Archive for the ‘Business’ Category

Antiperspirant for a Chinese Sweatshop

Sunday, July 22nd, 2007

template

Tristate Co. in southern China is truly a revolution in manufacturing. When you think of where the polo shirt off your back may have come from, you might envision a dimly-lit, sweaty factory floor somewhere in southern China where thousands of tireless, young, uneducated workers toil 24 hours a day spinning your stylish duds from threads to fashion. In fact, ABD witnessed just about all of that. Except, operations at Tristate Co. take place in a enormous spotless factory with ample lighting and sufficient cooling – all the while expertly organized using some of the latest operations management techniques.

The workers at this plant may not be working any less harder than their compatriots at neighboring factories, but they’re doing it more efficiently and likely with greater incentive. The mastermind behind the radical changes is the Hong Kong CEO and his protégé and VP in Guangzhou. Together they are turning this factory around and churning out some of the world’s highest quality brand-name products. In fact, Tristate is the leading manufacturer for such famous brands as Ann Taylor, Banana Republic, and Gap.

The changes started three years ago when Tristate’s CEO decided his factory wasn’t going to be like all the others in Guangdong. Tristate management instituted a famous operations management system called the Toyota Production System (TPS) that is now affectionately known by employees as the “Tristate Production System”. (more…)

The world is cubic

Tuesday, July 3rd, 2007

cube_world
How technology globalization can be so square

It isn’t round like Columbus said it was. It isn’t flat like Thomas Friedman explains it is in his bestselling book. The world is cubic. Well maybe not exactly cubic. Perhaps more like a die with rounded corners. And I’m not too sure that there are exactly six sides either. But the world is definitely still some sort of polyhedron. Not round. And definitely not one-dimensionally flat.

What am I talking about? I’m referring to Mr. Friedman’s last in his list of “flatteners” that contribute to globalization in business. What he calls the “steroids” that put the power behind other globalizing factors like outsourcing, open sourcing, and supply chaining. The steroids are things like PDAs, iPods, VOIP and other technology that enables globalization. Despite the wizardry of these gadgets and gizmos, they still manage to keep our world decidedly cubic – with very distinct faceted sides. (more…)

Supply “China” Management

Saturday, June 30th, 2007

logo
Superior SCM at Li & Fung Ltd.

The goal of effective supply chain management is to “gain competitive advantage through optimizing flows within the enterprise”. The Hong Kong listed company, Li & Fung Ltd. represents one of the world’s best examples of achieving this goal. The company financial history clearly tells that story. Just last year, L&F saw profit attributable to shareholder increase by 23%. In fact, over the past 14 years, L&F has seen steady compound annual growth rate of 22%. Not bad performance for a small family company that started in Guangzhou in 1906 trading silk and porcelain. In 1937, L&F moved its headquarters to one of the world’s most efficient seaports, Hong Kong, a move that would have a critical impact on their supply chain management. The L&F Group now has three main business groups in trading, retailing, and distribution. Garments make up the major portion of L&F business also including fashion accessories, furnishings, gifts, handicrafts, home products, promotional merchandise, toys, sporting goods and travel goods.

L&F is a leading company in supply chain management. Its success over the past two decades has made it one of the premier knowledge centers of research and experience optimizing a company supply chain. Several case studies have been done on the company touting it as an ideal business education example of supply chain management success. L&F continues to augment its supply chain knowledge through an in-house Research Center that scientifically analyzes how to optimize supply processes even further. They are developing models that keep L&F on a continued trend of industry leadership. L&F also partnered with the Chinese University of Hong Kong to share some of its knowledge with the world via the Li and Fung Center for Supply Chain Management where they publish journals, give presentations, and offer consulting services.

So what gives L&F their advantage in supply chain management? (more…)

The Latest Chinese Fashion

Friday, June 29th, 2007

chinese_fashion

A remarkable thing happened today that warrants just a quick post. Quick background – my sister is getting married on July 14 to a swell dude back ye ole Ohio, USA. My wife is one of her bridesmaids. Rather than take a $1500 trip to the US to try on her bridesmaid dress (all the ‘maids are donning the same dress), my sister opted to just send us the dress and we could get it altered in China for $25. Good deal.

