Doing business in China demands a locally relevant strategy, free from head-office prejudices. No cut-and-paste CEOs need apply
When General Electric (GE) was looking for someone to head its China operations, Mark Norbom was an obvious choice. An Asia veteran, Norbom came with over 15 years of experience in markets like Japan, Taiwan, Indonesia, Thailand and Hong Kong. But somewhere deep inside, Norbom knew that compared to China, the rest of Asia was a cakewalk.
He did indeed leverage his experience from similar roles in other Asian markets into the new role, but the unique aspects of China — such as government control of the economy, the sheer size and geographic diversity — made charting a growth strategy really challenging. “China is bigger, more complex, more political and [has] higher growth than any other market that I have had the opportunity to work with in the past,” he says.
Despite its challenges, China was quite an exciting opportunity for Norbom. GE had identified China as a key part of its globalisation strategy. And the role of the China CEO (chief executive officer) had acquired a lot more prestige. “Given the importance of China to GE’s globalisation, growth and reverse innovation strategy, the top management of the company tends to pay more attention to China than it does to many other markets.”
That China is big, is growing ever faster and has become a manufacturing powerhouse is too well established by now. But there is another reason why companies are gung-ho about the country. China has the potential to change a company’s fortunes. Take the troubled General Motors (GM). Even as his bosses at the Detroit headquarters are staring at the prospect of yet another bad year, GM China’s vice president, Terry Johnsson, is on a roll. Last year, GM China emerged as the biggest foreign car maker in the country, no mean feat for a company that is just 12-years-old in the country. Consider the numbers: GM China sold 1.83 million vehicles in 2009 alone, a rise of a whopping 67 percent over 2008.
But becoming China’s biggest foreign carmaker is only one part of the story. In the US, GM sold 2.07 million vehicles in 2009. Clearly, the way that GM China’s sales are growing, it will soon overtake the parent company in terms of sheer volumes. “China is obviously viewed as extremely high priority, probably the highest priority next to the turnaround in the US,” says Johnsson.
There are many reasons for GM’s China success. One of which is the fact that the auto market in China also grew by 46 percent. But a lot of it has also to do with how GM went about devising its China strategy. In fact, when GM was looking for a headquarters for its international operations, intuitively it chose Shanghai.