英文个人研究报告

Introduction

Thisisanindividualcaseanalysisreport,Inthispaper,wemainlydiscusshowasoftwarecompanycanbetterparticipateintheinternationaldevelopment.ThenameofthecompanyisQingdaoZhuo’ersoftwarecompany.Firstofall,theoverallsituationofthecompanyiscomprehensivelyintroduced,includingtheestablishmentofthecompany'stime,size,majorbusinessanddevelopmentstatus.Then,theproblemsinthedevelopmentofthecompanyareanalyzedindetail.Itanalyzesthecurrentinternationaldevelopmenttrendandthedevelopmentopportunitiesofsoftwareenterprises.Finally,thepapersummarizesthesuggestionsandstrategiesforthecompanytoachieveinternationaldevelopment,whichplaysanimportantroleinachievinggreaterdevelopmentofthecompany

primarycoverage

1.Companyintroduction

Qingdaozhuo'erSoftwareDevelopmentCo.,Ltd.wasfoundedin1998,specializesincustomsoftwaredevelopmentandfocusonthedevelopmentofPDAmobilephonesoftware,GISgeographicinformationsystem,3Gvideo,providesafullrangeofproductswithindependentintellectualpropertyrights.Besides,italsoprovidessoftwareservicesandoverallsolutionsforgovernment,enterprisesandsociety.Thecompanyisthenationalcertificationofsoftwareenterprises,high-techenterprises,privatetechnologyenterprisesinQingdao,therearemorethan30softwarecopyrightcertificatesinthiscompany.

Qingdaozhuo'erSoftwareDevelopmentCo.LtdisthefirstbatchofmobilephoneChineseNetworkingsoftwareserviceproviders,eachsetofsystemdevelopedbythecompanyarebasedontheactualsituationofcustomers,ouradvancedtechnology,fieldresearch,repeateddemonstration.Asystemwithindependentintellectualpropertyrightshasbeenformedlast.Atthesametime,itcanalsobecustomizedaccordingtotheactualneedsofcustomers.

Thecompany'smainserviceareasareasfollows:softwaredevelopment,softwaredevelopment,softwaredevelopment,GIS/GPSPDAmobilephonesoftwarecustomizationdevelopment,urbanmanagement,environmentalprotectionlawenforcementsystemofmobilelawenforcementsystem,lawenforcementsystem,safetysanitationdigitalmobiledigitalmobilelawenforcementsystemandthehighwaylawenforcementsystem,lawenforcementsystem,thetaxiindustrytobaccoinspectionsystemandelectricpowerinspectionsystemetc.

Therearehighlyeducated,high-qualityprofessionalsinthecompany,anditadherestothepeople-orientedmanagementconcept,respectforscience,respectfortalent.Itcombinesthemodernstandardmanagementsystemwithexcellentscientificandtechnologicaltalents,bringintofullplaythewisdomandteamworkspiritoftheindividual,anddeveloptheexcellentsoftwareproductswithadvancedtechnologyandperfectfunctionfortheusers.

2.Difficulty

Althoughthecompanyhasachievedgreatdevelopment,buttherearestillmanyproblemsinitsdevelopmentprocess,whichmainlycanbedividedintointernalandexternalproblems.

UDeMenezes

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VDias

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CGomes

,ManagementofSustainableInnovationinanInternationalizedCompany,JournalofTechnologyManagement&Innovation,,P24.

Specificissueswillbereflectedinthefollowingaspects.

Thefirstproblemisaboutmarketpositioning.Theinternationalbusinessobjectivesarenotclear,theinternationalnormsandinternationalpracticearenotfamiliar,inorderto"stepout",thecompanyoftenishungrytocatchaprojectandblindforeigninvestment,thedomesticbusinessofamovetoabroad,usethedomestictraditionalmanagementmethodslackofinstitutionalinnovation.Thisrigidmanagementsystemtiedthehandsandfeetoftheenterprise,andplaytheirowninitiativeandcreativity,whichisthemainreasonforthelowefficiencyofinternationalbusiness.ChangyongYu.ThedilemmaandstrategicchoiceofthedevelopmentofsmallandmediumsizedenterprisesinChina[J].SmallandMedium-sizedEnterpriseTechnology,,P57.

3WeiChen，LiyanYU.AnalysisonthepresentsituationandDevelopmentCountermeasuresofsmallandmediumsizedenterprisesinChina[J].BusinessStudies，,P23.

4AWL，MPm,Whencomparativeadvantageisnotenough:businesscostsinsmallremoteeconomies.WorldTradeReview,,3(3),P347-P383.

