Advice for US Companies in China

Opportunities & Challenges for Multinationals in China:Learning from the Microsoft ExperienceKai-Fu LeeCorporate Vice President Microsoft Corporation: 

Opportunities & Challenges for Multinationals in China: Learning from the Microsoft Experience Kai-Fu Lee Corporate Vice President Microsoft Corporation

Talk Outline: 

Talk Outline China Opportunity 6 Ingredients to Success in China Microsoft’s Presence in China Early struggles Recent successes Conclusion

China OpportunityHuge growing market: 

China Opportunity 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 became #1 mobile phone market. 2004: China will become #2 PC market. Next 5 Years: Software & services CAGR = 50%!

China OpportunityWorld’s Largest Labor Force: 

China Opportunity World’s Largest Labor Force “Through skillful control of residency, China’s 900 million rural residents will gradually move to cities and take jobs in manufacturing or information 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 manufacturing Knowledge economy 150,000 computer graduates / year Great emphasis on education But IT & software significantly lag India

Market Opportunity is Lucrative: 

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 Intel $4+ billion revenue in China L’Oreal “Imagine, 1.3 billion lips!” - Lindsay Owen-Jones, CEO, L’Oreal.

6 Ingredients to Success in ChinaChallenges & Successful Formula: 

6 Ingredients to Success in China Challenges & Successful Formula Build strong government relationships Play by China’s 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: 

Build Strong Government Relationships Unique power of government Relationships required at all levels The spirit of the law matters more China's culture is built on trust, relationships, mutual respect. The concept of "face" is very important. Avoid sensitivities 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 China’s Market Rules : 

Play by China’s Market Rules Expect to respect “Chinese market” The government for their own 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 very local company in China’” – Mike Zafirobski, COO Motorola

Make a Long-Term Commitment: 

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 opportunities “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 Economy is the Top Priority Local companies are always preferred MNCs expected to help nurture local economy in exchange for access to the China market (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 “Don’t think Chinese companies deserve to lose to foreign companies when foreign 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 : 

Nurture Local Employees China prefers MNCs that develop local talent 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 Representative, IBM China

Build Trust, not PR: 

Build Trust, not PR Corporate image requires much more than PR. Good citizen in China helping local companies Single message (like China’s own) = unified org. “Boasting PR” is very negative in Chinese culture Low-profile & humility is much better Public media is immature, powerful, manipulated While positive PR may not help a company’s image, negative PR can damage a company’s image.

Microsoft In China: 

Microsoft In China

Microsoft Lowlights in China: 

Microsoft Lowlights in China Mistakes on “respect” & “commitment” Government procurement law Piracy & anti-Piracy measures “Good enough” software Management turnover Center of media attention Several strong but persuasive critics

Microsoft’s Recent Successes: 

Microsoft’s Recent Successes Build strong government relationships Play by China’s 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: 

Build Strong Government Relationships

Play by China’s Market Rules : 

Play by China’s 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 Summit

Make a Long-Term Commitment: 

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 handicapped Chinese learning Donations Project hope – schools, infrastructures, networking. SARS – donations (company and employees) to China

Local Economy is the Top Priority : 

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 Accenture Helping to train, partner, develop Chinese Sis and ISVs. JVs & investments Steve Ballmer commitment to China.

Nurture Local Employees : 

Nurture Local Employees In Microsoft Research 2 Microsoft China employees  Corporate VPs Several local employees now senior managers Growth of many local employees In Sales Microsoft Greater China MSN Director from China

Build Trust, not PR: 

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: 

Conclusion China is a huge opportunity China is unique Flexible, sincere, committed companies will succeed in China