Asia

Over the last four decades, Asia has been a primary engine of global economic growth. This trumpets a call to action for all global CEOs: whether your company presently does business in Asia or not, you’d be well served to become culturally in tune with your Asian counterparts. Only then, as prime opportunities come knocking, can you build the most prosperous and profitable business relationships.

By the time direct sales powerhouse Amway decided to expand into China in 1995, the company had an impressive track record at breaking into foreign markets. In fact, 50 percent of its revenues had been coming from overseas sales since the mid-’80s. 

7 things to know about rebalancing your offshore vs. onshore sourcing

1. Pick a segment within a fast-growing market sector that still has an unmet need your company can fulfill with a differentiated product or service.

Because of China's politico-strategic framework, it is crucial for CEOs to understand China's leaders. That's why CEOs must know Xi Jinping, China's upcoming new leader, who will likely lead for 10 years.

In the real world of doing business in China, the landscape is shifting. Foreign companies can no longer do business in China today in the same way that they have in the past.

Already the world’s second-largest economy, China’s future—and the future of companies doing business there—depends on overcoming significant hurdles.Here's what CEOs had to say at a roundtable at the CEO of the Year.

The broad middle markets of China, India, and Brazil are where most of the growth of the next decade will be found. It will be hard for any firm to be among the global market leaders in 2020 unless they have a meaningful share of this. The trouble is, the next-generation companies in China such as Haier, Geely, and others that are stepping onto the global stage as tough competitors are already positioning themselves to dominate these markets.

How East Asian Companies Sidestep Direct Competition and Seek Instead to Profit from China's Rapid Growth.

Part III of a three-part series on Expo and the future of Shanghai