PDS Limited’s Post

Embarking on a journey through Asian markets has been both challenging and rewarding. Today, I'd like to share some personal reflections and lessons I've learned along the way. From the bustling streets of Guangzhou to the high-tech factories of Shenzhen, each experience has been a unique chapter in my professional life. The journey wasn’t just about finding the right suppliers or negotiating the best deals; it was about understanding diverse cultures, adapting to rapid market changes, and building lasting relationships. Key Lessons: 1. 𝑻𝒉𝒆 𝑷𝒐𝒘𝒆𝒓 𝒐𝒇 𝑹𝒆𝒍𝒂𝒕𝒊𝒐𝒏𝒔𝒉𝒊𝒑𝒔: 'Guanxi' is more than a term; it's the lifeline of business in Asia. Building genuine relationships based on trust and mutual respect has opened more doors than any business strategy. 2. 𝑨𝒅𝒂𝒑𝒕𝒊𝒏𝒈 𝒕𝒐 𝑪𝒉𝒂𝒏𝒈𝒆: Asian markets are dynamic. Being flexible and adaptable to market shifts and consumer trends has been crucial for success. 3. 𝑸𝒖𝒂𝒍𝒊𝒕𝒚 𝒂𝒔 𝒂 𝑷𝒓𝒊𝒐𝒓𝒊𝒕𝒚: The pursuit of quality over cost-saving has always paid off in the long run, fostering brand loyalty and customer satisfaction. 4. 𝑪𝒖𝒍𝒕𝒖𝒓𝒂𝒍 𝑹𝒆𝒔𝒑𝒆𝒄𝒕: Understanding and respecting local customs and business practices have been essential in forging successful partnerships. These experiences have not only shaped my business strategies but have also enriched my understanding of the global market. I hope sharing these insights provides value, whether you're an experienced player in Asian markets or just starting out. #BusinessJourney #AsianMarkets #SourcingInsights

The Spikes and WARC organisers reached out to ten top Chinese brands but couldn't make the speaking invitation work this year. Better luck next year! We'll be chatting about how the next five years will see a big demand for brand-building and communication capabilities from the agencies serving Chinese brands going global. Cross-cultural considerations ought to begin with integration in the creative process, organisational structure, product innovation and supply chain, so that companies venturing into new territories can achieve brand strength. Avoid the “curse of knowledge” trap – the cognitive bias that each person has due to different life experiences and environments. The premise of cultural and creative output is to respect local sentiments, rather than blindly chasing trends. And regardless of transcreation or hyperlocalisation, which are just different names with similar principles, cross-cultural communication should not be limited to language alone. We will briefly discuss Genesis, Ikea, Vivo, Geely, and more. Join us in Singapore! https://lnkd.in/e4pBS3QP #makeitwarc #goingglobal #marketingintelligence

SHANGHAI = BEST place to start a business Shanghai: a trendsetting powerhouse with a rich history of innovation! 🚀 It boasts savvy consumers and a whopping 23 million sqm retail space, outshining Beijing and other cities. Being a hotspot for global businesses, R&D centres, and a GDP booster, Shanghai's global appeal is unmatched! Read more on why Shanghai stands at the forefront of international business in the comments below👇   🌏🌆 #ShanghaiInnovation #GlobalBizHub 

Asia-Pacific consumer product companies are expanding beyond their borders, seizing growth opportunities in new markets. Successfully navigating international expansion requires balancing local adaptation with the power of global scale. Discover how these companies are unlocking their global potential. https://bit.ly/3ZgMEog

Shanghai, I’m impressed! I hadn’t been since pre-Covid, so it was great to be back in the Pearl of the Orient meeting with clients just before golden week. It was affordable (compared to Hong Kong at least!), convenient and people were super friendly and helpful. If you have the right apps and online payment platforms sorted it really is simple. Key topics discussed: -         There is no end in sight to the transformations and restructuring. As I previously reported, there has been a huge increase in the number of new Global CEOs appointed in the last 12-18 months. Once settled you can bet they will restructure from a global BU to regional structure, or regional structure to global BU, cut out certain leadership layers, bring in their own people, etc. There will be a leaner more efficient structure, and that will always require redundancies but also hiring of different skillsets. -         Across industries manufacturing sites in Europe and US are all aging, requiring a lot of maintenance and too costly to rebuild. China factories are still leading the way in terms of automation, productivity, reliability, and quality. -         There are no major investments planned in China in the next few years, if in Asia at all it is focused on India, Vietnam, Cambodia, or Indonesia. -         For India specifically, it is still mostly for local consumption/use until concept is proved and quality high enough. There is still a way to go to bridge the gap on quality and safety standards. -         China is valuing sustainability as a function. Where regional teams are based out of Singapore, we may see more roles moved to Shanghai to be closer to the manufacturing and suppliers to make a stronger impact. -         Finally, within the industrial sector there has been some strong progress from a DEI perspective, with more balanced gender leadership teams and a pipeline of talent coming through. It was such a rewarding trip. Thank you to our clients who made us feel very welcome, and for discussing all the trends we are seeing in Asia. Looking forward to my next visit, which will be much sooner than later! Please reach out to discuss the talent trends within the Industrial or Consumer sectors in China and the wider APAC region, or if you would like to meet with the team. We’ll be coming again in November and Q1 next year. PS. I managed to sneak in dinner and a quick walk along the Bund. It really is spectacular! #shanghai #china #supplychain #manufacturing #executivesearch #asiatrends

