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1、<p><b>　　外文翻譯：</b></p><p>　　中國在創(chuàng)新上的發(fā)展?jié)摿?lt;/p><p>　　原文來源：Knowledge Wharton.China’s Growing Talent for Innovation[J].沃頓知識在線（http://www.knowledgeatwharton.com.cn）2009年7月8日</p>

2、<p><b>　　正文譯文：</b></p><p>　　中國在商業(yè)創(chuàng)新上優(yōu)勢眾多：擁有眾多適應(yīng)能力強、善于隨機應(yīng)變、熱衷于逆向工程的人才，而且運營環(huán)境成本低。在中國努力從勞動力密集和低附加值消費品制造業(yè)向更具創(chuàng)新力的經(jīng)濟體轉(zhuǎn)型的過程中，發(fā)達國家企業(yè)要么將從中受益，要么將面臨競爭。然而，對國外企業(yè)來說，在中國創(chuàng)新并不那么容易。另外，在中國尋求研發(fā)伙伴的發(fā)達國家企業(yè)必須謹慎從事。

3、</p><p>　　目前，許多大型跨國公司（MNCs）已經(jīng)將研發(fā)中心設(shè)在中國，同時，中國政府開始鼓勵企業(yè)發(fā)展設(shè)計和創(chuàng)新能力。但是，對外來者來說，要在中國進行創(chuàng)新仍然困難重重。同時，專家提醒，發(fā)達國家企業(yè)必須學(xué)習(xí)如何在一個全新的產(chǎn)業(yè)結(jié)構(gòu)中運作，在選擇研發(fā)伙伴時必須謹慎從事。</p><p>　　對跨國公司而言，利用中國創(chuàng)新能力的模式主要有兩種：部件研發(fā)的外包，以及針對本國市場消費品進行創(chuàng)新

4、研發(fā)。</p><p>　　本文是中國制造業(yè)特別報告的一部分。來自波士頓咨詢公司（BCG）和沃頓商學(xué)院的專家們就企業(yè)如何在中國創(chuàng)新研發(fā)中獲利，中國創(chuàng)新研發(fā)的動力何在，以及在中國尋找研發(fā)伙伴可能會面臨的挑戰(zhàn)等問題發(fā)表了自己的看法。</p><p><b>　　全球經(jīng)濟衰退的影響</b></p><p>　　波士頓咨詢公司芝加哥辦事處的資深合伙人及

5、董事總經(jīng)理，全球創(chuàng)新負責(zé)人吉姆?安德魯（Jim Andrew）說，在目前經(jīng)濟蕭條的背景下，企業(yè)應(yīng)該確保每一分投入都有所回報，創(chuàng)新投資也應(yīng)如此。安德魯認為，在低成本國家如中國和印度所進行的創(chuàng)新研發(fā)，是企業(yè)用來提高成本效率的方法之一。他認為，當(dāng)前的變化正在重新定義創(chuàng)新格局?！皳碛械统杀臼袌龅陌l(fā)展中國家，其創(chuàng)新得到了前所未有的發(fā)展，而發(fā)達國家的市場危機又加劇了這種發(fā)展。將來如果回過頭來看這段時期，我們會說，現(xiàn)在是一個轉(zhuǎn)折點，中國和印度的創(chuàng)新正

6、如火如荼地進行，而且這些創(chuàng)新所帶來的變化日新月異?！?</p><p>　　波士頓咨詢公司北京辦事處的資深合伙人兼董事總經(jīng)理麥維德（David Michael）說，改革開放以前，中國的創(chuàng)新研發(fā)僅限于當(dāng)時政府部門下屬的設(shè)計機構(gòu)。從那時起，部分設(shè)計機構(gòu)就開始轉(zhuǎn)而追求商業(yè)目的。麥維德說，國有企業(yè)中國石油（PetroChina）的情況正是如此。中石油擁有一個大規(guī)模的設(shè)計機構(gòu)網(wǎng)絡(luò)。</p><p>

