intralink
only use pro / engineer linked to intralink to open and modify intralink controlled files .
© 2018 by intralink - spine inc. réjuveis a registered trademark of intralink - spine, inc .
license renewal time + pdmlink 9. 1 or intralink 9... .
© intralink limited - registered in england. 2438141 - uk vat no. 570 8427 29
use intralink to rename objects it is safer than pro / engineer as pro / engineer will only update objects that are in session. intralink will update all objects it knows about .
license renewal time + pdmlink 9. 1 or intralink 9... . - ptc community
intralink limited. free business summary taken from official companies house information. free alerts. registered as 02438141
can anyone point me to a document or explain what the limitations are with intralink 9. 1 ?
ptc’s documentation shows change management and configuration management functions are “complete” in pdmlink and “limited” in intralink 9. 1 .
plm: intralink 3. 4 m030 on windows server 2000, using revision and release level assignments but not using any of the change management functionality (still a paper based system) or any formal configuration management functions within intralink .
intralink enabled us to have an immediate physical presence in asia, at exactly the time we needed it .
direct) software: pro - e (2001), pro - intralink design of ground support equipment for aircraft .
the sticking point for me right now is whether to go with intralink 9. 1 or pdmlink 9. 1 .
of the features that you get with pdmlink vs intralink 9. 1, how many would we really benefit from ?
we’re proud to announce that intralink has won a queen’s award for enterprise — for success in the field of international trade .
intralink and the government of canada support ontario' s most innovative medtech companies on a japan and korea february 2018 tour .
intralink 9. 1 would appear to continue giving us what we are using, but i don’t want to have to go to management later to tell them we have to move from intralink 9. 1 to pdmlink 9. x and incur license conversion and migration expenses then .
intralink 16mm matting, with fibre inserts (colour), open construction. to be installed with plain border tile as required. to be installed in accordance with manufacturer’s instructions product description (plain tile): intralink plain 15mm matting, open construction. to be installed in accordance with manufacturer’s instructions
a big part of that for me is evaluating which path to take for migrating off of intralink 3. 4 to some flavor of windchill product .
how many of you have gone with pdmlink and are sitting on and paying for features you simple don’t use and feel you could have gone with intralink 9. 1 ?
in our family - owned business of 180 professionals, the vision of an autonomous, integrated transport network goes back half a century. high performing intralink logistics is the result .
has anyone out there done the same evaluation, gone with intralink 9. 1 and later wished they had gone to pdmlink (or actually been required to later migrate to pdmlink) ?
going with intralink 9. 1 licensing is essentially “free”, restructuring to pdmlink would list price at nearly $ 150k in just licensing changes (although, we’re being offered a substantial discount) .
software: pro - e (2001), pro - intralink, ms office • design of engine trailers and ground support equipment for aircraft. • cad user support – developed drawing formats and bom’s
is there a way to configure wildfire 5. 0 to work with intralink 3. 4? i know it is not supported, but is there a way to get it configured to work ?
intralink logistics guarantees 24 - hour delivery to more than 90% of the greek mainland through strategically located hubs that form greece’s largest autonomous, integrated, single - bill - of - lading distribution network .
we’re super excited to announce de beers group company element six, a global leader in the design, development and production of synthetic diamond supermaterials, has appointed intralink to support the growth of its business in asia .
long years of serving pharmaceutical companies have instilled intralink logistics “corporate dna” with the gene of punctual delivery. transporting kidney patient serum, for instance, leaves us no choice but to deliver on time, each time .
direct) software: pro - e (2001), pro - intralink, ms office • design of engine trailers and ground support equipment for aircraft. • cad user support - developed drawing formats and bom' s
our headquarters (engineering, manufacturing, mgt, etc .) are here in the us, with two overseas locations – one engineering (using pro / e wf2 and intralink) and manufacturing, one just manufacturing .
intralink' s tokyo operation has moved to larger offices as our japanese business continues to grow. our new premises were officially opened in a reception event yesterday by the british ambassador to japan, his excellency paul madden .
