Research Report on the Selection of the Most Influential Multinationals in China for 2007
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报告目录
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Part I Overview of the Activity
I. Background
II. Scope
III. Characteristics
IV. Profile of Sponsors
Part II Introduction to the Study
I. Research Process
II. Selection Method
III. Evaluation Index System & Indexes for Different Evaluators
Table Evaluation Index System & Indexes for Different Evaluators
IV. Evaluation Index System & Composition of Index Weight
Table Composition of the Weight of L1 Indexes & L2 Indexes
Table Composition of the Weight of L1 Indexes & L2 Indexes in the Survey on General Residents
Table Composition of the Weight of L1 Indexes & L2 Indexes in the Survey on Business Executives
V. Formula for Calculating Influence
VI. Design of Quantitative Survey
(I) Quantitative Survey on General Residents
1. Survey Areas & Sample Size Design
2. Respondents
3. Sampling Methods
4. Survey Methods
5. Data processing
6. Notes on Weight
Table Weight Calculation Process & Result
(II) Quantitative Survey on Business Executives
1. Survey Areas
2. Respondents
3. Sample Size & Quotas
4. Sampling Methods
5. Survey Methods
6. Data processing
Part III Result of Selection
I. Lists of Candidate Enterprises & Lists of Most Influential Multinationals
Table List of China's Most Influential Multinationals for 2006 (Top 50)
Table List of Candidate Foreign Multinationals for 2007 (72 in all)
Table List of Candidate Chinese Multinationals for 2007 (8 in all)
II. Evaluation of the Most Influential Multinationals by the Public
Table Changes in the Ranking of Multinationals' Overall Influence Based on Comprehensive Evaluation by the Public
Table Comprehensive Evaluation of the Top 23 Multinationals by Different Groups
III. Final List of the Most Influential Multinationals & Performance of Multinationals on the List
Table 23 Multinationals' Scores in Various Stages
Table List of China's Most Influential Multinationals for 2007
Table List of China's Most Influential Multinationals for 2006
Figure Evaluation of the Elements of Microsoft's Influence
Figure Evaluation of the Elements of Coca-Cola's Influence
Figure Evaluation of the Elements of Nokia's Influence
Figure Evaluation of the Elements of Carrefour's Influence
Figure Evaluation of the Elements of Amway's Influence
Figure Evaluation of the Elements of KFC's Influence
Figure Evaluation of the Elements of Sony's Influence
Figure Evaluation of the Elements of BMW's Influence
Figure Evaluation of the Elements of Intel's Influence
Figure Evaluation of the Elements of Microsoft's Influence
Part IV Main Conclusions
Conclusion I: Influence of multinationals in China is becoming stable, and the performance of various sides gets more balanced
(I) Multinationals in China get 77.6 points on influence index; the score is stable, with bottleneck for breakthrough
Figure Comparison of the Influence Scores of Multinationals in China Based on Evaluation by Different Groups
Figure Comparison of the Influence Scores of Multinationals in China Based on Evaluation by Different Groups on L1 Indexes
Figure 2007 Influence Scores of Multinationals with Different Origins of Capital by External Image & Internal Management
(II) Efforts made by multinationals in China are generally recognized by the Chinese public, who praise multinationals' advanced technology and management、good pay and talent cultivation
Figure Aspects that the Chinese Public Think of First at the Mention of Multinationals
Figure Multinationals' Actions that Can Best Win the Chinese Public's Favor
Figure Percentage of the Chinese Public Who Think the Statement that "Multinationals Actively Participate in Public Welfare Activities such as Charity and Donation" Is True
Figure Percentage of the Chinese Public Who Think the Statement that "Multinationals Provide Quality Products to Make People's Lives Better" Is True
Figure Percentage of the Chinese Public Who Think the Statement that "Multinationals Increase Job Opportunities for People" Is True
Figure Percentage of the Chinese Public Who Think the Statement that "Multinationals Bring Advanced Technologies and Equipment for China" Is True
Figure Percentage of the Chinese Public Who Think the Statement that "Multinationals Cultivate Many Excellent People for China" Is True
(III) The most influential multinationals are dispersed among industries, mainly industries closely related to people's livelihood
Figure Changes in the Industry Distribution of the Top 23 Multinationals
Figure Comparison of the Times that Multinationals Rank First by L3 Indexes
Figure Multinationals with the Best Performance on L3 Indexes
Conclusion II: Enterprises' inherent factors and long-term mechanism take on greater importance; soft management holds an important position; enterprises' responsibilities and localization remain important factors used to measure enterprises' influence
(I) Enterprises' inherent factors take on greater importance; soft management holds an important position
Table Changes in the Elements of Multinationals' Influence as Evaluated by the Chinese Public
Figure Changes in the Elements of Multinationals' Influence as Evaluated by the Chinese Public
Table Comparison of Influence Scores of Multinationals in China as Evaluated by Different Groups on L2 Indexes
Figure Comparison of Influence Scores of Multinationals in China as Evaluated by Different Groups on L2 Indexes
(II) The Chinese public requires multinationals to work on core competitiveness and long-term management mechanism, and is less demanding on short-term emergency management measures such as crisis management.
