Do you need an Australian manager in your company in China? The answer is not simple; it depends on the maturity of your company. Are you a China 1.0, 2.0 or 3. 0 firm? In short, companies that are 1.0 are 0 to 3 years old. They are opening their offices in China for the first time, negotiating joint ventures, hiring staff and determining the best product and service mix. China 2.0 companies are 3 to 15 years old. They are looking at succession planning in order to localise their expatriate staff. They need to protect their IP, since they may have many competitors in a space that they possibly created. And China 3.0 companies are 15 years plus. They have to worry about government relationships, anti-monopoly policies, and protectionism from local provinces and the State apparatus. Each of these maturities, 1.0, 2.0 and 3.0, have different needs, and therefore may need an Australian manager - read on to find out the answer! Morry Morgan is the author of 'Selling Big to China - Negotiating Principles for the World's Largest Market'. He is the co-founder of ClarkMorgan Corporate Training, an award winning training firm with offices in Beijing, Shanghai, and Melbourne. More information, go to http://www.clarkmorgan.com
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1. Do you need anAustralian manager inyour company in China?By
Morry Morgan
2. China 1.0China 2.0China 3.0 3. China 1.0- 0 to 3 years-
Company setup, location, hiring, 4Ps, productand customer
segmentation- Wine and agriculture exporter, tourism operator,high
tech- YOU 4. China 2.0- 3 to 15 years- Growth strategies, IP
protection, staff retention,localisation and succession planning,
furthercustomisation of product/service for the localmarket- Who?
5. China 3.0- 15 years plus- Government relations, M&A,
protecting marketshare- BHP Billiton, Rio Tinto, HSBC 6.
4.03.53.02.52.01.51.00.5*Based on 18 management questionsStanford
Global Manager Comparative Study,
2009USACanadaNetherlandsGermanySwedenJapanUKFranceItalyMexicoPolandSouth
KoreaBrazilTurkeyIndiaChina0 7. Source: Great Place to Work 2012
BestCompanies to Work For Greater China 8. ClarkMorgans 3rd quarter
Three Dimensions ofan Organisation survey 9. Australia France India
UK USAMax YasudaDanieleSchillaciHiroshiNakagawaJon WilliamsJames
Lentz 10. SonyAustralia France India UK USAMichaelEphraimStphane
LeTavernierKenichiroHibiChris BowenJack Tretton 11. Australia
France India UK USASeung RoYoonDavid Eberle BD
ParkAndyGriffithsYangkyu Kim 12. Australia France India UK USAGuo
Fulin Leo Sun Cai Liqun Victor Zhang Cui Jiangao 13. Australia
France India UK USAShi Lirong Lin Qiang Xu Dejun Hui Jing Cheng
Lixin 14. Australia France India UK USAKeith AllenRenAubertinEric
Braganza Duan Wei Shariff Kan 15.
201128%42%2009200826%201023%30252015105.6%6.8% 7.5%7.7% 7.9% 8.1%
8.3% 8.8% 9.1%12.8%% of International Staff Turnover11.4%16.1%5 16.
Huawei banned ZTE banned 17. Haier banned 18. Capacity for
passionPerspectiveCreativityOrganization
skillsTeamworkPersistenceOpen-mindednessIntegrity 19.
2520151050Chinese Importance Value Australian Importance Value 20.
1CaringConsiderateSensitivekind 21. 2PowerfulStrongAuthoritative
22. StrategicForesight 3 23. Friendly4 24. 55 25. Smart 6 26. 7 27.
8 28. 9 29. 10 30. China 1.0- Australian management Absolutely
YES!China 2.0- Australian management - MaybeChina 3.0- Australian
management Not necessary 31. We enable multinationalorganisations
to execute uponstrategy by designing anddelivering relevant
andimpassioned learning programsthat develop the capabilities
oftheir staff. 32.
[email protected]/in/morrymorgan@MorryMorgan@MorryMorgan
