The End of Copycat China: The Rise of Creativity, Innovation, and Individualism in Asia - Hardcover

Über die Autorin bzw. den Autor

SHAUN REIN is the founder and managing director of the China Market Research Group (CMR), the world's leading strategic market intelligence firm that advises leading international and Chinese companies, private equity firms, and hedge funds about profiting from China's rise. Rein is the author of the international bestseller, The End of Cheap China, and his work is often featured in The Wall Street Journal, the New York Times, and The Financial Times. He frequently appears on MSNBC, CNBC, Bloomberg, BBC, and CNN. He formerly taught executive education classes for the London Business School. He graduated from Harvard University with a master's degree focused on China's economy.

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Public opinion about the Chinese economy has failed to keep up with reality since China launched its economic reforms in 1978. In his previous book, The End of Cheap China, Shaun Rein made waves by revealing the white-collar dreams of the Chinese populace. Now, with The End of Copycat China, Rein takes on the topics of innovation and individualism, showing us—yet again—that everything we thought we knew about China is wrong.

Of course, our misconceptions aren't entirely without foundation. In The End of Copycat China, Shaun Rein makes the case that much of China's early growth was based on heavy investments and export, driven by a whatever-it-takes mentality of adopting western business models. Those of us who have plans to continue doing business in China on this assumption are in for a big wake-up call. Through over 50,000 surveys, as well as interviews with Chinese consumers, executives, billionaires, and top innovators, the author of this book shows us that the new generations in China have begun to crave authenticity and a Chinese economy that is uniquely their own.

It might be difficult to digest some of the truths that The End of Copycat China uncovers. For example, in many areas, there is no longer any such thing as the China cost advantage. Western companies like Nestlé, Adidas, and Hewlett-Packard already learned this lesson the hard way. If we want to avoid losing ground in China in the coming years and decades, we need to understand Chinese market segments in a way that we never have before. Thankfully, The End of Copycat China provides the micro- and macro-level perspectives we need to adapt to this new Asian landscape.

The case studies in this book make it clear that the time has come for global business to adapt to China, rather than the other way around. Shaun Rein's proven knack for predicting megatrends will serve as a valuable framework for investors and executives as they strive to understand this enigmatic market. What worked three years ago is certain not to work three years from now, so it's time to get thinking about what The End of Copycat China could mean for you.

Aus dem Klappentext

Public opinion about the Chinese economy has failed to keep up with reality since China launched its economic reforms in 1978. In his previous book, The End of Cheap China, Shaun Rein made waves by revealing the white-collar dreams of the Chinese populace. Now, with The End of Copycat China, Rein takes on the topics of innovation and individualism, showing us—yet again—that everything we thought we knew about China is wrong.

Of course, our misconceptions aren't entirely without foundation. In The End of Copycat China, Shaun Rein makes the case that much of China's early growth was based on heavy investments and export, driven by a whatever-it-takes mentality of adopting western business models. Those of us who have plans to continue doing business in China on this assumption are in for a big wake-up call. Through over 50,000 surveys, as well as interviews with Chinese consumers, executives, billionaires, and top innovators, the author of this book shows us that the new generations in China have begun to crave authenticity and a Chinese economy that is uniquely their own.

It might be difficult to digest some of the truths that The End of Copycat China uncovers. For example, in many areas, there is no longer any such thing as the China cost advantage. Western companies like Nestlé, Adidas, and Hewlett-Packard already learned this lesson the hard way. If we want to avoid losing ground in China in the coming years and decades, we need to understand Chinese market segments in a way that we never have before. Thankfully, The End of Copycat China provides the micro- and macro-level perspectives we need to adapt to this new Asian landscape.

The case studies in this book make it clear that the time has come for global business to adapt to China, rather than the other way around. Shaun Rein's proven knack for predicting megatrends will serve as a valuable framework for investors and executives as they strive to understand this enigmatic market. What worked three years ago is certain not to work three years from now, so it's time to get thinking about what The End of Copycat China could mean for you.