Analyze what are the problems of packaging in China's foreign trade commodities? How to improve the packaging of China's export commodities to improve market competitiveness

Strategic research on improving the international competitiveness of China's small and medium-sized enterprises Abstract Whether in developed or developing countries, the outstanding contribution of small and medium-sized enterprises in the economic construction has attracted much attention. China's great achievements in recent years, and those emerging small and medium-sized enterprises are closely related. However, compared with state-owned enterprises and multinational corporations, SMEs have their own defects and obstacles, which can be effectively overcome only by accelerating the pace of internationalization of SMEs and enhancing their international competitiveness. After discussing SMEs and their international competitiveness, this paper analyzes the shortcomings of SMEs at the present stage from the perspectives of SMEs themselves and the government, and puts forward countermeasures to improve the international competitiveness of SMEs in China. Keywords: small and medium-sized enterprises; international competitiveness; countermeasures 1 Introduction 1.1 The source and main content of the subject In the 19th century and the first half of the 20th century, some economists believed that small-scale production was only a characteristic of the early stage of industrialization, and that in the mid- and late stage, large-scale enterprises would dominate. However, the fact of world development in recent decades is that not only in developing countries, but also in developed countries, which are dominated by large enterprises, small and medium-sized enterprises (SMEs) have gained great development, and they have become two indispensable wheels on the express train of the country's economic development together with large enterprises. In recent years, the strategic position of SMEs in China's economy has been continuously upgraded, and how to improve the competitiveness of SMEs has become the focus of attention of both the theoretical community and the government. How to cultivate the sustainable development ability of SMEs is a problem that has been explored by the theoretical circles. Since the mid-1980s, some enterprise clusters with strong international competitiveness and dominated by SMEs have attracted people's attention. Since the 1980s, SMEs have been gradually developing and expanding, which cannot be ignored. Therefore, this paper focuses on improving the international competitiveness of small and medium-sized enterprises, and explains the relevant theories and countermeasures to improve the international competitiveness of small and medium-sized enterprises. 1.2 Current Status of Domestic and Foreign Research In recent years, articles and books on competitiveness, enterprise competitiveness and international competitiveness have gradually increased. Lin Hanchuan and Wei Zhongqi, in their book Existence and Development of Small and Medium-sized Enterprises, focus on exploring the in theory of small and medium-sized enterprises (SMEs), the *** birth mode and strategy of SMEs and large enterprises, the cluster theory of SMEs, the industrial and regional positioning of SMEs, the life model of SMEs, the development mode and strategic system of SMEs, the cultivation of the core competence of small enterprises, the technological innovation of SMEs and the government support system and other topics. Shi Zhongliang, in "Research on the Development of Small Enterprises", points out from the policy perspective that the role of the government is decisive in the development of SMEs, and this decisive role is mainly reflected in the creation of a creative environment for the development of SMEs, industrial orientation, the provision of policy support and the formation of a service system. Yan Hong and Li Qing in the "small business management dictionary", for small enterprises in the operation of the conflict faced by the problem discussed. Such as the growth path of small enterprises, small business strategy, employing people, marketing strategies, financial tactics, innovation, globalization and other special elaboration. In summary, foreign scholars on the international competitiveness of small and medium-sized enterprises in a more in-depth study, but most of their research background to Europe and the United States of America's small and medium-sized enterprises. Not much research has been done on the international competitiveness of Chinese SMEs. 2 Overview of SMEs and International Competitiveness Currently in China, SMEs are not only a conceptual issue, but also a practical issue of how to define the size of an enterprise: SMEs are not an absolute concept, but a concept relative to large enterprises. The accession to the WTO has brought new hopes for the development of SMEs in China, and at the same time put forward higher requirements. Under the new situation, it is of great practical significance to study and explore how to further enhance the international competitiveness of China's SMEs. 2.1 Definition, Characteristics and Development Status of Small and Medium-sized Enterprises in China Small and Medium-sized Enterprises (SMEs) are the basic force to push forward the development of the national economy, construct the main body of the market economy, and promote the stability of society. Especially at present, they play an increasingly important role in ensuring moderate growth of the national economy, easing employment pressure, realizing the development of the country through science and education, and optimizing the economic structure. Therefore, the definition of SMEs has become particularly important. 2.1.1 Definition of SMEs in China China's quantitative definition of SMEs was relatively late, and it was not until the promulgation of the Law of the People's Republic of China on the Promotion of Small and Medium-sized Enterprises that a uniform and unified quantitative definition of SMEs was made on February 19, 2003, which is the first time for China to define SMEs in China. 