November 2008 | Business Management Review
"Green Money" -- Reaping the Financial Rewards of a Sound Environmental Strategy / by Dr. Thierry Delmarcelle

Leading companies in the world do no longer satisfy themselves with merely complying with environmental regulations; rather they use environmental strategies to create new sources of business value such as innovative products, more energy efficient or cleaner production processes, new business models, higher brand premium or other forms of new competitive advantages. These "environmental leaders" are "beyond eco-compliance" and "into eco-advantage."

Enterprises in China still often view economic growth and environment protection as intrinsically conflicting objectives. Fortunately, several forward looking Chinese companies are emerging as environmental leaders animated with the firm belief that enormous business value can be created with environmental value, not in spite of it. These companies tend to be more innovative and entrepreneurial than their competitors. However, implementing a green strategy poses several difficult challenges.
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November 2008 | Fortune China
Green Gold / by Siu Fung Chan

There is no doubt that environmental sustainability interests are widely shared in China and globally. For companies that can spot and act on green gold opportunities, they are bound to not only reap a bundle of financial rewards, but also build competitive advantages. For investors, the green gold opportunities are new investment frontiers with both attractive returns and the chance to exercise their stakeholder influences to make the world a better place for all.
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November 2008 | Fortune
"Navigating Uncertain Waters" - Key Lessons from China's Pharma Industry / By Torsten Stocker, Bruce Liu

Every industry has its uncertainties, be they about expected demand, potential changes to input costs or the likely actions of competitors, not to mention the outlook for the macro-economic environment. This is particularly true for emerging markets such as China, where the pace and direction of change are much faster and more radical than in more mature environments.

One sector that stands out for its degree of uncertainty even in China is arguably the pharmaceutical industry, and many pharmaceutical companies question whether there is much value in strategy and planning at all in this environment. At the same time, leading companies are pursuing strategies that have a clear focus and direction, while with built-in flexibility so they evolve with the market. As a result, they managed to navigate through the uncertainties and steer towards success. How they achieve this provides useful lessons for other industries.
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October 2008 | Fortune China
Unlocking M&A Value during Due Diligence / by Torsten Stocker, Bruce Liu

Most M&A deals have strong rationales, but few achieved the desired objectives. The reasons can be many-fold: revenue synergies have been over estimated, cost savings are difficult to implement, company cultures are incompatible, and post merger integration long and treacherous...

Many of these issues should have been taken into account during the due diligence, which should be treated not only as 'health check' of the company, but as an opportunity to lay the foundation for post-acquisition value creation. It therefore needs to include commercial and operational aspects in addition to the financial ones...
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