| With the acceleration of global economic integration, international development strategy has become the key to survival and development initiatives. On China's national conditions, the economy has experienced years of rapid development, also faces such as structural imbalance, overproduction and other issues, the domestic market alone has been unable to fully resolve these issues. As a result, enterprises "going out" and the market's "internationalization" has become a necessity. In most cases, the motivation to enter the international market is to optimize the cost efficiency or to increase market opportunities and expand business. Although the factors that affect a lot of international companies in the implementation of international strategy, the firm's mission, goals and strategies is undoubtedly the most important consideration. Based on this, from a strategic perspective the paper studies the Chinese business-oriented international market entry mode choice.Through analysis of existing literature and research, I believe that the international market entry mode in addition to considering the strategic direction, the organization of resources is also an important factor. The so-called organizational resources is an important manifestation of the strength of the business, is a measure of an important factor in competitive advantage. Therefore, the enterprises of different business capabilities and competitive advantages of the impact of international market entry mode from the organization reflected the amount of resources. Can be said that the strategic direction and organizational resources constitute the business of international market entry mode selection of the basis for the management of these two expectations is a prerequisite for mode selection decisions. Therefore, the strategic orientation and organizational resources for the role of international market entry mode expected to achieve mainly through management. Based on this, to build a strategic orientation and organizational resources of the enterprise through the management expects the international market entry mode choice affect the theoretical model.To further test the theoretical model, this paper studies open-ended questionnaires to collect data samples required by the data reliability analysis, exploratory factor analysis and normal distribution tests to verify this data analysis requires the sample to the model. The empirical results show:the impact of cross-border operation mode selection factors, firm size, corporate-level strategy-oriented, competition level, strategic direction, corporate management capability and competitive advantage, organizational capabilities and intangible resources management expects business model of multinational enterprises Choose a significant impact. In addition to the intangible resources of the ability to invest and build factories into the possibility of mode selection has negative effects, other factors, the choice of investment mode for the positive impact. That is, the higher the organizational capacity of intangible resources, companies choose to invest, the lower the likelihood of entry mode; enterprises larger, company-wide strategic direction more clear, strategic direction, the stronger the level of competition, the company the greater the viability and competitive advantage, management expected, the better, the companies have chosen to invest and build factories, the higher the likelihood of entry mode. Conclusions can be drawn, the company strategic direction and corporate functions of the level of physical resources, organizational capacity of the choice of cross-border business model had no significant effect.Corporate management is expected to intangible resources for organizational capacity and business investment in plant selection model has a positive relationship between the modulation, that is, intangible resources in the same organizational capacity, the management companies with high expected value than management's pessimistic business expectations are more likely to invest and build factories to enter the mode. In addition, results show that the enterprise's management expected to firm size, corporate level strategic direction and competitive level of strategic direction and investment relationship between plant mode selected modulation is not obvious. In other words, the intangible resources in the same organizational capacity, the company's management does not expect good corporate management expects pessimistic than companies more inclined to choose to invest and build factories for multinational business model.Through the analysis, a clear strategic direction and organizational resources into the international market for corporate influence mode has been selected. In order to further guide the practice of business operations, this chapter in the sixth measure the effect of gray situation decision to build a systematic approach to the business model of international market entry mode decision. Through case studies, the paper verified the validity of the decision-making model.Finally, according to the preceding theoretical analysis and empirical analysis, this paper designed a model of Chinese enterprises to enter international markets, the strategic choices, and the corresponding countermeasures and suggestions. |