2.1.2 Characteristics of SMEs in China Compared with large enterprises, SMEs have less capital, weaker fund-raising ability, smaller scale of operation, and lack advantages in talents, technology and management. However, SMEs are simple in organization scale, quick in decision-making and flexible in production and operation. But at the same time it also has certain disadvantages. Small and medium-sized enterprises have the largest number of enterprises and an important position in the national economy, and they have many characteristics: First, the main body of investment and ownership structure is diversified, and non-state-owned enterprises are the main body, which determines that the current work of small and medium-sized enterprises focuses on development. Small and medium-sized enterprises, especially non-State-owned enterprises, are actively involved in the reform and restructuring of State-owned enterprises in addition to their own rapid development, which has fundamentally changed the situation of the single ownership structure before the reform. Taking industrial enterprises as an example, among the small and medium-sized industrial enterprises with independent accounting, the number of households, total assets and total industrial output value of State-owned enterprises accounted for only 14.85 per cent, 38.5 per cent and 22.8 per cent of the total, i.e., 85 per cent of the small and medium-sized enterprises were non-State-owned enterprises. It should be said that the reform and development of small and medium-sized enterprises are equally important. However, the target of reform is mainly small State-owned enterprises; while development should cover small and medium-sized enterprises of all types of ownership in urban and rural areas. Therefore, whether from the main body of the composition of small and medium-sized enterprises or the reform process, at present, vigorously support the development of small and medium-sized enterprises should be the focus of small and medium-sized enterprises. Secondly, the high labor-intensity and prominent polarization determine that the development of small and medium-sized enterprises focuses on the "second start-up". Small and medium-sized enterprises survive and develop in the labor-intensive enterprises, employment capacity and employment investment elasticity are significantly higher than large enterprises. According to statistics, at present, China's large, medium, { type of enterprise capital organic composition of the ratio were 1.83 than 1.23 than 1; capital on the rate of 0.48 than 0.66 than 1, that is, small and medium-sized enterprises than the large enterprise unit of funds to place the number of workers to be higher, some to double, because of this, in the first l0 years of China's industrialization process, so there is no serious social employment problems, small and medium-sized enterprise The small and medium-sized enterprises have contributed a lot. However, today's market background has changed, the "seller" market has become a "buyer" market, the total demand is insufficient and structural supply shortage *** birth, so that small and medium-sized enterprises have encountered an unprecedented predicament, that is, by the labor-intensive employment advantage will be changed into a competitive disadvantage. Competitive disadvantage. For this reason, improving the organic composition and technological content of SMEs and realizing the "second start-up" is the top priority in the development of SMEs at present. Thirdly, the uneven development and the concentration of advantageous areas determine that the current SMEs should be treated differently, first easy to be followed by difficult ones, and then take the point to bring up the whole area. China's vast territory, the distribution of small and medium-sized enterprises in various regions and the level of development is extremely unbalanced. SMEs can be divided into four major regions, namely, the Northeast, the middle and lower reaches of the Yangtze River, the central and western regions and the Pearl River Delta region represented by Guangdong and Fujian. Northeast region, the majority of old industrial cities, small and medium-sized ownership structure and industrial structure are very heavy, should be the main solution to the state-owned small and medium-sized standardization of restructuring and specialized division of labor with large enterprises and supporting the problem; the middle and lower reaches of the Yangtze River is a sea of small and medium-sized enterprises, Jiangsu to township and village enterprises are the main, Zhejiang is known for the private sector, the focus of the work of standardizing and guiding the support for the development of small and medium-sized enterprises; the central and western regions are rich in resources, small and medium-sized enterprises Underdeveloped, to promote tertiary industry and science and technology environmentally friendly small and medium-sized enterprise development is the focus; Pearl River Delta region, small and medium-sized enterprises have obvious advantages in location, with the help of the "hometown", "foreigners" development of small and medium-sized enterprises on both sides of the Taiwan Strait, three places Fourth, market competitiveness is not strong and profitability is low. Fourthly, market competitiveness is not strong and profitability is low. SMEs generally have a small scale of input and output, and due to their limited strength, their business is generally fixed in a single product or service in a certain industry, and their scale of operation is small. The average capital of China's small and medium-sized enterprises is only a few hundred thousand dollars, the output value of a few million dollars. And small and medium-sized