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从核心到邻近：零售商如何扩张
《中外管理》 2007年4月刊
by Michael Collins, Marc-Andre Kamel, Bruno Lannes
Retailers looking to grow often enter adjacent businesses, but do they succeed? Bain & Company has found three principles that could increase the likelihood: First, look for new businesses that are close to the retailer's core business; second, concentrate on markets with larger margins; and third, estimate the potential for growth in that market. About half the companies studied by Bain didn't follow any of those principles, and their success rate at entering adjacent markets was a meager 6%. When one principle was followed, the success rate rose to 30%. Meeting two resulted in a 60% success average, and three a slightly higher rate.
Chinese language
Eastern exposures
TheDeal.com 3/26/2007
by Phil Leung and Hugh MacArthur
As merger mania sweeps Asia, dealmakers need to remember this cautionary fact. Bain & Company research shows that only three in 10 megadeals - those of more than $250 million - created meaningful shareholder value from 1995 to 2001. Slightly more than half of these deals actually destroyed value. But we've found that world-class acquirers beat these odds by ignoring economic cycles. After interviewing scores of top acquirers, as well as conducting a Bain study of 1,700 large companies in Asia, Europe and North America, we found that merger pros share key traits: They expect the unexpected, and plan for contingencies.
Building a salesforce that delivers
The Business Times-Singapore 3/20/2007
by Satish Shankar, Dianne Ledingham, Mark Kovac and Su-Yee Chan
Buoyed by record economic growth rates throughout Asia (Singapore and Vietnam expect a final tally of 8 per cent for 2006 and China is projected at 10 per cent) multinationals are eager to gain a foothold in the Asian marketplace. Their pursuit of growth comes at a time when new tools are allowing companies to vastly improve the effectiveness of that key resource - the salesforce. Instead of relying on top sellers to make it rain or hiring an army of new reps, they use new tactics that allow existing reps to sell more. Today, smart companies are turning selling into a science.
Tapping China's booming retail banking market
Far Eastern Economic Review 3/1/2007
by Bruno Lannes, Oliver Stratton, Gary Turner and Frank Su
The people of China are world-class savers, routinely banking more than a quarter of their incomes. But they are also beleaguered consumers, earning virtually nothing on their deposits in state-owned banks, and with minimal access to personal loans or lines of credit. All that is about to change.
Multinationals can learn from Chinese companies
China Daily 1/24/2007
by Steve Ellis, Orit Gadiesh and Paul DiPaola
Many Chinese companies have grown at such an astounding pace that observers have wondered how so much change is possible in so little time. It is the "Chinese Miracle" all right, but its roots lie in Japan and South Korea. But unlike their regional counterparts, Chinese companies have mostly done away with sequencing, instead condensing three phases into one. It took Japanese and Korean firms on average 25 years to reach global leadership; Chinese companies will achieve this in 10 to 15 years.
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