□ 文/見習(xí)記者 蔣正

中國(guó)500強(qiáng)企業(yè)高峰論壇上聽名企老總談“企業(yè)國(guó)際化”

□ 文/見習(xí)記者 蔣正

9月開初的重慶陰雨綿綿，渝北區(qū)悅來國(guó)際會(huì)議中心卻激情似火。9月2-3日，2014年中國(guó)500強(qiáng)企業(yè)高峰論壇在這里舉行。國(guó)家發(fā)改委副主任林念修、重慶市市長(zhǎng)黃奇帆等出席并發(fā)表講話。全國(guó)名企高層領(lǐng)導(dǎo)、全國(guó)企協(xié)企聯(lián)代表、國(guó)內(nèi)外經(jīng)濟(jì)專家、各大新聞媒體齊聚于此。會(huì)上開展了“企業(yè)國(guó)際化：運(yùn)營(yíng)與管理”論壇，對(duì)從走出國(guó)門成立國(guó)際公司到國(guó)際公司的經(jīng)營(yíng)管理，進(jìn)行了深入討論。考慮到會(huì)議內(nèi)容對(duì)渝企的海外投資、經(jīng)營(yíng)和管理有所幫助，特把其分享給大家。

薄寶華：海外發(fā)展戰(zhàn)略要明確企業(yè)需求

薄寶華，這位港中旅集團(tuán)老資格的副總，管理著港中旅在海外12個(gè)國(guó)家的旅行社。他正襟危坐，表情嚴(yán)肅，字正腔圓地告訴在座企業(yè)家，要確定企業(yè)需求，依需求決定企業(yè)要不要走國(guó)際化道路，決定在國(guó)際化道路上要不要調(diào)整戰(zhàn)略。港中旅非常明確地了解企業(yè)需求，就是占領(lǐng)客源。他將港中旅的發(fā)展之路娓娓道來：過去外國(guó)人來華旅游是稀缺資源，港中旅就想到占領(lǐng)外國(guó)人來華的客源端，就去海外布點(diǎn)，走國(guó)際化道路。之后，港中旅瞄到了國(guó)人出國(guó)旅游缺少周全和高端的消費(fèi)服務(wù)，港中旅便調(diào)整戰(zhàn)略，專為中國(guó)游客提供在旅游目的地的服務(wù)。今后，港中旅預(yù)計(jì)要在中國(guó)游客熱門旅游目的地收購(gòu)酒店、輪船等，以搶占更多客源。港中旅國(guó)際化道路一直專注于占領(lǐng)客源，其國(guó)際化戰(zhàn)略的政策也一直服務(wù)于此。這種明確和專注于需求，是港中旅的成功法寶。

黃勇：管理海外公司要做好融合

重慶機(jī)電控股集團(tuán)董事、總裁、黨委副書記黃勇，談到了重慶機(jī)電集團(tuán)管理海外公司的成功經(jīng)驗(yàn)——做好收購(gòu)企業(yè)和本部企業(yè)的融合。他身體前傾，發(fā)言時(shí)的態(tài)度異常誠(chéng)懇。他告訴臺(tái)下，重慶機(jī)電2012年收購(gòu)了美國(guó)恩斯特龍直升機(jī)公司，對(duì)其的管理措施，一是對(duì)海外公司只在決策和資金使用方面控制，委派的本部人員在董事會(huì)占絕大多數(shù)席位；二是海外企業(yè)選用當(dāng)?shù)芈殬I(yè)經(jīng)理人，適當(dāng)放權(quán)，讓生產(chǎn)、經(jīng)營(yíng)在本地人的管理下進(jìn)行，發(fā)揮當(dāng)?shù)厝瞬艌F(tuán)隊(duì)的作用。黃勇表示，在這樣的管理下，重慶機(jī)電的海外公司處于盈利狀態(tài)。

尚游：依靠政府政策和重慶大環(huán)境

從尹明善背后走出來的尚游，現(xiàn)身兼力帆實(shí)業(yè)集團(tuán)總裁和中國(guó)汽車工業(yè)協(xié)會(huì)副會(huì)長(zhǎng)。這位年輕企業(yè)家近幾年出現(xiàn)在公眾視野里的頻率越來越高。這次論壇他也成為座上客，在談到力帆的國(guó)際化過程時(shí)，謙虛地向政府和外部環(huán)境提供的支持表達(dá)了感謝。他表示，今年中央政府頂住人民幣升值壓力，讓力帆保持了出口競(jìng)爭(zhēng)力；中信保提高保險(xiǎn)額度，讓力帆能夠大膽地去海外投資；而重慶市政府全力打造渝新歐、渝新俄鐵路，為力帆發(fā)展打造了良好的環(huán)境，保障了力帆的便利和效率。力帆正是抓住時(shí)機(jī)，合理利用政策形勢(shì)和大環(huán)境的優(yōu)勢(shì)，在經(jīng)營(yíng)中一步步向前的。同時(shí)，德勤等專業(yè)服務(wù)機(jī)構(gòu)，則因?yàn)閹椭Ψ?guī)避了風(fēng)險(xiǎn)，化解了投資過程中的部分危機(jī)和難題，受到尚游的大力推崇。