enterprises are generally backward production technology and 'equipment level, product structure and process simplicity, low level of management, a considerable portion of the enterprise used to the traditional experience-based management, and the quality of staff is low, the lack of technicians and managers. Based on the above reasons, resulting in low production efficiency, high costs, low product development capacity, poor market competitiveness. Therefore, the profitability of SMEs is also low. Fifth, the general product business cycle is short, but the market response is fast. As SMEs enter the market, mainly from the business owner is more familiar with the industry to start, with the increase of time, poor operating performance or can not find new business operations, enterprises often exit the market. For the products they operate, since SMEs mainly adjust to changes in the market, their function in guiding the market is almost nil, and their products cannot be upgraded as soon as possible through improved technology, the life cycle of the relative products is relatively short. Nonetheless, SMEs also have advantages in this regard, because SMEs have the closest contact with the market, get the fastest and most reliable information on market changes, and respond to the market most quickly, plus low adjustment costs, can quickly adjust products or services. 2.2 Connotation of international competitiveness International competitiveness is a new concept developed on the basis of the theory of domestic competitiveness. It is a direct product of the continuous development of international trade. It is a constantly evolving concept. In 1985, the report of the U.S. Presidential Commission on Competitiveness concluded that international competitiveness is the ability to provide good products and services in the international market under free and good market conditions while improving the living standards of the people in the country. 1994, the report of the U.S. Presidential Commission on Competitiveness concluded that competitiveness no longer depends mainly on the possession of raw materials or the cost of labor, but mainly on the ability to improve the living standards of the people in the country. labor costs, but rather depends primarily on the ability to create, acquire, and apply knowledge better than its competitors.In 1986, the OECD defined the concept of international competitiveness as "the ability of a national economy to compete based on the competitiveness of domestic firms engaged in foreign trade, but far from being the result of a simple accretion or averaging of the competitiveness of domestic firms. " In 1994, OECD defined the concept of international competitiveness as a capacity to innovate. in 1998, OECD also defined the concept of international competitiveness as the ability of factors of production to achieve consistently high returns and high utilization rates. The international competitiveness of enterprises refers to the ability of a country's enterprises to produce and sell goods and services at more attractive prices, quality and after-sale services than their foreign competitors, or to invest and set up factories abroad with comparative advantages in terms of capital, technology, management and brand names, etc., and to continue to develop in the face of local enterprise competition in the world economic environment. In the era of economic globalization, on the one hand, enterprises in order to survive and develop towards the international market, to carry out transnational business, to intervene in international competition, to seek foreign resources, technology and sales space, etc. On the other hand, with the market of various countries is more and more open and the increase of mutual trade and investment, so that although the enterprise has not gone out of the country, but it is inevitable to encounter a lot of foreign competitors in the domestic market, that is to say, today, regardless of whether the enterprise That is to say, today, whether the enterprise is at home or abroad, in order to sustain development, must have the strength to participate in international competition. International competitiveness has become an indispensable force for modern enterprises. Whether an enterprise engages in foreign trade activities or foreign direct investment, it must have a certain degree of international competitiveness as a prerequisite and foundation. Of course, after carrying out cross-border operations, enterprises will face a relatively unfamiliar environment and fierce market competition, which is undoubtedly a test for the enterprise is also a workout, and thus is conducive to the refinement of the enterprise's international competitiveness, and on the other hand, there is a counterproductive effect of improving competitiveness. If an enterprise has an international comparative advantage or competitive advantage, it means that it has a certain degree of international competitiveness, because the advantage is the performance of competitive ability. Of course, the potential advantages into real competitive advantages need to enterprises or the government to take some specific policy measures to promote. Possessing an international decisive advantage means possessing absolute international competitiveness, but it is difficult to do so, and even if it is done, it is hard to maintain it for a long time under the situation of fierce competition and shortening technological updating cycle. 