Who We Are
Southeast Asia offers unprecedented opportunities for manufactures and distributors to sell or source their products like never before. While the opportunities for growth and cost reduction are great, one must approach conducting business in a foreign market with a structured strategy to mitigate risk exposure.
Many US companies have established a basic footprint in Southeast Asia either out of necessity or the desire to gain a competitive advantage. These relationships between US and Asian companies frequently provide short-term value to their counterparts in the US, but are not sufficiently developed to provide sustained growth and value.
Exporting to China
For nearly fifteen years, foreign companies have realized that establishing a footprint in China is essential for their long-term success. Many have capitalized on the benefits of low-cost manufacturing and are now looking to tap into the latent demand within China’s emerging consumer class.
As the global economy continues to expand and the barriers to free trade are traversed, the Chinese marketplace continues to be a primary focus for all US manufacturers and distributors that are serious about increasing profitability and gaining market share. Within China, there are substantial opportunities for companies to not only reduce labor costs but also expand their customer base by capturing emerging demand for their goods.
Blueprint for Sustainability
Our vast experience across multiple industries in China has shown us that the most effective business approach is to establish foreign infrastructure in a systematic fashion. A successful process typically includes three key components that preside over larger strategic considerations and day-to-day operations alike: 1) designing a methodology to identify viable opportunities; 2) evaluating and minimizing unnecessary expenses; and 3) committing to continually pursue new growth strategies.
Going Beyond Price
What is the biggest threat facing importers from China? Many rush to cite IP theft in the wake of recent high profile cases, while others claim rising labor rates or even geopolitical tensions in the region. In reality, however, far more importers are likely to experience the negative consequences of selecting an improper supplier than any of the previously mentioned risks. How then can importers ensure they are adding the right supplier to their supply chain?