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3Q08 Newsletter Sun Consulting

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What are the keys to long term growth in the global marketplace? Number one: Global Competitiveness. Number two: Managerial Leadership Talent. These are the two trends that we've observed in our years of global consulting and NextGen leadership training in the emerging markets. This has again now been affirmed by a recent McKinsey survey report. This report focused on China, but we believe is indicative of the entire emerging market business arena. 3 out of 5 executives at Chinese companies have a long term goal of moving outside the domestic market to become a global competitor and only 14% are satisfied with regional success. More telling is that 77% expect their revenues from outside China to increase over the next 3 years. This is a clear trend. Those already active outside of mainland China have done so driven by: increased domestic competition, ambitions of their company leaders, encouragement of the state, and increased domestic competition (including the global expansion of competitors) Competitors outside of China recognize this trend, as 80% expect competition from Chinese companies to increase over the next three years. And almost half say they face more competition from China than any other emerging market. The leading industries being manufacturing, energy and mining. However, they apparently do not feel threatened by them. Less than 20% of these companies report significant changes in their organization, marketing, or their global strategies in response to the Chinese competition. Why? Apart from China's low price advantages, they dismiss most other competitive strengths such as Chinese product quality, marketing skills, and brand strength. In fact, despite their size and tremendous growth record, 41% of outside companies surveyed perceive Chinese companies as weaker competitors than even those from other smaller emerging market countries. We believe that the Chinese companies are properly responding to the marketplace with their ambitions for global expansion, but they have challenges that must be overcome to become validated, respected, and serious global competitors. This study overwhelming suggests that the number one problem is weak managerial leadership talent. This problem is cited by Chinese executives more than double any other barrier, such as insufficient capital. The most telling statistic is that a measly 1% of foreign executives cite strong managerial talent in Chinese companies as a competitive advantage. This study affirms in survey evidence what we've observed experientially over the past few years. We are therefore even more excited and confident in the structured design of our systematic NextGen Global Leaders program to address this gap in managerial leadership talent, especially at the companies that already recognize the need for global expansion. (This is whether they already have leadership "know how" or not). Further, our program addresses many of the other obstacles cited in the study, such as... cultural barriers that make business difficult, unfamiliarity with Chinese brands, global logistical barriers, and potential employees in new geographies unfamiliar with the Chinese company. If you have not already seen our NextGen Global Leaders video, I strongly encourage you to watch it right now on the website. As you'll see, our program approach not only addresses the challenges that this report suggests, but it utilizes our innovative and proven process to bring impactful and sustained results for global competitiveness and success.

Video Details

Duration: 4 minutes and 25 seconds
Country: United States
Language: English
License: Public Domain
Producer: Sun Consulting
Director: Sun Consulting
Views: 200
Posted by: scsbiz on Jul 16, 2008

3rd Quarter Newsletter on the Global Leadership Trends

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