微软在中国 

由Ernie · Tadla

需要比尔·格茨十二年，并且亿万被错过的收支、赢利和市场份额机会学会对怎么做生意在中国…中国方式。

1992年微软来了到中国。 十一年后，与全球性收支$35十亿美国，在中国第二大个人计算机市场在世界上，微软中国收支是$300百万，并且它是经营困惑不解。

来源： Newsweek，亚洲编辑。 6月21/04

几行情从文章：
• “….. 奋斗转动赢利，急性美国软件巨人不再设法变革中国。 反而，中国改变公司”。

• “微软开始注意评论家和更加充分地拥抱中国。 它现在是宽广合作，甚而飞行中国工程师到Redmond为训练”。

• “CEO史蒂夫Ballmer相信了他的`非常有良好社会关系的’中国CEO (盗版从Nortel)与 改进与领导的联系在北京”。

• “顶面Redmond董事在中国比他们的准则现在听起来几乎孔子，一定耐心，关于赢利。 我们认可此的`是一次长的旅途’说凯文·约翰逊，小组VP全世界销售”。

为一次当前更新在微软和中国，读Guanxi (关系艺术) ： 微软、中国和赢取前面路的比尔·格茨’计划，由罗伯特· Buderi和Gregory T。 黄。
 

沃尔码在中国

Wal-Mart came to China in 1996. In a retail market that has a 15 per cent a year annual sales growth, after a decade of fighting the Chinese Way, Wal-Mart had only 3.1 per cent of the market, compared with 60 per cent of the Mexican market. Like Microsoft, it has finally seen the light and is adapting to Chinese consumers customs and culture.
Recent changes include:

• acquiring a Taiwanese-owned chain of more than 100 box-stores in 20 provinces in China, for $1 billon, which will still give it only 8.9 per cent of the retail market.

• selling fresh fish, crabs, clams, eels and tortoises. Consumers plunge fishing nets into the serve-yourself, in-store tanks. No dead fish for the Chinese.

• Displaying meat uncovered.

• after eight years of fighting it, Wal-Mart has accepted organized labor and unions in their stores.

• replacing their American chief China executive, a 32-year Wal-Mart veteran from Bentonville, Arkansas, with a Chinese Hong-Kong retailing executive who ran 1,400 stores in Asia and has opened 800 stores since 2001.

Companies like Wal-Mart and Microsoft have deep pockets and other global revenue streams to be able to afford ten- and twelve-year learning curves in China.

My mentor used to say: “The wise man learns from experience.
The very wise learn from other people’s experience.”

From China Business Culture: Strategies for Success.
Wang, Zhang and Goodfellow.

“Understanding changing business values and the characteristics of the Chinese business culture is a challenging project. It is a process of accepting differences, adapting to change and adopting new ways of managing across cultures. Unfortunately, for every one cross-culturally viable project that proceeds to the formal stage of business-business negotiations, it is estimated that up to nine out of ten fail because of “misunderstandings. Cultural risk factors have been not taken seriously enough by many businesspeople.”

• Next Week:  Summary and Epilogue of “How to Live and Do Business in China: Eight Lessons I Learned from the Communists. 

Ernie Tadla  www.odysseychina.net