Strategize Blue Blog

Archive for May, 2010

Today’s Business World: Opportunities in Battered European Stocks

Friday, May 28th, 2010

Article by Business Week

Investment managers tell Businessweek.com where they’re finding the best bargains. One focus: companies with large exposure to emerging markets. The European stock market has become a textbook example of how investors can throw the baby out with the bathwater during times of excessive fear of an economic disaster. True, the euro’s value has fallen 10 percent since its recent peak on Apr. 14, and the sovereign debt of Greece was downgraded to junk by Standard & Poor’s, raising concerns about possible defaults in other countries. But many portfolio managers continue to see opportunity in Europe. A key reason: a competitive advantage for European exports due to currency weakness.

 

“I think the world GDP growth trend is intact,” says Dean Tenerelli, who manages the $685 million T. Rowe Price European Stock Fund (PRESX). “I think it’s a time to be looking [for oversold stocks] and a time to be buying.” He suggests searching for companies in economies farther from the center of the sovereign debt crisis and making distinctions between those likely to make the most and least severe fiscal budget cuts. Italy has a smaller fiscal deficit than either Ireland or Spain, for example, so it will probably have less cost-cutting—with a less pronounced impact on economic growth.

 

A key feature when looking for stocks to buy: ample exposure to growth markets outside of Europe, particularly emerging markets. Consider this: At a time when European households are likely girding up for major cutbacks in government services and other austerity measures that will have to be imposed to pay for the European Central Bank’s $1 trillion rescue package for Greece, demand for luxury goods made by LVMH Moët Hennessy (LVMUY) is up more than 10 percent in China, says Wendy Trevisani, manager of the Thornburg International Value Fund (TGVAX). Forty percent to 50 percent of the $20 billion fund is European-based, excluding the United Kingdom.

 

China is a desirable end-market these days not only because of its burgeoning middle class, hungry for wines, leather goods, watches, and jewelry and cosmetics, but because its currency’s tie to the U.S. dollar makes for relatively low currency volatility and more predictable revenues.

Health-Care Picks

 

Health-care companies also have broad exposure to still-robust foreign markets. Trevisani recommends Novo Nordisk (NVO), a global manufacturer of diabetes treatments and hormone replacement therapy that’s based in Denmark. The company generated 66 percent of its sales outside of Europe in the fourth quarter of 2009 and has leading market share in emerging markets and some dollar-based economies. She also likes Fresenius Medical Care (FMS), a manufacturer of dialysis products and services with clinics throughout the world.

 

Trevisani prefers to buy stocks on local European exchanges where there’s greater liquidity, but all of the stocks she buys have American depositary receipts on U.S. exchanges.

 

The market volatility of the last month has created “an opportunity to add to names we like, selectively, depending on how much stocks have sold off,” says Clas Olsson, senior portfolio manager of the $740 million Invesco European Growth Fund (AEDAX). “We’re bottom-up pickers, not macro guys,” he says. “We don’t know what’s going to happen to the euro or the European Union, [but] we tend to own companies that have earnings outside of the euro zone.”

Olsson likes companies leveraged to faster-growing economies, such as Brazil. Anheuser-Busch InBev (BUD) fits the bill, not only because it’s now run by Brazilians but for its significant exposure to emerging markets. He added BMW (BMW:GR) to his portfolio late last year not for the currency benefits that he clearly recognized but due to product innovation and the progress being made in restructuring the company.

 

Benefiting from a Weaker Euro

David Nadel, co-manager with Chuck Royce of the Royce European Smaller Companies Fund (RISCX), has been skeptical toward the euro—and paper currencies in general—for a long time and has been investing in European manufacturers whose exports benefit from a weaker euro. It’s a mistake to view these companies as Europe-centric, he believes, since so little of their sales come from Europe. He also likes precious metals producers, which benefit from weak currencies, inflation concerns, and weak faith in governments.

