Chinese Multinationals, Stock Markets, Banks, Oil and hightech players: The bigg
Asia travel, trade, finance, politics institute | 31.12.2007 06:05 | Education | Globalisation | Technology | World
Get investment, trade, and finance lessons and know how on China. How do over a half million international companies make profits in China? How do Airbus, Dell, Wal-Mart, Citibank, Morgan Stanley, Microsoft, Cisco, GM, Motorola, Unilever perform there? Also, learn about Chinese multinationals and banks: Huawei, TCL, Haier, Ping An Insurance, China Oil, China Chemical, Bank of China, and Internet players.
Chinese Multinationals, Stock Markets, Banks, Oil and hightech players: The biggest in the world?
Free Market News
Is it China’s turn to produce giant multinational firms? China’s largest companies are mostly state run and will have to be privatized before they can straddle the world eye-to-eye with European and American giants. Chances are Chinese “privatization” will produce hybrid firms, with characteristics of both state and private enterprises.
However, this blending has produced European powerhouses such as Airbus – which has only survived with regular injections of state capital, yet has proved a surprisingly effective competitor to Boeing. Today, there are just a long list Chinese companies that could become global multinationals.
This is furthere helped by the boom of Chinese stock market, which is becoming a top four global securities market today.
Of course there are plenty of free-market thinkers who would be quick to maintain that Boeing itself is something of a state-run franchise given that a good deal of its revenue is derived from products produced under contract to the U.S. military.
In fact, in today’s world, it would be hard to find a corporate giant which doesn’t have plenty of government support. The hybrid structure produces clumsy companies with generous safety nets of public and private resources that allow them to overcome, in large part, even the most disastrous decision-making. In this environment, Chinese multinationals will not be significantly disadvantaged; if privatization goes far enough, Chinese multinationals may even surprise, by proving more flexible and entrepreneurial than their American and European competition.
In two new books, (1. China's global reach: markets, multinationals, globalization; 2. China and the new world order: how entrepreneurship, globalization, and borderless business reshape China and world), leading strategist and author George Zhibin Gu profiles the coming surge of Chinese multinationals with a focus on companies he believes are in line for global dominance. One such is the gigantic energy concern State Grid, which holds the energy monopoly for the country. Then there is China National Petroleum Company, already ranked 52nd largest in the world by Forbes. China Mobile has access to 340 million cellular phone consumers, and Shanghai-based BaoSteel is now participating in a $2 billion joint venture in Brazil.
The two books also point out that some of China’s biggest multinational firms are yet to be built – so long as the process of privatization includes consolidation. Says Zhibin Gu, “If China’s consumer electronics and home-appliance makers, now numbering 1,300, can be reduced to half a dozen companies, the resulting ones will be among the biggest multinationals.”
If you want any solid information and knowledge about Chinese business and politics, grab these two books, authored by the most provocative Chinese strategist George Zhibin Gu on the ground inside China.
New Book : China’s global reach : markets, multinationals, and globalization
Author : George Zhibin Gu ;
Afterword by Andre Gunder Frank
Contents of book
Introduction
Three New Lessons
Growing Up in China
Going International
Returning Home
This Small Book
The Big Picture
Acknowledgments
Part I China as a New Global Theater
1. Ambitions of Foreign Multinationals in China
Today’s Versions of Columbus and Magellan
International Rush
Why Are They Here?
Why China?
One Big Factory-Market
More Sectors, More Players
2. The Business of China Is Business!
“Empty Talk Destroys Prosperity!”
Foreign Bankers
Spouses and Children
Welcome!