( by the way, can anyone chime in on how “seamless” migrating data from an intralink 9. 1 system to pdmlink 9. x system might be – it’s the same engine under the hood, isn’t it? )
intralink is a gold sponsor of this year’s ipbc global, the worldwide intellectual property event taking place in san francisco next week, 10 to 12 june. our co - sponsors include philips, google, ge, microsoft and uber .
if you want to expand in east asia, we’ll help you develop your strategy, make the right connections, build partnerships and close deals. at intralink, we offer a fast, low - risk and cost - effective way to succeed in these markets .
for more than 20 years, intralink wealth management has been committed to enhancing the quality of our clients’ lives by creating and implementing wealth strategies and managing their investment portfolios in order to meet their own individual goals. hence our proud mantra – “bringing wealth to life”. learn more »
software: pro - e (wildfire 2 & amp; 3), pro - intralink, pro - windchill, ide, ms office design of new weapons system for u. s. navy. • lead designer in r & amp; d program for gun barrel technology for ags weapons system
trameto, the uk - based company pioneering micro energy harvesting technology to reduce the need for batteries or wired power, is taking its innovative products to asia. it has appointed international business development specialists intralink to help it engage customers and partners in the region in response to significant interest, especially from japan .
contract) bae systems software: pro - e (wildfire 2 & 3), pro - intralink, pro - windchill, ide design of new weapons system for u. s. navy. designer in r & d program for gun barrel technology. design of components / systems required pro / e and tolerance studies .
contract) united defense / general dynamics software: pro - e (wildfire 2 & 3), pro - intralink, pro - windchill, ide design of new weapons system for u. s. navy. designer in r & d program for gun barrel technology. design of components / systems required pro / e and tolerance studies .
direct) software: pro - e (2001), pro - intralink, pro - pdm, mechanical advantage design of automated pick and place tooling for the disk drive industry. also responsible for tolerance studies using excel spreadsheet or mechanical advantage. transitioned tooling into the asian facilities and coordinated the teams involved in the tooling replication for the facilities .
direct) software: pro - e (2001), pro - intralink, mechanical advantage, ms office design of automated pick and place tooling for the disk drive industry. • lead engineer in transitioning tooling into the asian facilities • coordinated the teams involved in the tooling replication for the facilities. • design checker for models and gd & amp; t requirements .
mechanical designer / engineer with over thirty years of experience in equipment, facility, product and tool design. my background includes extensive experience in cad (pro - e), asme - y14. 5 (gd & amp; t) and tolerance studies. my experience is in the aerospace, commercial, defense and nuclear industries cad experience: pro / e (pro - e, wildfire 4, creo 2): 35, 000 + hours pro windchill: 12, 000 + hours; intralink: 9, 000 + hours; pdm: 13, 000 + hours pro / e - expert framework extension: 3000 + hours pro pipe: 2000 + hours cv (cadds4x, personal designer): 9000 + hours solidworks: 3, 000 hours ansys: 1, 500 hours
south korea over the past four decades has demonstrated incredible economic growth and global integration to become a high - tech industrialized economy. in the 1960s, gdp per capita was comparable with levels in the poorer countries of africa and asia. in 2004, south korea joined the trillion - dollar club of world economies. a system of close government and business ties, including directed credit and import restrictions, initially made this success possible .
an internal review at nissan’s production facilities in japan revealed that company inspectors had used “altered measurement values” on emissions reports. read »
businesses need to focus on sustainability. not just environmentally, but economically and industrially. the world is changing, and those that don’t do their part today won’t be around to see the benefits. read »
the music industry would benefit from simplifying an ecosystem that is crowded and overcomplicated. read »
now available in kegs and cans, the fermented tea drink is attracting beverage giants. read »
on the occasion of the 2018 cannes creativity festival, i sat down with haymarket media group ceo kevin costello. haymarket is a global media company with more than 70 media brands for specialized markets. read »
last week i had the privilege of meeting a young tech superstar—gabe leydon, cofounder and now - former ceo of mobile game producer mz. previously known as machine zone, mz is responsible for some of the highest - grossing mobile games of all time, like game of war: fire age and mobile strike. read »
starbucks is jumping on the anti - plastic - straw movement in a big way. by 2020, it will pull single - use plastic straws from its stores. read »
hard core iron maiden fans might be surprised to find out that lead singer bruce dickinson not only keynoted at successconnect berlin 2018, but enthralled the audience of human resource (hr) professionals every second he was on stage. he came out with an in - your - face challenge, “i know you’re an hr audience, and i’m your worst nightmare, ” and read »
ever since the us commonwealth puerto rico entered default in 2015 it has paid external advisors hundreds of millions of dollars to produce reports and proposals that have done little to resolve the gordian knot that is its $ 70 billion restructuring. read »
here are all the leaks, clues and other evidence for fortnite: battle royale’s season 5. read »
inside the immigration journey of rising star, juan tamez, as he disrupts the immigrant narrative to achieve his american dream. read »
the red sox have five of their players named as all - stars which ties the astros for the most players selected. but whenever an all - star team is selected there is discussion about omissions. do red sox fans have good reason to whine? one player takes exception and has a pretty good reason to do so. read »
the thailand cave rescue is underway with 8 of the twelve boys (4 boys and coach are still stuck in the cave). as expert divers and thai navy seals extract the remaining individuals they continue to race against depleting oxygen levels and thailand’s relentless rainy season. read »
homas barrack has been one of the most prominent money men of the donald trump era. in the past two years, barrack has been in the public eye like never before—fundraising for trump’s presidential campaign, delivering a prime - time television address at the republican read »
sources: heritage foundation; world economic forum; transparency international; freedom house; world bank; central intelligence agency; property rights alliance .