 

One reason that European stocks are under so much pressure is that investors have yet to see proof of higher exports on the back of the euro, which began to weaken after first-quarter financial results had been reported. Once second-quarter earnings come out, the market will be able to distinguish well-positioned exporters from companies that aren’t getting a lift and shares of the former group should begin to appreciate, says Nadel.

 

While some fund managers are trusting only large blue chips, Nadel sees the European market as especially attractive due to the lack of a long-term commitment among portfolio managers there to small-cap stocks. That’s in contrast to the U.S. where the Russell 2000 index and a small army of disciplined fund managers who focus on small-caps ensure demand for lesser-known stocks. “In Europe, most fund managers are multi-cap and they tend to use small-caps only for [market momentum],” he says. “When things turn sour, they race out of small-caps, which causes a lot of volatility and that creates opportunities for us” to buy stocks at big discounts. During the 2008 market sell-off, European small-caps were hurt much more than U.S. small-caps because of the lack of support from disciplined investors, he adds.

 

Nadel likes manufacturers with long operating histories that have survived multiple business cycles and have strong management teams. He prefers them to investing directly in emerging economies where companies have much shorter operating track records. His picks include Semperit (SEW:GR), an Austrian manufacturer of specialized rubber products like handrails on escalators and on moving sidewalks in airports whose sales are being driven by infrastructure spending in developing economies. He also likes Mayr-Melnhof Karton (MYM:GR), a leading maker of recycled carton board used in cereal boxes and cigarette packaging, much of whose sales are in the Middle East and North Africa.

 

Wary of Most Financials

T. Rowe Price’s Tenerelli also feels more comfortable buying shares of companies that are exposed to the industrial cycle and world GDP growth, and that sell into emerging markets and the U.S. He’s still wary of most financial stocks, even though he concedes that many may be temporarily oversold and due for a bounce. Any GDP downgrades will have an adverse impact on banks, which are geared to GDP growth, he says.

A Peak Into the Guru’s Mind: Future Energy

Thursday, May 20th, 2010

International best-selling Blue Ocean Strategy authors, W. Chan Kim and Renee Mauborgne have been recognized amongst the brightest business thinkers and strategy gurus. Blue Ocean Strategy: How to Make Create Uncontested Market Space and Make the Competition Irrelevant has sold over 2 million copies and has been published in 42 languages, breaking Harvard Business School Press’ historical record of most foreign language translations ever achieved. Kim and Mauborgne co-founded the Blue Ocean Strategy Network, a global community of practices on the Blue Ocean Strategy family of concepts created. The Observer called Kim and Mauborgne, “The next big gurus to hit the business world.”

By 2050, about two billion vehicles will be traveling the world’s roads, compared to 750 million today.

Future Energy, authored by Bill Paul and published by John Wiley & Sons in 2007, focuses on the economics and politics of the oil and energy fields. Paul analyzes the importance of alternative energy and how the new oil industry will change people, politics and portfolios.

In Paul’s book he states there are about 3.4 million Americans that spend more than 90 minutes daily commuting by car. The increasing reliance on motor vehicles as transportation and oil consumption the worldwide demand for oil will soon outstrip supply. While oil companies, environmentalists and politicians have hindered the development of fuel alternatives the development of alternatives to oil will produce new investment opportunities, especially in energy technology and biofuels.

Currently, about 55% of gasoline’s retail price is connected to crude oil prices, but refining, marketing and profits account for the remainder. The price of oil has drastically risen over the past several years and the U.S up-to-date has not had a coherent energy policy and the failure is bipartisan.

Thinking ahead, tthe liquid alternatives to oil are biofuels and unconventional fossil fuels. Biobutanol might become the world’s predominant biofuel and tradable gasoline rights could encourage households to reduce their energy consumption.

The future of the oil industry is now more relevant than ever and the need for the development of alternative energy will be sure change people, politics and portfolios.