3. Creation of a Global Manufacturing Center
Unexpected Contributors
Arrival of Indian Companies
A Crowded Market
Galanz: the Manufacturer of the World
Convenient Settings
Future Trends
4. The Ultimate Driving Force: Explosive Consumption
Unexpected Development
Impressive Outcome
Continued Consumption Surge
5. Sharp Rise of Private Sector
One U.S. Banker’s Discovery
40 Million New Businesspeople
Rural and Urban Entrepreneurs
Buttons Create a New Industrial Town
Jinjiang, Fujian: Biggest Exporting Center for Sport Shoes
Low-End Players
6. All Players Are Important
Competing International Players
Auto Market
International Banks
International Listings
Consumer Views
Part II Global Interactions, Business Dealings, and Job Transfers
7. Learning - A Big Industry
Demand for Education
A Top School
International Involvement
8. The Officials’ Global Reach
Officials Lead the Way
Guangdong versus Inland
Abolishing Bureaucratic Tricks
International First
New York versus Beijing
9. “Capital Is Not Enough”
No Shortcuts
Two Lessons to Remember
Volkswagen versus Beijing Jeep
“Capital Is Not Enough”
Ericsson’s Seven Mistakes
Bashing Carrefour
10. Global Job Transfers
One International Question
Hiring by Foreign Multinationals
New Era of Global Job Transfers
Job Worries around the World
Hiring by Chinese Players
Global Job Transfers: China versus India
Part III China’s New International Experiences
11. Price, Price, Price
A Chinese Edge
GE in China
Japan’s Global Efforts
Cisco versus Huawei
Microsoft in China
Global Price Reductions
12. When Can Chinese Companies Become Global?
Weakness at Home
Foreign Observations
Low Benefits for China
State Banks: “The Troublemakers”
A Long Way to Go
13. Chinese Multinationals
Some Sizable Chinese Companies
Buying Into International Markets
Overseas Operations
Creating More Partnerships
14. Bringing Foreigners In
Trade Fairs
Industrial Parks
Foreign Acquisitions
Part IV China’s Reform at Home: The Unfinished Task
15. Problems Outpacing Solutions
The Ownership Issue
State Assets and Death on the Nile
“Two Pockets of the Same Jacket”
Lack of Weapons and True Owners
16. How Can a Man Still Wear Baby Clothes?
Credit Crisis and Banking Problems
The Richest Man in Shanghai
Corruptive Partnerships
17. Crises of State Sector
Rapid Changes in the Managerial Class
Hiring Foreign Managers
Long Live Competition!
Reform Difficulties
Painful Layoffs
Government Trimming
18. When Can China Achieve Meaningful Restructuring?
A Saturated Market
Difficulties for a Rational Order
The CEO in China and Elsewhere
Who Is Responsible for Wealth Creation?
Buying Parties Ready?
Need for Greater Determination
19. Employment Traps
Resident Permits
Lives of the Migrants
Employment Difficulties for Other Groups
Death of a College Graduate
20. Bureaucratic Tails
Tails Everywhere
Lucky International Players
“The Red Building”
Part V Globalization in Light of History
21. An Unbroken Circle?
The British Isles as a Global Center
China’s Missed Opportunities
The U.S. Way: Dumping Losers
Expansion and Wealth Creation, Past and Present
22. Universal Companies and Global Expansion
Bigger and Bigger Multinationals
First Strategy: A Strong Home Base
Second Strategy: Creating a New Form of Dominance
Third Strategy: A True Global Reach
China’s Participation in the World Economy
23. More on the Circle
Who Has Affected Globalization the Most?
First Factor: Japan’s Global Reach and Retreat
What Is Going On in Tokyo?
South Korea: Glories and Bubbles
Second Factor: Asia’s Financial Crisis
Third Factor: The World Trade Organization
Unexpected Developments
Global Development Orbit
24. How Does China Achieve Sustained Growth?
A Great Paradox
Effective Government, Different Role
The Big Picture
A New Model
Getting Out of the Box
A New World Order
Afterword: China, United States and Global Development
by Andre Gunder Frank
Notes
ABOUT THE AUTHOR
George Zhibin Gu is a journalist/consultant based in Guangdong, China. A native of Xian, he obtained education at Nanjing University in China and Vanderbilt University and the University of Michigan in the United States. He holds two MS degrees and a Ph.D. from the University of Michigan.
For the past two decades, he has been an investment banker and business consultant with a focus on China. His work focuses on helping international businesses to invest in China and the Chinese companies to expand overseas. He has worked for Prudential Securities, Lazard, and State Street Bank, among others. He generally covers mergers and acquisitions, joint ventures, venture capital, business expansion, and restructuring.
Also, he is a journalist focusing on China in relation to global development. His articles or columns have appeared in Asia Times, Beijing Review, The Seoul Times, Financial Sense, Gurus Online, Money Week, Online Opinion, Asia Venture Capital Journal, and Sinomania, among others.