So my wife did just that. She took the dress down to her favorite Guangzhou dressmaker, let them take measurements, and left to be back to pick up the dress in a week. She picked up the dress just a couple days ago. As expected, fine job, fair price, ready for the wedding.

My wife was back yesterday in the same tailor district on some other business. She passed by the store and glanced in the window. There, proudly displayed on the store window mannequin, was an exact copy of my sister’s bridesmaid dress! The store had apparently assumed my wife’s order to be the latest in overseas fashion. In standard Chinese style – they just did up a quick imitation. Just think, my sister may singlehandedly be responsible for introducing a new western fashion to the Chinese market! Look for it soon on the Shanghai fashion runway! Should only be a couple weeks till the new import design hits US shores as the latest Walmart special. :)

Managing Dragons

Friday, June 29th, 2007

dragon_boat_festival

Dragon boating lessons in leadership and management

I have always been fascinated with outdoor sports. Something about getting out there and exploring a new running trail, scaling a route up a new rock, or steering a mountain bike down a new path. It’s exciting to see nature’s scenery from behind a sweaty brow and a rapidly beating chest. Moving to China limits the opportunities. The crowding factor caused by four point three billion reduces the opportunities. Then came the dragons.

Every June in southern China is the duanwu festival. An ancient legend of a desperate poet and a mourning village is the history behind the festival. The modern reincarnation is a lively day of glutinous rice, thrashing water, and finely-tuned muscular bodies. Oh, and the boats. 端午节 or the Dragon Boat Festival carries on customs that have been around for Chinese millenniums. Most exciting of all are the exquisitely decorated and unbelievably long dragon boats 龙舟. They parade back and forth on rivers and lakes all over south China beating their enormous drums as hundreds of men (and now women) paddle and propel the dragons forward with each synchronized arm rotation.
(more…)

惊闻高校MBA要当售楼员!?

Thursday, June 28th, 2007

  听说最近有排名全国TOP10之内的某高校MBA学生要去某著名商业楼盘当一线售楼人员,据说是为了实践和学习。然而,最近在网上看到一篇文章,讨论在中国“就读MBA到底值不值”?福布斯中文版负责人的回答是,一般而言就读MBA是非常值得的,因为MBA教育可以带来直接的薪资快速增长和职位的快速提升。既然MBA教育可以带来直接的薪资快速增长和职位的快速提升,那么这些MBA学生当一线售楼人员的目的到底是什么呢?真的是为了学习还是为了商业抄作呢?
  
  “《福布斯》中文版市场部主管杨山杉认为,MBA教育可以给学员带来直接的薪资快速增长和职位的快速提升。比如针对2002届中国MBA毕业生的调查表明,全日制MBA毕业生就读前后的薪资增长达到96.8%,毕业后4年的年平均薪资涨幅达到24.9%,平均年薪24万元;在职MBA毕业生就读前后的薪资增长达到62.9%,毕业后4年的年平均薪资涨幅达到22.1%.而针对2005届MBA毕业生的调查表明,这一届毕业生就读前后的薪资增长达到 74.9%.MBA教育也帮助MBA毕业生获得了快速的升迁。而且综合调查也显示,全日制MBA毕业生平均需要2.7年收回投资,毕业4年后平均年薪24 万元,是入学前的3.75倍,毕业后年均薪资涨幅为24.9%.在职MBA毕业生平均1.6年即可收回投资,毕业4年后平均年薪为18.7万元,是入学前的2.8倍,毕业后年均薪资涨幅为22.1%.在就读MBA之前,仅有22.4%的学员在企业中出任总监以上级别的高层管理职位,而在毕业4年后,则有 50.5%的学员出任高管,其中16.4%的学员已经成为企业最高管理者。”

Chinese Corporate Competencies

Thursday, June 14th, 2007

Sunzi
Sat through an interesting class in Human Resource management recently that contained a bit of interesting information. The focus of the class was teaching business students how to identify a company’s core competencies. In the western world, the modern idea of “competency” in business has been around since the early 70s. Its origins lie in the US State Department where McClelland developed an initial version of the Behavioral Event Interview that was used in hiring foreign service officers. The BEI method was improved in the 80s to the point where it is now used across industries in current competency modeling.

