Télécharger le fichier PDF China's Disruptors : How Alibaba, Xiaomi, Tencent, and Other Companies are Changing the Rules of Business, by Edward Tse
Télécharger le fichier PDF China's Disruptors : How Alibaba, Xiaomi, Tencent, and Other Companies are Changing the Rules of Business, by Edward Tse
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China's Disruptors : How Alibaba, Xiaomi, Tencent, and Other Companies are Changing the Rules of Business, by Edward Tse
Télécharger le fichier PDF China's Disruptors : How Alibaba, Xiaomi, Tencent, and Other Companies are Changing the Rules of Business, by Edward Tse
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Détails sur le produit
Broché: 272 pages
Editeur : Penguin Books Ltd (7 juillet 2016)
Collection : Portfolio
Langue : Anglais
ISBN-10: 9780241240397
ISBN-13: 978-0241240397
ASIN: 0241240395
Dimensions du produit:
12,9 x 1,7 x 19,8 cm
Moyenne des commentaires client :
4.0 étoiles sur 5
1 commentaire client
Classement des meilleures ventes d'Amazon:
302.360 en Livres (Voir les 100 premiers en Livres)
Vous commencez à être lassé des histoires de start-up californiennes devenues en quelques années de colossaux empires ? Allez voir du côté des entrepreneurs chinois, leur trajectoire gagne à être connue !Au début des années 2000, eBay envisage de s’implanter en Chine, pressentant un marché colossal. Jack Ma, l’entrepreneur chinois déjà fondateur d’Alibaba, décide de les prendre de court. Il lance en premier un équivalent : Taobao. Il rend les frais de transaction gratuits pour s’assurer une position dominante. Mais, à l’époque, à peine 1 % des Chinois détiennent une carte de crédit, ce qui oblige Jack Ma à créer de toutes pièces un système de paiement en ligne adossé à des agences bancaires.Les anecdotes d’audaces incroyables, de croissances exponentielles et d’ambitions démesurées ne manquent pas.Elles aident à prendre conscience de la complexité du système chinois, où cohabitent entreprises d’État et entrepreneuriat. Mais il n’existe pasréellement de frontière entre les deux systèmes : parfois, par le biais de montages financiers, celle-ci disparaît. Enfin, les entrepreneurs chinois ne peuvent pas s’affranchir de négociations avec les officiels, mais ils bénéficient aussi de coups de pouce, comme la création de zones économiques spéciales. L’auteur montre bien combien réussir en Chine, tant pour les entrepreneurs locaux que pour les entreprises occidentales, nécessite une étonnante capacité à tirer parti d’un environnement où chaos et règles strictes cohabitent constamment ! Il s’agit de chercher en permanence les domaines les moins régulés et d’y être le premier, même dans la précipitation et l’approximation.Cet ouvrage est parfois difficile à lire pour qui n’est pas familier du système économique chinois, mais il gagne à être lu pour ne pas rester sur une vision erronée d’une Chine qui se contenterait de copier à bas coûts.