7、　　跨國公司開始認識到中國的巨大發(fā)展?jié)摿?，包括大量的研發(fā)機會以及低成本生產(chǎn)與運營。安德魯說，受過良好教育的人才更是一大吸引力?！斑@些人才可以用來發(fā)展研究能力。不僅在國內(nèi)市場，在發(fā)達國家市場，這些研究所帶來的影響也日益增大。”對在中國設(shè)立研發(fā)中心的跨國公司，麥維德說，“這樣做更多地是出于對人才利用的考慮，而不是為了獲取某種特殊的創(chuàng)新源泉?！币蚨?，中國的創(chuàng)新呈現(xiàn)出與全球其它研發(fā)基地如硅谷等地顯著不同的發(fā)展態(tài)勢。他補充說，“中國的工程類人才成

8、本很低，但這并不等于說，我們就可以輕易取得創(chuàng)新的成果?！?lt;/p><p>　　對發(fā)達國家企業(yè)來說，這類缺乏經(jīng)驗的工程人才非常有價值。麥維德認為，跨國公司利用中國設(shè)計能力的最佳方式是外包產(chǎn)品的部分組件。與制造業(yè)外包一樣，中國研發(fā)的優(yōu)勢主要在于低成本勞動力 --- 但在此是指腦力勞動，而非體力勞動。他說，“西方或世界領(lǐng)先企業(yè)爭相獲取中國的低成本市場，新型的企業(yè)也可以利用這種機會?！?lt;/p><p&

9、gt;　　比如在醫(yī)藥衛(wèi)生領(lǐng)域，有些中國企業(yè)已經(jīng)開始為西方的研發(fā)需求提供低成本服務(wù)。麥維德用上海外高橋自由貿(mào)易區(qū)的無錫藥明康德新藥開發(fā)有限公司作為例子。藥明康德是為全球制藥產(chǎn)業(yè)提供研究外包的領(lǐng)先企業(yè)，在為西方制藥項目配給人才上非常老練?！肮芾碚吡私馕鞣街扑幤髽I(yè)的需求，而且知道如何利用當(dāng)?shù)氐难邪l(fā)人才來完成任務(wù)。”</p><p>　　在東西合作中，這種勞動力分工非常普遍。麥維德說，西方公司通常通過組件或模塊外包的方式

10、切入中國設(shè)計市場。他說，有一家全球能源公司“向本地企業(yè)的設(shè)計機構(gòu)外包了大量石油勘探和鉆井設(shè)備的設(shè)計工程”。微軟以及其它西方或韓國的游戲軟件開發(fā)公司都有一個本地軟件開發(fā)商網(wǎng)絡(luò)。麥維德還提到了目前“在三維產(chǎn)業(yè)剛剛興起”的中國游戲軟件“完美世界”（Perfect World）。摩根?斯坦利研究機構(gòu)（Morgan Stanley Research）表明，雖然“完美世界”尚未打入美國或歐洲市場，但是已經(jīng)成為中國網(wǎng)絡(luò)游戲市場的領(lǐng)頭羊。</p&

11、gt;<p><b>　　研發(fā)和破壞</b></p><p>　　這種產(chǎn)業(yè)專業(yè)化很常見。專門研究中國市場的沃頓管理學(xué)教授馬歇爾?邁爾（Marshall Meyer）說，中國的企業(yè)研發(fā)往往集中在具體產(chǎn)業(yè)和產(chǎn)品發(fā)展上，而不是基礎(chǔ)研究?！澳憧梢钥吹街袊跈C械工具和激光上的成就，但這只是研發(fā)與市場共同作用的結(jié)果，而不是基礎(chǔ)研究?！?lt;/p><p>　　安德魯說，

12、中國企業(yè)擅長研發(fā)的“發(fā)展”部分。“如果你研發(fā)了一種新產(chǎn)品，即使只是比現(xiàn)有產(chǎn)品好那么一點點，你仍然會很快在現(xiàn)有市場中取得大規(guī)模成功。如今競爭日益激烈，市場需要更富有創(chuàng)新意識、更符合實際需要的產(chǎn)品與服務(wù)，有些需要并沒有得到滿足?！弊罱囊粋€例子是用于制作豆?jié){飲料的大豆攪拌機。山東濟南九陽股份有限公司（Joyoung Co.）生產(chǎn)的攪拌機已經(jīng)成為“一大熱賣產(chǎn)品”。他說，這種產(chǎn)品的技術(shù)沒有什么特別之處---只是一個塑料機身再加一電力馬達，但是“

