John Jullens

Multinationals need to prepare for a range of contingencies to protect their Chinese interests and operations.

As they adapt to the shifting geography of sales and technological disruption, the companies that provide auto parts, components, and systems must reevaluate their product portfolios.

While automakers pour millions into winning the autonomous vehicle race, they run the risk of ignoring the more imminent threats that could sink them before the technology becomes pervasive.

The era of unbridled growth for emerging markets may be over, but that doesn’t mean the opportunities are gone.

The Chinese industrial base is in urgent need of an upgrade.

Rapidly growing companies in the developing world can prepare themselves to do battle on a global stage by gaining access to vital capabilities through acquisitions or partnerships.

Excess liquidity in the global financial markets turned a predictable plummet into a worldwide crash.

Institutional and macroeconomic reforms alone won’t solve the Greek crisis.

Twelve years of data shows that mergers and acquisitions that apply or enhance capabilities produce superior returns.

Building world-class domestic firms is the overlooked key to economic development.

Chinese and foreign automakers are preparing to compete in the low-end car market.

What are the paths to economic growth for today’s emerging markets?

Business experts say a wealth of new products and ideas will flow from emerging economies to developed markets—but real-world examples are hard to find.

The country’s economic future seems to hinge on the answer, but innovation might not be the best objective right now.

To become world-class competitors—both at home and abroad—upstart firms must transcend their latecomer disadvantages, though a four-stage process.

The argument that companies in developing regions can succeed through execution alone simply isn’t true.

Here Come the New Competitors

The world is watching as the Chinese Communist Party Congress meets to discuss reform.

Why politics as usual in the E.U., the U.S. and China is getting in the way of a strong recovery.

Chinese brands don’t need David Brooks’s “romantic advantage,” just the right capabilities.

As Chinese firms expand their international footprint, they can create unique partnerships with their Western competitors.

Seven principles can help multinationals sell to a rising segment of eager Chinese customers.

Low-probability, high-impact events can be catastrophic for companies doing business in the Chinese market.

The opposing views of Thomas Friedman and Pankaj Ghemawat on the state of globalization have significant implications for multinationals.

Multinationals creating partnerships with Chinese companies can adopt eight best practices to help manage the unique complexities they often encounter.

Rising labor costs will challenge China’s manufacturing base, but five factors point to opportunities for growth.

The boom years may be in the past, but China still offers big opportunities for multinationals that adapt to its new economic reality.

A new category of competitor — low-price, medium-quality Chinese B2B upstarts — is shaking up the global competitive landscape.

Even as they struggle through the economic meltdown, vehicle makers can look ahead to a high-growth, flexible, global future.

Consumer choice modeling can help companies improve their market share by offering a better understanding of consumer preferences.