微軟在中國 

由Ernie ・ Tadla

需要比爾・格茨十二年，并且億萬被錯過的收支、贏利和市場份額機會學會對怎麼做生意在中國…中國方式。

1992年微軟來了到中國。 十一年後，與全球性收支$35十億美國，在中國第二大個人計算機市場在世界上，微軟中國收支是$300百萬，并且它是經營困惑不解。

來源： Newsweek，亞洲編輯。 6月21/04

幾行情從文章：
• “….. 奮鬥轉動贏利，急性美國軟件巨人不再設法變革中國。 反而，中國改變公司」。

• 「微軟開始注意評論家和更加充分地擁抱中國。 它現在是寬廣合作，甚而飛行中國工程師到Redmond為訓練」。

• 「CEO史蒂夫Ballmer相信了他的`非常有良好社會關係的』中國CEO (盜版從Nortel)與 改進與領導的聯繫在北京」。

• 「頂面Redmond董事在中國比他們的準則現在聽起來幾乎孔子，一定耐心，關於贏利。 我們認可此的`是一次長的旅途』說凱文・約翰遜，小組VP全世界銷售」。

為一次當前更新在微軟和中國，讀Guanxi (關係藝術) ： 微軟、中國和贏取前面路的比爾・格茨』計劃，由羅伯特・ Buderi和Gregory T。 黃。
 

沃爾碼在中國

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