July 2008
China’s business landscape is changing rapidly. So must the way we comprehend it.
Abstract
July 2008
The imbalance between business opportunities in China and
qualified executives to manage them will get worse—a lot worse—before it gets better.
Abstract
July 2008
China’s state-owned companies, like China itself, are diverse. Many of them would make better partners for multinationals than some of their private-sector counterparts. Openness, not ownership, is the key.
Abstract
July 2008
Chinese technology companies are competing successfully on their home turf. Global markets may be another story, at least in the short run.
Abstract
June 2008
China’s companies are expanding the focus of their outbound M&A, but so far they have struggled to create value.
Abstract
June 2008
Chinese financial institutions are flush with money at an opportune moment. They should resist the urge to build empires and instead focus on advancing their skills and global experience.
Abstract
May 2008
A company that has already disrupted the container business is moving into transportation equipment and services.
Abstract
May 2008
Executives around the world expect competition from Chinese companies to increase, mainly because of their low production costs, yet surprisingly few are acting to
meet the threat, a McKinsey survey shows. A separate survey of executives based in China reveals widespread global ambitions and concerns about finding the talent
to reach them.
Abstract
May 2008
Chinese companies are seeking opportunities abroad. They will have to acclimate to new surroundings—just as the foreign companies that entered China did.
Abstract
May 2008
Yin Tongyao explains how his fledgling automotive company learned to profit from adversity.
Abstract
April 2008
Executives say that global trends have become increasingly important, but few companies are addressing them successfully.
Abstract
April 2008
Manufacturers in developing markets are already helping aircraft makers in developed ones to cut costs. That's just the beginning.
Abstract
March 2008
Companies are learning to adapt their organizational design to capture cross-border synergies and to protect local sources of profitability.
Abstract
February 2008
Richard Haass says that businesses have much to learn from government as they compete in an increasingly complex global landscape.
Abstract
November 2007
As the country merges into the world economy, best practice in China will become best practice globally, products developed in China will become global products, and industrial processes developed in China will become global processes.
Abstract
May 2007
The industry is still in its infancy but evolving rapidly. Companies that hope to compete must devise their entry strategy now.
Abstract
April 2007
The economy is more stable that it's been in quite a while, and many industries are riding high—for the time being.
Abstract
April 2007
CFO Ma describes the unique challenges awaiting Chinese companies that seek growth through international acquisitions.
Abstract
March 2007
The region’s companies will fulfill their potential abroad only if they pursue clear global aspirations and find systematic ways to develop their talent and integrate cultures and organizations.
Abstract
March 2007
To enter the ranks of the world’s leading economies, the country must remove entrenched barriers to productivity.
Abstract
March 2007
Profitable businesses at home have led Gulf telcos to expand nearby regions. But success abroad will require a whole new set of skills.
Abstract
March 2007
Companies based in the GCC states are using their petrodollars to expand into global markets. But in the long run, these companies will have to develop distinctive capabilities and skills.
Abstract
March 2007
Latin America's economy may not be growing as quickly as those of China or India, but it presents real opportunities, and the political risks are often exaggerated.
Abstract
February 2007
As the state-owned sector attracts strategic investors, they find themselves befuddled by the role of an almost invisible power: the Communist Party.
Abstract
February 2007
Surprisingly few companies have any operations in China today, but the vast majority expect to be doing business with the country within five years.
Abstract
February 2007
Energy and materials companies face a demanding future. They must start preparing for it now.
Abstract
February 2007
Multinational producers of energy-intensive commodities must rethink their approach to crafting deals in the Gulf.
Abstract
January 2007
Further reform will be essential if one of the world’s fastest-growing regions is to seize a broader role in the global economy.
Abstract
June 2006
The head of McKinsey's offices in China answers the questions that senior managers of multinational companies are asking.
Abstract
January 2006
Macroeconomic factors, environmental and social issues, and business and industry developments will all profoundly shape the corporate landscape in the coming years.
Abstract
September 2005
Business leaders across India share an upbeat vision of the future while recognizing the obstacles ahead.
Abstract
September 2005
The head of McKinsey's Indian offices addresses the concerns of senior multinational executives.
Abstract
May 2005
Developing economies have become an invaluable springboard for companies looking to compete successfully abroad.
Abstract
December 2004
The world’s two biggest developing countries are taking different paths to economic prosperity. Which is the better one?
Abstract
December 2004
The country’s emergence as an economic power is changing the way people and companies everywhere live and work.
Abstract
December 2004
The head of McKinsey’s office in China answers the senior executive’s most pressing questions about doing business there.
Abstract
August 2004
The public and private sectors must collaborate closely to ensure that all workers benefit from the global economic integration.
Abstract
July 2004
China lends itself to sweeping statements about the nature of doing business there. Most are unfounded.
