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1、外文资料：With the global economy of the accelerated process of scientific and technological progress, the international market intensifies, transnational corporations in developed countries in order to maintain their status in the global economy, access to greater benefits, and constantly adjust develop
2、ment strategies.A new cross-border mergers and acquisitions strategy. The era of globalization is the era of increasing returns to scale. In a globalized economy, firm size plays a decisive role, especially in highly competitive industries or market shrinking, the scale enterprises are the source of
3、 a chance of survival. Therefore, as competition intensified, the global wave of corporate mergers increasing. According to the information to incomplete statistics, the 20th century, since the 90s, the world each year about 16,000 enterprises have been mergers, of which 80% of mergers and acquisiti
4、ons of transnational corporations, transnational M & A transaction volume annually increasing at a rate of 30 percent.The use of direct investment (FDI) for the world market, especially emerging markets in developing countries. In recent years, the pattern of world FDI increased from 3 and (theUnite
5、d States,Japan,South Korea) into a class of many. By the end of 1990 in the western worlds total FDI, developed countries accounted for 80 percent, developing countries accounted for 20%. However, in 1993-1998 the FDI flows to developing countries as much as 35.3% 1999-2000 also decreased to 17.9% i
6、n 2001 rose again to 27.9 percent in 2002,Chinabecame the worlds largest direct foreign investment in the country. Following the Asian financial crisis, theUnited States, Europe and large multinational corporations in emerging markets has not been large-scale divestment, and one alternative to Japan
7、,Koreaand other countries has become a major investor in the East Asian region, fully reflected the emerging markets of multinational corporations on developing countries attach great importance.Greatly enhance the localization strategy. With the internationalization of the continuous expansion of p
8、roduction scale, multinational corporations are already using the host of talent advantage and the advantage of cheap labor has greatly strengthened the process of localization strategies. 10 global companies ranked number one General Electric Company 36 percent of foreign assets, foreign employees
9、and 44%, came in tenth place in Nestles 87% foreign assets, foreign employees to total employees, 97%.According to the value chain drift timely adjust their own growth strategies. Against the backdrop of globalization, multinational corporations have greatly improve the international advanced level
10、of industry; the basis of comparative advantage and location advantage, seize the high-tech and high value-added an important link in a timely adjustment of industrial value chain, value chain so that the internal partition further segmentation. In this way, through international cooperation not onl
11、y at a certain big-scale high-tech industries and make full use of scarce resources, to put money into the value chain the fastest value-added production processes, and continuously expand the industrial scale in the international market.Continuously adjust the field of business, so give. 20th centu
12、ry since the 80s, high-tech, finance, trade in services, such as multinational corporations, to invest in emerging industries have become a hot chase. In recent years the trend has intensified. 1999-2000 cross-border investment in the tertiary industry accounted for an average of the total amount of
13、 global cross-border investment 68.5%, 63.3% reached in 2001.Establish a green business image, the implementation of green management strategy. With the awareness of human impacts on the environment increased, the rise of green consumerism sport, multinational corporations actively promote green man
14、agement, the concept of environmental protection into the business management. Such as adoption of new technologies to reduce emissions of hazardous waste, variable general merchandise for the green goods, striving for green trade mark. Thus, shaping the green business image, will become the multina
15、tional corporations improve the international competitiveness of one of the important means.翻译：随着全球经济化进程的加快，科学技术的进步，国际市场的加剧，发达国家的跨国公司为保持他们在全球经济中的地位，获取更大利益，不断调整发展战略。掀起新的跨国并购战略。全球化时代是规模收益递增的时代。在全球化经济中，企业规模起着决定性的作用，特别是在高度竞争或市场萎缩的行业，规模是企业获得生存机会的源泉。因此，随着竞争的激化，全球企业兼并风潮愈演愈烈。据有关资料的不完全统计，20世纪90年代以来，全球每年约有160
16、00多家企业被兼并，其中80%被跨国公司并购，跨国并购交易额每年以30%的速度增加。利用直接投资（FDI）争夺世界市场特别是发展中国家的新兴市场。近几年，世界FDI格局由原来“三级化”（美、日、韩）转变为“多级化”。1990年底在西方各国的FDI总额中，发达国家占80%，发展中国家占20%。但在1993-1998年流入发展中国家的FDI高达35.3%，1999-2000年又下降到17.9%，2001年又回升到27.9%，2002年中国成为全球吸收外国直接投资最多的国家。亚洲金融危机之后，美、欧大型的跨国公司在新兴的市场不但没有大规模的撤资，而且一举替代日、韩等国成为东亚地区的主要投资者，充分反
17、映了跨国公司对发展中国家新兴市场的高度重视。大大加强本地化战略。随着国际化生产规模的不断扩大，跨国公司利用东道国的人才优势和劳动力价格低廉的优势，大大加强了本地化战略的进程。全球10强企业排第一位的通用电气公司国外资产达36%，外国雇员达44%，排在第十位的雀巢公司国外资产达87%，外国雇员占总雇员的97%。根据价值链的漂移及时调整自己的增长战略。全球化的背景下，跨国公司极大地提高了先进产业的国际化程度；根据比较优势与区位优势，抢占高技术和高附加值的重要环节，及时调整产业价值链，使产业价值链内部分割进一步细分化。这样，通过国际相互协作既做大了某一个高新技术产业规模，又充分利用稀缺资源，将资金投
18、入价值链增值最快的生产环节，不断扩大该产业在国际市场的规模。不断调整经营业务领域，做到有进有退。20世纪80年代以来，高新技术、金融、服务贸易等新兴产业成为跨国公司投资追逐的热点。近年来有加剧的趋势。1999-2000年第三产业的跨国投资平均占全球跨国投资总额68.5%，2001年达63.3%。树立“绿色企业”形象，推行“绿色管理”战略。随着人类对环境意识的增强，绿色消费运动的兴起，跨国公司积极推行“绿色管理”，将环境保护观念融入企业经营管理之中。如采用新技术减少有害废弃物的排放，变普通商品为“绿色商品”，竭力争取“绿色商标”等。因此，塑造“绿色企业”形象，将成为跨国公司提高国际竞争力的重要手段之一。