Ernie Tadla著

これはall the全体的で大きい人を打つことによって有益なビジネスを造っている企業家の物語である。
 
ダンMintzはブルックリンで生まれ、上げられて、舞台芸術のニューヨークアカデミーに受け入れられるべき若者だった。 彼は映画名声の学生の余分な物として映画事業で始まった。 彼は彼がフィルムの生産の彼の教育そして経験を促進し、主要な映画スタジオのいくつかのよい関係を作成したロスアンジェルスに行った。

早い90年代では主要な映画スタジオのための合同事業をセットアップすることを、彼は中国に行った。 これは天安門広場の失策の後まもなくあり、アメリカの会社とのパートナーシップのための気候は複雑でなければならない文化の大臣と、特に凍結しない冷たかった。

彼は米国のためにことをキャンペーンをする4A全体的な広告代理店観察した。 多国籍企業は香港、台湾およびシンガポールに中国の生産の家の仕事の質が標準以下だったのでTVコマーシャルのためのフィルムの生産を送った。 フィルムの生産は、多くのビジネスのようなハードウェア(装置)およびソフトウェア(装置を使用する技術)から、成っている。 ダンは機会を見た。 彼はソフトウェア-であり、彼のLAネットワークの接触から雇うことは容易であり、-彼はハードウェアを得ることができる。 1993年3月では、彼は北京の彼のアパートの食堂テーブルで(PPI)国際ペースセッター映像を始めた。

- PPI後で13年は-北京、上海、広州、ロスアンジェルスおよびニューヨークの450人となった 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.