由罗素· Beron
相似于配药供应链，豪华物品有他们自己的复杂。
直到几年前，豪华物品的发行在中国由国有公司控制以一点知识关于老练营销、发行和供应链管理战略。 在WTO承诺之下， 2003年公司象Alfred Dunhill在中国允许开设他们自己的商店-问题是他们没有一种有效的发行和后勤学解答为中国大陆。
他们转向了他们的香港后勤学服务提供者， Kerry EAS。 形成在合并外面在Kerry后勤学和EAS之间，国家安全局以前拥有的航空运货事务， Kerry获取的EAS帮助他们进入大陆市场。 获取EAS在中国允许Kerry访问一个广泛分布网络。 读其余“中国的供应链培养酒吧-第II部分”或张贴评论
大多数评论在上海市场上描述一般的中国投资者如unknowledgeable和跟随牧群。 然而，我们有的一项最近研究(kapronasia)完成了与 琥珀色 表示，各自的上海份额投资者实际上是much more市场精明比共同地认为。
By Toffler Niemuth
For the non-lawyer among us, forming the legal entity for a new business can act as a small roadblock in the early stages. In China, formation can be a much larger roadblock, especially as a foreigner trying to navigate countless ministries, language barriers, develop the necessary guanxi, and just generally figure out how the system works.
Due to this, my idea was to have my business started in China in the name of a local partner who’d be responsible for all government, incorporation, and tax issues while leaving me with execution and operations side of the business. In fact, its much easier for Chinese to start a business (in China) than foreigners. Indeed, Chinese persons only need CNY1 to be able to start a business. Anyway, I thought this was the best plan, but then questions of selling, repatriation of profits, etc started to creep into my mind so I sought additional advice. Read the rest of “Starting a New Business in China (Pt 1): Legal Entity” or post a comment
To maintain the exclusive rights to IP, an organization must have the mechanisms in place to guarantee continued protection.
First of all, someone must ensure that registered IP rights maintain their validity. Trademarks are registered for 10 years at a time, thus registrations should be extended before the ending of such a validity period. Failure to do so will result in the loss of all exclusive rights to the trademark …
Innovation is a word we are hearing a lot more of in China these days. The consensus is that as manufacturing costs in China continue to rise and supply chain complexity increases, so companies have to innovate both to save money and to increase efficiency.
In this story we take a deeper look into what a few companies and individuals in China, both foreign and Chinese are doing to lead the way in service, supplier management, IT implementation, as well as cost and process efficiency. These companies and individuals were all winners of awards at the November 2007 CHaINA Summit.
Read the rest of “China’s Supply Chain raises the bar - Part I” or post a comment >>
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