Figure 2007 Evaluation of the Elements of Multinationals Influence by the Chinese Public
(III) The Chinese public attaches great importance to multinationals' social responsibility. Multinationals that actively repay the society with strict self-discipline gain greater respect from the Chinese public.
Table Changes in the Evaluation of Elements of Multinationals' Influence by the Chinese Public
Figure Percentage of the Chinese Public Who Think the Statement that "A Few Multinationals Give Bribes in China" Is True
Figure Percentage of the Chinese Public Who Think the Statement that "Many Multinationals Have Double Standards for Environmental Protection in Their Home Countries and China, Becoming Large Pollution Sources in China" Is True
Figure The Chinese Public' Attitude toward the "Degree to Which Pollution Is Caused by Multinationals"
Figure Percentage of the Chinese Public Who Think the Statement that "Many Multinationals Have Product Quality Issues in China" Is True
Figure Percentage of the Chinese Public Who Think the Statement that "Multinationals Implement Devastating Brand M&A and that Hurts China's Economic Development" Is True
Figure Percentage of the Chinese Public Who Think the Statement that "Multinationals Do Not Know or Observe Local Laws" Is True
(IV) In multinationals' localization strategy, public relations and corporate culture may become the "short boards" impeding the improvement of influence
Figure Influence Score of Multinationals in China on L2 Indexes
Table Influence Score of Multinationals in China on L3 Indexes
(V) The Chinese public has growing repugnance for multinationals' monopoly operation; both general residents and business executives show great concern over this issue.
Figure Multinationals' Most Repugnant Behavior according to the Public
Figure The Chinese Public's Concern over Multinationals' Monopoly
Figure Percentage of the Chinese Public Who Think the Statement that "Technology Monopoly Has Become an Important Monopoly Method Used by Foreign Enterprises in China" Is True
Figure Percentage of the Chinese Public Who Think the Statement that "Multinationals' Monopoly of Industry Standard Has Become a New Monopoly Method" Is True
Figure Percentage of the Chinese Public Who Think the Statement that "Monopoly by Foreign Enterprises Is an Important Cause for Price Hikes in Pork" Is True
Conclusion III: The cultivation of enterprise influence system management level creates American and European enterprises' benchmarking value
Figure Changes in the Scores of Multinationals with Different Origins of Capital in the Evaluation of Overall Influence
Figure Performance of Multinationals with Different Origins of Capital on L2 Indexes
Table Evaluation of Multinationals with Different Origins of Capital Influence by Different Groups
Figure Comprehensive Evaluation of Multinationals with Different Origins of Capital Influence by Different Groups
Figure Comprehensive Evaluation of Multinationals with Different Origins of Capital in the Influence of External Image & Internal Management
Figure Gap between Poorly-Performing Enterprises & American Enterprises on the Indexes
Figure Gap between Poorly-Performing Enterprises & European Enterprises on the Indexes
(I) A combination of hard and soft powers and great importance attached to elements of edge management account for American enterprises' great influence. Yet while maintaining excellent performance, it is necessary to improve product image.