include forbes logos along with a quote, accolade or review in your advertising or marketing literature .
a vendor smiles under a lenovo sign at a computer center in shanghai. (image credit: afp via @ daylife )
what makes a brand truly global and why the top brands from the west should not be complacent .
market research agency millward brown optimor released their 7th annual brandz
top 100 most valuable global brands
last month. much attention was paid to the fact that 13 companies within the rankings are from china. however, the idea that all these companies are
global brands
may be a little misleading. many of them are indeed very large and successful companies, but in reality most worldwide consumers will fail to recognize them. because the majority of their business is conducted within china, they have yet to gain recognition with consumers elsewhere; they are not yet truly global .
i suggest that for a brand to be called
global ,
it needs to power a company that sells products globally. the fact is that many chinese and other emerging market companies have phenomenal business success, but they have not yet leveraged that success into a high brand value outside their home markets. this
business success - brand momentum gap
should be taken into account when deciding whether a brand is truly global or just really big .
lenovo, the company i work for, is the world' s second largest pc maker and the fastest growing in the industry. we were founded some 25 years ago in china. outside of china, even after our reasonably well - known acquisition of ibm' s pc division, we register as barely a blip in global brand - valuation. and we are not alone. other notable chinese companies like china mobile, industrial and commercial bank of china and sina, to name a few, are among the biggest companies in the world. they make a lot of money. they employ a lot of people. they are successful and growing rapidly. yet, they are practically unknown beyond their home markets .
just as many companies in emerging markets have operationally and technologically caught up to the west, the next natural step in their corporate evolutions is to build global brands that have global meaning. in a recent survey of chinese executives, some 80% said globalization is a strategic priority and half said they plan to be multinational players within a decade .
historically, it has taken companies a long time to translate such business success into brand value. today' s global brands primarily got their start in the west and, with few exceptions, took many years to achieve global prominence. even brands from japan and korea took decades to rise .
some critics say that it will be years, possibly many years, before we see truly global chinese brands. but i believe there are two factors that will close the gap for chinese brands between their business success and brand momentum and quicken the rise of a new set of global power brands from emerging markets .
first, with the rise of asia and emerging market economies fueling much of the world' s growth, we' re seeing a shift to a much larger global market that resets the playing field and opens the door to new entrants. today, with slow or no - growth markets in the west, no company can expect to be globally competitive without a brand that is strong where there is growth. and, since emerging market brands have a natural advantage in this respect – in terms of market share in their home market and the ability to nimbly execute in other fast growth emerging markets – they have a fantastic asset to leverage on the road to being global .
second, the rise of a so - called
net - generation
youth market, which exhibits important commonalities that cross borders and cultures. the cultural references, the way they communicate, the music they listen to and the videos they watch are similar, if not the same around the world. they are internet natives. they can' t imagine a world without instant access, feedback, insight and impact. there are more than one billion of them, and already more than half hail from emerging markets .
in the late 1980s, on the heels of a three - decade long “economic miracle, ” japan experienced its infamous “bubble economy” in which stock and real estate prices soared to stratospheric heights driven by a speculative mania. japan’s nikkei stock average hit an all - time high in 1989, only to crash in a spectacular fashion shortly after, causing their real estate bubble to collapse and throwing the country into a severe financial crisis and long period of economic stagnation known as the “lost decades. ”
japan’s highly traditional society experienced significant changes after their defeat in the second world war due, in part, to the westernizing influences of the occupying allied forces (molasky, 1999). the u. s. ’ marshall plan provided aid to rebuild japan’s economy and the two countries’ improving relationship created an opportunity for japan to export manufactured products to the increasingly - affluent united states .
japanese industry was first dominated by large family - controlled industrial and financial business conglomerates known as zaibatsu (translated as “financial clique”), which evolved into keiretsu business conglomerates in the latter half of the twentieth - century. typical keiretsu conglomerates were arranged in the form of a series of interlocking industrial corporations organized around a japanese bank, which provided banking and financial services to the industrial corporations. most corporations within a keiretsu conglomerate carried names that were variants of their keiretsu’s overarching brand name, for example: mitsubishi bank, mitsubishi corporation, mitsubishi heavy industries and mitsubishi motors. other examples of keiretsu conglomerates are sumitomo, mitsui, fuyo, dai - ichi kangyo and sanwa (wikipedia, n. d .). starting in the 1950s and accelerating during japan’s bubble, keiretsu corporations purchased each other’s shares to form an extensive network of cross - holdings, a practice that was seen as important for guaranteeing long - term stability and developing lasting business relationships. (web - japan. org, n. d .) .
