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Juha Lassila

Past lessons for China's new joint ventures - McKinsey Quarterly - Corporate Finance - M&A - 0 views

www.mckinseyquarterly.com/...Chinas_new_joint_ventures_2717

china joint_ventures management

shared by Juha Lassila on 13 Dec 10 - No Cached
  • pair with local companies that explicitly share their strategic goals
  • agree on the scope of the partnership
  • Bringing only older technology to China.
  • ...13 more annotations...
  • Leaving the blueprints at home.
  • Keeping critical intellectual property completely out of a joint venture.
  • Charging for intellectual property up front.
  • map out critical stakeholders in and around the joint venture
  • ssign relationship responsibilities at multiple levels of the organization
  • developing interaction protocols
  • The CEO of a leading global insurer, for example, often teaches management practices at the Central Party School.
  • failures might have been avoided if the CEOs of the parent companies and the joint ventures’ future management teams had spent time collectively developing business plans and preparing for changes in market dynamics.
  • agree on key business priorities, such as volume versus value, channels, products, and target customer segments.
  • provide for direct reporting lines to their CEOs
  • assigned responsibility for China to a member of their management boards
  • When a European transportation company made China its second home market, for example, it elevated its China president to the global management board and sent its global CEO to China at least six times a year to meet with the joint-venture partners.
  • Preparing for breakup
Juha Lassila

China M&A: Assembling an Effective Team for a China Transaction Part I : China Law Insight - 0 views

www.chinalawinsight.com/...for-a-china-transaction-part-i

china setup

shared by Juha Lassila on 25 Dec 10 - No Cached
  • In-House Team
  • (1) Executive
  • (2) Business Development Manager/Project Manager
  • ...5 more annotations...
  • (3) In-house lawyer
  • (4) Technician
  • Having a middle manager deal with a China project on a full-time basis and having his destiny interwoven with the China project (i.e. no China project = no job) may mean the deal will proceed regardless of whether it makes sense or not.
  • Having an export manager deal with a China project on a part-time basis will mean that the project may have a lower priority than it deserves
  • “A man who cannot say yes is useless, a man who cannot say no cannot be trusted”
Juha Lassila

The evolution of China's IPR system and its impact on the patenting behaviours and stra... - 0 views

web.resource.amchamchina.org/...96f411001105082f66ba93a02f.pdf

china IPR patents academic

shared by Juha Lassila on 08 Dec 10 - No Cached
  • Juha Lassila on 08 Dec 10
     
    Zheng Liang* and Lan Xue China Institute for Science and Technology Policy (CISTP), School of Public Policy and Management, Tsinghua University, Beijing 100084, P.R. China E-mail: liangzheng@tsinghua.edu.cn E-mail: xuelan@tsinghua.edu.cn *Corresponding author Abstract: This paper first reviews the evolution of China's IPR system with an emphasis on the patent system, which is mainly shaped by three forces including the transition to a market economy, the opening of the domestic market and the national initiatives for cultivating indigenous innovative capabilities. Then by using some unique data both at the national level and firm level, it analyses the patenting behaviours and strategies of foreign multinationals in China in comparison with local firms, which has yielded some interesting findings. First of all, the patent deployment of multinationals in China is mainly market-oriented and strategic. Although the negative perception of China's IPR system has led multinationals to act defensively, they have been able to adapt to the Chinese system and maximise their economic benefits, in addition to gaining competitive advantages. Also, while multinationals' patenting in China has created some obstacles for local firms to catch-up, it has also forced some of them to find new ways to innovate and develop their own capabilities. Keywords: China's IPR system; patent system; multinationals; patenting behaviours; patent strategies.
Juha Lassila

Six Secret Formulas from Private Equity to Boost Company Performance - 0 views

www.nzcchk.com/Events.htm

china business

shared by Juha Lassila on 17 Mar 11 - No Cached
  • Six Secret Formulas from Private Equity to Boost Company Performance 
  • 1.         Break the existing “satisfactory underperformance” 2.         Develop a blueprint detailing how to turn initiatives into results 3.         Accelerate performance by implementing a rigorous program 4.         Reward generously for managers to think and act like owners 5.         Manage working capital aggressively and discipline capital expenditures 6.         Foster a results-oriented mind-set
Juha Lassila

The Ins and Outs of Employment Background Checks in China - Davis Wright Tremaine - 0 views

www.dwt.com/LearningCenter/Advisories?find=372602&utm_campaign=General&utm_source=The+Ins+and+Outs+of+Employment+Background+Checks+in+China&utm_content=Final&utm_term=submissions%40lexology.com&utm_medium=email|LearningCenter%2fAdvisories%3ffind%3d

china hr law hiring

shared by Juha Lassila on 05 Jan 11 - No Cached
  • Criminal records check
  • According to relevant laws and regulations, only persons without any criminal convictions may perform certain jobs,1 and applicants must obtain a Certificate of No Criminal Conviction (“CNCC”) from a local public security bureau before performing such jobs (“CNCC Jobs”).
  • commercial investigations are not recommended.
  • ...8 more annotations...
  • Educational background and qualifications checks
  • Employers can check job applicants’ higher education, whether completed in China or abroad, via a website designated by the PRC Ministry of Education. In the case of education completed outside of China, an employer may require a job applicant to present a certificate issued by the ministry confirming the applicant’s education.
  • References from previous employers
  • It is important to obtain the job applicant’s prior written consent before initiating the reference check.
  • Sharing an applicant’s information
  • employer will typically want to share a job applicant’s or an existing employee’s information with affiliates, such as its parent company or subsidiary, to facilitate internal human resources management.
  • If an applicant’s personal information is protected as private, it can not be disclosed to a third party without the applicant’s consent.
  • Conclusion Criminal records Some jobs may only be performed by people without a criminal conviction. Employers must check a job applicant’s criminal record before offering a CNCC Job. Employers may check a job applicant’s criminal record by requiring the applicant to provide a CNCC. Employers should avoid checking criminal records through a commercial investigation company. Employers may use information received via a criminal check to determine employment. Privacy Generally, it is lawful for an employer to check a job applicant’s educational background and qualifications, ask for a reference from the applicant’s previous employer, and make an employment decision based on the result of these checks. It is important to obtain a job applicant’s written consent before initiating a reference check with the applicant’s previous employer. An employer may share background-check information with its affiliates providing it has obtained the job applicant’s prior written consent.
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