Durch Ernie Tadla

Dieses ist die Geschichte eines Unternehmers, der ein rentables Geschäft errichtet, indem es alle globalen grossen Kerle schlägt.
 
Dan Mintz war in Brooklyn und war die jüngste geboren und angehoben in die New York Akademie des Durchführens angenommen zu werden Person, von künsten. Er begann im Filmgeschäft als Kursteilnehmerextrakosten im Film Ruhm. Er ging nach Los Angeles, in dem er seine Ausbildung und Erfahrung in der Filmproduktion förderte und gute Anschlüsse mit einigen der Hauptfilmstudios verursachte.

In den frühen neunziger Jahren ging er nach China, eine Joint Venture für ein Hauptfilmstudio aufzustellen. Dieses war kurz nach dem Tiananmen quadratischen Fiasko und das Klima für Teilhaberschaften mit amerikanischen Unternehmen war kalt, wenn nicht gefroren, besonders mit dem Ministerium der Kultur, das beteiligt würde sein müssen.

Er beobachtete daß die globalen Werbebüros 4A, die Kampagnen für US tun Multinationale schickten die Filmproduktion für die Fernsehapparat Werbungen nach Hong Kong, Taiwan und Singapur, weil die Qualität der Arbeit in den chinesischen Produktion Häusern nicht der Norm entsprach. Filmen Sie Produktion, wie viele Geschäfte, besteht Kleinteilen (der Ausrüstung) und aus Software (den Fähigkeiten, zum der Ausrüstung zu benutzen). Dan sah eine Gelegenheit. Er war die Software - und anzustellen ist einfach, von seinen LA-Netzkontakten - und er könnte die Kleinteile erhalten. Im März 1993 fing er internationalen Schrittmacher-Abbildungen (PPI) die auf seiner Wohnung Raumtabelle in Beijing speisend an.

Dreizehn Jahre später - mit 450 Leuten in Beijing, in Shanghai, in Guangzhou, in Los Angeles und in New York - PPI waren geworden DMG, an international, independent full-service advertising and communications agency specializing in the greater China region generating more than $100 million US a year.

The big boys — Microsoft, McDonald’s, Boeing, GM, and Dell — were all there. They had deep pockets, global operations, pricey lawyers, accounting firms, and consulting firms behind them.

He developed DMG into China’s hottest creative, independent agency. He then added an events and public relations firm, ICN, and nailed international global accounts along with a portfolio of high-profile Chinese companies wanting to keep pace with the advertising expertise of their American competitors.

He’s a charismatic, creative genius in tune with the Chinese culture. He has never worked for a Western agency, didn’t attend college, but with street smarts, talent, an uncanny ability to handle diverse personalities and cultures, earned the respect of the domestic and international advertising world.

How did he beat the global 4A agencies to capture the creative account for Volkswagen-Germany’s first Chinese brand campaign in addition to a four-year Olympic marketing assignment for VW, a national sponsor of the 2008 Games in Beijing?

He did it the Chinese Way.

The others, the global hotshot 4A agencies, do business in China the way they do successful business in other countries. They are successful all over the world, but not in China.

Let’s break that down.

Mintz began with two Chinese partners. DMG chairman Peter Xiao had a deep and wide financial background and connections, tons of guanxi at high levels of the central government and the banking system.

Wu Bing, VP of DMG, has drive, determination and the operational savvy to get things done quickly in a society of bureaucracy and censorship. She was born in Beijing and at an early age was selected by the government to be trained as a gymnast for international competitions. When she was six, she was sent away to training facilities for grueling national competitive training, and eventually became a coach for international team competition.

While in Hong Kong, she met martial arts and action movie star Jackie Chan and appeared in movies with him. Dan was doing film production scouting in Hong Kong and met Jackie and Wu Bing.
 
Using the guanxi of Peter and Wu Bing, DMG targeted First Automotive Works (FAW) as the company they wanted to do business with. They made many trips to Changchun, delivering gifts liberally and personally, hosting banquets, developing deep friendships and cultivating relationships with the many Chinese managers, many of who ascended to high positions of authority and decision-making power over the years.

The three partners were unyielding in their demands on their staff to provide the highest levels of customer service and to exceed customer expectations. Their demands and expectations caused high turnover, but resulted in corporate relationships that were cemented to last. The true Chinese business objective — mutual benefit, win-win, and long-term relationships — was met with dedicated, committed staff.

Ernie Tadla, www.odysseychina.net

Excerpts from How to Live and Do Business in China: Eight Lessons I Learned from the Communists.

Next Week: Another Case History
An outstanding successful executive in North America, but not in China.