Companies no longer operate in a space that solely relies on “impressions” to show results. Rather, the kind of work they do today lies at the intersection of digital, marketing, research and analytics, allowing communications to bring real business impact to brands by tailoring campaigns, messaging and strategy to speak directly to target consumers.

Technology has played an almost central role in broadening one’s ability to achieve this, integrating communications more cohesively with digital and data and introducing disruptive trends such as AI, VR, AR and voice recognition to better appeal to, surprise and engage the predominantly mobile-first Chinese audiences. In fact, R3’s fifth annual survey of agencies in China revealed that more than half of the marketers and communications leaders interviewed were involved in some form of social communications, event/BTL marketing, advertising and digital marketing. This business landscape makes it increasingly important for consultancies to challenge the traditional agency model and pursue a more integrated and flexible form of communications.

Just last year at Ruder Finn China, the company began adopting a new Integrated Marketing Communications approach in all its client engagements, offering a complete arc of strategy, web, digital, online, media, social media and advertising capabilities. Teams now reflect a combination of integrated skills, expertise and resources that enable it to respond quickly to up-and-coming trends, leverage channels, devices and platforms trusted by consumers, and, most importantly, ensure that the company delivers creative, data-driven work for its clients.

When it comes to building strong teams, however, the industry needs more than just diverse skillsets; it also demands diversity in opinions and perspectives in the workplace. This means having more women in the room, in management and at the executive table, breaking barriers, leading decisions and driving the industry forward. Business performance today also supports the idea that having a diverse leadership results in more positive business outcomes.

A 2018 report by McKinsey found that companies in Asia-Pacific that were in the top quarter for gender diversity on their executive teams were 21% more likely to achieve above-average profitability. In the communications industry, where women oftentimes make up the majority of the workforce, the major challenge is ensuring women in the workplace are given equal opportunity and support to advance to the most senior positions.

Currently, the global CEO of Ruder Finn, Kathy Bloomgarden, and Elan Shou, as Regional Director of Ruder Finn Asia, are both women. In the company’s Hong Kong office, for example, its account leads and General Manager are also women. Gender diversity is a core part of the Ruder Finn DNA.

As the group continues to strengthen its operations in China and across Asia-Pacific, empowering its teams and creating workplace environments that cater to the growth of both women and men remain as top priorities so that it would be able to charge ahead as a more inclusive, intuitive and successful business.

www.ruderfinn.com
www.ruderfinnasia.com

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Mobility

Approximately seventy percent of light-weight modern automotive vehicles are made from resins.

Polypropylene compounds, Ethylene-Propylene Terpolymer (MITSUI EPT™), Adhesive polyolefin (ADMER™), Thermoplastic olefinic elastomer (MILASTOMER™) and other engineering plastics continue to make vehicles lighter and tougher.

Health care

Mitsui Chemicals’ eye-glass lenses focus on vision correction and eye protection through the use of ultra-violate (UV) blocking polymers.

Food and packaging

Mitsui Chemicals solutions eliminate food waste and greatly advance food safety and security. The company’s multi-layered packaging films employ a ‘gas barrier’ effect to make food last longer.

www.mitsuichem.com
mccn.mitsuichemicals.cn

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After the establishment of the People’s Republic of China in 1949, it changed its name to the People’s Culture Palace with the garden used as a sports field. From the end of 1970s, the building was renamed the Jing Jiang Club. In 1985, a renovation project began to create the Okura Garden Hotel Shanghai with the cooperation of the Shanghai government and with 100 percent investment by Nomura China Investment Co. On March 20, 1990, the Okura Garden Hotel Shanghai opened under a 30- year lease. The new tower with its elegant guestroom facilities successfully merges with the old building and incorporates the hotel lobby, Coffee Shop Rose, Cocktail Lounge Oasis, function rooms and business center.

Over the years, the hotel has welcomed countless official state visitors, distinguished guests and business leaders and gained a reputation as a trustworthy hotel where guests feel welcome and are served with respect and dignity. Hotel employees are well versed in several languages and many speak Japanese and English. The hotel has been a center of the Japanese business community and many Japanese companies were introduced to the art of doing business in China while they stayed in the hotel.

