1、1Influence Factors and Countermeasures of International Industrial CooperationAbstract. This paper analyzes the importance of international cooperation, expounds the positive influence and negative influence brought by international cooperation, and then analyzes the impacts of international coopera
2、tion in the cultural, economic, geographic and regional factors, and puts forward the corresponding countermeasures. Key words: Factors, Countermeasures, International industrial cooperation. 1. Introduction Under the trend of globalization, politics, economy, culture requires us to strengthen inter
3、national cooperation. This is because the main cause differences in global resource allocation, and geographical, historical and other reasons.To carry out international cooperation, both positive side, also has negative effect. Positive impact: international cooperation and effective use of world r
4、esources, provide more development opportunities for all countries, but also greatly enriched and convenience to 2peoples daily life;international cooperation enables some countries to become more competitive, creativity and innovation, so that the country can be prosperous. The international cooper
5、ation means that the new economic growth, although during this period there are risks to growth, but the developed countries and the developing countries in increasing national wealth, are the beneficiaries of international cooperation. The world of international division of labor, a chance to make
6、international cooperation of each nation and nation deserve their own in the economic and technological progress. The international cooperation to promote the coordination and cooperation among countries, especially among the great powers. Through the international cooperation, developing countries
7、to seize the new opportunities of development, shorten the economic gap with the developed countries, developing countries in the international status has improved. Negative effects: due to the imbalance of social and economic development, international cooperation may form some gap. In addition, un
8、der the background of economic globalization, the cooperation between countries with limited economic strength, economic structure and the lack of complementarity, the gap between the developing countries also 3expanded, so that the further development of international cooperation is limited, challe
9、nges. It seems that completely globalized word has bound people, countries, and markets closer than ever, but distance still matters. It can be a dangerous endeavour for firms exploiting international market due to the reality of semiglobalization. CAGE framework equips us with the strategic tool fo
10、r the company to assess risks of doing business in a new market and accordingly to choice its global strategy successfully. This essay will focus on the four basic dimensions restricted companies entering international market and discuss the feasible strategies for companies seeking to develop inter
11、national markets and supply chains. 2. The world is still semiglobalization Because, even if the global further fusion, existence of cross-border trade, but the boundary is still important, still amounted to less than 100% of the fusion state, did not achieve the complete globalization, only the cro
12、ss-border trade reached 90%, 100% state to make full of Globalization. “The communications revolution is profoundly democratic and liberating, leveling the imbalance between large and small, rich and poor.” Frances Cairncross (1997) provided the global 4vision in her Death of Distance. It seems that
13、 much has been made of the death of distance in recent years. Its been argued that information technologies and, in particular, global communications are shrinking the world, turning it into a small and relatively homogeneous place. Friedman (2005) also asserts that 10 forcesmost of which enable con
14、nectivity and collaboration at a distance are “flattening” the earth and leveling a playing field of global competitiveness, the likes of which the world has never before seen. He believes that its a world which is increasingly wired, informed, and, well “flat.” They all tend to predict nearly compl
15、ete globalization. Ghemawat (2007a) disagrees, and introduces the concept of serniglobalization. Instead of being a globalized, integrated and international new world, we are still in a cross-border state. As far as China is concerned, international cooperation has achieved rapid development, foreig
16、n investment,the first industry, second industry and the tertiary industry showed rapid development trend. But there is still a lack of coordination, lack of cultural thinking, demand and asymmetric three disadvantages between industries. Particularly between the financial industry and other industr
17、ies in the 5implementation of the lack of foreign investment cooperation between strategy.We are on the way to globalization, and differences will still matter. For many companies, becoming global often is a major objective. However companies routinely exaggerate the attractiveness of foreign market
18、s, and that can lead to expensive mistakes. They ignore the costs and risks of doing business in a new market. Given all these risks and cost, companies which intend to exploit the international strategy must examine the differences among countries that affect their industry. This is done by the CAG
19、E analysis. 3. The analysis of CAGE distances Companies must explicitly and thoroughly account for it when they make decisions about global expansion. 3.1 Cultural Distance There are a lot of differences between the cultures of different countries. The present research and Discussion on internationa
20、l cooperation enterprises mainly in the field of economy, the lack of a comprehensive political thinking and research, culture, technology and etc. Most of the enterprises in and understanding of the concept, there is a lack of 6international cooperation on cognition. This lack is not knowledge, and