Abstract
July 2004
The second McKinsey Global Survey of Business Executives finds that corporate leaders are still confident—especially about hiring, IT spending, China, and India—though they’ve tempered their earlier enthusiasm.
Abstract
July 2004
Laurent Philippe, the head of Procter & Gamble in China, explores how to beat the competition in the country’s huge and complex market.
Abstract
May 2004
Cost cutting is only the first benefit.
Abstract
February 2004
Global corporations and the developing countries where they invest actually have symbiotic objectives.
Abstract
December 2003
Cheap labor is the beginning, not the end.
Abstract
December 2003
The cofounder and chairman of one of India’s premier technology companies argues that it has a sustainable competitive advantage.
Abstract
August 2003
Zhang Ruimin, CEO of the Haier Group—the Chinese company that is the world’s fifth-biggest maker of white goods—describes his plan to create a global brand.
Abstract
August 2002
David Reid, deputy chairman of Tesco, the United Kingdom’s largest grocer (2002), explains his international strategy.
Abstract
June 2002
Companies can do much to avoid falling victim to sudden national financial emergencies. Although the tally of such events is rising, many businesses remain unprepared for them.
Abstract
February 2002
Although executives in Asia distrust Western corporate strategies, its top-performing corporations have already adopted at least some of them.
Abstract
October 2001
The war on terrorism may change the shape and pace of economic integration. But the fundamental human forces that drive it will not be dislodged.
Abstract
May 2001
New pressures are hitting the legal industry. Now is the time to think through your strategy.
Abstract
May 2000
Membership in the World Trade Organization will make China more open to multinationals. Though industries such as banking and insurance may be transformed, in many sectors China’s accession to the WTO will have little effect. Nor is membership a done deal—in either China or the United States.
Abstract
November 1999
Some people believe that "it is different this time." Others don't.
Abstract
November 1999
As globalization continues to play out over the next 30 years, geographic and regulatory barriers will fall, electronic distribution will start to parallel and even overtake physical distribution, installed capacity will become obsolete before it is depreciated, and focused competitors will attack like piranhas. Companies must restructure or die.
Abstract
August 1999
To make the most of overseas opportunities, multinational companies must pay closer attention to the problems of executives transferred into them.
Abstract
August 1999
A “virtuous cycle” of self-reinforcing benefits will permit certain companies to redefine—and control—the industry. Even so, retailers still have enough time to build cross-border positions and local-market defenses.
Abstract
February 1999
The brewers, if not the beer, won’t all be alike; they are beginning to consolidate around segments of the business.
Abstract
February 1999
The forces driving globalization are strong, but they will take time to play out. Already, meter reading is becoming a stand-alone business. Huge opportunities arise from huge productivity gaps: the best utilities lose 7 percent of the electricity they transmit, the worst 17 percent.
Abstract
August 1998
Many companies still want to be big fish in national ponds. But that won’t generate the high market values that will keep them independent. Nothing matters more than return on equity.
Abstract
August 1998
Can you make money in China’s packaged food market? There are many recipes for disaster. Three lessons: price for high affordability, rush for scale, and invest in people, not assets.
Abstract
November 1997
Alliances between global companies and their partners in emerging markets are often difficult and unstable.
Abstract
May 1997
A “superconductor” of knowledge and capital is about to reach the right temperature. A $21 trillion dollar market will emerge—with no natural owners. The challenge will be to leverage brands, ideas, and people. The biggest opportunities will be the ones that look most local.
Abstract
November 1996
Prithvi Raj Singh ("Biki") Oberoi, then (1996) the Oberoi Group’s managing director, explains how his family built a global hospitality business.
Abstract
May 1996
There’s new evidence that global capital markets are becoming a reality. They will drive the transfer of technology and managerial know-how across borders. A series of major bond crises is likely.
Abstract
May 1996
China’s market for fast-moving consumer goods has exploded over the past decade. And as millions of households cross the income threshold for packaged goods consumption, the market is likely to continue to outpace growth in the overall economy.
Abstract
February 1996
Huge markets await, but profit formulas often get distorted. What won’t work: a standalone approach, inflexible purchasing, and 100% ownership. Three new expansion strategies.
Abstract
May 1995
New approaches to managing joint ventures. MNCs now seeking clear equity control. Why you may need a China corporate center.
Abstract
May 1994
Thomas J. Bata, then (1994) chairman of Bata Shoes, discusses the challenges of staying the course during a century of political turmoil.
Abstract
November 1993
A new breed of Australian firm shows that it is possible to succeed in world markets without an established domestic base.
Abstract
November 1993
A survey of MNCs successfully committed to China shows that they have progressed far beyond the cautious experimental stage.
Abstract
August 1993
As regional growth blossoms, past approaches to strategic and organizational success may no longer be adequate.
Abstract
May 1993
Successful manufacturers site their plants to build a global network of strategic capabilities.
Abstract