Today on The Negotiation, Todd speaks with Justin Mallen, Founder, and CEO of Silk Road Telecommunication. He shares what it is like being one of the few successful foreign entrepreneurs in China, having entered the market during a time when it was far from the economic powerhouse that it is today.

Justin says, “China’s telecom infrastructure is owned and operated by three incredibly large, state-owned enterprises: China Telecom, China Unicom, and China Mobile. Back then, they had the one key resource which you needed: networking; and they did not want people in their space.”

Justin defines success, at least in the early days, simply as “being able to create a business that had staying power”. SRT is a capital intensive venture that was founded in 2000. It is a  thriving operation today, but the road to get to this point was fraught with scores of challenges in the beginning. Primarily, it was a matter of turning these carriers—and other gatekeepers—from competitors into partners. Justin’s prediction that the internet would take the world by storm in the near future was a driving force that paid off in spades.

As a data center business, SRT began with infrastructure as a service as its sole focus: they build, operate, maintain, and own the buildings that house all the servers for the internet. Today, these sites serve as the “heartbeat” for tech companies such as Alibaba, Tencent, and JD.com. Because of recent, rapid advancements in technology, today, SRT also offers platforms as a service (cloud, data, and big data analytics vendors) as a necessary additional layer atop infrastructure.

Information traveled incredibly slowly in the early 1990s China. Justin’s initial goal was to simply speed things up. The biggest strength he saw in the country’s carriers was that they were very eager to invest in building up the infrastructure and capabilities of the internet. The goal of SRT was to develop the infrastructure so that the cost of delivery to consumers could be minimized. Over time, this grew the number of internet users in China to over 900 million in the first quarter of 2020.

5G takes the latency—the time it takes for data to move between a device and the servers—down to zero. It makes connectivity much smoother and effectively instant. Driverless cars are incredibly prone to accidents if they use 4G, with its latency of 40 milliseconds. 5G removes this barrier, as well as those of many other industries, which allows for further innovations such as telemedicine and remote surgery.

Today on The Negotiation, Todd speaks with Andrea Fenn, a sinologist and journalist who regularly publishes articles and conducts lectures on China’s fast-paced, ever-evolving digital ecosystem. Andrea is also the founder and CEO at Fireworks, which he refers to as a “post-digital agency”. This is due to his belief that brand growth in today’s digital landscape should go beyond vanity metrics such as likes and followers. Instead, Fireworks focuses on actual conversions.

Andrea sheds light on how luxury fashion marketing has changed dramatically in China when the advent of the “new rich” coincided with the rise of social media and eCommerce solutions. Now that there is less exclusivity in the market and more transparency among buyers, improving one’s sense of style is less about showing off one’s status and more about expressing one’s unique personality.

Much like in other parts of the world, influencer marketing is also on the rise. Todd points out a few outrageous internet personalities who sell millions of dollars worth of product on a daily basis by the sheer power of their personal brands. Andrea replies that “there is a constant need for reassurance; a constant need for establishing trust in Chinese consumers.” He goes on to quote a certain Chinese scholar who said that “the Chinese are suspicious yet gullible.” This attitude, says Andrea, applies to both published news and consumption choices among the Chinese.

There is no “standard marketing protocol” in China. Digital trends are always changing depending on whichever direction the largest eCommerce companies (ex. Alibaba, Tencent, etc.) choose to take. In the West, brands build their audiences from scratch using their unique, individual platforms, Chinese businesses, on the other hand, are beholden to established third-party platforms.

Today on The Negotiation, Todd speaks with author and educator Mark Greeven. He is a former Associate Professor at Zhejiang University’s School of Management in Hangzhou, China. Today, Mark serves as Professor of Innovation and Strategy at IMD Business School in Lausanne, Switzerland.

The biggest difference between teaching at Zhejiang and at IMD is that the former “has all the features of a bureaucracy that you could imagine when it comes to state-run public institutions.” Despite the limitations imposed on Mark during his time at Zhejiang, he found it refreshing that the students were nevertheless eager to learn anything that Mark was willing to teach.

