Business Success in China by Markus B. Hofer, Bernhard Ebel

By Markus B. Hofer, Bernhard Ebel

China is the world’s biggest energy sector, reaching financial progress charges that exceed these of such a lot industrialized nations. during this booklet practitioners of foreign businesses are provided precious insights and classes from tested and winning managers, teachers and experts. The publication is split into 3 elements: "Opportunities and demanding situations in China", "Strategies for industry access and company good fortune" and "Practical Insights from China". It covers various subject matters resembling enterprise ideas, branding, pricing, marketplace study, felony constraints and winning company family members.

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At the same time China’s economic power is setting the agenda for global politics. One of the reasons for the last Iraq war was that China and Russia had begun to buy Iraqi oil fields. A. were able to prevent that with a war. However, they were not able to prevent China securing a large portion of Iran’s mineral resources. The self-confidence of the Chinese government, under Prime Minister, Wen Jiabao, has been fuelled by their global successes. It has even dropped the policy founded by Deng of „growth at all costs”.

One is reminded of a family picnic being disturbed by the sound of distant thunder. Everyone wants to polish off the pâté-rolls before making a beeline for the Range Rover and then the heavens open. China is certainly the good news world economy needs. This huge country has been booming for the last 25 years and has its internal problems under control. Its leaders deal calmly with new challenges posed by world economy, at the same time contributing to greater stability in Asia. All this against a background of more than a billion people, corruption, dictatorship and Manchester capitalism which by western standards would be considered a highly explosive cocktail.

Product policy: Many German companies are positioned in the premium price and product segment which, with regard to pricing and costs, promises attractive profits but, with regard to volume, is structurally limited in China. Furthermore, there are few opportunities for downward growth because the risk of brand dilution is too great. This predicament of being – „stuck at the top” – affects B2C and B2B markets. Peak technological performance is expected of German vendors, but often not supported by the respective willingness to pay.

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