Vol. 6 Num. 1 - GCG: Revista de GlobalizaciÃ³n, Competitividad y ...

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Edy Wongterms of quality, reliability, service support, or exclusivity if Chinese firms are to compete atthe higher end of the value chain or create their own value chains.149Functional and inter-sectoral upgrades are therefore most affected by the constraints of existingvalue chain relations and demand conditions. Will China be sufficiently competitive inthese new markets? Will it be able to meet the requirements of new technical and value chainmanagement skills? Will it be able to create the brand recognition and consumer acceptancenecessary for success? Disruptions to existing value chain relations are also unavoidable asChinese firms attempt to create their own value chains and compete with other existing valuechains. What are the potential business costs engendered by such a strategy? What arethe likely reactions of their current value chain partners? After all, insertion into internationalvalue chains led by foreign multinationals with existing markets and brand recognition hasbeen responsible for China’s export surge and subsequent economic growth. Instead of workingwithin the existing quasi-hierarchies, can Chinese firms compete with their own valuechains? This last question begs a discussion on China’s relative competitiveness outside ofits manufacturing prowess.It is well known in economic literature that the international competitiveness of an economy isintimately linked to the income level and characteristics of the domestic economy. In additionto human, technological, and physical resource endowments, domestic consumption canalso act as a powerful determinant of a country’s economic competitiveness. From Linder’stheory of demand similarity (Linder 1961) to Porter’s competitive diamond (Porter 1990), thelevel and composition of domestic demand has been identified as a decisive determinant ofa country’s production structure and competitiveness. Countries tend to produce a high levelof those goods that are commonly consumed by their populace, and build up a competitiveadvantage in these goods over time because of scale economies and innovations. They thenbecome exporters of these goods, even to countries with similar resource endowments andtechnological backgrounds, because of product differentiation 11 .The lifestyles and demands of domestic consumers are thus important determinants of howa value chain should be fashioned to access a given consumer market. Domestic firms thatare familiar with the cultural nuances and consumer characteristics in their home marketsclearly have an advantage over foreign firms in capturing domestic consumers for their products.Over time, a large domestic market for a product can transform these firms into globalvalue chain leaders as their products move through the product lifecycle and productionbecomes internationalized. If this is how existing value chain leaders acquire their dominantpositions in the quasi-hierarchies, the demand-side barriers to Chinese firms building theirown value chain in competition with existing value chain leaders will be daunting 12 . Thisobservation also serves to reinforce doubts about Chinese firms’ capacity to market and developtheir own brand names, and become competitive organizations in the global economy.Aside from manufacturing capability, China’s move up the global value chain will also dependon its ability to overcome the cultural barriers and understand the psychic and lifestylerequirements of foreign consumers 13 . Failure to overcome these difficulties would manifest11. The global wine market furnishes an excellent example in which French, Italian, American, and Australian wines are sold side-by-side in thedomestic markets of different wine-producing nations.12. It is generally believed that it is value chains rather than individual companies that compete with each other nowadays.13. While China is the largest manufacturer of bicycles in the world, the recent installation of the public bicycle system in London utilizes bicyclesmanufactured in Canada, where a public bicycle system has been in use in Quebec for some time. This is an example of a lifestyle-generatedinnovation.GCG GEORGETOWN UNIVERSITY - UNIVERSIA ENERO-ABRIL 2012 VOL. 6 NUM. 1 ISSN: 1988-7116pp: 136-155
China’s Move up the Value Chain. A Framework for Analysis150 itself as failure to market effectively, design products with the features and quality demandedby foreign consumers, and supply requisite after-sale services.5.3. Mediation of Supply and Demand through Value Chain LeadershipTo successfully move up and compete at the higher end of the value chain, firms mustbe able to mediate between the supply and demand sides. The productive and creativecapabilities of producers in the supply chain must be harnessed in a way that meets therequirements and needs of the consumers. Leadership of a value chain means the capacityto reconcile these two forces 14 . A conceptual representation of this process is presentedin Figure 3, in which instructions to the value chain flow from the consumers to the leader,who then coordinates the supply chain and disseminates production instructions to othervalue chain members. Physical flows of inputs and goods go in the opposite direction, fromsuppliers to manufacturers to the leader; the leader then distributes and markets the productto the consumers. It is clear from this Figure that the value chain leader is the interfacebetween the consumers and the other value chain members.Figure 3: Hierarchical Leadership in a Value ChainInstruction Flows• supply of rawmaterials andpartsSuppliersManufacturers• Sourcing of Inputs• Manufacturing ofGoods• Distribution• Marketing• Consumer services• Product DesignValue ChainleaderConsumers• Purchasingdecisions• Consumer choicesProduct flowsWhile Figure 3 describes the importance of value chain leadership in mediating between theforces of supply and demand, it does not explain how such leadership originates. In general,two origins of value chain leadership can be identified. First, it tends to evolve out of abusiness’s ability to fulfill consumer needs with innovative, novel, or niche products createdthrough technical innovations or product differentiation. Examples of technical innovationabound in the consumer electronics and telecommunications market, including companiessuch as Nokia, Intel, Apple, and Dell Computers. Leadership through product innovation ordifferentiation is best illustrated by brand names such as Nike, Zara, and Boss in the fashion14. Some may also suggest that the value chain leaders are also the ones who can create new products to serving emerging consumer needs.GCG GEORGETOWN UNIVERSITY - UNIVERSIA ENERO-ABRIL 2012 VOL. 6 NUM. 1 ISSN: 1988-7116pp: 136-155
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CARTA DEL EDITOR IN CHIEFEditor in
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StaffDe la Torre, José, Dean, Chap
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Staff2. MULTINACIONALES, INVERSIÓN
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SELECCIÓN PROCEDURE PROCEDIMENTOIN
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Instrucciones para Autores y Proced
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INDEXACIÓN INDEXING INDEXAÇÃOInd
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Economic Relationships between Lati
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Miguel A. MontoyaThe rest of the pa
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International Joint Ventures among
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Japanese Foreign Direct Investment
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561. IntroductionClusters and indus
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Entrepreneurial Clusters in China a
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921. Introduction: Mexico and China
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Page 152 and 153: Edy Wongconsumption of Western luxu
Page 154: Edy WongReferences155Child, J.; Rod
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