Figure Evaluation of the Elements of American Multinationals' Influence by the Chinese Public
Figure Comparison of the Evaluation of the Elements of American Multinationals' Influence by the Chinese Public
Table Evaluation of the Elements of American Multinationals' Influence by Different Groups
Figure Evaluation of the Elements of American Multinationals' Influence by Different Groups
(II) European enterprises' overall influence is rising year by year, with significant breakthroughs made in leadership and affinity, but their corporate culture and management mechanism are not highly recognized by the public
Figure Evaluation of the Elements of European Multinationals' Influence by the Chinese Public in 2007
Figure Evaluation of the Elements of European Multinationals' Influence by the Chinese Public
Table Evaluation of the Elements of European Multinationals' Influence by Different Groups
Figure Evaluation of the Elements of European Multinationals' Influence by Different Groups
(III) Chinese enterprises' external image is recognized by the Chinese public, and their corporate culture has improved, but they urgently need to boost their overall Influence by improving internal management and innovation technologies
Figure Evaluation of the Elements of Chinese Multinationals' Influence by the Chinese Public
Figure Comparison of the Evaluation of the Elements of Chinese Multinationals' Influence by the Chinese Public
Table Evaluation of the Elements of Chinese Multinationals' Influence by Different Groups
Figure Evaluation of the Elements of Chinese Multinationals' Influence by Different Groups
Table Aspects Where Chinese Multinationals Lag Far Behind Foreign Multinationals
Table Aspects that Chinese Multinationals Need to Improve to Boost their International Competitiveness
Figure Aspects Where Chinese Multinationals Lag Far Behind Foreign Multinationals and Improvements Are Most Needed
(IV) Japanese enterprises do not have very good external image, and their leadership and HR performance has worsened; they need to improve influence on all fronts
Figure Evaluation of the Elements of Japanese Multinationals' Influence by the Chinese Public
Figure Comparison of the Evaluation of the Elements of Japanese Multinationals' Influence by the Chinese Public
Table Evaluation of the Elements of Japanese Multinationals' Influence by Different Groups
Figure Evaluation of the Elements of Japanese Multinationals' Influence by Different Groups
(V) Korean enterprises' overall influence remains low, they have better performance in internal management than external image, and their PR performance has worsened considerably
Figure Evaluation of the Elements of Korean Multinationals' Influence by the Chinese Public
Figure Comparison of the Evaluation of the Elements of Korean Multinationals' Influence by the Chinese Public
Table Evaluation of the Elements of Korean Multinationals' Influence by Different Groups
Figure Evaluation of the Elements of Korean Multinationals' Influence by Different Groups
(VI) Hong Kong and Taiwanese enterprises are recognized for their HR strategy, but they still need to work hard to make headways in social influence
Table Evaluation of the Elements of Taiwanese Multinationals' Influence by the Chinese Public
Table Evaluation of the Elements of Hong Kong Multinationals' Influence by the Chinese Public
Figure Evaluation of the Elements of Taiwanese Multinationals' Influence by the Chinese Public
Figure Evaluation of the Elements of Hong Kong Multinationals' Influence by the Chinese Public
Table Evaluation of the Elements of Taiwanese Multinationals' Influence by Different Groups
Figure Evaluation of the Elements of Taiwanese Multinationals' Influence by Different Groups
Table Evaluation of the Elements of Hong Kong Multinationals' Influence by Different Groups
Figure Evaluation of the Elements of Hong Kong Multinationals' Influence by Different Groups
Conclusion IV: Multinationals that conduct communication and marketing from the angle of consumer values appeal more to young people, with more profound influence on them
Table Multinationals Most Popular with People from Different Ages among General Residents (Top 15)
Table Multinationals Liked Best by People from Different Ages among General Residents (Top 15)
Table Multinationals with Good Performance on All Indexes of External Image (Top 15)
Conclusion V: Jobs offered by influential enterprises are very appealing. High-tech industries are popular with young people. Good HR and corporate culture help attract excellent people
Figure Multinationals that the Chinese Public Wants Most to Work at & Ranking of the Multinationals by Influence in 2007
Figure Comparison of the Distribution of Industries among Multinationals that the Chinese Public Wants Most to Work at & the Distribution of Industries among the Most Influential Multinationals
Table Industries of Multinationals that People from Different Ages among General Residents Want Most to Work at
Table Multinationals that People from Different Ages among General Residents Want Most to Work at (Top 15)
Table Ranking of Multinationals with Good Performance in HR & Corporate Culture (Top 15)
Part V Fieldwork
I. Schedule for Project Implementation
II. Distribution of Samples Implemented in Various Areas
