时值中国改革开放40周年。

40年间，中国由封闭走向开放，从保守趋于革新，从单一渐变多元；中华民族从经济一度濒于崩溃的边缘到今天屹立于世界之巅。2010年，中国GDP超越日本，成为世界第二大经济体。2013年，中国货物贸易进出口总额达到4.16万亿美元，跃居全球第一。2015年，中国对外直接投资（ODI）首次超过中国实际使用外资（FDI），中国成为双向直接投资项下的资本净输出国。40年，中国企业从青涩蜕变为成熟，从蜗居国内到闪耀于世界舞台的中间。2018年，世界500强企业中，中国企业总数达到120家，与位居第一位的美国仅有6家的距离。40年，在历史长河中虽不过弹指一瞬间，却足以书写一个国家的沧桑巨变。

20世纪80年代，笔者就职于原外经贸部，负责中国企业“走出去”方面的工作。当时，我曾撰写了一份关于中国企业在海外开展承包工程和劳务合作的建议，得到胡耀邦同志的亲笔批示。三十多年来，我一直关注和研究中国企业“走出去”，致力于帮助中国企业顺利“出海”并在海外健康发展。2008年，我和苗绿博士共同创办了全球化智库（CCG），致力于企业全球化、人才国际化领域的研究。成立至今，我们已经连续五年在中国社会科学院社会科学文献出版社推出《中国企业全球化报告》蓝皮书，并连续五年举办“中国企业全球化论坛”，获得国家领导人、外国政要、知名企业家、国际商务专家及跨国高端商务精英的鼎力支持，成为中国民间最具影响力的“中国企业走出去”论坛，其规模和层次都属于国内领先的专注于企业全球化战略的国际高端交流平台。多年来，来自国内外政、商、学界的上千名国内外企业家围绕“中国企业全球化发展”这一主题，展开精彩务实的探讨，聚焦全球化最新动向，为新时代下建设中国开放型经济集思广益，共谋中国企业全球化路径。

回首中国企业“走出去”40年，大概经历了四个阶段：

第一个阶段：1978—1991年。1978年，尽管与世界的距离是那么遥远，但是中国毅然坚定迈出了追赶的第一步。1978年秋天到1979年春天，短短数月，中日缔结《中日和平友好条约》、确定改革开放路线的十一届三中全会召开、中美正式建交……一系列改变中国历史进程的重大事件接连发生，而此时，作为时代主角之一的企业也开始登上历史舞台。国企纷纷踏上改革探索之路；民企如大草原上的星星之火；外企则在改革开放后，有机会到中国一试身手，他们通过销售商品或合资等方式进入中国，从1979年到1989年，有超过2.1万家外国公司在中国开业，跨国公司的进入催生了中国的轿车、家电、饮料等现代产业的发展，并在无形中为这些企业日后走出国门，驰骋海外打下了基础。这一时期中国企业走出国门进行海外投资只是零星出现，全球化经营的意识和实践水平都较低。

第二个阶段：1992—2000年。20世纪90年代，经济全球化浪潮以史无前例的迅猛之势席卷全世界，中国企业全球化意识逐渐觉醒。1992年中国确立了建立社会主义市场经济体制的改革目标，备受鼓舞的中国企业由此进入生机勃勃的春天，创业成为那个时代的鲜明烙印，也由此推动了民营经济的蓬勃发展。90年代中后期，中国提出“走出去”战略，先后采取一系列优惠政策和措施，鼓励中国企业走出国门，开拓海外市场。一方面，国内大量企业如雨后春笋般破土而出；另一方面，中国企业海外投资活动日趋活跃，以海尔、海信、华为、万向、首钢等企业为代表的佼佼者开始远征海外。根据联合国贸发组织统计数据，1991年中国企业对外投资进入10亿美元时代，经过1992年、1993年的两个小高峰以后略有回落，整个90年代实现了年均23亿美元的对外直接投资水平。这个时期，直接出口仍是这些企业最主要的海外经营活动，其次是在海外建销售网、工程承包、合资等。这一时期，中国企业在海外市场开拓，更多地是在黑暗里摸索，没有经验，亦缺乏借鉴。

