Why some foreign-funded enterprise became successful when entering the China market while others fail, and why some grow relatively faster than the rest? Reasons to explain all these are complex and varied. The following factors can determine how well or bad foreign-funded enterprise fare in China:
1. Establishment and implementation of enterprise's development strategy. In China, successful MNCs and foreign-funded enterprise will definitely implement long-term development strategy, adopting a long-term outlook for their business, unlike other unsuccessful companies which do not look far and only concentrate on short-term gains. Besides adopting a development strategy that is of long time horizon, the strategy will need to be a flexible one as market conditions are constantly changing due to the presence of globalization. The enterprise need to be flexible as to react immediately to any changes without affecting its business operations.
2. Leadership of the top management plays a decisive role in deciding the success of the company. In face of greater competition brought about by globalization, management today will need to possess stronger judgment, decision ability, adaptability and greater foresight. Ability to look far is crucial as one need to be able to foresee unforeseen circumstances in order to be ready at all times to react to any changes.
3. Form key competitiveness for the enterprise, and grow together with the economy. Treat your staff with an open heart, cultivate the enterprise’s values and vision constantly into them to foster togetherness within the organization and strengthen the organization’s strengths. .
4. Build and strengthen the institutional framework and economic system of the enterprise. MNCs usually will establish main or Asian headquarters in key cities in China. Beside that, research and development centre, training centre and logistic base will also be built. Therefore it is vital for the organization to have a strong organization structure dealing with its cash flow, flow of information and manpower movement in order to ensure its success in China
5. It is essential for the foreign-funded enterprises to understand the China’s culture, especially regarding the culture of Guangxi (relationship), so as to be able to gain the popularity and trust of China population. With a good relationship, business can become smoother and probability of failure will be greatly reduced. Stronger bonds can also be built with the customers, suppliers and partners.
Analysis of the success and failure of doing business in China
What is Agile Analysis?
Agile analysis is being spoken of more and more frequently in the world of business analysts. This form of analysis is becoming more and more popular as the next generation of business owners comes into play. It is a more hands on approach to the business analysis. There is more communication. Face to face discussions occur more frequently. E-mails and faxes are becoming few and far between. So what is agile analysis?
Agile analysis is the warm concept of business trouble shooting. The business analyst who uses agile analysis is more of a hands on type of person. The stakeholders who demand agile analysis are more informed than the normal upper management. Agile analysis incorporates all stakeholders and participants into one unit each with a given task. Communication channels are always open when it is concerning agile analysis. The qualified business analyst is more dependent on his or her people skills with agile analysis than any other type of productivity.
Analysis answers the questions of who, what, why, when, and where. The infamous how much is also in there somewhere. Who is it for? What do they want? Why do they want it? When do they want it? How much is it going to cost? Where will it be used? If you can answer these questions with the data and information you gather then you are well on your way to solving the issues at hand. With agile analysis throw all of this out the window.
Agile analysis is personable. The business analyst will want to be in constant communication with the stakeholders. He or she will want to have more personal contact with them versus e-mails and faxes. The stakeholders are key in agile analysis. They will be more of a hands on client. They will want to be in every step of development.
In short, with agile analysis the business analyst and development teams will work hand in hand to deliver working software in a quick manner. They will be able to get face to face feedback allowing for changes to be made for the client. A working model structure will target each step or phase. The results will be classified as just in time solutions.
As each phase in presented the stakeholders will be able to generate questions of compatibility. They will be able to analyze the progress to determine if it will still work within the guidelines of the scope of the project. Each phase meeting will be a kind of question answer segment for the teams. This will ensure all parties involved know what is happening and what is going to happen.
Agile analysis has become more widely used over the past few years. Customers are finding they like the quick approach to the issues. New business analysts are enjoying the close contact with the stakeholders. IT likes being able to produce code that is going to be utilized and not just dumped. The end product is developed as an anticipated program. Agile analysis in some cases can be more cost effective. It is a win win situation.