Strategies for Competing in a Changed China - 4888 Words

Strategies for Competing in a Changed China Magazine: Summer 2004Research Feature July 15, 2004 Peter Williamson and Ming Zeng This paper presents the results of the authors’ detailed research into competition between multinationals and local Chinese companies in 10 industries over the past five years. They conclude that local companies are now threatening multinationals’ plans to conquer the China market. They analyse this new competitive game in terms of a dynamic battle of competencies. Multinationals start off with better industry-specific technology and know-how, and a higher level of competence in key functions like marketing and financial management. Chinese companies enjoy a better understanding of the local market, lower†¦show more content†¦Our research over the past five years into the battles between multinationals and local Chinese companies reveals that while market dominance by local champions is far from universal, it’s becoming ever more frequent. In industries as different as beer brewing, mobile-phone manufacturing and laundry-detergent production, Chinese com panies — often seeming to appear from nowhere — are forcing multinationals to rethink their strategies and their hopes for explosive growth in the China market. 1 The message is clear: Multinationals must factor in the existence of robust local competition, while considering the new opportunities that have opened up as a result of China’s WTO membership. To understand the way competition between multinationals and local champions is evolving and to pinpoint the keys to success, we traced the evolution of competition in China in 10 industries over the last 10 years.2 We conducted more than 100 interviews with dozens of leading companies operating in China, both multinationals and locals, and reviewed thousands of pages of secondary data. The picture of competition that emerged from our research can best be described not in terms of traditional market positioning, but as a battle of competencies between multinationals and local players. Constraints on Multinationals Multinationals generally start off with clear advantages in two areas: They haveShow MoreRelatedMattel : The Ultimate Barbie Dream House1347 Words   |  6 Pages In 2009, Mattel opened Barbie’s first flagship store, House of Barbie, in Shanghai, China. Known as the ultimate Barbie dream house (Voigt, 2012), Mattel spent millions on setting up the most fashionable boutique where you could go to have all Barbie’s needs met for bot child and adult, to include dolls (Wang, 2012). 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