중국에 진출하는 한국기업의 투자효율화 방안
A Study on the Policy of Effective Investment of Korean Firms in China
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본 논문에서는 中國의 시장환경과 투자환경의 변화를 살펴본 다음에 중국의 변화된 정책에 부응할 수 있는 해외직접투자를 행함으로써 한국기업이 장기적으로 중국에서 경쟁우위를 확보할 수 있는 방안을 제시하고자 한다. 이를 위해 우선 중국의 경제성장 및 특성을 살펴 본 다음에 중국의 투자환경을 고찰하였다. 이어서 중국에 대한 한국기업의 해외직접투자현황을 살펴보았다. 이와 같은 중국의 투자환경과 한국기업의 중국에 대한 투자의 특징적 현상을 바탕으로 한국기업이 중국에서 경쟁우위를 유지 할 수 있는 투자효율화 방안을 제시하여 향후 중국에 진출하는 한국기업들의 경영전략에 도움을 주고자 본 연구를 수행하였다.
Abstract
This study investigates the changing environment and industrial policy of China and the formation of foreign direct investment strategies of Korean firms hereafter. Following the establishment of diplomatic relations between the Korea and China in 1992, Korean firm’s FDI to China grew rapidly. Complementary economic ties turned China into Korea’s first trading partner exceeding the US and Japan. Korean FDI to China exceeds $6.4 billion in 2003. In this extraordinary growth, industrial policy and FDI inducement policy of Chinese government were at work. More important factor was the emergence of Korean firms losing competitiveness in labor-intensive sector and Korean multinationals with the financial and technological capability to compete directly in China. The massive FDI to China were fundamentally an expression of the expectation toward the Chinese market. Now, the investment climate of China is changing. Consequently, Korean investing firms must not pursue to gain immediate results at the expense of long-term gains. Also Korean investing firms to China can succeed in case of maintaining competitiveness complying with the industrial and economic development policy of China. Therefore, FDI firms need to continuously create competitive advantages. Especially, Korean firms need to continuously create competitive advantages. Especially, Korean firms need to increase appropriate production efficiency and enlarge product differentiation in China by region and industry. At the same time, in order to maintain competitiveness vis-a-vis foreign and local firms in China, Korean firms should actively prosecute localization and develop the sources of competitive advantage. Finally Korean firms should attempt to increase synergy effect between Korean headquarters and affiliates in China.
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