3 Overview and Problems of the Internationalization Development of SMEs in China The number of SMEs in China is huge, accounting for more than 99% of the total number of enterprises in China. They are widely distributed in many fields such as industry, commerce, construction, transportation and services, and have formed an important force in the social and economic aggregation of China. In recent years, with the deepening of the reform of small and medium-sized enterprises (SMEs), the government has adopted a relatively loose and flexible policy suitable for the development needs of the market economy to promote the development of SMEs. 3.1 Overview of the internationalization development of China's SMEs Some of China's SMEs have initially possessed the ability of internationalization development, and have formed unique international competitiveness in local areas, which is specifically manifested in (1) the ability to develop the markets of developing countries with small-scale production technology and production experience. Low-income developing countries, a significant feature of the market for manufactured goods is the smaller demand, market capacity is limited, in this competitive or monopoly-type small-scale industrial structure, developed countries, large enterprises of large-scale production technology can not get economies of scale from the demand of such a small market, and thus lost its competitive advantage, while China's small and medium-sized enterprises have to meet the needs of some small-scale market production technology and thus They can gain a competitive advantage in the gap of international market competition. Another tool for SMEs in China to develop the market of developing countries around Asia-Pacific is the advantage of "market knowledge" and "psychological distance" as called by the Scandinavian school of internationalization management theory. Due to geographic proximity, similar level of economic development, small cultural differences, demand preferences and other factors, some of the products of China's small and medium-sized enterprises in the Asia-Pacific market is more competitive than the products of large companies in Europe and the United States. (2) China's SMEs are able to use their cost advantage to develop markets in developed countries. China's SMEs have a strong cost advantage in labor-intensive products such as textiles, clothing, toys, etc., and the unlimited supply of domestic labor is an endless source of this cost advantage. (3) China's SMEs are good at utilizing the global Chinese business network to develop the international market The Chinese business network is a kind of business and humanistic network formed by many Chinese doing business overseas in the past, and the resources of these Chinese business networks have greatly reduced the cost of SMEs in searching for information in the international market, and reduced the asymmetry of information in their international operation, and also greatly reduced the transaction cost of this kind of enterprises, which has improved the international competitiveness of SMEs. international competitiveness. 3.2 International competitiveness is the bottleneck restricting the international development of SMEs in China Enterprises conducting international operations can not only obtain economies of scale, but also make use of the rich local resources of host countries, including natural resources, human resources, research and development resources, etc. These invaluable and inestimable resources can not only serve as supplements to the enterprise's own resources, but also serve as the basis for the enterprise's further development. At the same time, the internationalization of enterprises, a direct effect is to improve the international reputation of the enterprise, the enterprise's reputation and brand as an irreplaceable intangible assets, is the enterprise to participate in international competition when the weapon, but also an important performance of the international competitiveness of an enterprise. The improvement of brand value is the direct enhancement of the enterprise's international competitiveness. At present, people realize the decisive significance of knowledge, innovation and environment to the international competitiveness of enterprises in the form of knowledge economy and information economy. Enterprise international competitiveness is no longer just stay in the relative advantage of production factors at such a shallow level, knowledge, information, innovation and other potential factors determine the competitiveness of the enterprise more profound composition level, is the ability of the enterprise's sustainable development status. The international competitiveness is the bottleneck that restricts the internationalization development of Chinese SMEs. 3.2.1 Short-sightedness and Lack of Foreseeing Ability In today's deepening globalization, some SMEs lack international vision and the ability to compete in the market under the wave of globalization. Even SMEs in coastal areas also suffer from the same defects, they tend to stick to their immediate territory and market, but lack the ability and vision to allocate resources, production and marketing operations under globalization. In this regard, our local governments have actually not done enough, and have not provided sufficient technical support, policy guidance and other supportive work for SMEs to enhance their international competitiveness. In China, it seems that entrepreneurs in Jiangsu and Zhejiang, especially in Wenzhou, have been more proactive in going abroad to get a share of the pie under economic globalization. At the same time, China's market economic system is still not perfect, a variety of non-market factors that do not meet the market economy is still playing a negative role, which is also one of the factors that lead to the survival of small and medium-sized enterprises is difficult. For example, SMEs are faced with the strong intervention of public power, and some local protectionism is also binding and restraining the free development and growth of SMEs. From time to time, we see that some non-market factors are affecting the development and survival of SMEs. In addition, China's SMEs often lack of environmental protection and other scientific concepts of development, the interests of enterprises are often obtained under the predatory behavior of the environment and resources, resulting in the enterprise in the sustainable development of the innate deficiencies and disorders, so that enterprises are not destined to last long. In addition, some SMEs have problems in positioning themselves in the market, and after initial development, they blindly pursue a large and comprehensive business, as the saying goes, "The sparrow may be small, but all its organs are complete", as a result of which the characteristics of SMEs are no longer prominent. 