keiretsu conglomerates received a very high - level of support from the japanese government – a system of crony capitalism that became known as “japan, inc. , ” which was both revered and reviled by western commentators and executives for its unfair advantage over domestic businesses .
japanese industry gained its competitive edge by copying western products, improving upon them and selling them back to the west for cheaper prices. to compensate for their relative lack of natural resources, japanese companies focused their efforts on developing innovative and efficient manufacturing methods and improving the quality of their products, giving japan a strong competitive advantage in high value export products such as cars and electronics (bpir, 2002). by the late 1970s, japan’s use of assembly - line robots in automobile manufacturing, which made human error nonexistent and boosted overall quality, sent shivers throughout the u. s. automobile industry, which was still assembling cars by hand. in addition, the rolling energy crises of the 1970s reduced the appeal of traditional gas - guzzling american - style v8 automobiles and dramatically increased consumer interest in the smaller, more fuel - efficient vehicles made by japanese auto makers such as honda and datsun (now nissan) .
japan’s “economic miracle” of the late - twentieth century caused the country’s standard of living to soar to among the highest in the world and its people had the world’s longest life expectancy. by the 1980s, japan’s gdp per capita rivaled or even surpassed many western countries and the country became the world’s largest creditor nation. japanese men clamored to work as “salarymen” or white - collar professionals for the country’s keiretsu corporations. though salarymen worked extremely long hours and were expected to provide the utmost loyalty and sacrifice to their corporation, they were rewarded with thoroughly middle class lifestyles and promises of lifetime employment – a significant step - up from the very humble lives that most japanese lived before world war two .
japan’s booming post - war export economy and strict fiscal policies that were meant to encourage household savings resulted in a cash surplus in the country’s banking system that eventually led to more lenient lending. the country’s healthy trade surpluses and the plaza accord in 1985, which sought to weaken the u. s. dollar against the yen and german deutsche mark, caused the yen currency to appreciate against other currencies, which in turn made foreign capital investments relatively inexpensive for japanese companies .
the combination of excess liquidity in the banking system, financial deregulation and the country’s export “miracle” eventually led to overconfidence and overexuberance in japan’s economy, which became the second largest economy in the world after the usa in just a few decades. banks started to take increasingly excessive risks that were partly funded by 186 trillion worth of yen borrowed from various capital markets .
nearly $ 40 billion was invested in risky leveraged buyouts in the usa, including 40% of the amount used in the buyout of rjr nabisco, which ended in the biggest corporate scandal in the usa at the time and became the topic of the book (and the film), ‘barbarians at the gate’ (watkins, 1994). in 1990, a japanese business group acquired the pebble beach golf course, causing the u. s. open—a highly prestigious golf tournament—to be played on a foreign - owned golf course for the first time ever (new york times, 1990). other famous american institutions acquired by japanese business interests were the rockefeller center and columbia pictures of hollywood (powel, 2009) .
real estate prices experienced similar manic action, with prices in tokyo’s prime neighborhoods rising to levels that made them 350 times more expensive than comparable land in manhattan, new york (investopedia, 2010). the land underneath the tokyo imperial palace was rumored to have been worth as much as the entire state of california in the same year (impoco, 2008) .
soaring stock and real estate prices generated astounding amounts of “bubble wealth” in japan, some of which found its way into the art market and created an art bubble. record prices were paid for famous pieces of western art. in 1987, a japanese insurance company paid almost $ 40 million for vincent van gogh’s ‘sunflowers’—a version which was later claimed to actually be a fake. this was topped by ryoei saito, a paper industry billionaire, who paid $ 82. 5 million for another painting of van gogh, ‘dr. gachet. ’ he admitted that he paid $ 30 million more than he had planned, but that he did not care since he wanted it so much anyway (associated press, 1998). wealthy japanese tourists became an ever - present fixture in the high - end auction houses, art galleries and luxury boutiques of cities like new york and london .
by 1989, japanese officials became increasingly concerned with the country’s growing asset bubbles and the bank of japan decided to tighten its monetary policy. soon after, the nikkei stock bubble popped and plunged by nearly 50% from approximately 39, 000 to 20, 000 during the year 1990, hitting 15, 000 by 1992. japan’s imploding stock bubble also popped the country’s real estate bubble, creating zaitech - in - reverse and throwing the country into a deep financial crisis and halting the three - decade old “economic miracle” in its tracks .