13、它的基本概念滿足了本地消費者所需”。</p><p>　　麥維德認為，更富戲劇性的是，臺灣電腦生產(chǎn)商華碩（Asus）運用自身的研發(fā)能力，“輕而易舉地開發(fā)了上網(wǎng)本的市場”。該款上網(wǎng)筆記本的其他功能被弱化，價格定位在三百美元一臺，“徹底瓦解了全球個人電腦市場”。</p><p>　　然而，安德魯認為，現(xiàn)有市場開始飽和，中國必須在“研究”上投入更多，來改變競爭優(yōu)勢，或者擴展全新市場。麥維德指出，

14、盜版損害了中國傳統(tǒng)游戲軟件產(chǎn)業(yè)的收益，但是網(wǎng)絡(luò)游戲產(chǎn)業(yè)并沒有受到影響?！叭藗冊跒槁?lián)機網(wǎng)絡(luò)游戲付費。雖然盜版仍然存在，但是這個產(chǎn)業(yè)已經(jīng)開始獲益?！?lt;/p><p>　　創(chuàng)新能力有望持續(xù)增長。邁爾解釋說，“中國文化非常擅長快速有效地解決問題。隨機應(yīng)變屢見不鮮。”比如，隨著電腦對中文語言卡的需求不斷增加，聯(lián)想（Lenovo）早在幾年前就為自己的產(chǎn)品開發(fā)了一個類似的語言卡。中國大型家用電器生產(chǎn)商海爾集團（Haier）發(fā)現(xiàn)

15、，中國的土豆種植者用海爾洗衣機清洗土豆，于是設(shè)計了一款能夠在戶外使用的重負荷特殊功能洗衣機。邁爾說，它“既可以用來洗衣服，也可以用來洗土豆?！彪娮雍碗娖鳟a(chǎn)品制造商總是能夠設(shè)計出一些“在電力供應(yīng)不足下超負荷運作”的產(chǎn)品。</p><p>　　國內(nèi)市場并不是中國創(chuàng)新企業(yè)的唯一重點。波士頓咨詢公司上海辦事處的董事經(jīng)理和負責(zé)人金大偉（David Jin）認為，一些中國企業(yè)已經(jīng)在嘗試挑戰(zhàn)大型跨國公司 --- 并且取得了成功

16、。2006年，有一個案例受到高度關(guān)注。為爭奪斷路器專利權(quán)，中國電器生產(chǎn)商正泰電器（Chint）與法國施奈德電器（Schneider Electric）中國分公司打起官司，并贏得了訴訟。金引用了許多西方企業(yè)控告發(fā)展中國家專利侵權(quán)的案件，他說，“一般來講，情況恰恰相反?！背酥?，許多高科技公司在國外也取得了成功。根據(jù)2008年7月花旗集團（Citigroup Global Markets）的報告，中國醫(yī)療技術(shù)公司（China Medica

17、l Technologies），一家生產(chǎn)無創(chuàng)診斷和治療機的供應(yīng)商，在與跨國公司的競爭中，至少在一項產(chǎn)品上獲得了大于90%的市場份額，另一項產(chǎn)品上擁有70%的市場份額。</p><p><b>　　選擇商業(yè)模式</b></p><p>　　沃頓和波士頓咨詢公司的專家們認為，對想利用中國創(chuàng)新研發(fā)能力的發(fā)達國家企業(yè)來說，重要的是選擇合適的商業(yè)模式。波士頓咨詢公司北京辦事處合

18、伙人及董事總經(jīng)理，供應(yīng)鏈和采購專家利嘉偉（David Lee）說，這些模式包括普通的一系列一次性訂單，通過供應(yīng)商發(fā)展項目進行聯(lián)合技術(shù)合作，以及股權(quán)投資中國供應(yīng)商等。</p><p>　　利補充說，合作并不存在一個最佳模式。他曾經(jīng)看到過幾個跨國公司投資于他們的供應(yīng)商，但是“很多人并不喜歡那樣的模式”，部分原因是潛在的管理分歧。他說，一些中國企業(yè)“不愿意改變傳統(tǒng)工作模式”。在人力資源和材料浪費方面，尤其容易產(chǎn)生摩擦。

