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17 Jul, 2020
rời tq dễ ko mà, có gì đâu,
40 năm trước đến đầu tư ở tq thì cũng có dễ dàng gì, giờ đi thử nghiệm ở những nơi mới như vietnam, ethiopia, bangladesh, same,
tq đang downtrend (dân số già hóa, tiết kiệm cao...) các thị trường khác như ấn độ, indonesia đang uptrend :)
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No single market (không một thị trường đơn lẻ nào) may be able to substitute for (thay thế cho) China’s. Homi Kharas, a senior fellow at the Brookings Institution, projected before the pandemic that by 2030, China would account for a remarkable 22% of the world’s middle-class consumption (on a purchasing power parity basis).
But companies can make up for a loss in Chinese demand. Together, for instance, India and Indonesia should generate 21% of middle-class consumption by 2030. And that’s not even counting other emerging regions. Kharas figured Africa, Latin America and the Middle East would contribute another 13%.
Though these markets may be smaller than China’s at the moment, they have huge potential. More than twice as many smartphones were shipped in China in 2019 as in India. Yet China’s smartphone market shrunk by 7% that year, while India’s grew by 8%.
...But U.S. companies have met this kind of challenge before — in China. We’ve forgotten that the China we know today is very much the result of such hard work by international executives. Thirty years ago, reliable infrastructure, top-shelf talent, well-ordered (gọn gàng, đâu ra đấy) supply chains (chuỗi cung ứng) and fat-wallet (ví dày, ví sộp) consumers (người tiêu dùng) didn’t exist. A Hong Kong industrialist once told me that a factory he opened in southern China in 1982 was surrounded by rice paddies (đồng lúa) and had no regular telephone service; he tapped into the grid in nearby Hong Kong for electricity. (đấu vào điện lưới hongkong để lấy điện)
When General Motors Co.’ first Chinese joint-venture car plant opened in 1998, industry analysts doubted a market for its upscale Buicks even existed in a still-poor China. Of course, a market did exist — or could be created. And that’s the point. As in China, the rewards for venturing into Bangladesh, Vietnam or Ethiopia will likely be worth the risk. CEOs should gird themselves for (chuẩn bị sẵn sàng hành động; xắn tay áo lên (làm gì...)) the challenge (thách thức).
Bài trước: "Chỉ nghĩ đến mỗi hiệu quả thôi" là sai lầm
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