Thesecondisthelackofinternationaloperationsofhigh-qualitypersonnel.Asastartingpointforthecompanyitselfislow,lackoftalentreserveislow,theexistingmanagementandtechnicalpersonnelknowledgestructure,seniormanagementpersonnelandtechnicalpersonnelislackofmanagementandexperience,fortheinternationalmarkettojudge3.Inmanycases,companiesmainlyrelyonthemanagementexperienceinthemarketandintuitivegraspofthemarket,soitisdifficulttoformtheinternationalmarketingmodelandestablishastableconsumergroups,itismoredifficulttocompetewithotherinternationaleconomicentities.

Thethirdisthecompany'slackofindependentintellectualpropertyrightsproductsandbrandawareness.Thecompany'sbrandconceptisnotmature,itisnotawareofthebrandrepresentsproductquality,level,technicallevel,qualityofstaffandbusinesscreditmanagementofenterprisesandthebrandisthecomprehensiveembodimentofthecompetitivenessofenterprises,butthereisnolinkwiththeinterestsofenterprisesandcreatingfamousbrandslong-termdevelopment.4

Thefourthistheproducttechnologycontentislow.Thecompany'sadvancedequipmentisless,thetechnologyinnovationabilityispoor,theproducttechnologycontentandtheaddedvaluearelow.Atthesametime,thelackofsustainabledevelopmentofuniqueproductsandtheabilitytocontinuetodevelopproprietarytechnology,scientificresearchresultsconversionrateisrelativelylow.

Thefifthisfinancingdifficulties,ShortageoffundsandfinancingdifficultieshasbecomeamajorprobleminChina'ssmallandmediumenterprises.Internationalbusinessneedsmorecapital,butthefinancialenvironmentofourcountryisdifficulttosolvetheproblemofcapitalshortageintheprocessofinternationalization.Becauseofthesmallandmedium-sizedenterpriseassets,theriskisbigger,thecreditdegreeispoor,andthesocialprejudiceandsoon,thecommercialbankgenerallydoesnotwanttoprovidetheloantothesmallandmedium-sizedenterprise.Inaddition,duetotherestrictionsofthelaw,smallandmediumenterprisesaredifficulttoraisefundsthroughtheissuanceofcorporatebonds,stocksandotherdirectfinancingmeans,suchaslargeenterprises.Duetolackoffunds,thefinancingchannelisnarrow,smallandmedium-sizedenterpriseswithgoodprospectsoftheprojectwhichcan’tbeimplemented,seriouslyhinderedthedevelopmentofinternationalbusinessinadisadvantageouspositioninthefiercecompetitionintheinternationalmarket.5MBierwerth，CSchwens，RIsidor，RKabst.Corporateentrepreneurshipandperformance:Ameta-analysis.SmallBusinessEconomics,,45(2),P255-P278.

6JinWang.CountermeasuresontheinternationalizationofChina'ssmallandmediumsizedenterprises[J].ChinaPaperDownloadCenter,,P5.

7MYBrannen，RPiekkari，STietze.Themultifacetedroleoflanguageininternationalbusiness:Unpackingtheforms,functionsandfeaturesofacriticalchallengetoMNCtheoryandperformance.JournalofInternationalBusinessStudies,,45(5),P495-P507.

Thesixthisthatthepoliciesandsystemsarenotperfect,worldexperienceshowsthatenterprisesintheearlystageofoverseasinvestmentisoftenrelyonthegovernmenttopromotethepolicyofstrongsupportforthesuccess.6Atpresent,itisstillintheinitialstageofoverseasinvestmentinChina,butdidnotformasupportsystem7withmatchingpolicy,duetothelackofgovernmentfinancialsupport,credit,taxandotheraspectsoftheenterprisesintheoverseasinvestment,strongpressureisoftendifficulttosupportoverseascompetition.Therefore,thecompany'scapital,financialandotheraspectsoftheinternationalizationofthelawandpolicysupportsystemhasnotbeenformed,althoughthe"SMEPromotionLaw"and"foreigntradelaw"andotherlawsandregulationsarestipulatedtopromotetheinternationalizationofSMES.Butlackofoperational,regulatorypolicieslackofsystematic.Becauseourcountrydomesticproductstandardislowerthantheinternationalstandardortheforeignadvancedstandard,causestheforeigncountrytobeabletoblockourcountrysmallandmedium-sizedenterprise'sexportthroughthetechnicalbarrier.Fromthecurrentdevelopmenttrend,ourcountryhasmoreandmorerestrictedproductvarieties,andmoreandmorecountriesandregionssetuptechnicalbarriers,becomingthebiggestobstacletotheforeigntradeofourcountry.