If a foreigner is considering doing business in China, it pays to know the culture and the ecosystems that are unique to the country. Mark says that it will help greatly to familiarize oneself with all the eCommerce and social media platforms that essentially run the modern Chinese economy.

In China, Mark classifies four types of innovators who help shape the country’s business landscape on a cyclical basis. The first type is the pioneers: usually large, well-known business entities who kickstart or capitalize on new systems or technologies that will continue to evolve, such as manufacturing (in the 1980s) and the internet (in the 2000s). The second group is the hidden champions: lesser-known companies who are proficient when it comes to one specific technology, application, or industrial product. The third type is the technology underdogs: mostly younger companies founded by overseas returnees with newfound prestigious academic accolades. The fourth and final group is the changemakers: digital-driven ventures who believe in rapid iterations and offer disruptive new ideas for traditional industries.

Everything in China is always moving. In fact, Mark considers 2015 as having occurred “eons ago”. Countless waves of creativity and innovation have come and gone since. The Chinese, in times past, were not known to be inventors of new technologies as much as they were known to be able to adapt and mass-produce products that come from these technologies. Today, things have changed. When it comes to software engineering, AI, and biotechnology, China is now at the forefront of many breakthrough technologies.

Today on The Negotiation, Michael Zakkour returns to discuss the impact of COVID-19 on the state of retail in China and the rest of the world.

Setting the context for the discussion, Michael says that it is not a question of which retailers are doing well, but which integrated systems are. One of the factors that held China together during the worst of the crisis was the “ecosystems for retail, commerce, and communication that Alibaba, JD, Tencent, Pinduoduo, and Kaola had built.” These ecosystems reliably put products into the hands of consumers regardless of distance and are made even more seamless via technologies such as contactless delivery.

Michael warns that the tail end of the COVID-19 crisis will only hasten the demise of those companies who are “just hanging on”, along with physical retail in general. Specifically, malls and department stores were already in decline before the outbreak—their future does not look any better.

The eCommerce landscape, on the other hand, will experience both positive and negative developments. “The difference between eCommerce, digital commerce, and the New Retail,” says Michael, “is that, in the New Retail, physical retail actually matters.” The clicks will not spell the demise of the bricks. Rather, the key is in how a brand will integrate their physical and digital presence. To stay in the race, digital should directly influence physical.

Some consumer behaviors in China have been permanently altered. Ecommerce solutions will obviously be on the rise. A “stay-at-home culture” will also emerge as more people realize how efficiently they can continue to live and work in the comfort of their own living spaces, solely using the power of the internet.

Even as lockdowns around the world are lifted, the way we do business will be completely different in the new normal. In order to thrive in this upcoming reality, brands will be wise to “rethink how they make, move, sell, and buy” by reevaluating their business model from the perspective of four different Cs: consumer-centricity, customization, convenience, and contribution.

Today on The Negotiation, Todd speaks with Bay McLaughlin, Co-Founder, and COO at Brinc.io, an early-stage venture accelerator. He describes his partnership with fellow Co-Founder Manav Gupta as unorthodox in that they were not wholly familiar with each other’s backgrounds when they first met. What they did have individually, however, was the self-confidence needed to dive headfirst into a new venture. This attitude of purpose over profit drives many of Brinc’s thoughts on the IoT startup space.

The founding of Brinc goes against the grain of conventional startup journeys. For one, Bay and Manav invested their own money in the business, having had no institutional backers for their first three-and-a-half years. They also decided to focus on and establish bases exclusively in developing countries as they foresaw immense growth in these locations in the coming decades.

When it comes to the modern-day investor’s thought process, Bay notes that physical products that require longer and more complex R&D cycles will almost always receive more funding. Investors are also becoming more vertically-focused. That is, they will look at specific problems that businesses are looking to solve within specific industries.

