A new videocast on China and its global companies. The purpose is to engage executives on applying a transaction costs economics and a Kantian corporate governance framework to the strategic task of building global Chinese brands. The interest stems from consultancy work in advising clients on how best to enter a new market-as-a-game by adopting strategic lateral thinking based on the GEMS Tn=3 Framework.

Competitor reactions to entry? Where are the likely market inefficiencies in going global? Will Chinese companies rely on external private equity to grow internationally? if so, what are the likely governance issues to arise? And where are the trade-offs? Is it volume against margin? Is it rapid expansiion against debt? Is it growth against dividends? Going global is a long game wherein the waiting gains exceed the costs of an early move.