3.2.2 Heavy debt, high cost of public listing and lack of financing ability Heavy debt, high cost of public listing and lack of financing ability affect the growth of enterprises. There are many reasons for the debt formation of small and medium-sized foreign trade enterprises, such as policy behavior, market changes, and their own operational errors, etc. Heavy debts are pressed on the enterprises, which makes it difficult to maintain normal production and operation, and it is difficult for financial institutions, such as banks, to give financial support due to the poor economic performance. Social integrity system has not been established, banks lack of confidence in small and medium-sized enterprise credit, credit guarantee and other intermediary organizations are not well developed, bank credit still exists under the planned economy system of certain shortcomings and so on. As a result of the difficulties in financing, SMEs are unable to obtain sufficient financial support in the face of market opportunities, and thus are unable to expand their production and improve their international competitiveness. In the event of an economic turmoil or recession, SMEs may be eliminated from the market as a direct result. Many enterprises have also been on the verge of bankruptcy as their import and export business slips. 3.2.3 Small scale of enterprises, backward management and technology Small scale of enterprises, backward management and technology, it is difficult to adapt to the needs of enterprise development in the era of knowledge economy and network economy. As small and medium-sized foreign trade enterprises generally do not have a source of goods base, has been practiced for many years, "cut off the system," "acquisition system", with the other ownership of foreign trade enterprises and trade and industry enterprises continue to emerge on the collapse of the collapse of the source of goods appeared a serious crisis. The abolition of policy export subsidies will reduce the level of corporate profitability. China has repeatedly implemented policy subsidies for product exports to expand the scale of exports. For most of the small and medium-sized enterprises with operational difficulties, most of their profits come from policy subsidies. After accession to the WTO, in order to standardize the export system and adapt to the WTO rules, China will abolish the export subsidies, which will make enterprises lose considerable profits. 3.2.4 Unclear property rights The property rights of enterprises lack clear definition and protection, and their business practices are not standardized enough and lack sufficient information transparency. In the market economy, the premise of smooth economic exchange operation must require clear property rights. The more the market economy develops, the more complex the property rights relationship, the clearer the definition of property rights is more and more important." Reorganization is difficult to change to the depths of the property rights". In the process of enterprise reform to the deep development, property rights system reform is the deepest core, to establish clear property rights, clear rights and responsibilities, separation of government and enterprises, scientific management of the modern enterprise system, so that enterprises really become self-management, self-supporting, self-restriction, self-development of the market, we must boldly push forward the reform of the property rights system, the realization of the main body of the diversification of investment. Institutional innovation to drive technological innovation, management innovation, the formation and enhancement of the core competitiveness of enterprises. From the actual situation in China, the property right reform is lagging behind, and the joint-stock company is not yet popular, which is the biggest institutional obstacle restricting China's small and medium-sized enterprises to become modern enterprises and multinational corporations, and affecting the internationalization process of China's small and medium-sized enterprises. 3.2.5 Unreasonable knowledge structure Unreasonable knowledge structure, enterprise management personnel with low knowledge structure, especially the factory director (manager) is more prominent. The general cultural quality of the employees of SMEs is not high, which is incompatible with today's core competitiveness of enterprises based on knowledge and science and technology. The "three-in-one" talents who know foreign languages, business and technology are in short supply in small and medium-sized foreign trade enterprises, and the situation of relying on individual backbones to support business is common in most enterprises. Due to the lack of vitality of small and medium-sized enterprise mechanism, loose management, when foreign-invested enterprises, private enterprises to hire a high salary, small and medium-sized enterprise business backbone of a large number of loss, but also often take away the customer and the market, so that the company suffered significant losses. Based on the above reasons, the overall international competitiveness of China's small and medium-sized enterprises is on the low side. Due to the reality of the existence of internal and external reasons, it is difficult to quickly improve the international competitiveness of China's SMEs. 4 Countermeasures to Improve the Participation of China's SMEs in International Competitiveness An SME with international competitiveness is an enterprise with an advanced enterprise system in a perfect market and legal environment, a few well-trained enterprise leaders with broad management expertise and advanced international management experience, a vigorous enterprise culture, and fairly strong product development and marketing capabilities: an enterprise with its own competitiveness Evaluation system, and can pay high attention to competitiveness, pay attention to accumulating data on competitiveness research of their own enterprises and other enterprises both at home and abroad, and pay attention to applying the idea of strategic management of enterprise competitiveness to enterprise management. On this basis, it has the vision and strategy of transnational development and can occupy a place in the international market. 