3.Opportunity

China'ssoftwareenterprisesarefacingimportantopportunitiesfordevelopment,China'ssoftwareindustryhasbeengrowingatarateofover35%forthreeconsecutiveyearsalongwiththerapiddevelopmentofChinaeconomy.Greatprogresshasbeenmadeinsoftwareproduction,capital,talentandtechnicalpolicy.,whichattractshighattentionfromtheinternationalsoftwareindustry.InternationalsoftwaregiantsaretransferringsoftwareoutsourcingbusinesstoChina,andChinaisemergingasanewinternationalsoftwareoutsourcingcenter.Thegovernmenthasalsosetupaseriesofpreferentialpoliciestoacceleratetheformationofamarketenvironmentandpolicysystem,whichisanewhistoricalopportunityforthesoftwareenterprisesinchina.

China'ssoftwareenterpriseshaveagoodexternalenvironmentfordevelopment,agoodlevelofnationaleconomicdevelopmentprovidesafoundationfortherapiddevelopmentofsoftwareindustryintheeconomicenvironment.Ontheonehand,China'snationaleconomymaintainedarapiddevelopmentsincethereformandopeningup.Itprovidesaverygooddevelopmentspaceforthedevelopmentofthesoftwareindustry.Atpresent,China'ssoftwareindustryhasbeenwidelyusedinthenationaleconomicandsocialfieldsandithasbecomeanimportantbasistopromotetheadjustmentofindustrialstructure,whichgreatlypromotedtheprocessofinformatizationconstructioninourcountry,thesoftwareindustryisgrowingasanimportantindustryofnationaleconomicdevelopment.Ontheotherhand,thecountrypaysmoreandmoreattentiontotheinvestmentofsoftwareindustry,andtheMinistryofscienceandtechnologyhassuccessivelyformulatedtheplanningandmeasurestopromotethedevelopmentofsoftwareindustry,focusingonthedevelopmentoftechnologicalinnovationenterprises.

China'ssoftwareenterprisescangivefullplaytothetechnicaladvantageofbackwardnessintermsoftechnology.China'ssoftwareindustryisinastageofbackwardnesscomparedwiththedevelopedcountries.Theeconomicandtechnologicalglobalization,popularizationandapplicationofnetworktechnology,makingeverycorneroftheworldcansynchronizeaccesstothelatestsoftwaretechnology,whichmeansthatweareinthesamestartingline.Notonlycantheglobaladvancedtechnologybeacquiredatthesametime,butalsothemostadvancedtechnologyintheworldcanbeobtainedatthesametime.Moreimportantly,China'ssoftwareenterprisesalsohavetheadvantageofbackwardnessintechnologyinthelaterstage.Softwareenterprisesdonothavetheheavyhistoricalburdenofthepastsoftwaretechnologyandmodel,andcandirectlyusetheworld'smostadvancedtechnologytodevelopsoftware.

Facingthetrendofglobaleconomicintegration,Chineseenterprisesarefacingmoreandmorefairandreasonabletreatment,butalsofacingthecompetitionpressureofthedomesticmarketinternationalization.MoreandmoreforeignlargeenterprisestoenterthemarkettoChinese,especiallysmallandmedium-sizedenterpriseshasbroughtacrisisofsurvival.Therefore,weshouldimplementtheinternationalizationstrategyofsmallandmedium-sizedenterprises,lookingformorelivingspaceintheinternationalmarket.8AVHoorn，RMaseland.Howinstitutionsmatterforinternationalbusiness:Institutionaldistanceeffectsvsinstitutionalprofileeffects.JournalofInternationalBusinessStudies,,47(3),P374-P381.

Thedevelopmentofinternationalbusinessfortheexpansionofforeignexchange,topromotethedevelopmentofthewholecompany.Ourinternationalcompetitivenesshasapositiveeffectwhichcan’tbeignored.Theinternationalbusinessactivitiesareconducivetobetteruseofdomesticandinternationalresources,learningtheadvancedtechnologybetterandmanagementexperienceofforeigncompanies,improvethecompetitivenessofenterprises,andexpandthemarket,toavoidinternationaltradebarriers,cansetupR&Dbaseusingforeigntechnologyadvantage.

Relativelylargeenterprises,thecompany'sinvestmentfundsarefew,thelayoutrequirementsaresimple,whichcanbewidelydistributedinavarietyofenvironments,andeveninpoorareassuchastransportationandcommunicationcanalsotakeroot.Thesmallandmedium-sizedenterpriseshaveahighdegreeofmarketization,theorganizationalstructureissimple,flexibleoperationandmanagementmechanism,therapidinvestmentdecision-making.Marketingmethodshavemoreautonomy,themarketreactionissensitive.

4.Suggestion

Inordertoimprovethecompany'sinternationalcompetitiveness,participateinmoreinternationalbusinessactivitiesandpromotethedevelopmentofthecompany,thecompanyneedtodothefollowingaspects.

