Lenovo CEO Yang Yuanqing attends a news conference in Sao Paulo (Nacho Doce/Reuters)
Here's a little thought exercise: Think of a Chinese brand. Any Chinese brand. Go on, I'll wait. Give up? Don't feel too bad: According to a recent poll conducted by HD Trade Services, 94 percent of Americans cannot think of a single brand from the world's second-largest economy.
Strange, isn't it? Japan and South Korea, countries China zoomed past in the GDP-rankings, boast globally-respected brands across a variety of industries. Even Sweden and Finland -- mere minnows in comparison to China -- offer IKEA and Nokia, respectively. Given China's incredible transformation into an economic powerhouse over the past three decades, why doesn't the country have more recognizable brands?
Before we tackle that question, it's worth exploring why having globally recognized brands even matter for a country. As David Wolf, managing director of the Global China Practice at Allison + Partners, a PR consultancy, says, "there are two ways to add value to goods and services in a competitive industry. The first is through innovation, and the second is through branding. When you create a brand, you're creating a distinction that people are willing to pay more for than just by its own virtue. That's added value -- and added revenue -- without much additional cost per unit."
Brands, then, benefit a country's economy with no downside. So why is China struggling in this area? The answer lies at the nexus of history, economics, and culture -- with a bit of geography thrown in.
Let's start with geography first. China, as you've no doubt heard, is very, very big. It's the fourth largest country by land mass in the world and has more people than anyone else. As a result, Chinese companies have a large domestic market to play with, and don't always need to attract overseas markets in order to be profitable. In addition to its size, China's economy -- for one that is still somewhat centrally planned -- is actually highly fragmented, with local provinces and municipalities acting almost as independent economic units. Accordingly, across a broad swathe of industries and markets, there are a lot of small-time players in China, making it difficult for one company to amass the scale necessary to invest in global marketing campaigns.
Secondly, in comparison to countries like Japan and South Korea, state-owned enterprises (SOEs) play a dominant role in the Chinese economy, comprising 35 percent of all business activity and reportedly 43 percent of all profits. China's banks loan money to SOEs on favorable terms, allowing these companies to operate inefficiently and still survive. It's no wonder, then, that they have less need for marketing and branding. Wolf relates a common joke among China business observers: "for most SOEs, 'branding' means getting a new logo, 'marketing' means buying ads on China Central Television, and 'P.R.' stands for 'pay the reporter'"
Indeed, Chinese executives across a variety of industries often don't see the point in investing time and money into building their brands. As Scott Markman, the president of the Monogram Group, a brand consultancy, put it, "building a brand is messy, it takes time, it involves soliciting and following advice from outside counsel, and the vast majority of Chinese managers are deeply suspicious of things in which basic proof of effectiveness is difficult to provide," Wolf adds that few Chinese companies treasure innovation, preferring to follow rather than to lead. "The typical approach is to avoid sticking your neck out first; wait till the other guy does it, and see if his head gets chopped off."
In spite of these roadblocks, there's evidence that Chinese brands are beginning to make an impact in foreign markets. Beijing-based computer manufacturer Lenovo, which made a splash in 2004 by purchasing IBM's PC-unit, is a prime example; the appliance manufacturer Haier is another. While these companies have yet to become household names in the United States and elsewhere, they've embraced marketing and brand-awareness to a degree unusual for a Chinese firm. And -- by experiencing financial success -- they could serve as role models for skittish firms unsure how to approach foreign markets.
Chinese brands still have a long way to go, not least in battling the perception that Chinese-made goods are inexpensive and low-quality. But, as Markman points out, Japanese and Korean firms faced the same perception a few generations ago; even Japan's world-class auto industry once produced cars that were considered inferior by American consumers. It's no less unlikely that, in the not-too-distant future, Chinese goods will enjoy a similar surge in appreciation.
They may soon have to. As wages rise, Chinese goods will become more expensive, and companies will find that they can no longer compete solely on price. As a result, branding will necessarily play a larger role than before simply out of necessity; Chinese companies will have to find a way to distinguish their higher-quality goods in a highly competitive marketplace, and building popular brands is the best way to do that.
Achieving these changes will be a challenge. But it shouldn't come as a big surprise if, in 10 years, a few Chinese brands are as familiar to Americans as Samsung, Toyota, and Mitsubishi are today.