19、然而，很多人已經(jīng)開始在制造過程中控制原材料損耗，并且開始提高薪資水平，注重精細生產(chǎn)和提高生產(chǎn)力水平。</p><p>　　許多跨國公司已經(jīng)開發(fā)出供應(yīng)商發(fā)展項目，向中國合作方轉(zhuǎn)讓部分技術(shù)，并向他們傳授最佳實踐模式。但是即使是這些模式，對有些企業(yè)來說仍然非常陌生。李說，發(fā)達國家企業(yè)通常不用為本國產(chǎn)品的質(zhì)量監(jiān)控而憂心忡忡，“因為供應(yīng)商會在質(zhì)量監(jiān)控上主動投資”。</p><p>　　中國的市場競爭

20、非常激烈且充滿活力，因此創(chuàng)新的迅猛勢頭將會持續(xù)發(fā)展。企業(yè)為提高生產(chǎn)率而感到壓力重重。麥維德指出，在過去幾十年內(nèi)，中國制造業(yè)的薪資水平相對平穩(wěn)---這使得薪資生產(chǎn)率得以提高---但是現(xiàn)在勞動力市場緊縮，薪資水平已經(jīng)開始上漲。</p><p>　　他說，未來的挑戰(zhàn)將是設(shè)法在通貨膨脹對薪資水平造成影響之前，促進生產(chǎn)力增長。中期內(nèi)，現(xiàn)有勞動力供給將不會達到過去的水平---盡管目前全球經(jīng)濟衰退已經(jīng)讓數(shù)以百萬計的工人閑置在家

21、，但是國有企業(yè)重組釋放大量人才的現(xiàn)象已經(jīng)接近尾聲。與此同時，農(nóng)民收入的增加---至少在最近是如此---限制了農(nóng)民工向工業(yè)化地區(qū)的轉(zhuǎn)移。這將給予勞動力更大的空間。最終，從長遠來看，隨著勞動力越來越多地進入制造行業(yè)，企業(yè)將不得不通過進一步創(chuàng)新“在中國環(huán)境下提高生產(chǎn)力”。全球經(jīng)濟下滑可能在短期內(nèi)會減緩這種趨勢，甚至扭轉(zhuǎn)一些趨勢。但在中長期，中國有望在制造業(yè)和服務(wù)業(yè)獲得進一步的創(chuàng)新能力。</p><p><b>

22、;　　創(chuàng)新與知識產(chǎn)權(quán)</b></p><p>　　滲透式的知識產(chǎn)權(quán)保護模式是否對研發(fā)創(chuàng)新有負面影響？波士頓咨詢公司芝加哥辦事處的資深合伙人，全球企業(yè)運營實踐領(lǐng)導(dǎo)人哈羅德?塞金（Harold Sirkin）認為，并不一定有負面影響。當(dāng)你在創(chuàng)新時，“比如你在創(chuàng)建一個品牌，這種知識產(chǎn)權(quán)不同于專利權(quán)?！辟惤鹫f，知識產(chǎn)權(quán)保護對創(chuàng)新所起的作用日益減少，即使在西方也是如此?！斑@個世界變得如此之小，即使你發(fā)明了下一個

23、iTunes，你也不可能依賴專利保護?！彼f，“無論在哪里，復(fù)制都太容易了。iTunes和iPod的市場吸引力在很大程度上取決于它原有的市場基礎(chǔ)。” </p><p>　　但是，創(chuàng)新和知識產(chǎn)權(quán)保護之間的聯(lián)系由來已久。中國已經(jīng)充分認識到這種聯(lián)系的價值，開始努力由一個低附加值的制造中心向創(chuàng)新的領(lǐng)導(dǎo)者轉(zhuǎn)變，尤其是在其它低成本國家也開始參與核心業(yè)務(wù)競爭時。波士頓咨詢公司北京辦事處的負責(zé)人邁克?趙（Mike Chao）指出

