You mentioned some good points Carla. A friend of mine lives and has a business in China & shared some experiences with me like:
Picking a location is very important especially in the urban cities. People need to know which city is the place for their industry and then they will need an office or shop. Now, we all know that setting up a shop its all about location, but even office? You'd be surprised how the locals there think. They are more keen to doing business with a foreigner sitting in a decent office in a decent location.
Thanks Carla for providing the 5 important tips. I do agree with becoming the student of china before establishing a shop, it is very important to learn the chinese language to do market with people there. And if you especially join a business school you can understand different marketing standards, likes and dislikes of the people there to come up with product to match there expectations.
China governement has no reason for not making the business environment a safe and conducive one for the investors, as it has much benefitted them socially and economically.
Understanding the business environment can really help business to avail the existing opportunities of resources to grab the market. It can also help to biuld image of the company in the minds of people and to formulate effective business plants.
Understanding the country's history and culture will definitely help. That is the same for any new country in which you want to established your business quarters. But I agree that there features specific to China you might learn first.
"and the government of that country has also interest in business affairs."
I know that China is an appealing market for potential investor. But what I fear the most is the government control over business activities. Can China government be always trusted to garantee investors a safe business environment?
All these tips are very important most especially "Understanding the business environment", as business environment refers to the surroundings of business enterprise, and this affect its operation and determines its effectiveness and success. Business can't work in isolation, it is the economic and social organ of the society, it must achieve its economic goal, it can't ignore the interest of the society, and the government of that country has also interest in business affairs.
Thank you for your comment. Unlike outsourcing, expanding exports to fast growth markets, such as China, actually increases jobs in the United States. Export growth provides new consumers for products made in the U.S., which lead to more production, and in turn more job creation. In fact, exporting supported 27 percent of U.S. manufacturing jobs in 2008.
As the economy rebounds, so will the number of jobs. The Office of the U.S. Trade Representative reports that exports to China, the 3rd largest export destination for U.S. companies, totaled $91.9 billion, an increase of 32 percent over 2009. Just imagine how many jobs can be supported to produce a growing number of in-demand U.S. goods to be sold in China.
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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.
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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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