 

 

Blue Ocean Strategy & Innovation in the World Today: Innovator Marthin De Beer

Tuesday, May 18th, 2010

Image by google

Innovation has often been seen as a random experimental process. Blue Ocean Strategy challenges traditional innovation theories and offers systematic methodologies for creating blue oceans of uncontested market space and highly profitable growth. Blue Ocean Strategy challenges traditional innovation beliefs that innovation is trial and error must be done by an entrepreneur and opportunities and risks come together. Blue Ocean Strategy in contrast, offers analytical tools and frameworks that help organizations minimize risks while maximizing opportunities to achieve profitable growth.

Article by Business Week

 

Cisco “telepresence” chief Marthin De Beer is trying to build seven more billion-dollar business units

Back in 2006, Cisco Systems (CSCO) CEO John Chambers asked Marthin De Beer to give up a successful 1,500-person business making office phones and start a two-person Emerging Technologies Group. The South African native at first felt deflated. He shouldn’t have. Though Cisco was buying startups left and right, it hadn’t developed a sizeable new business on its own since its original Internet router business in the 1980s and 1990s. Chambers wanted De Beer to rekindle the company’s ability to create innovations from scratch.

 

De Beer’s first in-house technology initiative, Cisco’s videoconferencing business, is on pace to bring in $175 million in sales a year. That revenue came from high-end “telepresence” systems that make you feel as if you’re in the room with people wherever they may be—a far cry from the low-res, hard-to-use videoconferencing gear that had given the industry a bad name for decades. “Cisco has elevated the world’s awareness of videoconferencing,” says Wainhouse Research analyst Andrew Davis.

 

Soon after he agreed to take the job, De Beer recruited a team of video experts and told them to spare no expense to create a high-def, low-pain experience. To maintain a startup-like zeal, he kept the project sequestered from Cisco’s engineering and sales bureaucracies, but took advantage of the company’s promotional muscle. Telepresence showed up as a product placement in TV shows such as 24.

 

Building on De Beer’s work, Cisco spent $3.2 billion to acquire Norwegian videoconferencing market leader Tandberg, which had $900 million in revenue last year. Now, De Beer dreams of making videoconferencing as widely available as e-mail. By Christmas, he vows, Cisco will be selling gear that lets anyone with an HDTV set join a telepresence session from their living room.

 

De Beer says he has five other projects under way that could one day bring in more than $1 billion a year, such as digital billboards and facial-recognition security systems. “Telepresence is the first proof point that we can take an idea and turn it into a very big, very profitable business,” says De Beer. None of his other initiatives are anywhere near 10 digits in sales. If De Beer repeats the success he had with videoconferencing, investors may even begin to think of Cisco as a growth company again.

 

IMPACT

Telepresence unit went from zero to $175 million in sales in four years

 

BACKGROUND

Grew up in South Africa. Studied at University of Pretoria

 

PERSONAL MOTTO

“Never be too proud to backtrack”

 

Strategize Blue Events: G2 Growing of Giants

Monday, May 17th, 2010

Strategize Blue is a leading Blue Ocean Strategy training and consulting firm based in San Diego, California. Strategize Blue helps companies understand, formulate and execute Blue Ocean Strategy and is powered by Dr. Zunaira Munir, Founder and Managing Director of Strategize Blue and senior member of the Global Blue Ocean Strategy Network. Blue Ocean Strategy is a proven system for making competition irrelevant by creating new market spaces through simultaneous achievement of differentiation and low cost. Strategize Blue can companies systematically maximize opportunity and minimize risk to create a profitable market space where your company’s competition becomes irrelevant.

Dr. Zunaira Munir will be a featured keynote speaker for G2’s annual Growing of Giants gathering scheduled for May 19-23 at Stanford University in Palo Alto. Dr. Munir is scheduled to speak on Saturday, May 22nd. Featured speakers include Marc Rousso, President and co-founder of JayMarc Development, and Howard Behar, former president of Starbucks Coffee Company North America and Starbucks Coffee International.