He is the author of three additional books, China Beyond Deng: Reforms in the PRC (McFarland, 1991), China and New World Order: How Entrepreneurship, Globalization, and Borderless Business Reshape China and World (Fultus, 2006), and Made in China: Players and Challengers in the 21st Century (English edition forthcoming; Portuguese edition, Centro Atlantico, 2005). He is a member of World Association of International Studies hosted by Stanford University.
Free Market News
Is it China’s turn to produce giant multinational firms? China’s largest companies are mostly state run and will have to be privatized before they can straddle the world eye-to-eye with European and American giants. Chances are Chinese “privatization” will produce hybrid firms, with characteristics of both state and private enterprises.
However, this blending has produced European powerhouses such as Airbus – which has only survived with regular injections of state capital, yet has proved a surprisingly effective competitor to Boeing. Today, there are just a long list Chinese companies that could become global multinationals.
This is furthere helped by the boom of Chinese stock market, which is becoming a top four global securities market today.
Of course there are plenty of free-market thinkers who would be quick to maintain that Boeing itself is something of a state-run franchise given that a good deal of its revenue is derived from products produced under contract to the U.S. military.
In fact, in today’s world, it would be hard to find a corporate giant which doesn’t have plenty of government support. The hybrid structure produces clumsy companies with generous safety nets of public and private resources that allow them to overcome, in large part, even the most disastrous decision-making. In this environment, Chinese multinationals will not be significantly disadvantaged; if privatization goes far enough, Chinese multinationals may even surprise, by proving more flexible and entrepreneurial than their American and European competition.
In two new books, (1. China's global reach: markets, multinationals, globalization; 2. China and the new world order: how entrepreneurship, globalization, and borderless business reshape China and world), leading strategist and author George Zhibin Gu profiles the coming surge of Chinese multinationals with a focus on companies he believes are in line for global dominance. One such is the gigantic energy concern State Grid, which holds the energy monopoly for the country. Then there is China National Petroleum Company, already ranked 52nd largest in the world by Forbes. China Mobile has access to 340 million cellular phone consumers, and Shanghai-based BaoSteel is now participating in a $2 billion joint venture in Brazil.
The two books also point out that some of China’s biggest multinational firms are yet to be built – so long as the process of privatization includes consolidation. Says Zhibin Gu, “If China’s consumer electronics and home-appliance makers, now numbering 1,300, can be reduced to half a dozen companies, the resulting ones will be among the biggest multinationals.”
If you want any solid information and knowledge about Chinese business and politics, grab these two books, authored by the most provocative Chinese strategist George Zhibin Gu on the ground inside China.
New Book : China’s global reach : markets, multinationals, and globalization
Author : George Zhibin Gu ;
Afterword by Andre Gunder Frank
Contents of book
Introduction
Three New Lessons
Growing Up in China
Going International
Returning Home
This Small Book
The Big Picture
Acknowledgments
Part I China as a New Global Theater
1. Ambitions of Foreign Multinationals in China
Today’s Versions of Columbus and Magellan
International Rush
Why Are They Here?
Why China?
One Big Factory-Market
More Sectors, More Players
2. The Business of China Is Business!
“Empty Talk Destroys Prosperity!”
Foreign Bankers
Spouses and Children
Welcome!
3. Creation of a Global Manufacturing Center
Unexpected Contributors
Arrival of Indian Companies
A Crowded Market
Galanz: the Manufacturer of the World
Convenient Settings
Future Trends
4. The Ultimate Driving Force: Explosive Consumption
Unexpected Development
Impressive Outcome
Continued Consumption Surge
5. Sharp Rise of Private Sector
One U.S. Banker’s Discovery
40 Million New Businesspeople
Rural and Urban Entrepreneurs
Buttons Create a New Industrial Town
Jinjiang, Fujian: Biggest Exporting Center for Sport Shoes
Low-End Players
6. All Players Are Important
Competing International Players
Auto Market
International Banks
International Listings
Consumer Views
Part II Global Interactions, Business Dealings, and Job Transfers
7. Learning - A Big Industry
Demand for Education
A Top School
International Involvement
8. The Officials’ Global Reach
Officials Lead the Way
Guangdong versus Inland
Abolishing Bureaucratic Tricks
International First
New York versus Beijing
9. “Capital Is Not Enough”
No Shortcuts
Two Lessons to Remember
Volkswagen versus Beijing Jeep
“Capital Is Not Enough”
