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Jonathan Story is Emeritus Professor of International Political Economy at INSEAD, and holds the Marusi Chair of Global Business at The Lally School of Management, Rensselaer Institute. Prior to joining INSEAD in 1974, he worked in Brussels and Washington, where he obtained his PhD from Johns Hopkins School of Advanced International Studies.
His latest book is China Uncovered: What you need to know to do business in China, forthcoming from Pearson Education. He is currently working on a new book, China in the World. His previous books include China: The Race to Market(FT/Pearson, 2003), The Frontiers of Fortune, (Pitman, 1999), which is about corporate strategy in the world economy; and The Political Economy of Financial Integration in Europe : The Battle of the Systems,(MIT Press, 1998) on monetary union and financial markets in the EU, and co-authored with Ingo Walter of NYU. These three books deal with the transformation of Europe, China and the world, and whatthat spells for business. Besides authoring books, he has contributed numerous chapters in books and articles in professional journals. He is a regular contributor to newspapers.
At the INSEAD campus, he has taught European and world politics, markets, and business in the various MBA, PhD programs. He has taught on INSEADs flagship Advanced Management Programme for the last three decades, as well as on other Executive Development and Company Specific courses. Jonathan Story works with governments, international organisations and multinational corporations.
He is married with four children.Besides English, he is fluent in French, German, Spanish, Italian, reads Portuguese and is learning Russian, and also Chinese. He has a bass voice, and sings professionally.
Foreword | p. ix |
About the author | p. xiii |
Introduction | p. xiv |
Transformation: why operating in China is 30 per cent plan, 70 per cent trial and error | p. 1 |
All change: a double transformation | p. 2 |
Transition: building socialism with Chinese characteristics | p. 5 |
The dark side | p. 12 |
Implications for business | p. 19 |
China takeaways | p. 25 |
The organisation: a work in progress | p. 28 |
The China context: implications for strategy | p. 28 |
The learning organisation | p. 33 |
The view from HQ | p. 35 |
Growing with China | p. 47 |
China takeaways | p. 49 |
Government relations | p. 52 |
Why government relations are so important | p. 53 |
One system, two roads | p. 54 |
Getting to know you | p. 61 |
Government relations as strategy | p. 71 |
China takeaways | p. 74 |
China choices: business structure and location | p. 76 |
An ever-widening door | p. 76 |
Business structure options | p. 80 |
Choosing a location | p. 94 |
A word about timing | p. 97 |
China takeaways | p. 99 |
The people problem | p. 101 |
Language, culture and communication | p. 102 |
Recruitment | p. 108 |
Training | p. 114 |
Retention and motivation | p. 115 |
Managing people | p. 120 |
China takeaways | p. 121 |
Climbing the ladder in the right order: setting up operations | p. 123 |
Quality - the supplier problem | p. 123 |
Delivery | p. 133 |
Costs | p. 134 |
Engineering | p. 136 |
Knowledge transfer | p. 137 |
Research and development | p. 144 |
China takeaways | p. 147 |
Understanding and supplying the Chinese market | p. 149 |
Know your market | p. 150 |
Know your customer | p. 156 |
Get the price right | p. 160 |
Supply your market | p. 161 |
Build a local salesforce | p. 164 |
Get paid | p. 166 |
Export | p. 167 |
China takeaways | p. 170 |
Promoting the brand | p. 172 |
China in the global knowledge structure | p. 173 |
The Chinese consumer | p. 177 |
Localising the brand | p. 183 |
Extending the brand | p. 185 |
Brand innovation | p. 187 |
Allocating your branding budget | p. 188 |
Chinese brands | p. 192 |
China takeaways | p. 195 |
Choosing China | p. 197 |
B, R, I or C? | p. 198 |
An example | p. 202 |
Business not country | p. 217 |
China takeaway | p. 217 |
Last word | p. 218 |
Index | p. 219 |
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