第三个阶段：2001—2007年。2001年12月，经历了多年的谈判，中国终于迈入世界贸易组织的大门，世界贸易组织为中国企业提供了广阔的国际化平台，中国企业也在这一时期全面融入世界市场。为了适应世界贸易组织的规则，全面与国际市场接轨，中国国内开始对法律和关税进行重新调整，以适应世界规则。“入世”从外部为中国企业走向世界提供了良好的历史机遇，在中国内部，社会形势也发展了巨大的变化。经由20世纪90年代初步发展的“走出去”战略在这一时期正式上升为国家战略，鼓励企业走向海外，参与全球竞争成为企业发展的基调。为了配合 “走出去”战略的落地实施，国务院于2004年7月正式出台了《国务院关于投资体制改革的决定》，该文件取消了中国企业对外投资实施多年审批制，成为中国对外投资政策历史上的重大转折性文件，为中国企业“走出去”，在世界范围内参与国际竞争提供了更为便利的政策环境。国内外形势的变化为中国企业全球化提供了重大历史机遇，中国企业对外投资开始出现爆发性增长，与此同时大量的企业纷纷走出国门，在世界市场上与国际企业同台竞争。

“入世”为中国企业打开了通往世界的大门，削平了中国企业走向世界的门槛，使中国企业有更多的机会接触、了解与融入国际市场，有更多机会学习、借鉴与吸收国外企业先进的技术、运作与管理，使中国企业距离“世界500强”的目标更近一步。如联想并购IBM的 PC业务，吉利并购沃尔沃轿车业务，都使中国企业在国际市场上的知名度在短时间内得到提升。TCL并购德国三大民族品牌之一的施耐德，京东方收购韩国现代显示技术株式会社（HYDIS）的TFT-LCD业务，则帮助中国企业在短时间内获得了技术或市场。中国企业在国际竞争中逐步加深了对“游戏规则”的理解，在有得有失的海外历练后，开始学会利用国际规则，超越一国的范围配置资源。

第四阶段：2008年至今。金融危机爆发后，“反全球化运动”逐渐发展成为“逆全球化现象”，从民间走向政府，其思想和主张在一些发达国家甚至开始影响政策。以美国外国投资委员会（CFIUS）加强投资审查为代表的投资保护主义盛行。此时，我国政府在对外投资方面采取了国际国内 “双管齐下”的方式，以开放与合作的态度不断融入全球经济体系。中国企业抓住机遇，实现了跨越式发展。2015年中国企业对外直接投资实现历史性的突破，位列全球第二，并超过了同期吸引外资水平，成为资本净输出国。这一阶段，中国企业全球化实现了全方位、宽领域的全面发展。

企业“走出去”是一个包含经济、政治、文化等各种因素的系统工程。“走出去”路径也呈现出多样性，从绿地投资、跨国并购到海外上市，从商品输出、资本输出到战略布局。通过对“走出去”企业案例的长期追踪，我们提出安营扎寨、借船出海、借鸡生蛋、海外产业园区、互联网模式复制海外、海外战略资源获取、“星火燎原”、“农村包围城市”、海外战略股权投资、对外承包工程与劳务合作等企业全球化的十大路径，这些道路是对中国企业“走出去”40年的实践总结，路径本身并无优劣之分，每种路径都有成功的典范，关键在于对路径的选择上，企业需要结合自身所处的产业特性、企业特点、国际环境、国内环境进行综合考虑，斟酌定夺。

作为新兴市场的后来者，中国企业在走向全球化的道路上必然承受着额外的负重。国际人才缺乏难题、异域文化碰撞与冲击、合规风险的挑战、社会责任、品牌之殇等都是中国企业在全球化之路上面临的挑战与困难。这些关键性问题是否能够得到很好地解决，将决定中国企业在全球化之路上能够走多远。

全球化的今天，中国企业只想在国内或区域市场偏安一隅是不现实的，国际化是中国企业的必由之路。作为一家专门致力于企业国际化研究的智库，CCG将一如既往地持续追踪研究，汇聚跨国投资领域的学者、企业家和政府官员的智慧，共同为“走出去”事业献计献策，为中国企业全球化发展保驾护航。

航程虽漫漫，巨轮已起航。期待中国企业能够百折不回，在国际竞争中不断学习，在学习中不断提升竞争力，最终在全球舞台上长袖善舞，开启高质量发展的新征程，为新型全球化贡献更大力量。