I had the pleasure of attending a SEAkers event on 15 June 2024, which shed light on the evolving business landscape in China and Singapore, and pathways for professional growth. Here are my 3 key takeaways: 1.      Trust is built on personal connections, not just data. 2.      Success comes from selecting the right market trends to follow. For example, Luckin Coffee has capitalised on the digital revolution by creating a digital ordering system that streamlines operations and reduces costs, carving out a niche business model that differentiates them from competitors like Starbucks. 3.      A global business strategy starts from understanding political and cultural nuances from the ground up. In this regard, “Seeing the Unseen” (a book co-authored by today's guest speaker) illustrates this by highlighting how Chinese tech leaders have applied lessons from China’s historical and cultural legacies to succeed in the global market. These insights resonate deeply with my journey in Law, reinforcing my commitment to understanding clients’ needs and fostering meaningful collaborations. Looking forward to more such discussions!

𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀 𝗼𝗳 𝗲𝗻𝘁𝗲𝗿𝗶𝗻𝗴 𝗮 𝗳𝗼𝗿𝗲𝗶𝗴𝗻 𝗺𝗮𝗿𝗸𝗲𝘁 * Unfamiliarity with local business environment and cultural differences * Difficulty attracting customers and suppliers due to lack of credibility * Fewer resources compared to local firms Traditional approach: ❌ Blend in and imitate local competitors 𝗡𝗲𝘄 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵: 𝗘𝗺𝗯𝗿𝗮𝗰𝗲 𝗳𝗼𝗿𝗲𝗶𝗴𝗻𝗻𝗲𝘀𝘀 ✅ 𝙇𝙚𝙫𝙚𝙧𝙖𝙜𝙚 “𝙤𝙪𝙩𝙨𝙞𝙙𝙚𝙧 𝙚𝙭𝙘𝙚𝙥𝙩𝙞𝙤𝙣    * Freedom from local norms that can hinder progress (e.g., rigid corporate structures)    * Attract talent with equal and respectful treatment Examples: * In China, American chemical company has challenged this norm by implementing uniform travel standards for all employees, regardless of their positions 𝘽𝙪𝙞𝙡𝙙 𝙞𝙣𝙛𝙡𝙪𝙚𝙣𝙩𝙞𝙖𝙡 𝙖𝙨𝙨𝙤𝙘𝙞𝙖𝙩𝙞𝙤𝙣𝙨    * Partner with prestigious figures or locations to enhance brand appeal Examples: When Sequoia Capital entered China, it positioned itself as “the Silicon Valley venture firm that has invested in Steve Jobs and Elon Musk.” In Middle East market, Zegna especially emphasized its Italian heritage and craftsmanship, appealing to local affluent men who admire the glamour and prestige associated with Italian menswear. 𝙁𝙤𝙧𝙜𝙚 𝙨𝙩𝙧𝙖𝙩𝙚𝙜𝙞𝙘 𝙖𝙡𝙡𝙞𝙖𝙣𝙘𝙚𝙨    * Collaborate with local players to gain access to market and resources Examples: * Linkedin & WeChat partnership for Chinese market * Walmart forged a strategic partnership with Japanese e-commerce giant Rakuten to expand its presence in Japan. Whether capitalizing on outsider status to tap into local labor markets, establishing potent associations to build credibility, or forging strategic partnerships to foster mutual international growth, your foreignness can indeed become your competitive edge. ➣𝓡𝓮𝓪𝓭 𝓶𝓸𝓻𝓮 𝓯𝓻𝓸𝓶 𝓗𝓑𝓡: https://lnkd.in/ex9CKdXE

Asia-Pacific consumer product companies are expanding beyond their borders, seizing growth opportunities in new markets. Successfully navigating international expansion requires balancing local adaptation with the power of global scale. Discover how these companies are unlocking their global potential. https://bit.ly/3MDfasF

Asia-Pacific consumer product companies are expanding beyond their borders, seizing growth opportunities in new markets. Successfully navigating international expansion requires balancing local adaptation with the power of global scale. Discover how these companies are unlocking their global potential. https://bit.ly/3Zb7Fkm