Companies develop competencies like “teamwork” and “analytical thinking” based on the qualities they think they’re looking for in employees in order to help the enterprise as a whole realize its mission and vision. These competencies are the fuzzy definitions of qualifications that job applicants are striving to exhibit in a job interview. Companies use competencies to guide HR staff in selecting the right people for a variety of positions that may differ widely in technical requirements (easy to discern in an applicant) but all require similar corporate competencies.

The Chinese have only recently come on board with corporate competency modeling. In the early ‘90s, famous companies such as Lenovo, Huawei, and Vanke were all pioneers in developing not only corporate mission and vision statements but competencies that they looked for in their employees. So why such late-comers? Some would argue that China is just slow to saddle up to the capitalist table. Anyone that’s traveled to/read a bit about China knows that capitalism is alive and well in the once-closed society. Some Chinese would also argue that competencies are an inherent value of almost any Chinese person – an ingrained cultural sense in their national psyche. The famous military philosopher, 孙子, or Sun Tzu as he is known in the west, was perhaps one of the first people to really think about and teach core competencies. In his popular book, 兵法 or The Art of War, is now almost required reading for every professional in the western world 商场如战场. In this work, Master Sun clearly outlines what he considers the five competencies of a successful military general – 信 credibility,智 wisdom,勇 bravery,仁 benevolence,严 discipline. The parallels between war and business are all-too-similar sometimes. These qualities of a good military officer are almost always at the core of any modern business’ core competencies. For more information about Sun Tzu’s thoughts on business and how it applies to both Chinese and western business practice, you can peruse here.

MIT in China

Wednesday, June 13th, 2007

In 1996, MIT Sloan School of Management established partnerships at two top-ranked Chinese universities, Tsinghua and Fudan. In 1999 they came back to and created a program with Lingnan College at Sun Yat-sen University. MIT also recently started a program in the western mountainous province of Yunnan. MIT Sloan provides textbooks, training for professors, visiting professors, and guidance on how to run an exceptional MBA program. MIT takes its expertise in running one of the best MBA programs in the US and applies a similar model to the best universities in China. It gives Chinas future business leaders a professional MBA program for a fraction of the price and an excellent opportunity to hone skills in business English. International students now too are recognizing an ideal way to study the best American business education has to offer in a Chinese environment.

After over 10 years of operation, the MIT’s China MBA programs are running stronger than ever. Not only are the schools attracting some of the best talent in China but at the same time they have developed a powerful alumni network. Next semester at Lingnan college, MIT’s premier business school in southern China, will welcome over 10 international students as well to its program in Fall 2007. The MIT programs in China continue to be ranked among the top 10 business schools in China.

As the MIT-sponsored universities continue to grow and improve their programs, they are also preparing to move in new directions – with strategies to adapt to a rapidly increasing market for Chinese business education. With a sound foundation in western-inspired MBA education, the schools are now building more and more components of specifically Chinese business concepts into their programs. China MBA News reports:

In an interview Alan White, the senior associate dean of MIT Sloan and shown here in China, said, ‘Our approach is to work with Chinese Faculty and educators to assist them in determining their definition of a Chinese MBA. Educational materials in China need to be developed based on Chinese practice, not on Western practice. For this reason, we do not transport MIT to China; we consider the approach of establishing Western schools in other countries the missionary approach. This is not our concept. Our program focuses on Chinese faculty development. To develop a great university you develop the faculty.’