是为序。

全球化智库（CCG）主任 王辉耀 博士

全球化智库（CCG）秘书长 苗绿 博士

2018年9月

It is the 40th anniversary of China's reform and opening up. In the past 40 years, China has moved from closed to open, from conservative to innovative, from single to diversified. The Chinese nation has gone from being on the verge of economic collapse to standing on top of the world today. In 2010, China's GDP surpassed that of Japan to become the world's second largest economy. In 2013, China's total import and export of goods reached US$4.16 trillion, ranking first in the world. In 2015, China's outward direct investment (ODI) surpassed China's actual used foreign capital (FDI) for the first time, and China became a net exporter of capital under two-way direct investment. In the past 40 years, Chinese enterprises have transformed from youth to maturity, from living in China to shining in the middle of the world stage. In 2018, the total number of Chinese companies among the world's top 500 companies reached 120, only 6 far from the United States, which ranked first. 40 years, although it is only a snap of a finger in the long river of history, it is enough to write the vicissitudes of a country. In the 80s of the 20th century, the author worked in the former Ministry of Foreign Trade and Economic Cooperation, responsible for the work of Chinese enterprises "going out". At that time, I wrote a proposal for Chinese enterprises to carry out overseas project contracting and labor service cooperation, and received personal instructions from Comrade Hu Yaobang. For more than 30 years, I have been paying attention to and researching the "going global" of Chinese enterprises, and is committed to helping Chinese enterprises smoothly "go abroad" and develop healthily overseas. In 2008, Dr. Miao and I co-founded the Globalization Think Tank (CCG), which is dedicated to the research of corporate globalization and talent internationalization. Since its establishment, we have launched the "Report on the Globalization of Chinese Enterprises" blue book by the Social Sciences Academic Publishing House of the Chinese Academy of Social Sciences for five consecutive years, and held the "China Enterprise Globalization Forum" for five consecutive years, which has won the full support of national leaders, foreign dignitaries, well-known entrepreneurs, international business experts and transnational high-end business elites, and has become the most influential "Chinese enterprises going global" forum in China, and its scale and level belong to the leading international high-end exchange platform focusing on enterprise globalization strategy in China. Over the years, thousands of domestic and foreign entrepreneurs from political, business and academic circles at home and abroad have carried out wonderful and pragmatic discussions around the theme of "the global development of Chinese enterprises", focusing on the latest trends of globalization, brainstorming for building China's open economy in the new era, and seeking a path for the globalization of Chinese enterprises. Looking back at the 40 years that Chinese enterprises have gone global, they have gone through four stages: the first stage: 1978-1991. In 1978, despite the distance from the world, China resolutely took the first step to catch up. From the autumn of 1978 to the spring of 1979, in just a few months, China and Japan concluded the Sino-Japanese Treaty of Peace and Friendship, the Third Plenary Session of the Eleventh Central Committee that determined the course of reform and opening up was held, and China and the United States formally established diplomatic relations... A series of major events that changed the course of Chinese history occurred one after another, and at this time, the enterprise as one of the protagonists of the era also began to enter the historical stage. State-owned enterprises have embarked on the road of reform and exploration; Private enterprises are like sparks on the prairie; From 1979 to 1989, more than 21,000 foreign companies opened in China, and the entry of multinational companies gave birth to the development of modern industries such as cars, home appliances, and beverages in China, and virtually laid the foundation for these enterprises to go abroad and gallop overseas. During this period, Chinese enterprises going abroad to make overseas investments only sporadically, and the awareness and practice level of global operation were low. Second phase: 1992-2000. In the 90s of the 20th century, the wave of economic globalization swept the world with unprecedented rapidity, and the awareness of globalization of Chinese enterprises gradually awakened. In 1992, China set the reform goal of establishing a socialist market economic system, and Chinese enterprises entered a vigorous spring, and entrepreneurship became a distinctive imprint of that era, which also promoted the vigorous development of the private economy. In the mid-to-late 90s, China put forward the "going out" strategy, and successively adopted a series of preferential policies and measures to encourage Chinese enterprises to go abroad and explore overseas markets. On the one hand, a large number of domestic enterprises have sprung up like mushrooms; On the other hand, the overseas investment activities of Chinese enterprises have become increasingly active, and leaders represented by Haier, Hisense, Huawei, Wanxiang, Shougang and other enterprises have begun to expedition overseas. According to UNCTAD statistics, in 1991, the outward investment of Chinese enterprises entered the era of US$1 billion, and after two small peaks in 1992 and 1993, it fell slightly, and the average annual outward direct investment level of US$2.3 billion was achieved throughout the 90s. During this period, direct export was still the most important overseas business activity of these enterprises, followed by overseas sales networks, project contracting, joint ventures, etc. During this period, Chinese enterprises explored overseas markets, more in the dark, with no experience and lack of reference. The third stage: 2001-2007. In December 2001, after years of negotiations, China finally entered the door of the World Trade Organization, which provided a broad platform for Chinese enterprises to internationalize, and Chinese enterprises were fully integrated into the world market during this period. In order to adapt to the rules of the World Trade Organization and fully integrate with the