A canny snapshot of a sprawling, kaleidoscopic and ever growing marketplace.
A sharp tour d’horizon of the East’s significant market opportunities.
Business-strategy consultant and Financial Times columnist Simpfendorfer (The New Silk Road: How a Rising Arab World Is Turning Away from the West and Rediscovering China, 2009) writes with vibrancy and enthusiasm, yet neither disguises his closely argued, multipronged business advice to merchants and investors. Once primarily a manufacturer, the East—which Simpfendorfer considers to be the span from Beijing to Jakarta to Istanbul, with Cairo an important consideration—is now as much a market. The East is growing, and along with that growth comes complexity and the side effects of doing business abroad—e.g., cultural tastes, income variations, regulations and national currencies. The author, who has two decades of experience working in the region and brings a respectful sensitivity to doing business in the global marketplace, has witnessed this extraordinary transformation of the area, now comprising 50 percent of the world’s population and 80 percent of its Muslim population. The scope of the region’s market is vast and varied, and it requires much more intimate knowledge than that gained managing from afar; there will be a critical need for country managers and local staff on the ground. Simpfendorfer is both persuasive and common-sensical as he counsels businesses to explore the halal market, the exhilarating film scene, and entertainment ranging from cricket to Korean pop music. He points to serious potential problems looming ahead—clean water, pollution, waste removal, energy conservation—and the various cultural and economic obstacles that have thwarted dealing with these issues. China, being central to this transformation, garners much of the author’s attention, and his recommendation is not to put all your eggs in one basket but to partner up with other emerging economies. In China, “the state sector grew more powerful as it squeezed out private firms and turned back the clock on market reforms,” though only the negligent would overlook China’s “143 mid- and large-sized cities with populations larger than 750,000.”
A canny snapshot of a sprawling, kaleidoscopic and ever growing marketplace.Pub Date: June 24, 2014
ISBN: 978-1-137-37005-1
Page Count: 240
Publisher: Palgrave Macmillan
Review Posted Online: May 31, 2014
Kirkus Reviews Issue: June 15, 2014
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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