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Based on the international competitiveness of enterprises Strategy

Further strengthen the operational capacity, to the multinational companies can provide parts to other factories, as multinational companies as part of international production division of labor. 4 offensive strategic offensive strategies, including direct attacks, to avoid attack, pre-emptive strategy and acquisitions (Thomson and Stricldand, 1992; Yip, 1995). Direct attack, including price cuts, adding new features and show that the low quality of rival products or service market segments of poor quality comparative advertising. Circumvent the attack is, companies trying to avoid confrontation and seek not the occupation of the market. In international competition, the market is not occupied by competitors who are usually ignored or services not in place of the country. Starting strategy is first allowed to crowd a dominant position. Advantages may include the best raw material suppliers, or to secure the best customers. For example, China Minmetals Group to spend $ 6,000,000,000 desire to acquire leading non-ferrous metals producer Noranda mining and to ensure the supply of raw materials. Acquisition strategy may be the most effective elimination of competitors, competitive strategy, because the acquisition of competitors disappeared. However, if the acquired company is not for the achievements of the company's overall performance, then the strategy will not help improve the company's efficiency. To international business, the acquisition of companies in other countries may also include other aspects than the profit interests, such as expanded coverage areas or enhance the status of enterprises in the major countries. Often, senior management will be separate for each country separately analyze the strengths and weaknesses of their competitors, representatives of different countries, different markets, often require different attack strategies. Therefore, the management staff for the country-specific plan accordingly, based on the characteristics of competitors to determine whether to take the offensive, is to avoid the way (to avoid direct competition) or in the possible acquisition of rival. International pressure is high when the industry, enterprise resources and capabilities can be transferred abroad, the enterprises should actively take the country to become multinational corporations, like Haier's goal is to become a world famous Chinese people themselves. If the competitive advantage of most of the value chain from upstream activities, such as from low-cost or high-quality development, engineering design and manufacturing, then, companies can often be within the scope of these advantages in the world to promote. Of many enterprises, especially labor-intensive, resource-developing industry, relying on natural resources or cheap labor cost advantages in multinational operations have certain comparative advantages, but they must also invest in advanced equipment, advanced technology, increase productivity . Otherwise, when the foreign multinational companies to set up factories in China, the use of domestic natural resources or cheap labor resources, together with their original capital, technology, management and marketing advantages, they will invincible, all the comparative advantages of domestic enterprises No, at any time may be Offensive strategy with business, to large international companies (competitors) as a benchmark, look for big companies ignore the slit market. These slits can be a unique market new products, value-added services, sales channels and price points, and so unused. For example, Haier in the United States is not relying on technology and cost advantage to gain an economic advantage, but by specific markets and consumer groups on the development, with the most products to meet the needs of consumers based in the U.S. market. However, since these can easily be slit market competitors to imitate, so business managers must constantly invent new products or services. In fact, this slit almost unlimited number of markets, and present in the product features, price, market opportunities and all the strategies. For the offensive-oriented enterprises, the biggest challenge is the technical weakness and lack of funds. Particularly high-tech industry, short product life cycle, the offensive-oriented enterprises are often at a disadvantage. Enterprises can also set up R & D centers in developed countries, the use of advanced technology and high quality of local human resources, change our weak advantage. In a For example, in China and the United States Galanz microwave oven set up research centers, and increasing R & D investment. Now, Galanz has mastered the core technology of 900 kinds of microwave ovens, more than 500 patents. However, the key parts of its microwave ovens - magnetron still dependent on imports,tory burch reva, Glanz still need to continue to strengthen technical innovation, to master the core technology and microwave ovens have the core components of manufacturing and design capabilities, before the formation of a real strong competitive force. Offensive strategy with the enterprise, need to continue to enhance the core competitiveness of enterprises, improve the level of multinational operations, integration of global resources, improve competitive advantage, become a truly international business, global enterprises. [Editor: Qin Hui country] 91