Historically, traditional software companies take around 7 to 10 years to go public. IoT companies go through a long life cycle: around 10 to 12 years, according to Bay. However, he does not see a good reason for any business (IoT or otherwise), who is vying to be a market leader, to go public too quickly. The fork-in-the-road decision is whether a founder intends to grow on its own effort (i.e. via fundraising) or to seek outside corporate aid in solving its problems.

COVID-19 negatively impacted the IoT startup world from both the supply chain and investment perspectives. The least affected parties are those consumer IoT teams that strive to stay as lean as possible with their inventory. From an investment standpoint, companies now need to consider how wide their nets are with their LPs. This goes back to Bay’s previous point that businesses who play the long game—instead of looking only at their valuation—not only have the best chance for survival but may very well thrive in the new normal.

Today on The Negotiation, Todd speaks with Dr. Julie Klinger, an expert on the rare earth elements industry whose research focuses on finding solutions for current and potential sustainability issues.

Rare earth metals are, in fact, not actually rare. They are as common as copper or lead in terms of their occurrence on the Earth’s crust. The term refers to a family of elements located in the lanthanide series, which makes up the top bar of the “island” found south of the periodic table.

Each rare earth element is distinct and unique, but what they have in common are magnetic and conductive properties. It is these properties that make certain technologies possible, particularly any type of technology that requires energy generation. These include fossil fuels, nuclear, and renewable energy. Drastic innovations and increased demand for such technologies naturally contributed to increased demand for rare earth metals in the last 30 years.

Since the 1980s, China has been the primary source of rare earth elements worldwide, with over 100,000 people employed in the industry. However, just about every country in the world has sufficient rare earth deposits that could, in theory, be mined. The primary reason they stay untouched is that it is expensive to mine them safely: The geological conditions under which they coalesce happen to be exactly the same as those of radioactive materials. This means that, quite often, rare earth mining creates a radioactive waste management situation.

China has a huge influence on global rare earth research and development, as well as applications. Julie divides China’s role in the rare earth metals world into roughly three phases. The first phase took place during the height of the Cold War in the 1950s, where tremendous amounts of research were put into potential rare earth applications. The second phase was post-1978 with Deng Xiaoping’s economic reforms, when other countries were encouraged to relocate their industries to China, effectively making the country “the industrial platform of the world”. The third phase started in 2003 when China’s central government started to impose quotas on the export of rare earth oxides. This is because the country had begun to turn its focus to value-added processing and environmental cleanliness.

Today on The Negotiation, Todd speaks with Rick Watson, founder, and CEO at RMW Commerce Consulting. With over 20 years of experience in the eCommerce industry, Rick shares his thoughts on industry giants in China and the U.S.

Asked how different Alibaba is from Amazon, Rick starts off by addressing the Western notion that these two eCommerce companies essentially share the same business model—the only difference being that they were founded in different countries. It is inaccurate to assume that Alibaba is simply “China’s Amazon”. Relating Alibaba to the West, he refers to the company as a combination of Facebook, Google, and Amazon. Even then, this would only be an approximation of Alibaba’s true scale.

Not only is Alibaba a more “expansive” e-commerce company than Amazon, but it is also “pure to the marketplace model as opposed to Amazon who is developing its own products and buying inventory.” Alibaba considers it a huge risk to buy inventory. The fact is that third-party sellers are taking home more profit than the platform provided to them by Amazon—a fact acknowledged by Jeff Bezos himself.

Different eCommerce platforms offer different experiences for both buyers and sellers. Customers need to be particularly cautious on Alibaba as buyer protections are said to be lacking. Tmall is described as the “eyes closed experience” since there is very little chance of being defrauded on the platform. You are also expected to invest in your brand on Tmall. On the other hand, sellers on Amazon are basically “paying rent” to host their products on the platform, which means that you are Amazon’s customer, not the seller’s.

“You are replaceable.” This is an unspoken motto that Amazon abides by. Since Amazon sellers have few options in the way of marketing, their products may be buried by the search engine, which is wholly influenced by customer activity at any point in time. “Sellers are lucky to be there, at the blessing and bidding of Amazon,” says Rick.