international market, China began to readjust its laws and tariffs to adapt to world rules. China's accession to the WTO has provided a good historical opportunity for Chinese enterprises to go global, and within China, tremendous changes have also taken place in the social situation. The "going out" strategy, which was initially developed in the 90s of the 20th century, was officially elevated to a national strategy during this period, encouraging enterprises to go overseas and participating in global competition became the keynote of enterprise development. In order to cooperate with the implementation of the "going out" strategy, the State Council officially promulgated the Decision of the State Council on the Reform of the Investment System in July 2004, which abolished the multi-year examination and approval system for Chinese enterprises' outbound investment, which became a major turning point in the history of China's outbound investment policy, and provided a more convenient policy environment for Chinese enterprises to "go out" and participate in international competition in the world. The changes in the domestic and international situation have provided a major historical opportunity for the globalization of Chinese enterprises, and the outbound investment of Chinese enterprises has begun to grow explosively, while a large number of enterprises have gone abroad to compete with international enterprises in the world market. China's accession to the WTO has opened the door to the world, lowered the threshold for Chinese enterprises to go global, and enabled Chinese enterprises to have more opportunities to come into contact with, understand, and integrate into the international market, and more opportunities to learn, learn from, and absorb the advanced technology, operation, and management of foreign enterprises, so that Chinese enterprises will be one step closer to the goal of "Fortune 500." For example, Lenovo's acquisition of IBM's PC business and Geely's acquisition of Volvo's car business have enhanced the popularity of Chinese enterprises in the international market in a short period of time. TCL's acquisition of Schneider, one of Germany's three major national brands, and BOE's acquisition of the TFT-LCD business of South Korea's Hyundai Display Technology Co., Ltd. (HYDIS) have helped Chinese companies obtain technology or markets in a short period of time. Chinese enterprises have gradually deepened their understanding of the "rules of the game" in international competition, and after overseas experience with gains and losses, they have begun to learn to use international rules to allocate resources beyond the scope of one country. Phase IV: 2008 to present. After the outbreak of the financial crisis, the "anti-globalization movement" gradually developed into an "anti-globalization phenomenon", moving from the private sector to the government, and its ideas and ideas even began to influence policies in some developed countries. Investment protectionism, represented by the Committee on Foreign Investment in the United States (CFIUS) to strengthen investment scrutiny, is prevalent. At this time, the Chinese government adopted a "two-pronged" approach at home and abroad in foreign investment, and continuously integrated into the global economic system with an open and cooperative attitude. Chinese enterprises have seized the opportunity and achieved leapfrog development. In 2015, Chinese enterprises achieved a historic breakthrough in outward direct investment, ranking second in the world, and surpassing the level of attracting foreign investment in the same period, becoming a net exporter of capital. At this stage, the globalization of Chinese enterprises has achieved all-round and comprehensive development in a wide range of fields. "Going global" of enterprises is a systematic project that includes various factors such as economy, politics and culture. The path of "going out" also shows diversity, from greenfield investment, cross-border mergers and acquisitions to overseas listing, from commodity export, capital export to strategic layout. Through the long-term tracking of "going out" enterprise cases, we put forward ten major paths for enterprise globalization, such as setting up camps, borrowing ships to go to sea, borrowing chickens and laying eggs, overseas industrial parks, Internet model replication overseas, overseas strategic resource acquisition, "spark fire", "rural encirclement of cities", overseas strategic equity investment, foreign contracting projects and labor service cooperation, etc., these paths are a summary of the practice of Chinese enterprises "going out" for 40 years. The key is that in the choice of path, enterprises need to consider comprehensively and make decisions based on their own industrial characteristics, enterprise characteristics, international environment, and domestic environment. As a latecomer to emerging markets, Chinese companies will inevitably bear an additional burden on the road to globalization. The lack of international talents, the collision and impact of foreign cultures, the challenge of compliance risks, social responsibility, and brand death are all challenges and difficulties faced by Chinese enterprises on the road of globalization. Whether these key issues can be solved well will determine how far Chinese companies can go on the road to globalization. In today's globalized world, it is unrealistic for Chinese enterprises to only want to be in a corner of the domestic or regional market, and internationalization is the only way for Chinese enterprises. As a think tank dedicated to the internationalization of enterprises, CCG will continue to follow up and research, gather the wisdom of scholars, entrepreneurs and government officials in the field of cross-border investment, and jointly provide suggestions for the cause of "going out" and escort the global development of Chinese enterprises. Although the voyage is long, the giant ship has set sail. It is expected that Chinese enterprises will continue to learn in international competition, continuously improve their competitiveness in learning, and finally dance well on the global stage, start a new journey of high-quality development, and contribute more to the new globalization. is the order. Dr. Huiyao Wang, Director of Globalization Think Tank (CCG), Dr. Lu Miao, Secretary General of Globalization Think Tank (CCG), September 2018（AI翻译）