associated press (1998), japanese collectors begin to unload bubble - era art, published in the augusta chronicle. retrieved march 16, 2012, from: urltoken
barksy, r. b. (2009), the japanese bubble: a ‘heterogeneous’ approach. nber working paper series. retrieved march 14, 2012, from national bureau of economic research website: urltoken
bloomberg (2010), china overtakes japan as world’s second - biggest economy. bloomberg news, august 16, 2010. retrieved march 20, 2012, from: urltoken
bpir (2002), history of quality. retrieved march 20, 2012 from the business performance improvement resource website: urltoken
investopedia (2010), 5 steps of a bubble. retrieved march 14, 2012, from investopedia website: urltoken
molasky, m. s. (1999), the american occupation of japan and okinawa. published by routledge .
new york times (1990), japanese buy pebble beach golf course. retrieved march 16, 2012: urltoken
new york times (2011), china’s scary housing bubble. published on april 14, 2011. retrieved march 20, 2012 from: urltoken
watkins, t. (1994), the bubble economy of japan. san josé state university, department of economics. retrieved march 20, 2012, from: urltoken
urltoken (n. d .). the japanese zaitech bubble. retrieved may 30th, 2012 from urltoken
urltoken (n. d .). breaking off ties: firms selling off cross held shares. retrieved may 30th, 2012 from urltoken
the original sony walkman, the first personal stereo tape deck, which made its debut in 1979 .
attention, the 160 million or so owners of an apple ipod mp3 player: take out those white earbuds and listen for a second. before the ipod became ubiquitous  way, way before  there was the walkman. the portable cassette players, first introduced 30 years ago this week, sold a cumulative 200 million units, rocked the recording industry and fundamentally changed how people experienced music. sound familiar? (see time' s list of the most influential gadgets and gizmos. )
the 1980s could well have been the walkman decade. the popularity of sony' s device  and those by brands like aiwa, panasonic and toshiba who followed in sony' s lead  helped the cassette tape outsell vinyl records for the first time in 1983. by 1986 the word
walkman
had entered the oxford english dictionary. its launch coincided with the birth of the aerobics craze, and millions used the walkman to make their workouts more entertaining. between 1987 and 1997  the height of the walkman' s popularity  the number of people who said they walked for exercise increased by 30% . (see time' s special report
1989: the year that changed the world .
)
sony continued to roll out variations on its theme, adding such innovations as am / fm receivers, bass boost and auto - reverse on later models. sony even made a solar - powered walkman, water - resistant sport walkmans and even devices with two cassette drives. but cassettes, like any technology, weren' t going to last forever. with the introduction of compact discs in 1982 the format began to go the way of the 8 - track itself .
sony, however, was fairly quick to jump to new formats: it introduced the d - 50 portable cd player a year after the first compact discs were sold, and later rolled out minidisc and mp3 players under the walkman brand. (its insistence for several years on sticking to a proprietary digital music format, atrac, left it far behind apple' s ipod in terms of market share .) since its launch, sony has released more than 300 different models across all formats; it currently makes walkman - branded mp3 players, phones and even portable dvd players. its newest device, the walkman nwz - x1000, features a 3 - inch oled screen, 32 gigabytes of memory and wifi connectivity. but the company still makes play - only cassette walkmen, too  its latest model to be released in the u. s. was the wm - fx290 in 2002 .
is now a smart time to enter or expand in china? on the one hand, the answer seems like a no - brainer. while many other countries have slipped into an economic coma, china is humming along, with goldman sachs projecting that the economy will grow by more than 11% in 2010. on the other hand, these are not happy times for many foreign investors. the clash between google and the chinese government, along with the ongoing vulnerability of intellectual property rights and continuing restrictions on foreign ownership in china, makes ceos wonder if a presence there is worth the risks .
these challenges are real, but they aren’t new—and they certainly don’t tell the full story. to enter a complex country like china without understanding the context is folly. although the chinese government began freeing the economy from controls in 1978, it has always wielded a strong hand over business, balancing the need for economic growth—and the entrepreneurship that demands—with its overriding desire to maintain political and social stability. the government still prevents foreign companies from entering core sectors such as telecommunications and media. it has also restructured and rejuvenated state - owned companies, including baosteel, industrial and commercial bank of china, china national petroleum, and china mobile. they are becoming fierce competitors, particularly since they enjoy government backing .
