国际金融危机后中国制业企业的成长策略

Strategies for China's Manufacturers against the Post-International Financial Crisis

爆发于2008年的国际金融危机并未显著改变现有国际分工格局。欧、美、日等发达国家依然占据着全球价值链上的高附加值环节,东亚等发展中国家则主要从事低附加值活动,由发达国家跨国公司主导的国际贸易格局仍未发生明显改变。中国制造业企业,特别是面向国际市场的制造业企业,在市场环境、经营成本、汇率波动及全球价值链竞争等方面面临着严峻挑战。中国企业要考虑自身特点,适时采取如并购、战略联盟、海外研发等策略,一方面,在现有国际分工格局下充分利用"两个市场"、"两种资源"实现价值链升级;另一方面,积极借助中国乃至全球战略性新兴产业的发展实现新的突破,从"走出去"向"立足全球"转型。

With the rapid development of globalization, the connections and interactions among regional economies have been significantly enhanced. After World War II,international industry transfer that the developed countries shift their industries into the sub-developed and developing countries through international trade, foreign direct investment, outsourcing, has been playing important roles in the integration of global economic interdependence and the degree of industrial linkages around the world. At the same time, the international division has changed for three different periods, from inter-industry specialization to intra-industry specialization, and to intra-product specialization. In late 1970s,when the reform and opening-up policy has been committed, China＇s manufacturers took advantage of abundant natural resources and cheap labor, and participated as an actor of processing plant in the worldwide division. Since then, a great amount of capital, technology and experience have been continuously accumulated, and China＇s manufactures have gradually expanded the scope and depth in global value chain （GVC）which they had been embedded into. For over 30 years, as an important driving force of industrialization in China, numerous outstanding enterprises have emerged;their growth not only accelerated the development of economy in China, but also represented China promoting its status in international arena. However, there have been some researches showing that although comparative advantage makes most of China＇s manufacturers focus on the labor-intensive processing and assembling stages of low value-added, it is no significant promotion or upgrading that has been changed for a better place in GVC after so many years. China＇s manufacturers are facing the risk of ＇lock-in effect＇, and even the worse, when it comes to the end of cheap labor, industrial hollowing will seriously affect the economy in China. The logic and the predicted result should be highly doubted, because one must be aware of the theory of competitive advantage while applying the theory of comparative advantage. Some researchers pointed out that international financial crisis have changed the worldwide division so that China＇s manufacturers should take big steps. Is it true？ If the worldwide division has been changed ,what kind of big steps should China＇s manufacturers take？ If not,what kind of challenges are China＇s manufacturers facing and how to deal with them after international financial crisis？ This paper develops the framework of inframarginal analysis, and tries to answer the questions above by exploring the identifiable and unidentifiable sections. The results are shown in the following. International financial crisis happened in 2008 did not change the existing worldwide division. Developed countries still occupy the high value-added sections in GVC;developing countries undertake the low value-added parts. There are no significant changes in the trade structure dominated by transnational corporations （TNCs）in developed countries. China＇s manufacturers, especially those who were deeply embedded in international market, encountering serious challenges like uncertainty of international demands, rising cost of raw materials and labor salary, fluctuant exchange and fierce global competition after international financial crisis. China＇s manufacturers could carry out strategies like mergers and acquisitions （M＆A）, alliance or global research and development （R＆D）to accomplish better growth in the future towards two levels. Specifically, they must make full use of the advantages of ＇ two markets＇ and ＇ two resources＇ so as to upgrade in GVC;besides, they should seize the opportunity of revolution of global strategic emerging industries to make a breakthrough from ＇ going out＇ to ＇ operating globally＇. This paper will also help the government develop and implement appropriate policies to guide different kinds of China＇s manufacturers to handle increasing global challenges.