How Washington men working in national security dress—for better or for worse
In 2017, shortly after the next president is inaugurated, thousands of newly appointed federal officials will struggle with the same existential question: What do I wear to my first day of work? I understand their anxiety, having languished over wardrobe during eight years of federal service and pondered the fashion choices of my male colleagues during the interminable meetings that are the hallmark of government work. It’s hard to point to a solid “real world” professional competency that I learned during those years of meetings and memo writing, but one skill I developed is an uncanny ability to tell you where any man in the national security community works based on his apparel. But first, to understand the fashion choices these professionals make, you must understand the culture—and keep in mind that not every employee falls into these stereotyped camps. (I’m also leaving a thorough assessment of female fashion to other writers more qualified.)
The Texas senator’s about-face risks undermining his political brand and alienating the supporters who hailed his defiant stand in Cleveland.
Ted Cruz set aside his many differences with Donald Trump on Friday to endorse for president a man whom he once called a “serial philanderer,” a “pathological liar,” “utterly amoral,” and a “sniveling coward”; who insulted his wife’s looks; who insinuated Cruz’s father was involved in the assassination of John F. Kennedy; who said he wouldn’t even accept his endorsement; and who for months mocked him mercilessly with a schoolyard taunt, “Lyin’ Ted.”
The Texas senator announced his support for the Republican nominee late Friday afternoon in a Facebook post, writing that the possibility of a Hillary Clinton presidency was “wholly unacceptable” and that he was keeping his year-old commitment to back the party’s choice. Cruz listed six policy-focused reasons why he was backing Trump, beginning with the importance of appointing conservatives to the Supreme Court and citing Trump’s recently expanded list of potential nominees. Other reasons included Obamacare—which Trump has vowed to repeal—immigration, national security, and Trump’s newfound support for Cruz’s push against an Obama administration move to relinquish U.S. oversight of an internet master directory of web addresses.
In Greenwich, Darien, and New Canaan, Connecticut, bankers are earning astonishing amounts. Does that have anything to do with the poverty in Bridgeport, just a few exits away?
BRIDGEPORT, Conn.—Few places in the country illustrate the divide between the haves and the have-nots more than the county of Fairfield, Connecticut. Drive around the city of Bridgeport and, amid the tracts of middle-class homes, you’ll see burned-out houses, empty factories, and abandoned buildings that line the main street. Nearby, in the wealthier part of the county, there are towns of mansions with leafy grounds, swimming pools, and big iron gates.
Bridgeport, an old manufacturing town all but abandoned by industry, and Greenwich, a headquarters to hedge funds and billionaires, may be in the same county, and a few exits apart from each other on I-95, but their residents live in different worlds. The average income of the top 1 percent of people in the Bridgeport-Stamford-Norwalk metropolitan area, which consists of all of Fairfield County plus a few towns in neighboring New Haven County, is $6 million dollars—73 times the average of the bottom 99 percent—according to a report released by the Economic Policy Institute (EPI) in June. This makes the area one of the most unequal in the country; nationally, the top 1 percent makes 25 times more than the average of the bottom 99 percent.
Who will win the debates? Trump’s approach was an important part of his strength in the primaries. But will it work when he faces Clinton onstage?
The most famous story about modern presidential campaigning now has a quaint old-world tone. It’s about the showdown between Richard Nixon and John F. Kennedy in the first debate of their 1960 campaign, which was also the very first nationally televised general-election debate in the United States.
The story is that Kennedy looked great, which is true, and Nixon looked terrible, which is also true—and that this visual difference had an unexpected electoral effect. As Theodore H. White described it in his hugely influential book The Making of the President 1960, which has set the model for campaign coverage ever since, “sample surveys” after the debate found that people who had only heard Kennedy and Nixon talking, over the radio, thought that the debate had been a tie. But those who saw the two men on television were much more likely to think that Kennedy—handsome, tanned, non-sweaty, poised—had won.
The Republican candidate took his case to a shale-industry gathering, and found a welcoming crowd.
PITTSBURGH—“Running for president is a very important endeavor,” Donald Trump said. “What is more important, right?”
He leaned forward on his chair, separated by a heavy black curtain in a makeshift green room from the crowd waiting to hear him speak at the Shale Insight Conference.
“I am running because, number one, I think I will do a very good job. Number two, it’s really about making American great again.” He paused, as if realizing that repeating his campaign slogan might not seem genuine.
“I mean that; I really do want to make America great again,” he said. “That is what it is all about.”
The 70-year-old Republican nominee took his time walking from the green room toward the stage. He stopped to chat with the waiters, service workers, police officers, and other convention staffers facilitating the event. There were no selfies, no glad-handing for votes, no trailing television cameras. Out of view of the press, Trump warmly greets everyone he sees, asks how they are, and, when he can, asks for their names and what they do.