21、 values and skills of the. Do not understand the culture, the host country cooperative business environment and legal system, the complexity of the management objects beyond their control ability to be relatively common problem.Just as Yeniyurt and Townsend (2003) mentioned that, it has been found t
22、hat even after tremendous exposure to globalization, consumers from different cultures have different attitudes, perceptions, tastes, preferences and values, and remain reluctant to purchase foreign products. Hence, it can be posited that cultural differences remain an important aspect of internatio
23、nal marketing because cultural norms and beliefs are powerful forces shaping peoples perceptions, dispositions and behaviors. Thus, the companies must understand how culture affects consumer reactions, and understand local traditions, cultural preferences, or local customer behaviors in each of thei
24、r world markets. Only in this way could they transform challenges posed by the new marketing environment into opportunities when focusing on international business. 3.2 Administrative or Political Distance When a company enters a new market in foreign country, 7administrative or political distance w
25、ill pose a barrier for its development. The dimension of administrative or political distance includes government policies relating to the industry, tax policies, laws and regulations, trade restrictions and tariffs. Investment demand and the investment ability asymmetry among enterprises in the wor
26、ld. In a sense, the international investment enterprise is at a delicate moment, i.e. to succeed in international investment and cooperation must invest and ability to cooperate with personnel, cognition, experience, and to cultivate the talents, improve the cognition and experience, grasp the inves
27、tment and cooperation ability, practice must carry on the investment and cooperation. But now the international cooperation enterprise does not seem much, technology research and development cooperation between enterprises is not enough, talent and culture also has some gaps, reserve also lack exper
28、ience. As a strategic alliance, EU holds a high strategic value for EU members (Butler, 2008). United currency, relative stable exchange rate, and free trade really encourage the development of business and foster virtuous competition for international business. In addition, preferential trading arr
29、angements, common currency, 8and political union can also increase trade and capital flows.Besides, policies of individual governments pose the most common barriers to cross-border competition (Ghemawat, 2001). Such measures, including tariffs, trade quotas, restrictions on foreign direct investment
30、, and preferences for domestic competitors in the form of subsidies and favoritism in regulation and procurement, are expressly intended to protect domestic industries. 3.3 Geographic Distance When it comes to geographic distance, most people will link to physical distance naturally. Geography is im
31、portant when products have a low value-to-weight or value-to-bulk ratio, when local operational requirements are high or when products are fragile or perishable-like fresh foods. Obviously, geographic attributes influence the costs of transportation. Beyond physical products, intangible goods and se
32、rvices are affected by geographic distance as well. One recent study indicates that cross-border equity flows between two countries fall off significantly as the geographic distance between them rises. Geographic proximity of the home country and the host country, representing a lower cost of managi
33、ng foreign 9subsidiaries, should have a positive impact on the inflow of FDI to the host country. In 2008 top 10 countries and regions invested in China orderly (according to actual invest value) were Hong Kong, British Virgin Islands, Singapore, Japan, Cayman Islands, Korea, US, Taiwan, Germany and
34、 Samoa which most of them were Asia countries and regions having geographic proximity with China. 3.4 Economic Distance Economic base plays an important role in creating advantage on a global scale when an organization is seeking to develop international markets and international supply chains. The
35、developed countries in the international trade in developing countries the proportion declined, the proportion is rising. One aspect of this phenomenon, there are more developing countries participate in international cooperation, and the contribution to the world economy is on the increase; on the
36、other hand, the developed countries share decline, does not mean the loss of developed countries dominance. Within developing countries will further widen the gap. Some of the economic level is higher in developing countries, will become an important trading nations, closer to enter the ranks of dev
37、eloped countries in the level of economic development. While 10most developing countries, basically still in the raw material and manufactured goods sales market position. These countries due to being at the bottom of the international production and division of labor system, by a variety of interna
38、tional, domestic factors, therefore, obtained from the international cooperation in the development of interest will be limited, the economy is likely to continue in the low level. 4. Cross-border strategy for semiglobalization Facing the differences mentioned above, which make companies exploiting
39、abroad difficult and uncertain, even risky, companies which intend to exploit the international markets should take different approaches to a global strategy in a semiglobalized world. Because differences between countries are larger than generally acknowledged in a semiglobalized state, global stra
40、tegy should manifest a broader set of strategic possibilities. While it is, of course, necessary to take advantage of similarities across borders, it is also important to address differences. Ghemawat (2003a) described his ideas on global strategy in three concepts that can help a company to gain an advantage by exploit those differences. They are adapation, aggregation, and
