The film reviews published in major American newspapers soon set off a wave of viewing "The True Lies". In addition, it is the best summer season. "The True Lies" became a hit like later generations, but! This matter has nothing to do with Li Zhongxin. Li Zhongxin, his parents, Mitsui Masako and others have already taken a plane to Paris, France.

Li Zhongxin's idea of ​​going to the United States and several European countries this time is very simple. One is that he has to watch one or two games in the World Cup to realize his football dream of going to the World Cup field in person.

In addition, I went to various places to see what Zhongxin Company's investment situation is like in various places. Li Zhongxin didn't want to see anything else. He mainly wanted to see it, and asked by the way that the current reactions of various countries to chain supermarkets and chain fast foods.

Zhongxin Company is a Chinese company, and Chinese companies are in developed countries! They are not very valued, but they have a sense of hostility.

Li Zhongxin knew in his heart that Zhongxin Company should consider their position in the industry when developing abroad, the future development trend of the target market, investment situation, human resources situation, etc. These are all things that Li Zhongxin needs to consider.

The decision of a large enterprise requires a deep investigation of many influencing factors and interactions. First, investing in chain supermarkets and chain fast food in developed countries abroad must have the ability to protect these operations, rather than blindly opening them directly in any country. With the operation of Zhongxin supermarket chain and Zhongxin chain fast food in the United States, France and other places, Li Zhongxin also needs to make comprehensive considerations and make timely adjustments and corrections.

There are not many Chinese companies entering overseas markets at this time, because most Chinese companies do not have enough understanding of overseas markets and do not have enough understanding of competition in various aspects.

Another aspect! Chinese companies are not in good condition at this time, and their human resources are relatively scarce, so it is very difficult to open up a world overseas.

At this time, China already had a number of large companies that are also ranked first in the world, such as Bank of China, PetroChina, Sinopec, COSCO Group, etc.

However, in the international market, these large companies do not have much room for development, and among the dynamic Chinese companies, only some famous brand companies such as Haier have not had a large export value in the international market.

Li Zhongxin knew in his heart that with the rapid development of China's economy, more large multinational companies will appear in China. However, the competitiveness of Chinese companies at this time is very low, mainly due to the brand problem of China at this time.

Brands are not only a symbol of corporate reputation, but also an important indicator to measure the country's economic competitiveness. Behind it is the credibility of the country, nation, society and even the government.

The weak independent brands not only hinder the transformation and upgrading of Chinese companies, but also seriously hinder China's manufacturing to become bigger and stronger, thus affecting the sustainable development of China's economy.

Made in China is recognized by the world in the future, and it is worthy of China's pride and pride in pursuit. This shows that the quality of China's manufacturing is excellent and has been recognized by the international community.

Made in China is recognized by the world, which is conducive to enhancing our national pride and self-confidence and enhancing the brand's international competitiveness.

However, at this time, the development environment of China's brand is not perfect enough. There are omissions in intellectual property protection, lack of effective protection of trademarks and brands, and relevant government departments lack attention and policy support for independent brand building. Counterfeit and shoddy products are repeatedly banned, and counterfeit brands disrupt market order.

At this time, most Chinese companies lacked the motivation to build a brand. The investment in independent brand building is large, the return cycle is long, and the profit stability is poor, which leads to operators who often only pay attention to economic interests, do not make long-term plans, and lack brand building awareness.

Some companies in our country rely too much on foreign technologies, have limited investment in R&D and innovation, and have a serious shortage of professional talents, so it is difficult to build independent brands, which is also a key point.

Another key point is the difficulty in promoting Chinese brands abroad.

Due to different technical standards of domestic and foreign products, and due to factors such as intellectual property protection and trade barriers, Chinese brands are struggling to promote foreign brands. In addition, brand marketing methods are backward and cannot adapt to local conditions, and the core competitiveness of corporate brands is not good. Therefore, many products made in China are at a disadvantage internationally.

At this time, Chinese companies should start to focus on cultivating their core competitiveness and clarify their competitive strategies.

In order to compete on a risk-filled international stage, Chinese companies must strive to improve their core competitiveness. First, companies should analyze their own resources, knowledge and ability status, and then choose and give full play to their advantages in one or more aspects.

It is not necessarily limited to the market or resources. As for what to compete, it should be based on the characteristics of the company itself.

Chinese companies should also strive to improve their market analysis capabilities and accurately locate their core competitiveness. The extensive growth model that works in the Chinese market may suffer a big defeat in overseas markets.

When considering the issues of where, when and how to operate overseas, decision makers must have keen forward-looking capabilities, foresee the future development direction of the industry as soon as possible, and invest resources early to cultivate new competitive capabilities and gain new competitive advantages.

Therefore, Chinese companies should reasonably conceive future industrial separatism and cultivate new core competitiveness based on forward-looking predictions such as changes in people's needs, technological development, and major trends in domestic and foreign market development.

In addition, it is also very important to clarify the competitive strategy. From the perspective of the international market, Chinese companies will face new competition with foreign peers in an unfamiliar environment. Whether in terms of scale, technology, or management, the gap between Chinese companies and international multinational companies is still quite large. Therefore, before going abroad, you should have a very clear understanding of your competitive position.

When implementing overseas operations, most companies should choose multi-national market strategies with clearer goals. In the future, with the continuous improvement of corporate competitiveness and the deepening of overseas operations participation, they will gradually transition to global market strategies, that is, the expansion of overseas operations should be carried out in a gradual manner.
Chapter completed!