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By Jimmy Hexter Operation China: From Strategy to Execution (1st First Edition) [Hardcover]
China has matured as a market—and the game has changed. Yesterday, multinationals grappled with fundamental strategic Do we go to China? Whom do we partner with? Where should we invest? Winning in China was all about achieving approval to enter the market, picking the right joint venture partner and selling in the right few cities to the right customers. Execution didn’t matter as much as privileged access—through government and partner relationships. Today, China is teeming with MNCs and local competitors. Government is no longer the main driver of deals. Barriers to entry have fallen. Regulations are less of a factor. Partners are no longer required in many industries. Winning now depends on great effectively and efficiently developing, marketing, producing, and channeling goods to customers and growing and retaining a talent base. In Operation China, Jimmy Hexter and Jonathan Woetzel explain how you can achieve superior execution in China—through operations including talent management, product development, information technology, procurement, supply-chain management, manufacturing, and sales, marketing, and distribution. Based on over two decades of consulting experience for both local and multinational operations in China and extensive research on what drives success in operating in China, this book helps you get your operations right in the new competitive arena defining China today.
- GenresChinaNonfictionBusiness
Unknown Binding
First published December 18, 2007
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Displaying 1 - 2 of 2 reviews
July 26, 2008
Operation China: From Strategy to Execution
Jimmy Hexter and Jonathan Woetzel
Harvard Business School Press
Hexter and Woetzel offer a rigorous analysis of a transition period during which “China is turning the corner from an emerging market, where local context drives most of the strategic and operating decisions managers make, to a maturing one, where top-quality execution is a cornerstone for success.” They wrote this book for C-level executives in multinational companies (MNCs) to share what they have learned while in residence there in recent years. In the Preface, they observe: “Good execution in China is about adapting – sometimes a little, sometimes a lot – world-class operating standards, management tools, and frameworks to the realities of the Chinese environment. The advantage that MNCs have in China over their domestic Chinese rivals is their knowledge of, and experience with, such operating standards. Indeed, top-performing MCNs are frequently the very definition of world-class execution –outside China.”
To take full advantage of business opportunities whose nature and extent are unprecedented, Hexter and Woetzel suggest that MNCs need to “select the right standards, tools, and frameworks from their global arsenal to put into place in China, adapted in the right way to optimize them for the local context.” Meanwhile, Hexter and Woetzel further suggest that executives in China as well as their colleagues and bosses in other countries must “change their managerial focus 180 degrees. They will have put behind them tendencies to view business conditions here [in China] as simply unique, requiring in turn unique operating approaches and performance standards, and instead will have to focus on the familiar, seeing to instill practices and processes that are hallmarks in other competitive markets, turning them locally as needed, and linking them globally at every opportunity.” As indicated previously, this book will be of greatest interest and value to C-level executives in multinational companies (MNCs) but I think it will also be of substantial benefit to C-level executives in other companies that are now involved with – or will soon be involved with – the supply chains of MNCs.
Jimmy Hexter and Jonathan Woetzel
Harvard Business School Press
Hexter and Woetzel offer a rigorous analysis of a transition period during which “China is turning the corner from an emerging market, where local context drives most of the strategic and operating decisions managers make, to a maturing one, where top-quality execution is a cornerstone for success.” They wrote this book for C-level executives in multinational companies (MNCs) to share what they have learned while in residence there in recent years. In the Preface, they observe: “Good execution in China is about adapting – sometimes a little, sometimes a lot – world-class operating standards, management tools, and frameworks to the realities of the Chinese environment. The advantage that MNCs have in China over their domestic Chinese rivals is their knowledge of, and experience with, such operating standards. Indeed, top-performing MCNs are frequently the very definition of world-class execution –outside China.”
To take full advantage of business opportunities whose nature and extent are unprecedented, Hexter and Woetzel suggest that MNCs need to “select the right standards, tools, and frameworks from their global arsenal to put into place in China, adapted in the right way to optimize them for the local context.” Meanwhile, Hexter and Woetzel further suggest that executives in China as well as their colleagues and bosses in other countries must “change their managerial focus 180 degrees. They will have put behind them tendencies to view business conditions here [in China] as simply unique, requiring in turn unique operating approaches and performance standards, and instead will have to focus on the familiar, seeing to instill practices and processes that are hallmarks in other competitive markets, turning them locally as needed, and linking them globally at every opportunity.” As indicated previously, this book will be of greatest interest and value to C-level executives in multinational companies (MNCs) but I think it will also be of substantial benefit to C-level executives in other companies that are now involved with – or will soon be involved with – the supply chains of MNCs.
October 1, 2008
Very, very interesting
Displaying 1 - 2 of 2 reviews