Take advantage of the "the Belt and Road" agricultural machinery enterprises to meet new development opportunities
As one of the main bodies of the "the Belt and Road" construction, agricultural machinery enterprises should consciously integrate industrial development into the "the Belt and Road" initiative, cultivate a global vision, innovate strategic thinking, deeply cultivate the market, avoid operational risks, focus on expanding the market, achieve win-win progress, organically combine their own advantages and capabilities with the development needs of countries along the line, and actively promote the docking and coupling of agricultural machinery industry development strategies, so as to achieve new development goals.
At present, the "the Belt and Road" initiative has entered the stage of accelerating its implementation. As one of the main bodies of the "the Belt and Road" construction, agricultural machinery enterprises are entering a critical stage of structural transformation, quality improvement and phase adjustment. Enterprises should consciously integrate industrial development into the "the Belt and Road" initiative, organically combine their own advantages and capabilities with the development needs of countries along the line, actively promote the docking and coupling of agricultural machinery industry development strategies of countries along the line, and strive to achieve new development goals.
Cultivate a global perspective and strengthen strategic thinking
If agricultural machinery enterprises want to make due contributions to the construction of the "the Belt and Road" and achieve better benefits, they need to do a good job in top-level design, take the initiative to implement the international development strategy, and actively play their comprehensive advantages. To clarify one's own spillover value and weak links, optimize development positioning and goals, and establish a sustainable development direction for the future. Enhance the allocation of global resources, absorb high-end R&D and manufacturing capabilities, integrate into the global industrial chain and value chain, and explore new market space and business scale from both resources and internal and external markets. Take the "the Belt and Road" major project as the carrier, explore the development opportunities in an all-round way and across the industry chain, and strive to obtain the first mover advantage.
Chinese agricultural machinery products have high cost-effectiveness and broad market potential in developing countries abroad. The research and development model of high-end agricultural machinery products and core spare parts technology in developed countries have certain cooperation value for Chinese agricultural machinery enterprises in terms of introduction, digestion, and absorption. It is a win-win choice to take advantage of the opportunity of the "the Belt and Road" initiative to promote the resource complementarity of agricultural machinery enterprises and achieve the development goal.
In addition, agricultural machinery enterprises also need to combine strategic goals to promote the coordinated development of the upstream and downstream of the industrial chain and related industries. Through joint ventures, strategic alliances and other measures, they should establish and improve the mid to high end research and development, manufacturing and marketing system as soon as possible, and continuously strengthen their comprehensive competitiveness. Proactively explore new models of investment cooperation and cultivate its own differentiated development advantages. Cooperate to build various industrial parks such as overseas economic and trade cooperation zones, promote the development of industrial clusters, and create a business card for Chinese agricultural machinery enterprises.
Integrating innovative development models into regional markets
The construction of the "the Belt and Road" requires agricultural machinery enterprises not only to "go global", but also to integrate with the development needs of countries along the line. At present, Chinese agricultural machinery enterprises have gradually entered the markets of South America, Eastern Europe, West Asia and Central Asia, and implemented market layout for agricultural machinery markets in the world's third world countries.
