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1、Opportunities & Challenges for Multinationals in China: Learning from the Microsoft Experience Kai-Fu Lee Corporate Vice President Microsoft Corporation,Talk Outline,China Opportunity 6 Ingredients to Success in China Microsofts Presence in China Early struggles Recent successes Conclusion,China Opp
2、ortunity Huge growing market,“The single most important thing to happen in our lifetime will be the emergence of China.” John Thornton, former President of Goldman Sachs Now a Professor at Tsinghua University GDP growth 9% per year since 1978. Consumers saving $1 trillion per year. 2002: China becam
3、e #1 mobile phone market. 2004: China will become #2 PC market. Next 5 Years: Software & services CAGR = 50%!,China Opportunity Worlds Largest Labor Force,“Through skillful control of residency, Chinas 900 million rural residents will gradually move to cities and take jobs in manufacturing or inform
4、ation processing, perhaps at 20-30 million per year. This could give China a sustainable supply of low-cost labor for the next 20-30 years.” Kenichi Ohmae, The China Impact.,Traditional industries Many cities with good infrastructure People inflow from rural to cities Excellent process & know-how in
5、 manufacturing Knowledge economy 150,000 computer graduates / year Great emphasis on education But IT & software significantly lag India,Market Opportunity is Lucrative,Volkswagen 40% market share in China Motorola 20% of global revenue comes from China Kodak In 4 years, China went from 17th to 2nd
6、Intel $4+ billion revenue in China LOreal “Imagine, 1.3 billion lips!” - Lindsay Owen-Jones, CEO, LOreal.,6 Ingredients to Success in China Challenges & Successful Formula,Build strong government relationships Play by Chinas market rules Make a long-term commitment The local economy is the top prior
7、ity Nurture local people Build trust, not PR,Build Strong Government Relationships,Unique power of government Relationships required at all levels The spirit of the law matters more Chinas culture is built on trust, relationships, mutual respect. The concept of “face“ is very important. Avoid sensit
8、ivities and find every opportunity to make China look good Negotiations are bottom-up and informal.,“It cannot be overstated the importance of accommodating the government.“ John Stuttard, the New Silk Road.,Play by Chinas Market Rules,Expect to respect “Chinese market” The government for their own
9、reasons what rules to apply and who they would like to do business with. While they value global standard practices, they still expect MNCs to adapt to local rules. Market conditions change rapidly and often irrationally due to an immature market economy.,“We take pride in viewing ourselves as a ver
10、y local company in China” Mike Zafirobski, COO Motorola,Make a Long-Term Commitment,Contribute First and Benefit Later : Entitlement from power of market MNCs must have long-term commitment. JV, investment, training, local partnership, technology & know-how transfer Friends may be given great opport
11、unities,“China has discovered its leverage. They now say If you want market access, give us technlogy” Erfei Liu, Chairman of Merrill Lynch China,Local Economy is the Top Priority,Local companies are always preferred MNCs expected to help nurture local economy in exchange for access to the China mar
12、ket (need to move up the value chain) Bonus: help local company build export business China often ignores international standards and attempts to build China standards IP Protection is weak Laws to protect local companies,“Dont think Chinese companies deserve to lose to foreign companies when foreig
13、n companies have a better product. It is different that a foreigner is making money and not a Chinese. The downfall of Chinese companies will come back to hurt all citizens of China” Professor Tan Haoqiang, IT Influential in China,Nurture Local Employees,China prefers MNCs that develop local talent
14、to make them more competitive internationally. Local talent is high potential, but inexperienced Send overqualified, senior leaders who intend to repatriate,“My boss asked me how to expand the IBM business in China. I answered first we had to grow the local people” Wilson Wong, first Chief Represent
15、ative, IBM China,Build Trust, not PR,Corporate image requires much more than PR. Good citizen in China helping local companies Single message (like Chinas own) = unified org. “Boasting PR” is very negative in Chinese culture Low-profile & humility is much better Public media is immature, powerful, m
16、anipulated While positive PR may not help a companys image, negative PR can damage a companys image.,Microsoft In China,Microsoft Lowlights in China,Mistakes on “respect” & “commitment” Government procurement law Piracy & anti-Piracy measures “Good enough” software Management turnover Center of medi
17、a attention Several strong but persuasive critics,Microsofts Recent Successes,Build strong government relationships Play by Chinas market rules Make a long-term commitment The local economy is the top priority Nurture local people Build trust, not PR,Build Strong Government Relationships,Microsoft a
18、nd China Announce Government Security Program Agreement Beijing, China, Feb. 28, 2003,Steve Ballmer signs “Great Wall” collaboration with the Ministry of Education REDMOND, Wash. - June 27, 2002,Microsoft shares Windows Source : Microsoft and China Ministry of Security Officially Opens Joint Informa
19、tion Security Technology Lab Beijing, China, July 7, 2003,Play by Chinas Market Rules,Two joint ventures Support training center Partner with local companies to comply with Government Procurement Law MSR Annual Conference largest in China. Partner plans: free end-to-end support, channels, MVP Asia S
20、ummit,Make a Long-Term Commitment,Microsoft Research helps Chinese universities Research funding, scholarships, internships. Articles & courses by Microsoft researchers on own initiative. Address digital divide Technical job training: thousands of unemployed workers 5 million RMB donation to help ha
21、ndicapped Chinese learning Donations Project hope schools, infrastructures, networking. SARS donations (company and employees) to China,Local Economy is the Top Priority,Training Software colleges (MS employee is dean) Adding Chinese partners to GISVs: Elevating companies like CS&S to same level as
22、Accenture Helping to train, partner, develop Chinese Sis and ISVs. JVs & investments Steve Ballmer commitment to China.,JV Partnerships,Nurture Local Employees,In Microsoft Research 2 Microsoft China employees Corporate VPs Several local employees now senior managers Growth of many local employees I
23、n Sales Microsoft Greater China MSN Director from China,Build Trust, not PR,China elevated at same level as US and Europe Unified China organization led by Corp VP Unified China strategy to support local ecosystem Consistent articulation of strategy Low profile leadership team,Conclusion,China is a huge opportunity China is unique Flexible, sincere, committed companies will succeed in China,