What is G2?

 

G2 is a unique group of 60+ entrepreneurs dedicated to the lifelong pursuit of personal and professional growth and support. All are graduatess of MT/EO Entrepreneural Masters Program. G2 meets annually at a different location around the world to share experiences, learn from each other and interact with industry and topic experts.

 

To learn more about G2 and the Growing of Giants event: please contact marc@jamarcdevelopment.com

 

Blue Ocean Strategy & Innovation in the World Today: How Health Care Plans Can Accelerate Innovation

Friday, May 14th, 2010

Innovation has often been seen as a random experimental process. Blue Ocean Strategy challenges traditional innovation theories and offers systematic methodologies for creating blue oceans of uncontested market space and highly profitable growth. Blue Ocean Strategy challenges traditional innovation beliefs that innovation is trial and error must be done by an entrepreneur and opportunities and risks come together. Blue Ocean Strategy in contrast, offers analytical tools and frameworks that help organizations minimize risks while maximizing opportunities to achieve profitable growth.

Article by Harvard Busienss Review via Business Week

“The future is already here—it’s just unevenly distributed.” So says sci-fi writer William Gibson. Nowhere is that more true than in health care, which exhibits both pockets of stunning innovation and ghettos of mediocre performance.

The Harvard Business Review points out that innovation is a megatrend in health care. However, the rate at which innovations are being translated into actual improvements is agonizingly slow—a frustrating problem that dates back to the world’s first controlled clinical trial in 1754. It proved that lemons prevented sailors from getting scurvy, but it then took another 41 years for a navy to act on the results. Wind the clock forward to today, and 15 years or so after e-mail became common, it turns out that most patients still can’t communicate with their doctors that way.

That slowness to adopt new technologies and new ways of working partly explains health care’s cost problem. U.S. government data, for example, suggest that hospital productivity gains have been “small or negligible” over the past quarter century. (See the CMS Chief Actuary’s report of April 22, 2010 on the Patient Protection and Affordable Care Act, and this article.) Why is this? Three of the many reasons often suggested are:

The labor intensive nature of health care. The hands-on aspects of health care are sometimes said to prevent the kind of productivity gains seen elsewhere in the economy. (Economist William Baumol first identified this problem, pointing out by analogy that it takes the same number of musicians to play a Beethoven string quartet today as it did in the 1800s.)

Failure to spread organizational innovation. Information on new clinical treatments spreads across the world quite fast; research on a new cardiac procedure in this week’s New England Journal of Medicine will quickly be seen in Tokyo and London, not just Boston. But information on better ways of organizing the cardiology clinic in which that treatment might be provided does not get shared as widely, or acted on as quickly. Unlike in other industries—say auto or retail—these kinds of improvement opportunities often go unnoticed. That, in turn, is partly because of…

Barriers to new entrants in care delivery. Consolidation among care providers and barriers to entry for new hospitals mean that health-care delivery mostly relies on incumbents doing a bit better, as opposed to step changes in productivity from new entrants. Yet in the rest of the economy, new entrants unleash perhaps 20% to 40% of overall productivity advances.

So are the policy pessimists right that health systems are structurally incapable of rapid transformation? Or are the techno-optimists right that ‘disruptive megatrends’ will inexorably displace older, less effective modes of care? My take is neither is right. It’s certainly possible to do much better, but there’s nothing inevitable about it.

So, what will it take to get us there—and more specifically, how can health plans (i.e., the payers and health insurers) help? From my perspective, another megatrend in health care will be the changing role of health plans as they play a more active role in improving outcomes and reducing costs.

