Which is more beneficial to China enterprises, new enterprises or mergers and acquisitions, in the implementation of "going out" strategy? Why? Please analyze, explain and worship.

This issue is inconclusive: (1) Direct M&A can quickly obtain the needed personnel, channels, technologies and so on; However, it may face problems such as employee placement, and the solution of these problems abroad means a lot of expenses; Starting your own business is just the opposite. There is no problem with personnel placement, but it may be necessary to recruit again, and it will take a long time to open up new channels by yourself. Technically, we need to take it slow. Therefore, it depends on the actual situation of the enterprise itself and the direct purpose of going out. If we pay more attention to obtaining patented technology, it is undoubtedly an acquisition; If it is important to gain market share quickly, it should also be acquisition; On the contrary, self-construction will be better. If funds permit and cash flow is abundant, choose to build it yourself. After all, the land is our own, and the labor efficiency and product quality of the new production line will be by going up one flight of stairs. However, if it is newly built, the progress of infrastructure work will be slow, which may affect the production capacity. If the liquidity is not very abundant, I personally suggest mergers and acquisitions. M&A has low cost and quick results. The production capacity can be greatly improved in a short time. In addition, it saves the recruitment and training of workers. If you are going abroad, it is recommended to adopt the method of merger and acquisition, but merger and acquisition may be more difficult, and there are many factors to consider, including political factors and localization issues. Once the merger is successful, the development will be quite fast. Cross-cultural management in enterprises mainly has the following problems: (1) Problems caused by differences in communication methods and communication languages. First, the difference in communication mode and language communication means the difference in thinking mode. The great differences between Chinese and Western languages not only bring obstacles to the daily communication of China enterprises in their transnational operations, but also bring about great differences in their ways of thinking. Secondly, people with different cultural environments and backgrounds have different meanings of body language, facial expressions and behaviors, which also brings obstacles to understanding. In the cross-cultural management of enterprises in China, even if the same instructions are adopted, the understanding of China employees and foreign employees will have different effects, which will bring some troubles to enterprise management. (2) Problems arising from different religious beliefs. Religion and belief condense a nation's history and culture and are the roots that can really exist in culture for a long time. Different religious beliefs have different tendencies and taboos, which affect people's understanding of things, codes of conduct and values. Knowing the religious beliefs of the employees in the host country can help the managers of multinational companies in China better understand why the employees in the host country behave differently from themselves and make correct decisions accordingly. (3) Consumption habits caused by different cultures. Different cultures will make consumers' consumption habits and behaviors different. Due to the influence of traditional culture, different countries and nations have formed their own unique customs and habits, which are manifested in unique consumption habits, preferences and taboos. Therefore, multinational enterprises need cross-cultural management. Multinational companies should choose product development and sales according to the consumption trend of the host country. (d) The attitude of host government departments towards cultural conflicts. Different governments have different policies, and the policy differences of the host government will inevitably greatly affect the cross-cultural management operation of enterprises. When cultural conflicts are inevitable, the relevant government departments of the host country usually play a very important role in mediation. Cross-cultural management measures (1) Reasonable selection of overseas managers and cross-cultural management training culture as a soft environment are decisive factors for the success or failure of enterprise management. Therefore, enterprises must raise their awareness of cross-cultural management, update their original management concepts, and hire people with comprehensive management capabilities to manage overseas operating institutions. At present, domestic local enterprises lack talents with international thinking, so it is a useful attempt to hire foreign entrepreneurs with courage and courage to manage new enterprises. For example, Lenovo appointed Ward, former vice president of IBM, as the CEO of the new company. In the cultural environment of the host country, we have to face two different adaptation strategies. First, be changed-follow the cultural strategy; The second is to change the strategy of people-innovation culture, that is, from passive adaptation to dynamic change. Of course, the friendly strategy is the first one. As a result, the transnational operation of enterprises has become the "local operation" of the host country. In this process, the most important link is the learning process, that is, the learning of the host culture. Therefore, following cultural strategies is also called learning strategies. For the transnational operation of China enterprises, their strength is far from that of western big companies, so learning strategy is undoubtedly a friendly and efficient way. The main contents of cross-cultural training include cultural awareness, sensitivity training, language learning, cross-cultural communication and conflict handling, and regional environment simulation. This can reduce the cultural conflicts that foreign managers may encounter, so that they can quickly adapt to the local environment and play an effective role; Maintain good interpersonal relationships within the enterprise and ensure effective communication; Realize local employees' understanding and recognition of business philosophy. (2) Identifying cultural differences and developing cultural identity According to Edward Twitchell Hall Jr, an American anthropologist, culture can be divided into three categories: formal norms, informal norms and technical norms. Formal norms are people's basic values and standards for judging right and wrong. They can resist the compulsion from outside trying to change them. Therefore, the friction caused by formal norms is often difficult to change. Informal norms are people's living habits and customs, so the cultural friction caused by them can be overcome through long-term cultural exchanges. Technical specifications can be obtained by learning people's technical knowledge and can be easily changed. It can be seen that the degree and types of cultural differences and cultural frictions caused by different cultures are different. Only by identifying cultural differences first can we take targeted measures. The development of cultural identity requires managers of transnational operations to develop skills and skills of cross-cultural communication and understanding, which can be reflected in cross-cultural communication and understanding. The targets of China enterprises' transnational operations are mainly developing countries and third world countries. Managers of transnational operations should pay more attention to the cultivation of the above-mentioned cross-cultural management skills and skills. (3) Establishing the management communication mechanism of cross-cultural enterprises The so-called cross-cultural communication refers to the behavioral process of expressing ideas, transmitting information, exchanging feelings and forming interactions between two people or groups with different cultural backgrounds. The essence of cross-cultural communication is mutual respect and understanding. Respect means taking a positive attitude towards cultural differences. Establishing multi-level, institutionalized, formal and informal communication forms is the basis of ensuring smooth and effective communication of information, and it is also one of the keys to ensuring the success of multinational enterprise management. At the same time, only through continuous communication can we generate understanding and trust, and finally form cultural integration and innovation. (d) Establishing corporate culture with the same management concept, identifying cultural differences and sensitivity training, etc. , improve the company's employees' cultural identity and adaptability. On the basis of cultural awareness, the company has established a consistent management concept and a strong corporate culture according to the requirements of the environment and corporate strategy. At the same time, through the subtle induction of culture, individuals and collectives are rhythmic, just like a group of people dancing to music without colliding with each other. In this way, cultural friction is continuously reduced, so that every employee can combine his thoughts and behaviors with the company's business and purpose, establish a good reputation in the international market, and enhance the cultural transformation ability of international enterprises. For China enterprises engaged in transnational operations, it is necessary to build an "alloy" corporate culture in the investment target country and strengthen cross-cultural participation. Cross-cultural participation is an important way to realize cross-cultural communication and understanding. Cross-cultural participation of international enterprises refers to the realization of a cross-cultural harmonious management model with the characteristics of the host country through the intersection of cultures, and the gradual establishment of the management culture of multinational companies and the corporate culture with corporate values as the core.