24、，“中國早就有了知識產(chǎn)權(quán)保護法，然而在過去20年內(nèi)，知識產(chǎn)權(quán)法的解釋和執(zhí)行得到了不斷的提高。政策的公布和執(zhí)行之間的區(qū)別很大?！币粋€明顯的例子是軟件產(chǎn)業(yè)。在加入波士頓咨詢公司以前，他為微軟中國就盜版問題進行了五年多的斗爭。迫于來自微軟與美國政府的巨大壓力，中國在2003年正式宣布，政府部門只能使用合法軟件。這一聲明之后又頒布了兩條法令，要求PC制造商只能預(yù)裝正版軟件，中國企業(yè)也只能使用合法軟件。趙說，“這無疑是往正確的方向邁進了一步，但是

25、要提高執(zhí)法力度，增強政策規(guī)范意識，仍然有很多工作要做?！?lt;/p><p>　　而另一方面，他注意到中國政府資助的研究項目往往與政府官員的任期時間一致，從而有可能為了短期利益而犧牲長期利益?！皠?chuàng)新需要長期投入，企業(yè)需要確保在創(chuàng)新上的投入不會很快被竊取?！彼J為，投資研究（Research）還是發(fā)展（Development）的區(qū)別在于：“研究的結(jié)果往往無法預(yù)測，但是發(fā)展可以保證實際產(chǎn)出。根據(jù)政府最近公布的激勵計劃，那

26、些能夠?qū)⒀芯拷Y(jié)果產(chǎn)品化并推向市場的企業(yè)有可能會得到更多的資助?！彼€指出，受到資助的學(xué)術(shù)機構(gòu)往往“在將研究成果商業(yè)化上做得不夠好”。</p><p>　　盡管如此，不斷完善的知識產(chǎn)權(quán)政策并不一定會促進中國的創(chuàng)新浪潮?！白罱K，市場將迫使你進行創(chuàng)新和產(chǎn)品差異化。如果你的企業(yè)不這樣做，其它企業(yè)就會趕上?！彼肞C產(chǎn)業(yè)作為一個例子。去年，中國筆記本電腦的價格平均下降了13%，這在很大程度上是迫于新型上網(wǎng)本的面世、其它低成

27、本產(chǎn)品的供應(yīng)，以及產(chǎn)品無差異化所帶來的壓力?！叭A碩找到了通過上網(wǎng)本來破壞和重塑市場的途徑，現(xiàn)在其他PC廠商正在競相下調(diào)價格來追趕市場?！眲?chuàng)新是，而且始終是競爭的關(guān)鍵。中國的創(chuàng)新能力無疑將決定其在全球經(jīng)濟中的未來。</p><p>　　China's Growing Talent for Innovation</p><p>　　As a business innovator, Ch

28、ina has a wealth of advantages. These include a huge, adaptable population with an affinity for improvisation and reverse engineering; low-cost labor, operations and overhead; and mature industrial clusters ready to supp

29、ly a variety of parts, components and subassemblies. These elements are creating a strong culture of innovation, one that companies from developed economies soon will either profit from, or compete against, as China move

30、s beyond labor-intensive, low-val</p><p>　　Already, many large multinational corporations (MNCs) have set up R&D centers in China, and the government is encouraging the development of design capabilities

31、 among its workforce. But China is not an easy place for outsiders to be innovators. Companies from developed economies looking for R&D partners in China must learn to operate within an industrial structure quite dif

32、ferent from their own, and take great care in selecting whom to work with and how, experts caution.</p><p>　　MNCs are likely to find that the best opportunities for harnessing Chinese-style innovation lie in

33、 two areas: discrete, targeted pieces of larger products and products for home-market consumption.</p><p>　　In this article, part of a special report on Chinese manufacturing, experts from The Boston Consult

34、ing Group (BCG) and Wharton look at how companies can profit from Chinese innovation, what drives this innovation, and what challenges they face in sourcing R&D in China.</p><p>　　Global Recession's