(I) Quantitative Survey on General Residents
Table Distribution of Successful Samples in Various Areas before and after Data Are Weighted
(II) Quantitative Survey on Business Executives
Table Distribution of Successful Samples in Various Areas
III. Calculation of Sampling Error in Quantitative Survey on General Residents
(I) Formula 1:
(II) Formula 2:
IV. Verification
V. Respondent Profile
(I) Quantitative Survey on General Residents
Table Distribution of Respondents' Gender
Table Distribution of Respondents' Age
Table Distribution of Respondents' Education
Table Distribution of Respondents' Average Monthly Household Income
Table Distribution of Respondents' Occupations
(II) Quantitative Survey on Business Executives
Table Distribution of Respondents' Gender
Table Distribution of Enterprises' Capital Origins
Table Distribution of Enterprises' Industries
报告简介
Since the beginning of the reform and opening-up program, the Chinese economy has seen rapid development. China has become one of the world's largest and most promising markets. A staggering amount of foreign capital has been invested in this country. Meanwhile, by pursuing the strategy of going global, some excellent homegrown enterprises have been tapping overseas markets and gradually achieving development worldwide. China is in a new historical period characterized by optimized industry structure, economic growth and model revamping. Beyond any doubt, multinationals are an indispensable impetus for the process of building a harmonious society in China. What foreign and local multinationals bring the Chinese society are not merely capital, job opportunities, production technology, management model and quality products and services. On an indirect and broader level, multinationals give a boost to changes of China's local industries. They compel other enterprises in China to improve operation and management, and set example to them. Moreover, they provide reference to investors with regard to policy evolution on the basis of improved investment environment, and the promoter of changes in the public's lifestyle and values.
The development of the Chinese economy in 2007 presented many bright spots. To fulfill their global strategy, overseas multinationals have been seeking markets with greater potential and rational production layout worldwide. In recent years, along with the sustainable and stable development of the Chinese economy, while preserving and expanding production scale in China, more and more multinationals have set up numerous R&D departments involving their core technologies in China. From "designed abroad, made abroad" to "designed abroad, made in China", and then to "designed in China, made in China", until today's "created in China, supplied worldwide", multinationals have completed a seamless industry chain, ranging from R&D、manufacturing, production、sales to feedback from the market, in China, a rapidly-developing world new economic center. The change has not only generated considerable economic benefits for foreign enterprises, but also set a good example to multinationals in China. How to measure and review the influence of multinationals in China in an all-sided and scientific manner, and how to present constructive recommendations for multinationals in China that lag behind are key topics faced by us.
For this reason, Horizon Research Consultancy Group and China Business News jointly initiated and sponsored the Selection of the Most Influential Multinationals in China in 2004. The fourth session of the activity was conducted this year. In this activity, multinationals are defined as enterprises with operations in China and abroad, and influence is defined as the stimulus imposed by actors directly or indirectly on social members, social relationships and living environment in the local area, especially impetuses or pressures that cause changes. Horizon Group established "Horizon Multinationals Influence Index Evaluation System" on the basis of work done by domestic and overseas experts. Based on the observations of general public and knowledgeable managers, we determine multinationals' influence and confirm those eminent and influential multinationals through the system. Featuring a three-level index structure, the whole test system calculates the weight of different groups and scores on all indexes. After obtaining 23 most influential multinationals, we organized Internet users to vote and assigned weight. Data were weighted according to Internet users' votes and survey result, to select 9 most influential multinationals (at least one B2B or B2BC enterprise), and 1 most influential Chinese multinational.
The activity is not merely an annual selection activity, and it is expected to become a meaning record of the influence of multinationals in China, and one of the symbolic activities to measure and judge Chinese multinationals. Meanwhile, it will dramatically increase the public's attention to enterprises' intangible competitiveness, providing enterprises' decision-makers and the public with an information platform for interaction and exchanges, to boost interaction between multinationals and the Chinese society, and enable multinationals to become a constructive social force while achieving business penetration.
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