The American republic was long safeguarded by settled norms, now shattered by the rise of Donald Trump.
A long time ago, more than 20 years in fact, the Wall Street Journal published a powerful, eloquent editorial, simply headlined: “No Guardrails.”
In our time, the United States suffers every day of the week because there are now so many marginalized people among us who don't understand the rules, who don't think that rules of personal or civil conduct apply to them, who have no notion of self-control.
Twenty years later, that same newspaper is edging toward open advocacy in favor of Donald Trump, the least self-controlled major-party candidate for high office in the history of the republic. And as he forged his path to the nomination, he snapped through seven different guardrails, revealing how brittle the norms that safeguard the American republic had grown.
How parents, teachers, and schools can better understand young men: a conversation with Rosalind Wiseman about her new book, Masterminds and Wingmen.
Before Rosalind Wiseman's 2002 book Queen Bees and Wannabes was published, her agent asked if she would talk to a woman named Tina Fey. Wiseman, a new mother, "had no idea who she was," but after a short conversation agreed to sell Fey the film rights to her book, which dissected the complex social world of teenage girls. Two years later, Mean Girls hit theaters, an entertaining and spot-on illustration of the capacity of high school girls to inflict emotional pain on each other. With the success of the film, Wiseman became known as an expert on children, giving lectures to parents and educators on bullying, parenting, and ethical leadership around the world.
Her latest book, Masterminds and Wingmen: Helping Our Boys Cope with Schoolyard Power, Locker-Room Tests, Girlfriends, and the New Rules of Boy World tackles Boy World. With two sons of her own, Wiseman began to notice ways that adults would ignore or reinforce stereotypes about teenage boys' social world. Her new book was written with the help of more than 200 teenage boys who vetted her information and contributed their own experiences. (The Guide: Managing Douchebags, Recruiting Wingmen, and Attracting Who You Want is her companion manual, written specifically for the boys). I spoke with Wiseman about the best way for parents and teachers to communicate with boys, what the biggest myths are about popular boys, and why all boys are so often misunderstood.
Most campaign ads, like most billboards or commercials, are unimaginative and formulaic. Our candidate is great! Their candidate is terrible! Choose us!
With the huge majority of political ads, you would look back on them long after the campaign only for time-warp curio purposes—Look at the clothes they wore in the 80s! Look how corny “I like Ike!” was as a slogan! Look how young [Mitch McConnell / Bill Clinton / Al Gore] once was!—or to find archeological samples of the political mood of a given era.
The few national-campaign ads that are remembered earn their place either because they were so effective in shifting the tone of the campaign, as with George H. W. Bush’s race-baiting “Willie Horton” ad against Michael Dukakis in 1988; or because they so clearly presented the candidate in the desired light, as with Ronald Reagan’s famous “Morning in America” ad in 1984. Perhaps the most effective campaign advertisement ever, especially considering that it was aired only one time, was Lyndon Johnson’s devastating “Daisy Girl” ad, from his campaign against Barry Goldwater in 1964. The power of the Daisy Girl ad was of course its dramatizing the warning that Goldwater might recklessly bring on a nuclear war.
Even in big cities like Tokyo, small children take the subway and run errands by themselves. The reason has a lot to do with group dynamics.
It’s a common sight on Japanese mass transit: Children troop through train cars, singly or in small groups, looking for seats.
They wear knee socks, polished patent-leather shoes, and plaid jumpers, with wide-brimmed hats fastened under the chin and train passes pinned to their backpacks. The kids are as young as 6 or 7, on their way to and from school, and there is nary a guardian in sight.
A popular television show called Hajimete no Otsukai, or My First Errand, features children as young as two or three being sent out to do a task for their family. As they tentatively make their way to the greengrocer or bakery, their progress is secretly filmed by a camera crew. The show has been running for more than 25 years.
Anger is not the best way to approach a big choice—but neither is happiness.
Let’s say you’re making a hard choice, one that could impact your life significantly. Every time you think you've settled on something, the other option tugs you back to its side. You end up where you started: It's a draw.
Should you make ever-more-detailed lists of pros and cons and seek advice from even more trusted sources? Or should you go with your gut?
Many people would suggest the latter: Listen to your gut, or your heart, or some other part of your body that couldn’t possibly know what those stock options will be worth in five years. For the advice-giver, “Just do what feels right!” is safe guidance to offer, since if you nudged the decision-maker toward a huge mistake, at least they’d feel good making it.