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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.
Looking beyond China and India
South Morning China Post 1/12/2007
by Suvir Varma and Michael Thorneman
Last November Intel Corp. made worldwide headlines when it announced it was investing $1 billion-more than triple the amount it originally planned-to build the world's largest semiconductor plant in Vietnam. It selected Vietnam, according to Brian Krzanich, Intel's vice president and general manager for assembly and test, because of its "very vibrant population, increasingly strengthened education system, strong workforce and very forward-looking government," in addition to its labor costs, which are among the world's lowest. When companies choose to move to low-cost countries, there are three basic decisions to make: what to move, where to move and how to move. We've found that many managers lack a framework for making these decisions, one that puts the benefits and risks in the proper context and allows executives to make informed decisions that are consistent with corporate strategy.
Private Equity's new Asian recipe
Far Eastern Economic Review 1/1/2007
by Chul-Joon Park, Survir Varma and Chris Bierly
To succeed in Asia's tumultuous environment, today's new activist funds have created a repeatable process for spotting, staging, leading, measuring and profiting from breakthrough operational improvements. Our experience shows that deal makers who in the first year actively plan and launch initiatives this way outperform the industry average by a better than two-and-a-half-to-one margin, measured on cash returns. Their new formula for success involves four ingredients. Find out what Bain experts recommend.
Who has the D? - Decision making needed for financial institutions in the new period of growth
Kinyu Journal 11/27/2006
by Paul Meehan and Shinji Yamamoto
The financial industry in Japan has reached a new strategic phase. There has been a shift from the pursuit of a "bottom line" strategy to increase profit, to a "top line growth" strategy, aiming for growth that provides a sustainable profit increase. U.S. and European banks have entered the Chinese market, and a stream of Japanese banks have expanded into overseas markets, raising the curtain on a global battle for securing new areas of growth.
How to win in retail banking in China
China Daily 11/24/2006
by Bruno Lannes and Oliver Stratton
With its record-setting IPO, the Industrial and Commercial Bank of China (ICBC) has convinced investors the future is bright. The new challenge for the bank is to win over its own customers. In the face of that competition, the ICBC and China's other banks will be playing by a new set of rules. They can win if they keep focused on their customers.
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