As an international student currently enrolled in Lingnan’s MBA program, I encourage and welcome these new changes. Many of the professors, though their careers boast of experience all over the world, were born Chinese and have extensive experience in some of China’s most successful corporations. As China’s stock market rises and more businesses look to China as more than just a place for cheap labor and other resources, MBA graduates are being called to take on larger roles in both multinational and Chinese corporations that involve a critical Chinese management component. For the past couple decades, “Chinese business” was largely analyzed and taught from a western perspective – the west’s interpretation of how best to do business in China. Now it is time for Chinese managers and professionals to step up and start to tell the world not only how to do business in their country but how best to do business with their country. Chinese corporations like Lenovo and Haier have already made international recognition for their brands. More are on their way.

Lingnan teaches a fine course on International Business Management. The professor, Dr. Songhua Hu, not only has an excellent understanding of international business procedures and regulations but he adds an interestingly and exclusively Chinese element to the course. The course uses both the latest text in International Business from MIT Press but also uses an well-researched text published by Dr. Hu, himself, at Sun Yat-sen University Press. The case studies are an intriguing mix of Dr. Hu’s Chinese teaching and working experience coupled with selected international case studies. This combination gives a unique China component to the curriculum. This trend will only continue as the western-partnered universities in China work to better meet the needs of the international roster of students in their classrooms.

Western supported education in China is no longer a one-way street of funding, training, and teaching. It’s time for the west and China to start sharing more with each other about the world’s best business practices.

To be well-off in China

Friday, June 1st, 2007

marketThe stock market just starting to creep back down from scary highs and a serious Chinese feeding frenzy. The wealth gained or lost in the past few weeks might make some of the following facts not so true anymore. But I’m sure there’s still plenty of Chinese cashing in big. Here’s a look at some statistics about the wealth in China from globeandmail. You can frequently see Ferraris and many nicely-tuned BMWs, Mercedes, Lexus, etc. cruising around the streets of Guangzhou. When you can buy a very satisfying dinner for less than 2 USD, I am always surprised at the margin of wealth in China.

– Over the past two years, the average wealth of China’s richest people has soared by 48 per cent a year
– The skyrocketing wealth of China’s tycoons is best illustrated by a former peasant and bricklayer named Yang Guoqiang, whose family fortune soared to an estimated $10-billion after his company made its debut on the Hong Kong Stock Exchange last month
– When the owners of a hotel development company found five years ago that they were to be listed at No. 94, they disclosed their true wealth, enough to put them in the top five, where they’ve remained ever since.
– Some of the most secretive tycoons are the “princelings,” the sons of high-ranking Communist officials who have exploited their connections to make great fortunes.
– All of China’s richest are first-generation entrepreneurs; none of them inherited any wealth.
– Most of the richest Chinese people are relatively young, often under the age of 45, and a growing number, 35 of the top 500 on the latest list, are women.
– Half of the top 10 richest people are property developers.
– A political connection is still extremely helpful on the road to riches. About 30 per cent of China’s wealthiest entrepreneurs are members of the Communist Party, and 38 per cent of the top 100 are members of one of China’s two leading political bodies: the National People’s Congress, the annual parliament, and the Chinese People’s Political Consultative Conference.

Aflac – Ducking into the Chinese insurance industry

Saturday, May 26th, 2007

This is an analysis of the Chinese insurance market and the opportunity for foreign direct investment. We begin with a look at one American firm’s successful entry into the Japanese market and then address the feasibility of expansion into the Chinese mainland. We welcome your feedback.

Aflac Japan

In the 1970s, Aflac Inc, a U.S. insurer, proposed to enter the Japanese market with a great idea. Selling cancer insurance in a relatively new market for American products was a concept that everyone seemed to think was a “wild idea” – even Aflac’s Japanese competitors in the target market, Japan. This is probably one of the best advantages a firm can have when considering Foreign Direct Investment (FDI) – having an idea that is so great yet so apparently crazy to domestic competitors that they let your company try just to watch you fail. In Aflac’s case, of course, that freedom was an unrestricted path to capturing a large portion of Japanese consumer market share.
(more…)