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When St. Louis-based Emerson began developing a presence in China in the late 1970s, there was no clear-cut formula for success. It was catch-as-catch-can in a new frontier, said Sara Yang Bosco, president of the company's Asia Pacific division. Few American corporations were authorized to do business in the country, and those that were could only interact with government-sanctioned Chinese companies, not necessarily the end users of their products. Despite these challenges and others ranging from limited air travel to steep cultural and language barriers, the industrial engineering-and-technology company was willing to stake a claim on the promise of what proved to be a burgeoning and profitable market.
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