35、Role</p><p>　　Jim Andrew, a senior partner and managing director in BCG's Chicago office and head of its global innovation practice, says that in the current recession, companies need to ensure that they

36、 are getting full benefit from every dollar they spend -- including their investments in innovation. Andrew sees growing innovation in low-cost countries such as China and India as one way for companies to increase the c

37、ost-effectiveness of their innovation spending. "The crisis in the developed markets has ac</p><p>　　Innovation in China before its economy opened up was limited to design institutes that were part of g

38、overnment departments, says David Michael, a senior partner and director of BCG's Beijing office. Some of institutes have since been repurposed for new commercial goals. Such is the case with the state-owned oil comp

39、any PetroChina, which has a large network of design institutes within it, according to Michael.</p><p>　　MNCs now realize that China has tremendous development capabilities, including the ability to size up

40、opportunities and rapidly bring products to shelves at low cost. The availability of well-educated talent is particularly attractive, Andrew says. "You can access that talent to do a lot more of the 'R' (res

41、earch) that is increasingly relevant not just to China's domestic markets but to developed markets." For MNCs that set up R&D centers in China, "It is more about accessing talent rather than </p>

42、<p>　　This raw engineering talent is a valuable resource for companies from developed economies. The best way for MNCs to tap into Chinese design skills is by sourcing select pieces of their product, Michael says.

43、As is true for contract manufacturing, much of the advantage of Chinese R&D is in low-cost labor -- but for brains, not brawn. "When Western or world-class business practices line up with low Chinese costs, new

44、types of companies develop to take advantage of this opportunity," he notes.</p><p>　　In health sciences, for instance, some Chinese companies are already responding to Western research needs with low-c

45、ost services. Michael offers WuXi PharmaTech in Shanghai's Waigaoqiao Free Trade Zone as an example. WuXi, a leading provider of contract research work for the global pharmaceutical industry, has become adept at sett

46、ing its engineers to work on Western pharma projects. "It's run by people who understand the needs of Western pharmaceutical companies and know how to leverage local en</p><p>　　This kind of divisio

47、n of labor is common in such East-West partnerships. Western companies typically tap into Chinese design for parts or modules, Michael says. One global energy company gets "a lot of its design for oil exploration an

48、d drilling facilities in China at the local oil companies' design institutes," he notes. Microsoft and other Western and Korean gaming and software development companies have a network of local software develope

49、rs. Michael also points to Perfect World, a Chinese ga</p><p>　　Development Attitude and Disruption</p><p>　　Such industry specialization is common. Corporate R&D in China tends to focus on

50、specific industries and on product development rather than basic research, says Marshall Meyer, a Wharton management professor whose research focuses on China. "You see successes in China in machine tools and lasers

51、, but it has been a combination of development and marketing more than basic research."</p><p>　　Chinese companies have been good at the "D" (development) part, Andrew says. "You could gr

52、ow very large very quickly by playing in existing markets if you developed new products that were just a little better than everybody else's. But with increased competition everywhere, it takes products and services

53、that are more innovative and targeted to needs that are not already being met." One recent example is a soybean blender that produces a popular soy milk drink. Joyoung Co. in Jinan, China's Shan</p><p

54、>　　More dramatically, according to Michael, Taiwanese computer manufacturer Asus used its development capabilities to "single-handedly invent the netbook segment of the PC market." Producing computers strip

55、ped down in functionality and priced at $300 each, Asus "has completely disrupted the global PC market."</p><p>　　As existing markets become saturated, however, China must invest more in the "

56、R" part of R&D to compete differently or to expand into fundamentally new markets, Andrew says. And while piracy has eroded profit opportunities in China's traditional gaming software industry, Michael point

57、s out that it has not similarly affected online games. "People are paying for the experience of playing games with each other, and that turns out to be profitable despite some piracy."</p><p>　　Lon

58、ger-term, the capacity to innovate seems likely to grow. "The culture is very, very good at devising quick and often effective solutions to problems," Meyer explains. "I see a lot of improvisation." A

59、n increasing demand for a Chinese language card in computers, for example, prompted Lenovo years ago to create one for its products. Chinese white-goods manufacturer Haier found that potato farmers in China were using th

