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Asia Bulletins, Asia Pacific, Geopolitics

Beyond oil: the blocked Gulf inputs that hurt Asia the most

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Beyond oil: the blocked Gulf inputs that hurt Asia the most April 14, 2026 Since the Strait of Hormuz closed, oil and LNG prices have dominated the headlines. But as the war continues, the story that will define the next six to twelve months is the rising prices of everything else stuck in the Gulf. The Asia Bulletin reflects insights from IMA’s peer forums for CEOs and senior leaders. It highlights anonymised perspectives that surface the issues executives are grappling with firsthand. Reach out to us if you’re interested in the full report. It turns out that the Strait is a critical chokepoint for far more than oil.   For example, the Gulf is a major supplier of fertiliser inputs (e.g., urea) and helium to Asia. As these become scarcer, the prices of food and semiconductor chips will skyrocket. In late March, IMA Asia invited Nenad Pacek, founder of the EMEA Business Group and a 35-year veteran of Middle East business intelligence, to share his expertise with our members. The second-order supply shocks building behind the scenes were discussed. Even if the Strait were to reopen in the coming days or weeks, stockpiles of critical inputs are rapidly depleting, and damaged production sites across the Gulf will take time to repair. The impact across Asia will vary by industry and degree of dependence, but long-tail inflationary effects are to be expected. There appears to be no quick fix. Even in the base case of the war ending in the next month or so, Pacek advised: The clearance of the logjam and backlogs will take a while… our shipping clients believe this could linger into late Q2 or later. Below is a sample of the shortages to watch out for, along with a checklist to help Asia CEOs take action. The chips and electronics industries face helium and bromine shortages Helium is a big ingredient for the semiconductor industry. About 30% of the global supply comes from the region, mainly Qatar. Now it’s completely disrupted as well. Helium: Operations at QatarEnergy’s Ras Laffan Industrial City, the world’s largest LNG export facility, which produces helium as a byproduct, were halted after it was struck by an Iranian drone early in the war. Iranian missiles subsequently crippled the plant further. Spot helium prices have since doubled. For Asia’s chipmakers, the exposure is acute as stockpiles deplete. South Korea and Taiwan source more than 60% of their helium from Qatar, leaving them highly exposed. Japan has a more diversified supply base, sourcing only 30% of its helium from the Gulf. Bromine: used in precision chip etching and as a flame retardant in circuit boards, is also putting Korea’s electronics industry at risk. It is a quiet chokepoint that gets little media coverage but has a high concentration risk. Around two-thirds of the world’s bromine production comes from Israel and Jordan (from the Dead Sea), but Korea relies on Israel for most of its supply. The food and ag industries face fertiliser shortages (lacking inputs like urea, sulphur, etc.) as the planting season looms About 35% of the world’s fertiliser imports come from the Gulf. And about a third of the world’s urea passes through the Strait of Hormuz. The price of fertiliser has skyrocketed as shortages mount. The timing could not be worse for countries like India, with planting season on the way. India has an 800,000-ton deficit in its monthly urea production of 2.6 million tons due to limiting industrial gas supply to the 70–75% range. Furthermore, disruptions to ammonia imports have brought local production to a standstill, as the country sources 80% of its ammonia needs from the Gulf region. India is turning to Chinafor assistance. Australiaexpects current stocks to run out by mid-April, as it sources over 60% of its urea from the Middle East. A domino effect… Strait closure leads to shortages of urea and sulphur, which in turn cause shortages of nitrogen and phosphate fertilisers. Down the road, this could lead to lower crop yields, food price inflation, and potentially political instability. …on time delay. Experts expect inflation to spike mid- to late Q2 if the war extends. Food inflation will lag behind fertiliser price rises by three to six months, meaning H2 2026 is the key window to watch for food price cascades in Asia. Manufacturers face shortages in petrochemicals and aluminium A lot of the world’s supply chains — whether it’s the car industry, heavy industry, or plastics — depend on critical petrochemical components from the Gulf. And a lot of that is just simply not leaving. Petrochemical shortages are the hardest to quantify but could potentially result in the broadest shock. The Gulf’s SABIC, BOROUGE, QAPCO, and affiliates produce ethylene, propylene, polyethylene, methanol, and hundreds of downstream derivatives used globally in electronics, packaging, automotive, and pharma applications. For aluminium, it goes beyond logistics headaches. Iran has targeted the region’s major aluminium plants with missiles and drones. Kuwait, Qatar, and Bahrain are all stuck. All the aluminium exports from Bahrain are stuck, which has a global impact on top of everything else. The Middle East supplies 9% of the world’s aluminium, and Bahrain accounts for 3%. Aluminium prices hit a four-year high in March, with some suggesting they could reach $4,000 per ton if the industry faces severe disruption. One caveat: Chinese-invested aluminium plants in Indonesia are expected to ramp up production this year. A global logistics logjam — ships and containers stuck in the Gulf Ships and containers unable to offload their cargo remain in the Gulf, tying up shipping capacity needed elsewhere and driving prices higher. Hundreds of thousands of containers —up to 2 million TEU of cargo once downstream disruption is considered — are caught in the Gulf. That’s a global shipping disruption because those containers cannot be in Asian ports, the Port of Los Angeles or Rotterdam. So it’s already significantly increasing global shipping costs. The routing problem is not easily fixed – there are few port alternatives to the Strait in

