Chinese Enterprises Need To "Go Out" In The Increasingly Fierce Pnational Competition.

At present, the "one belt and one way" strategy and a series of policies promulgated by the state support enterprises to "go out" and actively participate in international competition and resource integration.

Silk Road Fund and sub investment bank can also provide more diversified financing services for overseas mergers and acquisitions of Chinese enterprises.

At the future policy level, we should focus on promoting the "going out" of financial capital, further boosting the "going out" of Chinese entities, and introducing more facilitation measures involving overseas mergers and acquisitions, such as further optimizing the overseas mergers and acquisitions of enterprises.

To provide more policy support for foreign exchange settlement.

In addition, the government should adhere to the established goals and paths of RMB internationalization, and provide more space for Chinese enterprises to develop overseas markets.

In the "pre merger era", PE institutions profit based on passive investment, and the growth and profits of the invested enterprises are mainly determined by the macro external environment, regulatory policies and decision making by the business operators. PE organizations rarely take the initiative to intervene in the business process.

The value of PE institutions to enterprises is mainly reflected in the pure capital supply, and less value-added services to improve the company's business situation.

In order to avoid investment losses caused by business risks, PE organizations tend to enter into gambling clauses with enterprises, and post investment management is relatively extensive.

But the difference between equity investment and loan market capital and two level market stock investment is that it is an active financial capital.

In the era of mergers and acquisitions, equity investment will often become a major shareholder after entering the enterprise. It is qualified and necessary to take an active part in the development strategy and business decision of an enterprise.

This does not mean that PE organizations should operate entities in a small way. Instead, they need to give full play to their own advantages of amphibious capital, help enterprises to integrate and allocate resources, reshape industrial forms, adjust management teams, and actively enhance the competitiveness and profitability of enterprises.

Especially in

Under the background of supply side reform, a large number of enterprises are faced with restructuring in the process of "three down, one down and one subsidy". Traditional enterprises need to expand their business territory to achieve a "new economy". They need to adopt a reasonable M & a plan to achieve scale integration or industrial chain extension.

PE also needs to grasp the opportunities of these times and enhance its own ability to integrate industries to gain insight in the wave of supply side reform.

It can be said that in the era of mergers and acquisitions, PE institutions should not only have stronger ability to "change the money", but also have stronger ability to "spend money", which is an important criterion for becoming an excellent PE institution in the new era.

With the advance of supply side reform, regulators should further simplify the administrative approval process and time required for normal mergers and acquisitions under the precondition of regulating M & A activities, encourage listed companies to enhance their competitiveness through mergers and acquisitions, and relax the policy space for Quan Jijin to intervene in mergers and acquisitions of M & A funds and private equity companies, reflecting the concept of "deregulation and strengthening supervision".

Since twenty-first Century, with the deep adjustment of the global industrial structure, Chinese enterprises are facing two new opportunities and challenges at home and abroad.

In the increasingly fierce pnational competition, Chinese enterprises need to "go out", absorb advanced technology from other countries, integrate high-quality assets, and achieve leaping development.

Current Chinese Enterprises

In addition to large central enterprises, more private industry groups and financial institutions play an important role in the sixth wave of mergers and acquisitions worldwide.

In the process of cross-border mergers and acquisitions, enterprises can choose experienced PE institutions to help themselves choose suitable M & A targets, docking with overseas resources, and achieve strategic integration and coordinated development more efficiently.

This is an opportunity and challenge for PE institutions. Chinese funded PE institutions will face more intense international competition and will fight for it all over the world.

Therefore, only by grasping the overall context of global economic development and continuously improving the capability of resource acquisition and operation in overseas markets and realizing the globalization of capital, investment and partners, can China's PE institutions become a world-class PE institution.