由单一产品出口向提供成套农业装备转变。目前，我国已经成为世界农机制造大国，形成耕种管收农机产品系列化发展格局，产品品类达到4000多种，具备成套设备系列化出口优势，能够满足粮食作物及大部分经济作物的全程化机械需求。
由产品出口向区域投资、项目建设、整体运营转变。改变单一产品出口传统，探测本地化制造、销售、服务模式。通过建立组装厂、研发中心等，形成 “中国+海外”制造、研发体系，全面提升企业核心自主知识发展水平。达到由短期获利向长期经营、持续发展转型，打造农机品牌和标准。
由订单式贸易向线上线下渠道建设转变。农机企业应向 “互联网+”业态发展，构筑线上线下同步发展的模式。加大精量播种、高效施肥、精准施药、节水灌溉和大马力、高性能农机装备示范推广，让企业和消费者零距离沟通，加快向战略导向型理性融通转型。
注重资源优化 实现共赢推进
农机企业在海外发展要坚持 “共商、共建、共享”的思路，相互依存、利益共生，站在双方协同的角度考虑问题、保障利益，努力实现可持续发展。
秉持合作共赢理念。在 “一带一路”建设中，农机企业应从双方长远利益出发，统筹合作的目标任务，输入当地急需的产业、服务或输出当地迫切需要的制造资源、供应资源，共同把中高端需求增量市场做大，避免与低端存量资源的非理性竞争，发挥出各自的比较优势和资源禀赋。通过协同发展共同享有资产及相关资源的增值和受益，实现更高层级的发展目标。在实施海外投资项目时，农机企业要积极履行社会责任、公益事业，提升企业影响力，促进项目在当地的认同度。
持续优化资源提升能力。“一带一路”沿线国家有不少农业大国、制造强国，有着广阔的市场和充沛的制造资源。我国已经有农机企业进行了 “一带一路”沿线国家制造基地、研发中心等布局，重点研发、制造动力换挡拖拉机、大型纵轴流谷物收获机等中高端农机产品，不断丰富、完善全球化产业链的品牌集群、增强供应链的配套体系，实现价值链与海外区域市场的发展融合。尤其是在国内农机市场阶段性结构深度调整的竞争态势下，农机企业要注重自身核心竞争力的养成。加快整合全球技术和发展模式，一方面引进先进技术设备和服务，推动自身发展和产业升级，提高供给体系的质量，促进我国产业迈向全球价值链的中高端。另一方面最大限度满足需求区域对传统资源的升级、转移，实现资源的科学运用。
做好人才的专业化、本地化培养。农机企业在海外发展，离不开高素质、复合型员工的支撑。农机企业以获取先进技术、管理模式和高素质人才为目的，应重点选择发达国家和地区。注重人才的引进，培养一批熟悉国际经营的专属性人才。坚持用人的本地化政策，通过项目招聘、国内培训、联合培训等措施，注重当地员工和管理人员的培养，是一项成本低、见效快的路径之一。海外员工原有的地脉、人脉、文化等优势，更能促进项目的对接促进、持续发展，为合作对象带来合作利益的同时，也为其培养出了合格的技术、管理、制造人员团队。
深耕细作市场 规避经营风险
践行 “一带一路”倡议，企业应坚持稳步推进、量力而行，努力实现稳健发展。
降低经营风险。农机企业应全面进行合作项目的依据性分析和市场化运作风险论证。邀请第三方调研、汇总、分析实施 “走出去”战略中涉及的项目、相关国家政策、法律法规、企业失败和成功案例等机遇和风险。摸清当地的产业投资环境，在分析并购所能带来的经济和社会效益、评估企业的承受和化解风险能力的基础上选择目标企业，为企业制定跨国合作方案提供翔实的参考信息和决策依据。摒弃低价策略、推进价值有序竞争模式。条件具备时，采取风险防范预案、购买保险等方式做好风险对冲，做到风险的最低化。
提高文化性融合。农机企业要了解合作区域国家、社会文化民俗。在尊重当地风俗传统、宗教信仰的基础上有序开展各项工作、创立跨文化管理的经验。密切与合作企业所在地的政府机构、行业组织、工会团体的沟通、合作。进一步加强文化交流，举办庆祝中国节日活动，传播中国文化，让双方更好地相互沟通、相互尊重、相互融合。加大文化与环境、管理各要素的有机结合，推动企业发展目标顺利进展。
加强政策性指导。“走出去”战略涉及国内外多方利益，国家有关部门应加强政策指导，制定相关法律、法规，合理引导发展方向，使我国企业在把握 “一带一路”机遇中有法可依、有章可循。行业协会牵头制定行业内贸易规则，借鉴跨国公司实施国际化战略的国际惯例、发展模式、成功经验，减少审批程序，建立绿色通道。建立和发展多层次的金融支持体系，为 “一带一路”建设提供多元化的综合性金融服务，加快培育一批具有全球影响力的中国农机企业。（潘转朝）
信息来源：中国工业报
Editor He Yang of this website/Organizing