We thank all our guests for their patronage at Okura Garden Hotel Shanghai. As we celebrate our 30th anniversary, all of us at Okura are looking forward to welcoming guests for many years to come as we continue to provide them with our Best A.C.S. in China.

www.gardenhotelshanghai.com

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THE HISTORY OF THE BUILDING

• 1926: the building was constructed as the French Club.” Le Club Cercle Sportif “
• 1920’s ~ 1930’s: the building was used as the French Club
• 1940’s: the building was used by the U.S. Army and indoor swimming pool was built at the place of current Oasis Cocktail Lounge.
• After the establishment of the P.R. of China in 1949, the building was used as a People’s Culture Palace with the garden as a sports field.
• In 1959: The garden had some changes to match the use for leisurely walks and included the fountain.
• 1960’s and 1970’s: the building was vacant and guarded by the army.
• From the end of 1970’s: the building was renamed as Jing Jiang Club.
• 1985: a renovation project started to create the Okura Garden Hotel Shanghai.
• 1989: the renovation was finished
• 20 March 1990: The Okura Garden Hotel Shanghai officially opened, and the building joined the new tower to incorporate the hotel, lobby, function rooms, business center and Rose Coffee Shop.

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The “internet of things” is gaining traction. The digitalization of processes is well underway and the use of big data and artificial intelligence is yielding valuable insights needed to make business decisions.

Yokogawa’s ‘Synaptic Business Automation’ concept clearly expresses the company’s commitment to utilizing the latest information technologies. Decades of experience with plant management and industrial processes, portfolio of automation solutions and consulting expertise all help Yokogawa customers transform their businesses.

“Rapid industry changes, latest-edge technologies available to the market and worldwide sustainability initiatives such as COP21, IMO2020 and WBCSD are all making the business environment more complex,” said Kazuhiko Takeoka, Yokogawa chief executive in ASEAN Pacific and president and chief executive officer of Yokogawa China Co. “We see a convergence of the digital and physical worlds.”

Yokogawa’s OpreX brand enables the continuous creation of value underlying the Synaptic Business Automation concept and is comprised of OpreX Transformation, OpreX Control, OpreX Measurement, OpreX Execution and OpreX Lifecycle. Through OpreX, Yokogawa provides products, services and solutions that cover everything from business management to operations.

OpreX represents excellence in technology and solutions that Yokogawa cultivates through the co-creation of value with its customers.

Takeoka concluded: “In response to the United Nations’ call to achieve sustainable development goals by 2030, we are working to achieve net-zero emissions, transition to a circular economy and ensure the well-being of all by 2050 by helping to make the world a better place for future generations.”

www.yokogawa.com/cn

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“Growth is of vital importance in this business and we utilize advanced digital technologies to better respond to customer needs,” said Ito. “We are transforming our portfolio by creating new ‘service pillars’ and strengthening our internal human resource strategies by building a performance-focused organizational culture.”

Japanese investment into China is expected to remain steady over the next few years as the two countries continue to strengthen economic ties.

“If you love China as much as we do, you will be inspired to contribute to the country,” concluded Ito. “We see an increasing need for non-life insurance solutions including human resource accidental fees, natural disasters, cargo and property. Our success is based on our affinity for China and our desire to support the economy. We look forward to further developing the positive relationships MSIC has nurtured with clients in China as we share our passion for success.”

www.ms-ins.com.cn

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The company’s success is based on three core pillars — access to capital, a highly skilled workforce and close working relations with customers.

In a move to strengthen its relationships with customers in China, the company has expanded its operations and opened several offices in key industrial regions across the country. This has enabled Hirose Electric (China) Co. to close the distance between the company and customers.

In addition to offices in Shanghai, Shenzhen and Beijing that carry out marketing efforts across greater China, offices in Guangzhou, Chongqing and Changchun have enabled the company to work more closely with existing customers as well as reach out to new clients.

“We intend to strengthen our leading position and grow our business in the rapidly expanding Chinese electronics market,” said Kimura.

