Answer: Measures that enterprises should take: 1. Pay attention to cultivating the international competitiveness of enterprises. International competitiveness refers to the ability of a country's enterprises to successfully carry out international production and business activities under a certain external economic environment. Only by improving international competitiveness can Chinese enterprises carry out foreign trade and overseas investment more effectively and succeed after joining the WTO. Survive and thrive in the fierce competition faced. Enterprises can cultivate and improve their competitiveness by expanding their strength and scale, protecting their own intellectual property rights, focusing on introducing and cultivating talents, continuously carrying out technological innovation, and properly handling the relationship between specialization and diversification.
2． Pay attention to making full use of and protecting the intangible assets of the enterprise. Corporate intangible assets include corporate image and logo, product brands and trademarks, technology patents, management, marketing skills and goodwill, etc. In the process of carrying out cross-border operations, enterprises must pay attention to the export and protection of intangible assets and pay attention to independent intellectual property rights. At present, when large companies such as Kelon, TCL, Chunlan, and Haier invest overseas, intangible assets account for about 50% of the investment.
3． Establish a group of competitive enterprise groups with integrated assets to implement large enterprise strategies. If domestic enterprises want to implement the "going global" strategy, they must establish a number of enterprise groups, use enterprise groups to improve the international competitiveness of Chinese enterprises, and develop Chinese multinational companies. When forming enterprise groups, the government should not engage in "coordinating" efforts, but the government must assist and promote them. After the enterprise group is established, the assets should be managed and used in an integrated manner, and the organizational structure within the enterprise group should be simplified. At present, industries such as home appliances, textiles, petrochemicals, automobiles, civil aviation, non-ferrous metallurgy, steel, foreign trade, commerce, telecommunications, and finance have initially completed or begun to form enterprise groups.
4. Clarify the property rights of state-owned enterprises and accelerate the establishment of a modern enterprise system. The unclear property rights of state-owned enterprises have resulted in a lack of supervision of some state-owned assets overseas. The phenomenon of "poor temple and rich abbot" is more serious than that of domestic state-owned enterprises, leading to the loss of state-owned assets, affecting the effectiveness of the "going global" strategy and affecting overseas Economic benefits of investment. Therefore, it is necessary to clarify the property rights of state-owned enterprises as soon as possible, establish a modern enterprise system, and change the current situation of backward management systems.
5． Private enterprises should actively expand overseas. The subjects of “going global” should be diversified. In addition to state-owned large and medium-sized enterprises, private enterprises should also become one of the subjects of “going global”. The determination of the subject of "going global" is not based on the nature of the enterprise's ownership, but on whether the enterprise has a comparative competitive advantage. After more than 20 years of development, some private enterprises in China have begun to take shape and are ready to carry out cross-border operations and overseas investments. At present, large-scale private enterprises in China, such as Sitong Group, Wanxiang Group, New Hope, Huawei, Kelon, Oriental Group, etc., have entered the international market to varying degrees. Wanxiang Group has established 10 companies in 7 countries including the United States, the United Kingdom, Germany and Canada, and adopted a localized business strategy, which has effectively improved the competitiveness of the group's products in the international market.
6． Enterprises must properly handle the relationship between exporting parts and raw materials and enjoying local tax incentives and rules of origin. There must be a good balance between the quantity of domestic parts and raw materials brought out and the enjoyment of preferential taxes in some free trade zones. Otherwise, if too many parts and components are brought out, they cannot be counted as local products and cannot be regarded as local products. Enjoy the internal tax policy of the free trade zone. In addition, when overseas companies export to third countries, there is also the issue of rules of origin. If the use of imported parts and components exceeds a certain amount, it does not meet the requirements of the rules of origin, and therefore the rules cannot be applied.
7. Enterprises must carefully study and study international practices and rules as well as relevant laws and policies of the host country. If an enterprise wants to go global, it is simply impossible to understand and grasp international practices and rules. If it goes global blindly, the result will inevitably be failure.