李金元：以國(guó)際化人才為本，重視知識(shí)產(chǎn)權(quán)

天獅集團(tuán)董事長(zhǎng)李金元強(qiáng)調(diào)要以國(guó)際化人才為本。他不愧為在全球110多個(gè)國(guó)家和地區(qū)擁有分公司的天獅集團(tuán)的董事長(zhǎng)，他對(duì)跨國(guó)經(jīng)營(yíng)侃侃而談：“選對(duì)人，才能做對(duì)事”。天獅在十幾年前就建立了天獅學(xué)院，培養(yǎng)人才。此外，天獅還計(jì)劃建立國(guó)際化大學(xué)，培養(yǎng)國(guó)際化人才，為企業(yè)發(fā)展輸送新鮮血液。李金元還興致勃勃地公布了他的宏偉計(jì)劃：同世界前100名名牌大學(xué)合作，培養(yǎng)實(shí)用型人才。另外他還在知識(shí)產(chǎn)權(quán)問題上加重了語氣，表明天獅在全球100多個(gè)國(guó)家和地區(qū)注冊(cè)產(chǎn)品和專利，是讓天獅在全球布局的關(guān)鍵。

民企國(guó)際化面臨眾多挑戰(zhàn)和機(jī)會(huì)

在提問環(huán)節(jié)，在座聽眾踴躍提問，嘉賓一一解答，內(nèi)容亦是鞭辟入里。

■ 民企融資難

有企業(yè)家提到民企資金匱乏，融資困難。力帆的尚游表示，力帆在香港設(shè)立了融資平臺(tái)，同時(shí)力帆和中國(guó)銀行合作，確保資金的充足。而港中旅的薄寶華則建議大家去香港設(shè)立融資公司，和國(guó)外銀行打交道。天獅的李金元建議要走國(guó)際化道路的企業(yè)，要和世界的銀行有密切資金來往，更要重視匯率、置換等問題，規(guī)避匯率風(fēng)險(xiǎn)。

■ 部分中國(guó)標(biāo)準(zhǔn)無法同國(guó)際接軌

有企業(yè)家提到中國(guó)標(biāo)準(zhǔn)無法得到國(guó)際認(rèn)可。李金元在這一問題上經(jīng)驗(yàn)豐富，他談到天獅每計(jì)劃進(jìn)入一個(gè)國(guó)家，都要首先注冊(cè)和報(bào)檢，遵守當(dāng)?shù)胤煞ㄒ?guī)，還會(huì)按照當(dāng)?shù)貥?biāo)準(zhǔn)改進(jìn)產(chǎn)品。結(jié)果是天獅產(chǎn)品通過100多個(gè)相關(guān)的國(guó)際認(rèn)證標(biāo)準(zhǔn)，進(jìn)入190多個(gè)國(guó)家的保健品市場(chǎng)。

■ 混合所有制改革

混合所有制經(jīng)濟(jì)問題與民營(yíng)企業(yè)壯大自身實(shí)力關(guān)系莫大。力帆的尚游和機(jī)電的黃勇相視一笑，他們介紹到力帆脫胎于機(jī)電控股集團(tuán)，曾是機(jī)電集團(tuán)下屬的客車制造企業(yè)。后來經(jīng)過重組，民資進(jìn)入，不斷改革，才轉(zhuǎn)變?yōu)榻裉斓牧ΨC(jī)電控股集團(tuán)至今仍持有力帆一定的股份。同時(shí)，機(jī)電的混合所有制探索從很早之前就開始了，成功的案例還是比較多。機(jī)電集團(tuán)不設(shè)立任何限制，歡迎民營(yíng)企業(yè)參股、控股國(guó)有企業(yè)。港中旅薄寶華說道，港中旅海外公司中，中外合資的分公司比獨(dú)資成立的分公司效益更高，混合所有制更能適應(yīng)海外市場(chǎng)發(fā)展。

During the China Top500 Enterprises Summit CEOs Discuss “Internationalization of Companies”

Despite continuous rain in early September, there is much enthusiasm in Yuelai International Convention Center, Yubei District, Chongqing. From September2 to3, the2014 China Top500 Enterprises Summit was held here. Lin Nianxiu, deputy director general of National Development and Reform Commission, Mayor Huang Qifan attended the summit and delivered speeches. Senior leaders of renowned enterprises and enterprise association and federation delegates around the nation, economic experts from home and abroad and various news media all gathered here. The “Internationalization of Companies: Operation and Management” forum had an in-depth discussion on going global and running international companies. The following is an overview of this forum as it many help overseas investment, operation and management of Chongqing enterprises.

