Taimoor, I agree with you. Emotional feelings are good and there are different ways to express it. But in China they expressed their emotional feelings in a distructive way by damaging some of the Japanese company’s factory and facilities. From a company point of view, they may lose trust on government and peoples , when such things are happening.
Bolaji, Chinese people's can boycott any foreign products, including those manufactured in their domestic market because they have duplicates for all such products. But such emotional feelings will obliviously disappoint the foreign investors, who build business on trust of domestic market and people. I think next time onwards companies may have a second thought before investing in China, especially when situations like manpower is not so attractive like older days.
I have heard from some marketers that the more they become invested in the online culture like us, this potential will increase. But keep in mind the differences in policies (censorship, etc).
@Bolaji - Absolutely true! Certainly, doing business in China (either as a supplier, or as a marketplace) offers enormous potential. I am not certain that companies have properly assessed the risks that counterbalance the potential.
@Bolaji - Absolutely true! Certainly, doing business in China (either as a supplier, or as a marketplace) offers enormous potential. I am not certain that comapnioes have properly assessed the risks that counterbalance the potential.
Hospice, That logic or rational thinking is not being displayed in China right now by the people protesting against Japan. Logic and nationalism sometime don't go together.
You don't live on patriotism and nationality when your economy depends on foreign investments, do you? China may be an attractive market, but the country's industry is not much thing by itself.
This has to do with China's patriotism and deep sense of nationality. Foreign companies might want to create new brands or divisions, designed for the Chinese market... Nissan has Infiniti as its luxury brand, but it could create a new one that is closer to chinese clients.
By moving to the core of the industry and offerings services that keep the system humming, a group within the electronics market has rendered irrelevant the question of ownership and control of the supply chain.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Archived Dialogues
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Euro-Crisis: What It Means for High-Tech Firms Join EBN Editor in Chief Bolaji Ojo and Contributing Editor Jennifer Baljko on Thursday, July 12, at 10:00 a.m. EDT for a Live Chat on high-tech and Europe's economic difficulties.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.
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