60、eir washing machines to clean produce, so it designed a heavy-duty, special-p</p><p>　　Nor are Chinese innovators focused entirely on their domestic market. According to David Jin, managing director and head

61、 of BCG's Shanghai office, some Chinese companies have already tried to out-innovate large MNCs -- and succeeded. In one highly publicized case in 2006, Chinese electrical products maker Chint won a lawsuit over its

62、patent for a circuit breaker against the Chinese unit of the French company Schneider Electric. "Usually, it is the other way around," Jin says, alluding to Western</p><p>　　Choosing a Business Mod

63、el</p><p>　　For companies in developed economies that want to harness Chinese innovation, Wharton and BCG experts say it's important to select the right business model. These models range from plain-vani

64、lla purchasing through a series of one-off orders, to joint technological collaborations through supplier development programs, to taking an equity position in Chinese suppliers, says David Lee, partner and managing dire

65、ctor in BCG's Beijing office and a supply chain and procurement specialist.</p><p>　　No one-size-fits-all formula exists for such partnerships, Lee adds. He has seen several MNCs invest in their supplier

66、s, but "a lot of them don't like the idea," in part because of potential management disagreements. Some Chinese companies "are reluctant to change the way they have worked historically," he says,

67、adding that the handling of human resources and material waste, in particular, could be points of friction. However, many of them have begun reining in waste of materials in manufacturin</p><p>　　Many MNCs h

68、ave rolled out supplier development programs, transferring pieces of technology and attempting to transfer their best practices to Chinese partners. But this, too, is unfamiliar territory for some. Companies from develop

69、ed economies typically haven't had to worry much about quality control in their home markets "because suppliers themselves take the initiative to invest in quality-control processes," Lee says.</p>&

70、lt;p>　　Markets are so competitive and dynamic in China that innovation is likely to continue relentlessly. Companies are being pressured for ever more gains in productivity. And where Chinese manufacturing wages were

71、relatively flat for many decades -- allowing wage productivity to grow -- labor markets have tightened and wages have started rising, Michael points out.</p><p>　　The challenge going forward will be to accel

72、erate productivity growth ahead of any inflationary pressure on wages, he says. The available labor supply in the medium term will not be as large as it was in the past -- although the global economic slowdown has idled

73、millions of workers for the moment. But the release of large blocks of talent through the restructuring of state-owned enterprises is almost complete. At the same time, rising farm incomes -- at least until very recently

74、 -- had constrai</p><p>　　Innovation and Intellectual Property</p><p>　　Does porous intellectual property protection have a negative impact on r innovation? Not necessarily, says Harold Sirkin,

75、senior partner at BCG in Chicago and global leader of the firm's operations practice. When you innovate, "you're creating a brand, and that's a different kind of intellectual property (IP) than a patent.

76、" IP protection is growing less important to innovation, even in the West, Sirkin notes. "The world has gotten so small that even if you invent the next iTunes, you can't rely</p><p>　　However,

77、 innovation and protection of IP have long been connected, and China has duly noted that linkage in its attempts to transform itself from a low value-added manufacturing center to recognized innovation leader, particular

78、ly as lower-cost countries compete for China's core business. Mike Chao, a Principal at BCG in Beijing, notes that, "The IP laws have always been there, but what's changed in the last 20 years is how they ha

79、ve been interpreted and enforced. There's a big difference betwee</p><p>　　On another front, however, he notes the Chinese government's tendency to provide research grants to projects that have the s

80、ame time frame as the tenure of bureaucrats, thus sacrificing long-term horizons for short-term gains. "Innovation requires a long-term approach, and companies need to know their hard work won't just be stolen r

81、ight away." Therein lies the difference between betting the company on the "R" or the "D": "Research is never a sure thing, but development can consistently result i</p><p>　　Ev

82、olving IP policies, however, will not necessarily be the savior to spurring a wave of innovation in China. "At the end of the day, the market will force you to innovate and differentiate, and if your company isn'

83、;t doing that, someone else will." Chao points to the PC industry as an example. Prices of notebook computers dropped 13% on average in China last year, in large part due to pressure from netbooks, other low-cost of