Today on The Negotiation, Todd speaks with Joshua Eisenman, an Associate Professor of Global Affairs at the University of Notre Dame and a senior fellow for China studies at the American Foreign Policy Council.

Joshua goes over his four published books on the topic of China and the developing world: China and the Developing World: Beijing’s Strategy for the Twenty-First Century (2007), China and Africa: A Century of Engagement (2012), China Steps Out: Beijing’s Major Power Engagement with the Developing World (2018), and Red China's Green Revolution: Technological Innovation, Institutional Change, and Economic Development Under the Commune (2018).

Joshua describes China’s relationship with the developing world as “emerging and reemerging.” In explaining these relations with African countries, as well as almost all developing countries (with the exception of India), Joshua uses the term “comprehensive asymmetry.”

Having an asymmetric advantage means that China has power over these developing countries on three measures: the international level (or comprehensive national strength), the state level, and the working (or human) level. Taken together, these three measures shed light on imbalances in trade, capital aid, and the resources available to policymakers. In a nutshell, the importance that China places on developing countries is evidenced by investing in their ability to rise as a major power in today’s world.

Another important factor is that China views its connections in terms of “relational power”. This means that China expands its network of contacts because, the larger and stronger that network is, the greater China’s influence is. The goal of the Communist Party of China is to develop relationships with as many high-quality parties as possible in order to enhance this relational power and, by extension, its comprehensive national strength.

The One Belt One Road initiative has evolved from a debt-driven finance strategy to enhance infrastructure development throughout the developing world, into a powerful means to push its overall power on the world stage. That is, One Belt One Road initially did not include countries such as Africa or Latin America as it was an entirely Asia-based strategy. Today, beyond the construction of roads and other lines of communication, the initiative now forwards the development of high-tech infrastructure to create Smart Cities. These include 5G networks, facial recognition software, security.

In short, One Belt One Road is China’s strategy for the developing world.

Today on The Negotiation, Todd speaks with Sarah Weyman, Chief Growth Officer at Dentsu Aegis Network. She discusses the impact of COVID-19 on Chinese businesses and the future of marketing as the whole world marches on towards the new normal.

The outbreak of Coronavirus at the beginning of 2020 fundamentally changed the business world. A few months into the pandemic, those who continue to not only stay afloat but thrive are those companies that, according to Sarah, are the most authentic. These are the brands that have managed to keep consumer needs at the forefront of their strategy moving forward.

Sarah names the sportswear brand Lululemon as an example of a brand who focused on its customers first since the outbreak. Seeing that people wanted to continue exercising even while staying indoors, Lululemon provided a list of trainers who livestreamed workouts. Another example is Microsoft who, not long after the outbreak, announced a package for Enterprise users that gives free access to Office for six months.

From a long-term perspective, “preference should not be presumed” when it comes to foreign brands in China. Being a western company used to be an advantage as such brands were usually associated with high-quality. This is no longer true since there is a greater diversity of choice in today’s market. Many modern brands in China are not only at the cutting edge of quality but are able to maintain that cutting edge due to the speed of their operations. To thrive in China today, any brand, local or foreign, must now match this speed.

Asked how companies should tackle the remainder of 2020 in the wake of now-outdated marketing plans and budgets, Sarah says that short-term action should include shifts in messaging and platform selection. Long-term, companies should closely monitor how consumer behavior continues to evolve in the following months, which means that CRMs will be more important than ever before. Also, eCommerce solutions—and social commerce in general—will undergo rapid developments throughout the year.

Food, beverage, and entertainment will see the fastest rebound once the dust settles because consumers will crave social interaction as soon as the new normal emerges. The travel industry will be one of the slowest to get back on track due to the massive losses that such companies are currently suffering. However, it is predicted that family destinations (Sarah cites Disneyland Shanghai as an example) will have the fastest rebound, also because of the aforementioned social factor.