（1）Establishtheconceptofinternationalbusiness

Withtheimprovementofthedegreeofinternationalization,thecompanymanagersmustrenewtheidea,establishtheawarenessoftherules,systeminnovationandmanagementinnovation,tocompletelychangethebackwardenterprisesystem,thetraditionalmanagementmodeandlowlevelservicemode,whichcanadapttothelocalcultureandtheestablishmentofmarketenvironment,butalsowithinternationalstandardsofmodernenterprisesystem,managementmodeandservicespecification.

（2）Establishincentivemechanismtoattracttalent

Thecompetitionofmodernmarketeconomyisthecompetitionoftalentsandknowledge.9LinfengJia.Playtheadvantagesofforeignaffairsfortheenterprise"goingout"toprovideafullrangeofservices[J].ContemporaryWorld.,P15.

10XinshengZhou,MengTie.AnIntroductiontoForeignTradeinChina[M].ChinaBusinessPress.,P114.

Andatpresent,thecompanyhasaseriousshortageoftalent,lowstaffqualityproblems,therealityrequirescompaniestointroducetalents,trainingtalents.Itismoreimportanttotheformationoftheleadershipsystemofscientificandreasonableenterpriseandorganizationsystem,constructasetofeffectiveincentiveandrestraintmechanisms,trulyoperatorsupanddown,thepersonnelcanstrengthentheenterpriseinternalmanagement.Secondlytocultivatetalentsandimprovethepersonnelmanagement.Therefore,thecompanyshouldimprovetheinternalmanagementofenterprisesbasedontheinternationalizationofthedevelopment.

（3）Speeduptheconstructionofinformation

Thenetworkmanagementisactivelycarriedoutundertheconditionofknowledgeeconomy.10Firstofall,thecompanymustestablishastrongnetworkofbusinessinformationsystemsinordertograsptheeconomic,marketandotheraspectsofthecountryinatimelymanner,grasptheinitiativetoparticipateininternationalcompetition.Secondly,thedevelopmentofelectroniccommerceusingdigitalwaytoconductinternationalbusinessactivitiesintheinternationalInternet.Theinternationalizationofsmallandmedium-sizedenterpriseshastheincomparablesuperiority,itcansavetime,savemarketingcostsandtransactioncosts,reducetheexporttradelinks,whichisconducivetosmallandmediumenterprisesinatimelymannerwithlesscosttoproductstotheinternationalmarket11Burzynski,ORobertograeml,AReisbalbinot,Zandra.Theinternationalizationofthesoftwaremarket:opportunitiesandchallengesforbraziliancompanies.JISTEM-JournalofInformationSystemsandTec...,,7(3):págs.499-516.

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（4）Cultivatingcorecompetence

Whetherthecompanycanmovetowardstheinternationalmarketandmaintainthecompetitiveadvantageoflong-termstability,thekeyliesinwhethertoformandmaintainitscorecompetitiveness.Corecompetencecomesfromthecoreassetsoftheenterprise,especiallytheknowledgeassets.Suchastechnology,patents,productionskills,complementaryknowledge,etc..Onlyfocusonthecultivationofthecoreassetsoftheenterprise,tobuildthecorecompetitivenessofenterprises,vigorouslydevelopthecoreproductsandcoretechnology,thecompanycanhaveapartinthemultitudeofstronginternationalcompetition12ORBurzynski，ARGraeml，ZBalbinot.Theinternationalizationofthesoftwaremarket:opportunitiesandchallengesforbraziliancompanies.LewisPublishers,,1992,7(3):182-182.

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Intherapiddevelopmentofscienceandtechnology,thecompanymustincreaseinvestmentintechnologydevelopment,thecoreandleadingproductsresearchanddevelopmentwithindependentintellectualpropertyrights,increasethetechnicalreserves,whichhasbecomethemainbodyoftechnologicalinnovation,thedevelopmentofinvestmentsubjectandapplicationsubject,withuniversitiesandresearchinstitutesjointcooperativeroad.Facingthenewsituationofworldeconomicintegration,themarketmustupdateideas,enhancethesenseofcompetition,establishtheinternationalizationandcompetitionconsciousness,marketoriented,motivatedbytheprogressoftechnology,relyoninnovationintechnologyandmarket,toimprovethecompetitivenessofenterprisedevelopment.

Conclusion

ThispapermakesacomprehensiveanalysisofQingdaoZhuo’ersoftwaretechnologycompanyfacesintheinternationalbusinessactivitiesintheproblemsandchallenges,andputsforwardfeasiblesuggestionsforthefuturedevelopmentofthecompany,finallytheconclusionismadethatasasoftwarecompany,themostimportantthingtodoistoimprovetheircorecompetitiveness,thedevelopmentofuniquesoftwareproducts,theformationofthecompany'suniquetechnologyandadvantages.Onlyinthisway,thecompanycanbetterparticipateininternationalbusinessactivities.

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