China’ Disruptors by Edward TseThis is an essential book for understanding evolution of entrepreneurs in china. Back in 1976 there were no non-state owned businesses. Today over 70% of GDP is run by companies. Roughly 4 waves of business have appearedBetween 1976 and 1988 almost all businesses had to come from large expatriate inward investment – technology companies like lenovo came from this era. Notably the expatriate Chinese (traders in such superports as hong kong, Taipei, Singapore and often the business presence of se asia) were the 3erd richest group in the world after Americans and Japanese so China mainland’s growth depended in these expatriate’s investments. From 1988 but formally as late as 1992 china allowed its own nationals to start big businesses. Often these people came from government and were charged with turning assets previously monopolised by the state into efficient organisiations.The third wave primarily were the 3 big internet companies with jack ma just the first and definitely the most determined, Famously Ma had visited usa in 1994, seen the worldwide web, asked how huge this could be in terms of job creation and developing society back in china. In fact it took almost 10 years for ali baba to fully develop in line with tech and mobile infrastructures also needed on mainland. And some say it was as late as 2008 that it was clear that all 3 of ali baba , baidu and ten cent were scaling breakthroughs in what futures china could connect. The 4th wave of companies have often appeared in just a few years from 2008 on now that the internet infrastructure is complete including of course alipay as the digital payment systemThe book clarifies a handful of cities where these big companies have grown up from. Many of these companies are still run by their founders and consciously care about developing china’s people and the purpose of their sector. We are not claiming all big chinese businessmen think like that but intriguingly most of those who partner or regular convene the china entrepreneur forum with jack ma do. In particular Ma claims business leaders in his own town hangzou are most entrepreneurial; he claims nearby shanghai is where international hq companies prefer to be; Beijing is the home of baidu and many of the tech hardware companies (there’s one really hot suburb where almost all digital Beijing is located); shenzen is more about tencents personal communications and games stuffThis book is essential unless you already knew the history of business leaders in china. It also has quite a lot of anecdotes about who met jack ma when , and the way in which the coming of the internet companies totally changed china including as was seen in the Hangzhou G20 how government of Xi Jinping now proudly positions china’s digital economy as inviting world youth to innovate some of sustainability’s global village solutions chris.macrae@yahoo.co.uk [...]
Some things are very interesting, especially the way Chinese deal with their political environment. They see it as part of. We, westerners, are always trying to, but they see it as part of a bigger challenge. As one has described: The West believes that free markets will adjust themselves naturally; China believes that the economy is highly complex system and, like all complex systems, it must be tightly controlled.It's also important to understand why so many mobile apps aggregate so many features. It's not because Chinese users don't know how to download many apps. But because there so many app stores in China (and users have a low incidence of loyalty to brands) that sometimes it may be hard to find them. China is also a country where the majority of its B2C services are yet to mature; so aggregating all these services into one single app has been a successful strategy adopted by the major Internet companies (specially BAT).Towards the end of the book it begins to repeat itself a lot, which gets quite boring. But overall is good material related to a fresh landscape.
Edward Tse is well-known in the Chinese consulting industry, and knows his stuff, which is eminently evident from even a brief perusal of his new book, China's Disruptors. This is a thin book and a quick read, but it stands out from a glut of other books on Chinese business for one simple reason: this book is one of the first to accurately capture what the fast-moving, innovative, and exciting new sectors of Chinese business feel like on the ground. (Disclaimer: I live and work in China.)Tse is doing more than describing a historical trend or a new current in business practice (which he undoubtedly does very well). His book is a depiction of a zeitgeist, the texture and atmosphere of an age. For the average reader, even those fairly up-to-date on China, this is a rare glimpse into a world that is alien to both everyday Western experience and most assumptions about what China is and is not. I haven't read a book like this since Zha Jianying's Tide Players that feels like the author's boots are on the ground, instead of simply hovering in some level of the stratosphere peering at China from on high.Other reviewers will comment on the stories and business lessons in the book - to be sure, this book has all this and more, in spades. This book will also eventually get blasted by those who think that Tse is looking at China through rose-colored glasses. (For example, the FT's review: "In these pages, entrepreneurs are pushing boundaries, never bribing officials or pinching other companies’ blueprints. He hardly alludes to the close ties that China’s entrepreneurs must cultivate with the ruling Communist party, nor to tainted milk, crashing high-speed trains or dodgy wealth management products.") The naïveté argument falls flat for two reasons. First, this criticism ignore's the book's central thesis, namely why the businesses and entrepreneurs that Tse chronicles are different from many of their contemporaries. (Hence the book's title.) Second, China is a complex enough society (arguably the most complex in the world) to encompass a multiplicity of valid stories and even narratives. A valid account of today's China is enough of a challenge in and of itself.Tse's book need not be read as a be-all-and-end-all judgment on modern China - such a book, honestly speaking, will probably never exist. It does an exemplary job at addressing its topic, is accessible for most readers, and tells stories that may be difficult to otherwise access in such detail. Based on these merits, it should be required reading for those interested in modern China, its business landscape, or its newest generation of citizens growing up in uncertain, turbulent, but exciting times.
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