Here are some of the elements we need:

Increasingly, health plans should look to become ‘care system animators’ and not merely risk aggregators and transactional processors. Using their population health data, their information on clinical performance, their technology platforms, and their ability to structure consumer and provider-facing incentives, health plans have enormous potential to help improve health and the quality, appropriateness and efficiency of care. At UnitedHealth Group, our new Diabetes Health Plan, new telemedicine program, new eSync technology, and work on new models of primary care are all examples of what this can mean in practice.

Health plans should act as change agents, partnering with others to bring good ideas to scale. A recent example: about a quarter of Americans are either diabetic or pre-diabetic, and some years ago government research funded by the National Institutes of Health and the Centers for Disease Control and Prevention (CDC) demonstrated, through the success of a pilot initiative to help people with pre-diabetes lose weight, that even a 5% reduction can reduce their chances of developing diabetes by almost 60%. If this intervention were a drug, it would have flown through the Food and Drug Administration and would now be in mainstream use. But instead, it was an organizational innovation, in which at-risk individuals were encouraged to complete an evidence-based program involving coaching, exercise, and lifestyle modification. So despite its potential, very little was done within the health-care system to scale the program and offer it more widely. That has now changed, thanks to a new partnership between the CDC, YMCA of the USA, UnitedHealth Group, and Walgreens, which has begun rolling the program out across the country.

Of course, unleashing the sort of transformation our health care system needs will take patience, persistence, and partnership. But done right, we have every reason to think we can indeed improve outcomes and access while also tackling costs. Forward-thinking and progressive health plans have an important responsibility and opportunity to help lead that effort.

 

 

A Peak Into the Guru’s Mind: The Well-Timed Strategy

Wednesday, May 12th, 2010

International best-selling Blue Ocean Strategy authors, W. Chan Kim and Renee Mauborgne have been recognized amongst the brightest business thinkers and strategy gurus. Blue Ocean Strategy: How to Make Create Uncontested Market Space and Make the Competition Irrelevant has sold over 2 million copies and has been published in 42 languages, breaking Harvard Business School Press’ historical record of most foreign language translations ever achieved. Kim and Mauborgne co-founded the Blue Ocean Strategy Network, a global community of practices on the Blue Ocean Strategy family of concepts created. The Observer called Kim and Mauborgne, “The next big gurus to hit the business world.”

Peter Navarro’s book, “The Well-Timed Strategy Managing the Business Cycle for Competitive Advantage,” published by Wharton School Publishing in 2006 states that timing is everything; especially in the business cycle. By failing to manage the business cycle correctly, many managers take austerity measures when they should spend, and spend lavishly when they should cut back. Navarro believes that managing is something like investing – it is important not to go with the crowd. In recessions, advertise and look to hire new people. In contrast, during booms, do not get swept away, expect bad times ahead and stay lean. Keeping a close eye on the yield curve and the stock market can lead to clues for the future. But, not all risks are cyclical. Unexpected outside factors from terrorist attacks to natural disasters can make cycles better or worse. It is important to recognize that price elasticity is not a constant, but rather changes at different points in the business cycle. Furthermore, remove the threat of adverse foreign-exchange and commodity-price moves by strategic hedging. Peter Navarro’s insight in “The Well-Time Strategy Managing the Business Cycle for Competitive Advantage” encourages readers to diversify to reduce business cycle risk.  

 

 

Blue Ocean Strategy & Innovation in the World Today: America’s Green Innovation Problem

Monday, May 10th, 2010

America's Green Innovation Problem

Innovation has often been seen as a random experimental process. Blue Ocean Strategy challenges traditional innovation theories and offers systematic methodologies for creating blue oceans of uncontested market space and highly profitable growth. Blue Ocean Strategy challenges traditional innovation beliefs that innovation is trial and error must be done by an entrepreneur and opportunities and risks come together. Blue Ocean Strategy in contrast, offers analytical tools and frameworks that help organizations minimize risks while maximizing opportunities to achieve profitable growth.

Image and Article by Business Week.

 

As clean energy technology has globalized, innovation has followed. Government officials need to pay attention.

