1 block for 26 years, and so on. From providing anti-contracting construction for risk exploration of foreign oil companies, it has grown into an oil company that enters the international oil market for risk exploration. In this process, every foreign cooperation is accompanied by a fierce collision of ideas, consciousness, codes of conduct and industry norms.

Looking back on the tortuous development of foreign cooperation in 10 years, Jiangsu Petroleum Exploration Bureau deeply feels that the biggest obstacle to cooperation lies not in the difficulty of funds, equipment and projects, but in the differences in corporate culture and the cultural conflicts caused by such differences; The best way to cooperate is not to compromise, nor to be assimilated by the other side, but to blend and integrate cultures. These conflicts, such as fighting for equipment and physical strength to complete the task, are considered by the foreign party as barbaric construction; In order to speed up and simplify the process, the foreign party thinks it is cutting corners (this article comes from the column of Borui Deng Zheng Hong); They made preparations before drilling in advance, and the foreign party thought that it did not conform to the operating rules; They are desperate to protect state property, which seems to foreigners to be indifference to life and so on. In the face of conflict, it is difficult for workers to accept it. Everyone is confused and disgusted. Some people have raised it to the level of safeguarding national dignity and self-esteem, saying that "foreigners deliberately find fault and bully us." They guide workers to rationally understand the essence of conflicts: these conflicts are conflicts in cooperation, cultural conflicts, and are by no means class hatred and national hatred; It does not take opposition as the premise, does not take confrontation as the means, and does not take confrontation as the way; We should not only inherit the essence of our traditional culture, but also treat foreign cultures with appreciation, understanding and tolerance. At the same time, they actively use international standards to unify all teams; "Move the classroom to the market, move the domestic market to the international market, and move the employees to the university", so as to cultivate a team of employees who are familiar with domestic and international market management practices, competent for domestic and international market business, and adapt to the rules of domestic and international market competition, so that the overseas construction team of oil fields can gradually adapt to this cultural difference and become the "most pleasant partner" of Party A. In foreign cooperation, they not only pay attention to actively adapting to cultural conflicts, but also pay attention to learning, learning and accepting foreign advanced concepts with the courage of competition, and casting them into their own. Yemeni workover project team actively expanded foreign "JSA" system, sorted out all possible problems and unsafe behaviors in the process (this article comes from Zheng Hong column of Boridan) one by one, and formed a manual. Remind employees one by one before each construction, and then ask employees to sign; Rigid implementation in construction, even if employees think it can save steps, it is absolutely not allowed to be flexible. Through this stupid contractual management, safety in production is guaranteed. Geophysical exploration department took the lead in introducing the international advanced HSE management method into the national geophysical exploration system, and created the performance of "6.5438+0.02 million man-hours without loss accidents". In recent years, they have also paid attention to the organic integration of excellent corporate culture of oil fields such as Iron Man Spirit, "Old Four Strictness" style and "Four Enters and Four Outcomes" ideological and political work methods with advanced foreign concepts such as people-oriented, continuous innovation, pursuit of Excellence, scientific management and emphasis on ecological protection, thus forming a unique JOECO (abbreviation of Jiangsu Oilfield) culture. This kind of culture has helped them to create a "mighty civilized teacher" who has won great prestige overseas, and completed a series of projects to make contributions and establish a monument. One iron army after another, opened the market, and let the banner of Daqing spirit and Iron Man spirit spread all over the Great Wall and abroad.