4.1 Selection of Strategic Models for Improving the International Competitiveness of SMEs In a sense, SMEs are one of the important factors determining China's future. The accession to the WTO has brought new hopes for the development of SMEs in China, and at the same time put forward higher requirements. Under the new situation, SMEs, as the pillars of China's enterprises, choose what kind of strategic mode to develop themselves, which is of strategic significance for entering the international market and developing international competitiveness. 4.1.1 Mode of Cooperation with Large Enterprises China's traditional enterprises are characterized by "big and complete, medium and complete, small and complete". Its drawbacks lie in the exclusion of specialized division of labor, exclusion of market transactions, uneconomical scale, tendency to self-sufficiency and low efficiency. At present, some of China's heavy industrial base enterprises heavy burden, low competitiveness, efficiency slippage phenomenon occurs, is by this low-level vertical integration form of long-term dominance. The so-called big business-led cooperation mode is around the core of the big enterprises to carry out professional split, split the process is to strengthen the process of professional division of labor. The production and technological development of some processes and general components are handed over to the divested SMEs by way of subcontracting, so that the production capacity of each process can be fully utilized, thus realizing specialized production and economies of scale, and improving the precision and fineness of products. As the international competitiveness of products increases, it also improves the industry's position in international competition. This model generally chooses the type of cooperation centered on products in terms of type. Core enterprises control key technologies and are mainly responsible for producing key components and assembling finished products. The SME produces parts and components with low technology content, small batch sizes, and high requirements for specialized division of labor procedures. The enterprise may in turn sub-divide its production operations into several parts and subcontract them to other specialized enterprises. This type of model should emphasize the vitality of large enterprises. Large enterprises directly determine the survival of the surrounding small business community. Because once the big business a little "wind blowing grass", the small business risk increases. For this reason, small and medium-sized enterprises should pay attention to work on innovation, the formation of their own market advantages, to avoid being passive. 4.1.2 Branding model This model of the core enterprise does not directly produce products, but the use of its core resources, brand advantages, the organization of specialized division of labor of small enterprises to produce products. Core enterprises can establish brand awareness through advertising, through the brand to lay a mature market foundation, and the establishment of perfect sales channels, responsible for franchising sales (and some core enterprises are not even responsible for sales, by the cooperation of enterprises to complete directly); can also be through the marriage of transnational corporations, into their industrial chain, or the use of their technology, or the use of their brands, and gradually form a specific product manufacturing center, and then absorb the joining enterprise to form the enterprise center, and then absorb the joining enterprises to form an enterprise cluster. This kind of enterprise cluster mode is more suitable for SMEs which have both labor-intensive advantages and certain processing and manufacturing capabilities, but lack of independent intellectual property core technology and brand advantages. 4.1.3 Hi-Tech Park Mode Taking high-tech industry as the leading industry and actively developing high-tech industry, it is necessary to give full play to the role of incubators and high-tech parks in gathering high-tech enterprises and industries. High-tech and information industries are the key objects for SMEs to study, and SMEs can make use of the achievements of high-tech parks to develop themselves and realize their goals through the production of products matching with them. At the same time, a large number of enterprises will attract a large number of service and intermediary SMEs. In the development of high-tech parks should pay attention to: 1, mutual cooperation and continuous learning. At present, some of China's high-tech parks, the lack of credit base between enterprises, production independent of each other, and even each other to tear down, resulting in information, technology, knowledge flow is not smooth, the overall competitiveness of the low, in order to establish a system of knowledge to pay to encourage innovation. At the same time, we should emphasize the complementary advantages among enterprises and realize industrial networking.2. Improve financing channels, establish financing channels adapted to science and technology-based SMEs, and accelerate the establishment of a perfect venture capital system.3. Establish a perfect service system for SMEs, give full play to the overall functions of service centers, entrepreneurship centers and other intermediary service institutions in a high-tech zone, and promptly and rapidly promote the commercialization of new technological achievements. Only in this way can help small and medium-sized enterprises really get rid of the difficulties, strengthen the strength, even in the fierce competition in the international market, can also be located in an invincible position. 