As has been widely reported, U.S. company Applied Materials (AMAT), the world’s biggest manufacturer of equipment used to make solar cells, recently decided to construct the world’s largest, most advanced nongovernment solar energy research and development facility in Xian, China. Applied Materials also relocated its chief technology officer, Mark Pinto, to China—the first such case of a top U.S. technology executive moving there.

According to Pinto, researchers in the U.S. and Europe must be willing to move to China if they want to do cutting-edge work on solar manufacturing research. Thus, unlike most R&D in developing markets—adapting products to meet local needs—China’s growing clean energy market is cultivating the sector’s most advanced R&D.

Applied Materials is not alone. IBM has announced it will invest $40 million to create the company’s first “energy-and-utilities-solution lab” to develop innovative new technologies for smart grid and other applications. The new lab will also be located in China. These decisions suggest that investment is starting to flow not just to low-cost manufacturing in China, but to high-value R&D as well, threatening the U.S.’s historical “comparative advantage” in innovation.

We shouldn’t be surprised at these developments. They represent a trend that has been going on for at least a decade. Such other U.S. companies as GM, Dow Chemical (DOW) and Intel (INTC)have constructed high-tech research labs in China. According to Chinese government statistics, there are now 750 foreign-funded R&D centers in China—up from 50 in 1997. In comparison, the decade from 1995 saw the share of corporate R&D sites in the U.S. decline from 59 percent to 52 percent, with the share in China and India increasing from 8 percent, to 18 percent, according to a 2006 report by Booz Allen Hamilton and INSEAD. Overall, as we pointed out in the February 2009 Information Technology & Innovation Foundation report ”The Atlantic Century” the U.S. no longer leads the world in innovation-based competitiveness. The country ranks sixth—behind such nations as Singapore, South Korea, and Sweden—and it ranked last among 40 nations in progress on innovation and competitiveness in the most recent decade. China placed first.

 

 

Blue Ocean Strategy Concepts: How Does Blue Ocean Strategy Fundamentally Differ from Competition Based Strategies?

Friday, May 7th, 2010

Blue Ocean Strategy is a systematic process for making the competition irrelevant through the simultaneous pursuit of differentiation and low cost. Blue Ocean Strategy tools and frameworks include the strategy canvas, value curve, four actions framework, six paths framework, buyer experience cycle, buyer utility map and the blue ocean index. The three key conceptual building blocks of Blue Ocean Strategy are value innovation, tipping point leadership and fair process. As an integrated approach to strategy Blue Ocean Strategy requires organizations to develop and align the three strategy propositions: value proposition, profit proposition and people proposition.  

Red ocean strategy assumes that an industry’s structural conditions are given and that firms are forced to compete within a finite market space. Taking market structure as given, companies are driven to try to carve out a defensible position against the competition in the existing industry terrain. To sustain themselves in the marketplace, practitioners of red ocean strategy focus on building advantages over the competition, usually by assessing what competitors do and striving to do it better. Here, grabbing a bigger share of the market is seen as a zero-sum game in which one company’s gain is achieved at another company’s loss. Hence, competition, the supply side of the equation, becomes the defining variable of strategy.

Such strategic thinking leads firms to divide industries into attractive and unattractive ones and to decide accordingly whether or not to enter. After it is in an industry, a firm chooses a distinctive cost or differentiation position. Here, cost and value are seen as trade-offs. Because the total profit level of the industry is also determined exogenously by structural factors, firms principally seek to capture and redistribute wealth instead of creating wealth. They focus on dividing up the red ocean, where growth is increasingly limited. Under blue ocean strategy, however, the strategic challenge looks very different. Recognizing that structure and market boundaries exist only in managers’ minds, practitioners who hold this view do not let existing market structures limit their thinking. To them, extra demand is out there, largely untapped. The crux of the problem is how to create it. This, in turn, requires a shift of attention from supply to demand, from a focus on competing to a focus on value innovation—that is, the creation of innovative value to unlock new demand. This is achieved via the simultaneous pursuit of differentiation and low-cost.  Under blue ocean strategy, there is scarcely an attractive or unattractive industry per se because the level of industry attractiveness can be altered through companies’ conscientious efforts. As market structure is changed by breaking the value/cost tradeoff, so are the rules of the game. Competition in the old game is therefore rendered irrelevant. By expanding the demand side of the economy new wealth is created. Such a strategy therefore allows firms to largely play a non–zero-sum game, with high payoff possibilities.