Bo Baohua:

Overseas development strategies must fIT into enterprise needs

Bo Baohua, vice president of China Travel Service (CTS), manages travel agencies in12 overseas countries. Sitting straight with a serious look, he articulated to the present entrepreneurs that enterprise needs must be determined in the first place to determine whether to pursue an international path and whether to adjust strategies. CTS explicitly understands its enterprise need, which is to secure customers. He narrated the development path of CTS: in the past, foreign travelers to China were rare sources, so CTR set up branches abroad to grasp the source of customers. Later, after noticing the absence of complete and premium services for Chinese going abroad, CTS adjusted its strategy into providing Chinese tourists with services in destinations. In the future, CTS plans to buy hotels and cruise liners in popular destinations for Chinese tourists in order to have more customers. Its internationalization path always focuses on winning more customers, so does its strategies. Such clear dedication is the trump card for CTS.

Huang Yong:

Integration is necessary for managing overseas companies

Huang Yong, board director, executive and vice Party secretary of Chongqing Machinery and Electric Co.,Ltd talked about successful experiences of managing overseas companies: ensuring the integration of the acquired enterprise and its parent. He leaned forward in the sofa and spoke with a sheer sincerity. He said that Chongqing Machinery and Electric bought Engstrom Helicopter in2012, and manages it in a way that overseas company only controls the decision and capital usage, and the headquarter assigned managers take the majority seats in the board; the overseas enterprise employs a local professional agent and delegate production and operation to the local people; plays the role of local talents. Huang added that under such management, Chongqing Machinery and Electric’s overseas company is pro fITable.

Shang You:

Relying on government policies and the general environment of Chongqing

As a successor of Yin Mingshan, Shang You now serves as the president of Lifan Entity Group and vice chairman of China Automotive Industry Association. The young entrepreneur frequently came into public horizon in recent years. Invited to this forum, he humbly thanked the support of government and external environment to Lifan’s internationalization. He said that this year, Lifan has maintained its export competitiveness as Central Government withstood the appreciation pressure of the yuan; Sinosure raised the quota of insurance and enabled Lifan to boldly invest abroad; and Chongqing municipal government forged the Chongqing-Xinjiang-Europe and Chongqing-Xinjiang-Russia railways to build a sound environment for Lifan and guarantees its convenience and efficiency. By grasping the opportunity to leverage policy scenario and environment advantages, Lifan keeps pressing ahead. Meanwhile, specialized service provides such as Deloitte helps Lifan to avoid risks and solve some crisis and difficulties during its investment process, which has been greatly applauded by Mr. Shang.

Li Jinyuan:

Cherish international talents and value intellectual property right

Li Jinyuan, board chairman of Tiens, a group with branches in over110 countries and regions in the world, stressed to cherish international talents. He shared his view about international operation that “one can only do the right thing by selecting the right people”. Over ten years ago, Tiens set up its own academy to cultivate talents. In addition, it also plans to establish an international university to nurture international talents and inject new dynamism to enterprises. Moreover, Li announced his ambitious plan quite excitedly: cooperating with the top100 universities in the world and to turn out practical personnel. In terms of intellectual property right, he emphasized that Tiens owns over100 international registered products and patents in the world, which are the key of its global con fi guration.

Internationalization of pivate enterprise faces multiple challenges and opportunities

During the Q&A, many questions were raised and answered in an incisive way.

Financing difficulties of private enterprises, which is a problem brought up by some entrepreneurs. Shang You, president of Lifan said that by setting up a fi nancing platform in Hong Kong and working with Bank of China, Lifan always secures suf fi cient capital. Bo Baohua, vice president of CTS suggested setting up fi nancing companies in Hong Kong to deal with foreign banks. Li Jinyuan, board chairman of Tiens advised enterprise intending to pursue the path of internationalization to have frequent capital fl ows with banks in the world, pay attention to exchange rate and replacement as well as avoid exchange rate risks.

Some Chinese standards are not aligned with the international counterpart, thus not acknowledged internationally. Li Jinyuan has rich experiences in this regard. He mentioned that Tiens always went through registration and customs inspection for every country it planned to enter, abided by local laws and regulations and improved products according to local standards. As a result, Tiens products passed over100 related international accreditation standards and entered the health product markets of over190 countries.

Mixed ownership reform is closely related to the expansion of private enterprises. Mr.Shang of Lifan and Mr. Huang of Chongqing Machinery and Electric smiled at each other and said that Lifan used to be an affiliated passenger car manufacturer under Chongqing Machinery and Electric Group, and only had today’s glory by restructuring, absorption of private capital and constant reform. The mixed ownership exploration, therefore, started long ago with many successful cases. The Chongqing Machinery and Electric Group does not impose any restrictions and welcomes private enterprise to participate and control the shares of state-owned enterprises. Mr. Bo of CTC said that among all its overseas companies, the branches of joint ventures have higher returns than solely-owned ones, so the mixed ownership can better adapt to the overseas market development.