Ericsson’s Seven Mistakes
Bashing Carrefour
10. Global Job Transfers
One International Question
Hiring by Foreign Multinationals
New Era of Global Job Transfers
Job Worries around the World
Hiring by Chinese Players
Global Job Transfers: China versus India
Part III China’s New International Experiences
11. Price, Price, Price
A Chinese Edge
GE in China
Japan’s Global Efforts
Cisco versus Huawei
Microsoft in China
Global Price Reductions
12. When Can Chinese Companies Become Global?
Weakness at Home
Foreign Observations
Low Benefits for China
State Banks: “The Troublemakers”
A Long Way to Go
13. Chinese Multinationals
Some Sizable Chinese Companies
Buying Into International Markets
Overseas Operations
Creating More Partnerships
14. Bringing Foreigners In
Trade Fairs
Industrial Parks
Foreign Acquisitions
Part IV China’s Reform at Home: The Unfinished Task
15. Problems Outpacing Solutions
The Ownership Issue
State Assets and Death on the Nile
“Two Pockets of the Same Jacket”
Lack of Weapons and True Owners
16. How Can a Man Still Wear Baby Clothes?
Credit Crisis and Banking Problems
The Richest Man in Shanghai
Corruptive Partnerships
17. Crises of State Sector
Rapid Changes in the Managerial Class
Hiring Foreign Managers
Long Live Competition!
Reform Difficulties
Painful Layoffs
Government Trimming
18. When Can China Achieve Meaningful Restructuring?
A Saturated Market
Difficulties for a Rational Order
The CEO in China and Elsewhere
Who Is Responsible for Wealth Creation?
Buying Parties Ready?
Need for Greater Determination
19. Employment Traps
Resident Permits
Lives of the Migrants
Employment Difficulties for Other Groups
Death of a College Graduate
20. Bureaucratic Tails
Tails Everywhere
Lucky International Players
“The Red Building”
Part V Globalization in Light of History
21. An Unbroken Circle?
The British Isles as a Global Center
China’s Missed Opportunities
The U.S. Way: Dumping Losers
Expansion and Wealth Creation, Past and Present
22. Universal Companies and Global Expansion
Bigger and Bigger Multinationals
First Strategy: A Strong Home Base
Second Strategy: Creating a New Form of Dominance
Third Strategy: A True Global Reach
China’s Participation in the World Economy
23. More on the Circle
Who Has Affected Globalization the Most?
First Factor: Japan’s Global Reach and Retreat
What Is Going On in Tokyo?
South Korea: Glories and Bubbles
Second Factor: Asia’s Financial Crisis
Third Factor: The World Trade Organization
Unexpected Developments
Global Development Orbit
24. How Does China Achieve Sustained Growth?
A Great Paradox
Effective Government, Different Role
The Big Picture
A New Model
Getting Out of the Box
A New World Order
Afterword: China, United States and Global Development
by Andre Gunder Frank
Notes
ABOUT THE AUTHOR
George Zhibin Gu is a journalist/consultant based in Guangdong, China. A native of Xian, he obtained education at Nanjing University in China and Vanderbilt University and the University of Michigan in the United States. He holds two MS degrees and a Ph.D. from the University of Michigan.
For the past two decades, he has been an investment banker and business consultant with a focus on China. His work focuses on helping international businesses to invest in China and the Chinese companies to expand overseas. He has worked for Prudential Securities, Lazard, and State Street Bank, among others. He generally covers mergers and acquisitions, joint ventures, venture capital, business expansion, and restructuring.
Also, he is a journalist focusing on China in relation to global development. His articles or columns have appeared in Asia Times, Beijing Review, The Seoul Times, Financial Sense, Gurus Online, Money Week, Online Opinion, Asia Venture Capital Journal, and Sinomania, among others.
He is the author of three additional books, China Beyond Deng: Reforms in the PRC (McFarland, 1991), China and New World Order: How Entrepreneurship, Globalization, and Borderless Business Reshape China and World (Fultus, 2006), and Made in China: Players and Challengers in the 21st Century (English edition forthcoming; Portuguese edition, Centro Atlantico, 2005). He is a member of World Association of International Studies hosted by Stanford University.
Asia travel, trade, finance, politics institute