 

Above all, blue ocean strategy is about risk minimization and not about risk taking. Of course, there is no such thing as a riskless strategy. Any strategy, whether red or blue, will always involve risk. Nonetheless, when it comes to venturing beyond the red ocean to create and capture blue oceans there are six key risks companies face: search risk, planning risk, scope risk, business model risk, organizational risk, and management risk. The first four risks revolve around strategy formulation, and the latter two around strategy execution. 

Blue Ocean Strategy & Innovation in the World Today: The Most Innovative Companies 2010

Monday, May 3rd, 2010

Innovation has often been seen as a random experimental process. Blue Ocean Strategy challenges traditional innovation theories and offers systematic methodologies for creating blue oceans of uncontested market space and highly profitable growth. BOS challenges traditional innovation beliefs that innovation is trial and error, must be done by an entrepreneur and opportunities and risks come together. BOS in contrast, offers analytical tools and frameworks that help organizations minimize risks while maximizing opportunities to achieve profitable growth.

The 50 Most Innovative Companies by  Business Week

 

In the past decade, as the U.S. was losing an estimated 2.4 million factory jobs to China, the Economic Policy Institute and other research organizations identified an alarming trend—alarming to Westerners, at least. The factories of South Korea, Taiwan, and China were making their way up the global value chain, from the sneakers, toys, and T-shirts they had produced in earlier years to personal computers, consumer electronics gear, household appliances, and even cars. For the West, the silver lining was this: Asia’s high-tech products were still generally regarded as inferior knockoffs of items designed in the U.S. and other so-called knowledge economies. China may have been the biggest worry, but as author Ted C. Fishman argued in his 2005 book, China Inc., it possessed a factory culture—it could imitate but not innovate.

 

If Asia ever did figure out how to design cutting-edge products comparable to those dreamed up in the West, however, the one-two punch of high-value research and development and low-cost manufacturing would make it almost unbeatable in the battle for global economic supremacy.

 

The battle is on. In the 2010 Bloomberg BusinessWeek annual rankings of Most Innovative Companies, 15 of the Top 50 are Asian—up from just five in 2006. In fact, for the first time since the rankings began in 2005, the majority of corporations in the Top 25 are based outside the U.S. Asia’s newfound confidence is turning up everywhere you look, from wind turbines to high-speed bullet trains, just two of the technologies China is trying to export to the U.S. “We are the most advanced in many fields,” Zheng Jian, director of high-speed rail at China’s railway ministry, told The New York Times in April. “And we are willing to share with the U.S.” The U.S., of course, still has its innovators. Apple (AAPL) remains No. 1, followed by perennial first runner-up Google (GOOG). But just ahead of General Electric (GE) in seventh and eighth places are newcomers LG Electronics of South Korea and BYD, with Korea’s Hyundai Motor claiming a spot at 22.

 

The extended Top 50 list is dominated by companies from Europe, Asia, and, in another first, South America (Petrobrás (PBR) of Brazil at No. 41). China’s rise is biggest. A year ago its only representative was PC-maker Lenovo Group (LNVGY), at 46. This year Greater China is tied with Asia’s postwar powerhouse, Japan, thanks to showings by BYD, Haier Electronics (27), Lenovo (29), China Mobile (CHL) (44), and Taiwan-based HTC (47). The age of Asian innovation has begun.


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