In 2014, Alibaba Group (Alibaba), the largest e-commerce platform operator in China, boasted in its New York Stock Exchange prospectus about its e-commerce ecosystem, which was being built over time. Alibaba’s chairman and chief executive officer declared that the company’s mission was to “make it easy to do business anywhere.” However, the ecosystem, which was well suited for people’s Internet habits of the past, would not likely be up-to-date in the mobile age, when browsing for information no longer posed a problem and people became fascinated by mobile apps that provided practical and entertaining services. Internet traffic, representing people’s attention, started to take on a new pattern. Having thrived on pooling Internet traffic by displaying a huge variety of merchandise on its platform, Alibaba could not afford to now lose Internet traffic to countless customized small apps.

In 2014, Alibaba Group (Alibaba), the largest e-commerce platform operator in China, boasted in its New York Stock Exchange prospectus about its e-commerce ecosystem, which was being built over time. Alibaba's chairman and chief executive officer declared that the company's mission was to "make it easy to do business anywhere." However, the ecosystem, which was well suited for people's Internet habits of the past, would not likely be up-to-date in the mobile age, when browsing for information no longer posed a problem and people became fascinated by mobile apps that provided practical and entertaining services. Internet traffic, representing people's attention, started to take on a new pattern. Having thrived on pooling Internet traffic by displaying a huge variety of merchandise on its platform, Alibaba could not afford to now lose Internet traffic to countless customized small apps.

Growth management is a challenging but critical corporate strategy facing the fast economic growth in emerging markets. An overemphasis on growth would lead to the growth fetish, where growth is unqualified and seen as an end in itself. By examining the performance of 105,260 firms in key sectors of Brazil, Russia, India, and China (BRIC) from 2002 to 2011, this study presents quantitative evidence that supports a profit-oriented strategy as a more effective path to sustained profitable growth in emerging markets. To further support this argument, this study also provides qualitative evidence of a group of 70 sustained high-performing firms that are superior to their peers (the top 500 private companies in each of the BRIC countries) in terms of profit, growth, market share, and efficiency over a 10-year period. The study shows that sustained profitable growth requires qualified sales growth (i.e., organic growth), competence-based and competence-enhancing growth, and continuous product diversification.

This is an MIT Sloan Management Review article. The place of multinational corporations (MNCs) in China has rapidly changed since the 1970s. No longer expected to bring cash and management expertise to China, argues that MNCs have taken on a new role as teachers and role models. However, recent high-profile mistakes, including a McDonald's Corp. (Oak Brook, Illinois) ad that over 80% of Chinese surveyed found offensive, show that MNCs are not entirely up to this task. Illustrates the consequences of this inability to cope and suggests eight strategies for improving MNC's success in China: think local--act global, don't apply double standards, don't bend the rules, avoid making "symbolic" acquisitions, avoid employing aggressive tactics over intellectual property rights, guard against management insensitivity, don't "strip mine" profits, and don't use China as a lab. Shows how these strategies can be executed to increase MNC's profits and standing in China.