4.2 Specific Measures for SMEs to Improve International Competitiveness The contribution of China's SMEs to the national economy is obvious to all. In a sense, SMEs are one of the important factors determining China's future. Under the new situation, it is of great practical significance to study and explore how to further enhance the international competitiveness of China's SMEs. 4.2.1 Cultivate high-quality entrepreneurs and play the role of entrepreneurs An excellent entrepreneur should have excellent qualities such as creativity, independent personality, versatility, willpower, sense of crisis and strategic mind. Entrepreneurs are scarce resources, is the most valuable asset of the enterprise. In recent years, China's entrepreneurial team is growing rapidly, but there are still a lot of problems, such as the administrative and officialization of enterprise managers and the lack of a sound "manager" market. Although some enterprises have carried out shareholding system transformation, but can not effectively develop, and even back into the predicament, the main reason is the lack of modern entrepreneurs, capital in the capital of modern science and technology capital content is low, so the lack of competitiveness. We need to cultivate a large number of entrepreneurs with international business acumen and globalized business strategies. These entrepreneurs should be familiar with the international rules of international economic exchanges, i.e., international practices, and should have a good grasp of foreign-related professional knowledge and skills and modern scientific and cultural knowledge, as well as a strong sense of enterprise and pioneering spirit, the courage to take risks, and the ability to work independently. At the same time, the government should create the environment and conditions for the growth of entrepreneurs, improve the professional managers market, except for a very few state-owned enterprises, management personnel are still appointed by the state, other types of enterprises should be screened and hired from the market competition, and the abolition of administrative levels, improve the talent market, allowing the flow of talent, so that talent grows in competition. Rationalize the top management of enterprises, the first thing is that the top management should establish a sense of competition, strengthen the concept of competition. 4.2.2 Continuous innovation is to enhance the international competitiveness of small and medium-sized enterprises the source of Michael?6.1 Porter believes that: "national prosperity is created, not inherited." And innovation, especially technological innovation is the foundation of national wealth and enterprise competitiveness. Li Yining has said: the key for enterprises to enhance their international competitiveness is institutional innovation and technological innovation. Only with successful innovation, enterprises can continuously introduce new products to the market, continuously improve the knowledge content and high-tech content in the value of products, which not only can greatly improve the market competitiveness and market share of products and services, but also can open up new market areas. It is precisely for this reason that the international large enterprises have to establish the innovation and development as the leading business strategy, and constantly increase the investment in enterprise innovation, thus enhancing their own innovation ability. 4.2.3 Strengthening brand awareness, constantly transforming products and services, and increasing customer satisfaction and trust To establish an excellent brand image, it is necessary to be truly customer-oriented and to persistently improve the quality of products and services. To implement the quality standardization strategy, abandon all short-sighted behavior, put an end to all cut corners, the phenomenon of substandard; at the same time, we must continue to learn, and constantly study the trend of customer demand, and constantly apply new processes, new materials, new technologies to products. Under the global competitive environment of WTO, SMEs should also actively participate in the certification of the International Organization for Standardization (ISO), so as to be in line with the international standards and to improve their competitiveness in the international arena. Conclusion The contribution of China's SMEs to the national economy is obvious to all. In a sense, SMEs are one of the important factors determining China's future. Through the study of strategies to improve the international competitiveness of China's SMEs, this paper draws the following conclusions: Innovation is the source power of the development of SMEs. International competitiveness and competitiveness are two different concepts, millions of SMEs can not all have their own unique competitiveness, but if the enterprise does not have international competitiveness, it can not get a foothold in the international market competition. Innovation is the key for SMEs to continuously improve their competitiveness. Comparative advantage is also a relative advantage, and without innovation, comparative advantage no longer exists. SMEs must constantly innovate if they want to grow. SMEs must develop a development strategy that suits their own model SMEs can not develop well one of the important reasons is that SMEs have not developed a good strategy for their own development.