in the sectors that any company may enter, china is awash with competitors, both local and foreign. look at the figures. the number of private companies in china shot up from 140, 000 in 1992 to 6. 6 million by the end of 2008, even as the number of foreign corporations grew to 435, 000. of the fortune 500 companies, about 480 are already in china, according to its government. this makes for a marketplace in which chinese and foreign companies battle for survival. several surveys report that profits are slowly rising but that most multinationals still find it tough to earn the margins they can realize at home. indeed, many enterprises and entrepreneurs believe that soon it might be too late to enter china successfully .
of the fortune 500 companies, about 480 are already in china—and have to battle for survival .
although it may be scary to consider entering what is arguably the world’s most complicated and competitive market, the notion that it isn’t necessary to do so is misguided. few western companies were prepared for the speed of china’s recovery; fewer still are ready to handle the fact that china will soon be the world’s growth engine in terms of output and consumption. consider two pieces of evidence. one, china surpassed the u. s. as the world’s largest automotive market in 2009. two, according to a september 2009 report from the china enterprise confederation and the china enterprise directors association, the top 500 chinese companies’ net profits were $ 170. 6 billion in the first half of 2009, exceeding for the first time the net profits reported by the top 500 american companies, which were $ 98. 9 billion for that period. not only will china replace the united states as the world’s largest economy faster than predicted, but china’s (and india’s) growth may make asia the source of about 50% of the world’s gross domestic product by 2030 .
at the same time, doing business in china doesn’t mean what it used to. many companies believe they have figured out how to operate there, but the scale and intensity of change in the chinese economy is rendering even successful strategies inadequate. it is no longer sufficient to develop a freestanding business in the country. in most industries, china is becoming a game changer, with companies’ operations there altering the basis of competition the world over. ceos must therefore develop a new china strategy—one that isn’t simply a plan for selling in or sourcing from china. they must integrate the china business with their operations elsewhere, so that china can provide them with a global competitive advantage. i call this a one - world strategy with china at its core .
china’s (and india’s) growth may make asia the source of about 50% of the world’s gross domestic product by 2030 .
making the transition will be difficult even for companies that have operated in china for decades. but those that don’t make the shift will be pushed aside by rivals, old and new, that are already using china to transform their competitive positions—as i will show in the following pages .
executives usually consider three c ’s when formulating strategy: customers, competitors, and the company. as i suggested earlier, they must add one more for china: context. that’s easier said than done; three factors keep changing the context in china .
despite recent controversy over the communist party of china’s attitude toward foreign companies, economic liberalization will continue. growth generates legitimacy for china’s government and guarantees social stability. however, the party will continue to determine the pace at which it frees the economy from controls. companies that wish to do business in china must understand the government’s priorities and modify their strategies accordingly. the government has retained ownership of key companies in the communications, energy, finance, resources, and media sectors, and contrary to foreign investors’ hopes, it has no intention of letting go of them in the near future .
a handful of companies may eventually decide, as google did, that china just isn’t right for them. google entered the chinese market in early 2000 by creating a chinese - language version of its home page. because the facilities were located on u. s. soil, google wasn’t subject to chinese censorship laws and didn’t need a license from the chinese government to operate its business. in 2004 google realized that rivals such as yahoo and microsoft were getting ahead because they had established a presence in china. in january 2006, after a year of preparation, the company announced the creation of google. cn, located in china and subject to chinese filtering .
the decision to physically enter china and expose search results to censorship drew a lot of criticism, and google has been of two minds about the decision since then. the company had to decide whether to “compromise our mission by failing to serve our users in china or compromise our mission by entering china and complying with chinese laws that require us to censor search results, ” a google spokesperson said at the time. “self - censorship, like that which we are now required to perform in china, is something that conflicts deeply with our core principles…. this was not something we did enthusiastically or something that we’re proud of at all. ”
google may not succeed, because its business touches on one of beijing’s most sensitive areas: politically related debate, which the party insists on controlling. in other sectors, though, the potential benefits outweigh the risks. for example, foreign carmakers are restricted to joint ventures in which their maximum stake is 50% . this limitation is balanced by the possibility of selling products in the world’s largest automobile market and gaining unmatchable economies of scale. even five years ago it could be argued that the unknowns of entering china made delaying a decision to do so worthwhile. since then its business environment has become more accessible and transparent, so companies that continue to hesitate may find it difficult to break into the chinese market in the future .
many westerners believe that where economic freedoms lead, political freedoms must follow. they’re wrong. china will remain a communist nation in the near future. the party’s 75 million members, who dominate government and society, believe that china’s development can take place only under its leadership. although beijing recognizes that the rest of the world expects it to play a leadership role, it is having a tough time balancing global expectations with the desire to follow former party leader deng xiaoping’s doctrine that china must keep a low profile. this tension results in outsiders’ believing that the chinese government is arrogant, whereas it is merely undecided about how much attention it should pay to the world outside the wall when it has so many challenges to tackle at home .