While North America and China address trade issues, Hirose Electric (China) Co. will develop its business in China and the region by challenging the competition and exploring opportunities in other markets.

“Despite growing competition from local Chinese companies, which are delivering high-quality, cost-competitive products and services, our strong reputation puts us in a position to develop our business,” said Kimura.

“Increased automotive production, especially of electric vehicles, is expected to drive the global automotive market over the next few years and in line with this, the future is bright for Hirose Electric (China) Co.”

www.hirose.com
www.hirose.com/cn

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“The Chinese economy and the country’s rapidly developing social environment are good for business,” said Takashi Nishimura, president of Asahi Beer (China) Investment Co.

“The premium beer market and the specialty beer market are both growing segments and we are in a strong position to simultaneously grow our business in China.”

The company acquired shares in Chinese breweries to better serve the local market and has helped advance the country’s beer industry. Today Asahi Beer (China) Investment Co. is focusing on Chinese ‘beer-likers’ and foreigners in the country.

“With more ‘beer-likers’ in China, restaurants and sports bars continue to attract clientele and our products are available to all our customers,” said Nishimura.

Having achieved success in China’s so-called first-tier cities such as Beijing and Shanghai, Asahi Beer (China) Investment Co. is reaching out to China’s untapped second-tier cities.

“We want to reach out to other cities across China as these represent a huge opportunity for us,” said Nishimura. “We recently opened a branch office in Chengdu, a representative office in Wuhan and intend to establish a presence in several key inland cities in the future.”

“As we expand our business, we are also driven to create an inspiring and trust-based work environment for our employees. As a Japanese company active in the Chinese market, we recognize the importance of the Japan- China partnership and we look forward to seeing this flourish in the future.”

www.asahibeer.com.cn

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China’s economic progress continues. The government of China has put forward a series of new visions for the future of the country including the “Healthy China 2030”, environmental protection policies and a drive to transform the electric vehicle market.

Simultaneously, the Chinese market and its corresponding consumption trends are changing rapidly; leisure and entertainment markets are growing significantly.

Within this changing environment, Yamaha Motor (China) Co. is facing new challenges. To remain an industry leader, the company is developing products and businesses within the so-called horizontal market, establishing the Yamaha Experience Center and strengthening its cooperation with key industry partners.

Creating exceptional value and contributing to society in a new era

In addition to providing products and services, the company is actively engaging in and supporting rugby, motorcycle, water vehicle and recreational off-highway vehicle sporting events.

Yamaha’s commitment to China will continue to follow the corporate philosophy of “creating value that surpasses customer expectations” and Yamaha will keep striving for further developments in this new era.

www.yamaha-motor.com
www.yamaha-motor.com.cn

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Today, the company focuses on the sales and service of precision measuring instruments and serves clients from a range of industries including automotive and information device manufacturing.

While the second half of 2018 saw slower growth in the automotive sector and other key industries in China, Sakata is confident that China’s automotive industry will recover in 2020.

“Expected growth in China’s automotive sector, due to increased demand for electric vehicles, will put us in a strong position to meet demand and win new clients,” shared Sakata.

Mitutoyo Measuring Instruments (Shanghai) Co. expects to continue to play a significant role in Mitutoyo Corp.’s global business.

“While China is known for its ability to mass-produce goods, Chinese companies are continuously improving their production quality,” said Sakata. “This is where our opportunity lies; to better serve clients as they improve their manufacturing standards and require our high-quality products and services. China’s ‘Made in China 2025’ policy will also provide opportunities for us as it drives exports from China to international markets.”

Mitutoyo Measuring Instruments (Shanghai) Co.’s talented workforce remains at the heart of the company’s success and employee retention remains high.

“We believe our employees directly influence our company’s ability to serve clients and grow,” stated Sakata.

In addition to investing in advanced employee training programs in China, the company organizes training for its employees at Mitutoyo Corp.’s headquarters in Japan.

“As we look forward, my responsibility will be to ensure the continued success of our business in China and prioritize the welfare of our highly valued and dedicated employees,” concluded Sakata.

www.mitutoyo.co.jp/eng
www.mitutoyo.com.cn

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