For decades, China has been a top destination for foreign firms to move their operations abroad, now the trend is reversing—Chinese firms, especially manufacturers, are now moving to the US, not only to lower the cost of production but also to build their brands in global market. Indeed, China is losing its old advantage of cheap labor and raw material, and in certain parts of the US, the land is much cheaper than in China. Meanwhile, the re-booming US economy, flexible financial system and beneficiary tax policies are also driving ambitious Chinese entrepreneurs, who are changing the “Made in China” to “Made in the US”.
Fifteen years ago, pet ownership was seen as a pastime enjoyed only by the rich, but today more and more Chinese families are hosting fluffy friends. In China, 73.2% of pet owners fall into the 20–35-year-old category, meaning the vast majority of pet owners are not retired people who have spare time, but the young professionals who tend to be more generous on spending money on their pets—for their food, toy and spiritual needs. China’s pet economy is growing like never before, and the trend will only continue.
If you think ‘Made in China’ is always associated with cheap and low quality goods, think again. DJI—the first choice for any drone fan—is headquartered in Shenzhen and dominates 70% of the consumer drone market globally; Huawei, the telecommunication company that developed its first branded smartphone only five years ago, has already become the third largest player in the sector with a 9.4% market share worldwide, behind Samsung and Apple. In this interview, Doreen Wang, author of the BrandZ Top 30 Chinese Global Brand Builders report, makes sense of China’s “glocalized” brands and the bumpy roads they may face in the future.
“Innovation” is difficult, yet the word itself is so overly used that the meaning of it has become hollow. Some people consider being “innovative” as being “lucky.” Yet for Clay Christensen, a business professor at Harvard, innovation is about finding the “jobs that need to be done” in our lives. In this interview with CKGSB Knowledge, he argues that companies should not take the task as akin to gambling. Instead, companies should adopt a more focused, process-oriented approach of finding the “jobs” that customers need to do in their lives, and then create products that make those jobs easier.
After incredible growth in recent years, e-commerce in China seems to be slowing down. One reason behind this is the high penetration rate. By 2016, 62% people in Tier 3 and 4 cities were shopping online, while the number in Tier 1 and 2 cities stood at 89%. On the other hand, consumers in China have also changed over time, now the middle class are shifting their money from cheap products to premium services and goods where experience and recognition ties take priority. So does it mean online retail will go gloomy and physical stores may return to the spotlight?
The opening of the Shanghai Disney Resort in June 2016 was arguably the biggest event in the history of The Walt Disney Company since 1995. Philippe Gas, General Manager of the Resort, who has been working with Disney for 25 years, discusses the challenges of building the park and offers a detailed, inside look at the long process of developing the park with the Chinese government, the unique localization that Disney built into the resort and the overall mission to bring happiness to guests. So far the park has received positive reception from the public, but according to Gas, it’s just the beginning.
Global trade used to be hailed with no doubt. But today, the international mood for globalization has to a great extent shifted. The deeply-held views on free trade and open access for all, which are at the heart of the globalization trend of recent decades, have been joined by ever-more insistent drum beats of dissent. From Europe and North America particularly, but from other places as well, there are calls for a rollback, for trade restrictions, for sanctions and barriers. There are those in the West who believe that to protect jobs and industries, it is necessary to replace “globalization” with “de-globalization.”
Live streaming in China is not new. Even back in 2005 there were live streaming businesses based on the PC, but it was not until 2014 that this industry really started to take off in the Chinese market, as China’s almost 700 million internet users became aware that mobile live-streaming is fun and can even be profitable. China’s internet giant companies have long recognized that live streaming is going to be the new portal to bring in traffic, so just like their competition in other battle fields, Baidu, Tencent and Alibaba have spread their tentacles to live streaming and mapped out their respective businesses.
China’s desire to become an elite football nation is having an impact on and off the pitch. While the national football team still has no way to comfort their weary fans, the government has unveiled grand visions for the game’s development, exhibiting a desire for international prestige and a more consumption-based economy. Although observers say China Soccer League standards have improved, currently the men’s national team languishes 81st in FIFA’s rankings, below Zambia. In contrast to China’s success in many Olympic sports, where a top-down training model has yielded amazing results, football, as a team sport, is less suited to such a model. There is no quick fix.
One of the topics favored most by Chinese tech people is which city, or region, in China will become the next “Silicon Valley”. While observers have not gotten bored of guessing which one will be the next “unicorn” company, those who are really in startup companies have realized the fact that the China startup scene has peaked: many companies have died, using up the money given by investors but keeping no loyal users at all. Read our story about China’s startup bubbles and find how these bubbles, blown up by ambitious yet empty ideas, business plans and investors’ ignorance, finally fall and burst.