many executives take for granted that china—compared with, say, russia and india, or even japan and south korea—has an open marketplace. unlike asia’s other economies, china opened its markets to foreign companies when its economic reforms began and has opened them wider ever since. it spawns the world’s largest number of start - ups; is growing global giants such as lenovo, haier, huawei, and zte; and attracts the most foreign companies, too. that results in intense competition and creates a host of business opportunities in china, particularly for forging alliances and partnerships .
large investments and cheap labor have propelled economic growth in china until now, leading to enormous waste and environmental damage. over the next decade government policy will drive a switch to efficiency and conservation. companies in china will have to reduce their consumption of raw materials, mitigate the environmental impact of their operations, radically improve quality, and hone their management skills. that will make them even more competitive than they are today .
the money generated by china’s growth has created a substantial middle class. as a result, no other country—not even japan or the united states—has as many products and brands as china does. this has resulted in a lack of brand loyalty and quick shifts in market share. chinese consumers have become as diverse in their tastes as their western counterparts, and they’re just as demanding .
in addition, china is changing from a largely rural nation to one of cities. by 2020 city dwellers will account for 60% of the population, compared with 40% in 2009, and new metropolitan areas will form across the country. the migration of 200 million people will transform markets afresh: urban consumers differ from rural ones in the products and services they want. over the next 10 years china’s mass market will morph into differentiated and multitiered segments. because these new markets will be linked with one another, with the coastal areas, and with the rest of the world by a reliable transport and communications infrastructure, they will be far easier to reach than they were five years ago .
by 2020 city dwellers will account for 60% of china’s population, compared with 40% in 2009. the migration of 200 million people will transform markets afresh .
thus executives who believe that the chinese government is welcoming but opaque should regard it as a powerful player on the world stage. those who have been treating china’s companies as suppliers must treat them as potential competitors. and those who have been approaching china as a mass market would do well to approach it as a collection of different consumer segments. because of the size of the market and the reach of the corporations in it, almost every company must compete, at least in some form, in china .
to fashion a china strategy that can ride these forces, executives must answer five questions. these questions apply to most industries and situations; they’re based on my two decades of experience in helping foreign companies enter china .
the chinese government imposes legal restrictions on both the nature of corporate ownership and the products and services that companies may offer. although the state is opening up more industries to competition, it doesn’t follow a timetable. companies must monitor the extent to which—and the pace at which—the government frees industries from controls. it’s important to bag a license the moment an industry is deregulated, so companies in sectors that are currently closed should build connections (guanxi) with key officials as a source of competitive advantage .
few sectors in china are completely off - limits, but the rules can be complex. for example, both foreign automobile companies and foreign banks are permitted to set up fully owned operations in china, but, as i stated earlier, the former may hold a 50% share in a local company, whereas the latter may control only 25% of a chinese bank’s equity. moreover, there are few constraints on the cars that companies may make, but new banking products often face a lengthy approval process. even in completely open industries, the chinese government will intervene whenever it deems it necessary. for instance, china’s soft - drinks sector was deregulated decades ago, but in 2009 the ministry of commerce wouldn’t permit coca - cola to buy huiyuan juice because it feared that the takeover would reduce competition .
foreign companies’ business models fall into two categories: sourcing - centric and sales - centric. enterprises using the former, particularly in sectors such as consumer electronics and mobile communications, have established export bases in china, but their local marketing and sales capabilities are limited. those deploying the latter, particularly in the fast - moving consumer goods and automotive industries, focus on the chinese market .
smart companies combine the two models as they expand. for example, they design some product lines both for china’s wealthiest consumers and for export to the developed world, while aiming less - expensive products at a broader range of consumers in china’s upper - tier markets—large, cosmopolitan cities such as shanghai, beijing, and guangzhou. some of these companies also offer a third set of products to frugal consumers who are adjusting to urban life in china’s middle - tier cities. managing multiple business models is tough but often necessary to cash in on the opportunities in china .
the pace of change, lack of data, and high executive turnover in china render decision making hard for foreign companies. nevertheless, it’s better to be approximately right than precisely wrong. anticipating specific changes is impossible, but leaders should be ready to act when opportunities or new constraints appear .
many chinese chief executives thrive under these conditions, so it’s a good idea to learn from them. haier’s zhang ruimin and hauwei’s ren zhengfei, for instance, don’t succeed by trying to get things right all the time. they are fearless experimenters who are willing to learn, launch, adapt, and improve in quick bursts. the chinese market demands managers who see things in a nonlinear fashion and can act boldly when necessary .
