分け前の中国ビジネス経験! それは私達の中国の巧妙なゲストのブログが完全にあるものについてである。 巧妙な投資するか、または、でまたはとの対処がある方法のニュースをのビジネス、商業、取引およびGuanxiの他のタイプ捜す中国か。 右の場所に来た。 そして共有することを望んだら中国あなたのビジネスは日刊新聞かウィークリーまたは月刊雑誌経験するまたはちょうど一度、躊躇してはいけない! 私達に電子メールを送りなさい: info@chinasuccessstories.com 質問の1つに答えを次に知っていたら、コメントの機能性を単に使用しなさい。
中国の意味を持った足跡を多国籍会社のための世界中から戦略的な命令になった持っていることは。 魅力はプロダクト、サービス、首都および技術のための中国の表面上は飽くことのない要求である。 ジョージD。 Benson Faegre及び中国の練習のマーティン、パートナーおよび椅子は、中国の現在の獲得ブームをので彼が最初に観察した海外投資の傾向の論理的な子午線通過見る90年代半ばの上海で練習するとき。 マーティンは続くこのM&Aの傾向を期待する。 しかし今後、彼は助言する、それは中国を含む国境を越えたM&Aの取り引きの買側面のちょうど外国会社ではない。
2001の世界貿易機関(WTO)への中国の取得は海外投資に新しいセクターを開け、それらの投資の構成の多くの制限を除去した。 その結果、中国早い投資家間で流行だった共同請負は衰退した。 「中国のDealmakingの残りを読みなさい: 」行為で得ることはまたはコメントを掲示する
By Andrew Hupert
Successful entrepreneurs in China will tell you that success took longer than they had originally planned. Ex-pat owners of businesses in China who have been slugging away for 5+ years can suddenly find themselves on a steep growth curve. Many of these ‘overnight success stories’ that were years in the making end up leaving their owners hostages to the business. The founders are cash-poor while the business gets bigger and richer.
What can successful China entrepreneurs do to boost their household finances without destroying the company balance sheet?
Over the years you’ve tweaked the business model, found the right marketing & sales mix and were ready when demand caught up with your offering. What happens when your 5 year old business becomes an overnight success? Read the rest of “China Entrepreneurs Need an Incremental Exit Strategy” or post a comment
By Mona Chung
China has become a synonym for future business growth. It is the business nirvana of the 21st century. It is the place to be. Companies are scrambling to get a share of the action. Not a day passes without some company making an announcement of an investment in their future which involves China.
Their reason for this scramble is the expectation of gaining vast increases in shareholder value. Reported performance would suggest that these expectations are difficult to realise. Anecdotal evidence would suggest that decreases in shareholder value rather than increases in shareholder value should be the expectation. Why is this? One reason for this is poor marketing performance. Comparing companies that have been successful with those that have not suggests that better preparation directed at understanding the market context, marketing operating requirements (this includes marketing management) and their surrounding culture would have seen fewer red faces at senior management level and less red ink at shareholder level. Read the rest of “Marketing-China and Getting it Right” or post a comment
By Nick Debnam & George Svinos, KPMG
Luxury retailing in China clearly presents tremendous opportunities, but also risks and challenges. In addition to heightening competition as is common among emerging markets, the most significant and relevant of challenges for luxury brands concern Intellectual Property Rights (IPR) regulations, the time frame for a return on investment, low luxury brand awareness, booming Chinese tourism and limited retail infrastructure.
According to the U.S. Embassy in Beijing the piracy rate in China remains one of the highest in the world and, on average, 20 percent of consumer products are counterfeit. Even domestic companies are troubled by piracy, with a recent study by the Ministry of Information Industry finding that 37 percent of Chinese companies suffered from such problems. Read the rest of “Luxury Brands in China: Part IV” or post a comment
By Shawn He Yuxun
Sourcing from China has evolved from a straight-forward, cost-driven approach to more elaborate and strategic varieties. While the recent product recalls did not seem to have impacted Chinese exports based on overall figures, however we have come across anecdotal evidence suggesting the otherwise.
Undoubtedly the initial sourcing interest was triggered by China’s notorious low costs, both direct (such as those for labor and land or rent) and indirect (rendered under a myriad of government export incentives, such as subsidized fuel costs, export VAT refunds, non-taxation and/or tax reduction).
Over the years the exercise has evolved from a static, per item price-driven modus operandi to more sophisticated ones. For example, many US buyers now employ a vertically or laterally integrated approach, or both. Read the rest of “Latest China Sourcing Trends” or post a comment