however, it’s a good idea for foreign companies to temper opportunism with experience. for instance, many experts saw toyota as a latecomer and a slow mover in china. volkswagen and gm established joint ventures with prestigious local companies and racked up large market shares before the japanese company teamed up with guangzhou auto, in 2004. however, because its partner was a relative lightweight, toyota learned more about doing business in china and gained greater control over the venture than its rivals had. by 2008 toyota was china’s largest car company by revenue (110 billion yuan versus volkswagen’s 96 billion yuan) and the second largest by sales (525, 000 cars to volkswagen’s 760, 000) .
the stand - alone business models that many multinational companies have been using in china are coming under pressure from rising costs—particularly those of labor and raw materials—as well as the yuan’s appreciation. the rise of the yuan stopped in the second half of 2008, largely because of the global financial crisis, but its value is bound to increase in the future. in order to keep costs down, companies will have to integrate their china operations with their businesses elsewhere—for instance, by developing products in china and manufacturing them in other asian countries—and vice versa. this will make management more complex, but it will be essential if these enterprises are to remain globally competitive .
some companies, such as coca - cola and nokia, have started by setting up r & d laboratories and product development centers in china so that they can tap into the large supply of engineers and scientists in the country. these companies develop products by combining insights into the chinese consumer with global platforms and then finding markets outside the country for those innovations. for instance, a little more than half of the handsets nokia develops in china are sold in other countries. a. o. smith, the american water heater manufacturer, has introduced in the u. s. products designed in china and is using some of its chinese manufacturing capacity to make water heaters for the indian market. in 2008 a. o. smith china attained a 33% growth rate and ranked second only to haier in the chinese market .
the relocation of value - creation activity to china has gone through several stages. the first involved setting up manufacturing facilities there, and the second involved making china a major sourcing location. in the third stage, which began in the early 2000s, companies incorporated their china facilities into their global manufacturing networks even as they started building distribution networks to reach china’s prosperous regions. in the fourth stage, companies are making china a key part of their value chains. this entails moving some operations from headquarters to china. for example, by monitoring research labs, enterprises are drawing on chinese r & d as it matures. they are also extending their value chains from china. global networks of suppliers have grown to include foreign companies operating in china as well as chinese companies and entities funded by chinese investors .
honeywell has more than doubled its staff in china, where its revenues rose fivefold from 2004 to 2009 .
leaders of companies that don’t have operations in china today are bound to feel handicapped, but they shouldn’t make the mistake of thinking they have been left too far behind. china’s integration with the global economy is increasing, and the changes the country is undergoing have created a bewildering array of possibilities. latecomers can set up globally integrated businesses from the outset, which will transform them worldwide. in fact, that’s an opportunity they are best placed to exploit .
a version of this article appeared in the april 2010 issue of harvard business review .
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so, it’s official: the u - turn on zte is complete. the us government has decided to remove the export ban on the company. in return, under a new deal, zte will install a new board within 30 days, pay a $ 1bn fine with an additional $ 400m in escrow, and agree to a further 10 - year us export ban if there are any future violations. a us commerce department compliance team will also need to be retained by zte .
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" intralink " is a uk-based consultancy specialising in market-entry and business development services for american and european companies expanding into northeast asia . the majority of its clients are institutionally-backed technology companies , but it also works for mid-cap and multinational companies across a broad range of sectors and represents several us state and national government agencies to promote trade and fdi . its business model is uncoventional in that the majority of the company ’s employees are non-locals who have lived , worked and studied in-country and achieved fluency in the local language and culture . intralink operates as an employee-owned company . 
" intralink " is a uk-based consultancy specialising in market-entry and business development services for american and european companies expanding into northeast asia. the majority of its clients are institutionally-backed technology companies, but it also works for mid-cap and multinational companies across a broad range of sectors and represents several us state and national government agencies to promote trade and fdi. its business model is uncoventional in that the majority of the company ’s employees are non-locals who have lived, worked and studied in-country and achieved fluency in the local language and culture. intralink operates as an employee-owned company.
" intralink " is a uk-based consultancy specialising in market-entry and business development services for american and european companies expanding into northeast asia. the majority of its clients are institutionally-backed technology companies, but it also works for mid-cap and multinational companies across a broad range of sectors and represents several us state and national government agencies to promote trade and fdi. its business model is uncoventional in that the majority of the company ’s employees are non-locals who have lived, worked and studied in-country and achieved fluency in the local language and culture. intralink operates as an employee-owned company.