Asia Bulletins, Asia Pacific

Asian Logistics Hubs: The cost-reliability trade-off

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Asian Logistics Hubs: The cost-reliability trade-off January 20, 2026 In this issue of our Asia Bulletin, we hear from Asia’s leading CFOs about their concerns around logistics and inventory management, and the sharp trade-offs they are making. The Asia Bulletin reflects insights from IMA’s peer forums for CEOs and senior leaders. It highlights anonymised perspectives that surface the issues executives are grappling with firsthand. Reach out to us if you’re interested in the full report. What’s new: CFOs in Singapore are taking a closer look at the newly launched Johor–Singapore Special Economic Zone (JS-SEZ) to see whether it can improve inventory management and reduce logistics costs — without sacrificing reliability. This afternoon I’m headed to Malaysia to visit the new Johor–Singapore Economic Zone. A supplier moved their plant from Singapore to Johor, and the savings are phenomenal. They are looking at cutting labour costs by 25% to 30%, although they will need slightly more people. Rental savings are also around 25%. In Singapore, the REITs keep pushing up rents, while in Malaysia, getting things done efficiently is a nightmare. Why it matters: Warehousing and logistics across Southeast Asia force companies into sharp trade-offs — either reliable but expensive, or cheap but unpredictable. CFOs are watching the JS-SEZ to see whether it can narrow that gap. There must be balance. We consider our total cost of movement. Manufacturing may be cheap, but you only earn money when you sell something. In our case, we target the aftermarket and need to deliver goods in two to three days — or we lose the deal. What CFOs are saying about their options in Asia Vietnam — overcrowded and congested With China Plus One, a lot of products moved from China to Vietnam, but the infrastructure wasn’t ready. Everything was bursting at the seams. There were delays at the ports, in transshipment, and the bureaucracy can be very challenging. Hanoi is moving quickly now to build new ports and airports, mainly with Chinese firms. Warehouses in every market — opaque and costly We have warehouses in Jakarta, KL, Vietnam, and Bangkok. What issues do we run into? We overstock in some countries and don’t realise it until we have to write it off. That’s the trade-off — total logistics cost. Once you have warehouses in multiple countries, inventory becomes a real problem. Multiple distributors — duplication creates inefficiency We have distributors in almost every country, so you could say we effectively have warehouses with them. But that’s costly — additionally, distributors compete and don’t support each other. Fast-moving products — control matters more than location We need a reliable setup. Jakarta works for Indonesia, but not for customers in Singapore or elsewhere in Southeast Asia. No matter what happens in the supply chain, we are responsible. We work on fast-moving goods — 15 days, no more. If an Indonesian customer cancels, the product goes to Malaysia, Thailand, or Myanmar. It has to move. We don’t stock things up. Why Singapore wins — despite the cost Simplicity over price Over a decade ago, we put our Southeast Asia regional distribution centre in Singapore — two tall warehouses close to the port. Easy in and out. We don’t directly ship some products; we hold stock for 10 to 15 days. Vietnam was too complicated; product was always getting stuck. Indonesia is too far away. So Singapore is the best for us. Singapore is three times more expensive for two things: labour and rentals. The exchange rate difference between Singapore and Malaysia also matters — roughly three ringgit to one Singapore dollar. Connectivity still matters most Most product from Johor still moves through Singapore unless you truck it to KL, because connectivity isn’t strong. Trucking to KL or Penang takes time. Compare that with how easy it is to move goods into Singapore. Connectivity really matters. Ideal for transhipment Singapore works as a transshipment hub. If your product is just moving through — minimal labour, minimal handling, quick turnaround — Singapore is far more efficient. The government actively promotes transshipment. We work a lot with Economic Development Board — getting advice and sometimes funding — to build Singapore as a transshipment centre. Transshipment includes light assembly. You might bring components from China and India, fit them together in Singapore, and move them on. If you assemble without adding value, it’s duty-free. If you add value, then you pay duty. If we just touch Singapore — don’t store product there for long — and avoid holding inventory in an expensive location, that changes the size of the warehouse. We can have a smaller footprint. The Bottom Line: The Johor–Singapore SEZ is not replacing existing Asian warehousing altogether. Instead, it is emerging as a regional buffer for firms exhausted by execution risk and high costs elsewhere. For MNCs, that makes it strategically significant — not because it is cheap, but because it may restore predictability. Why it might work: the incentives and capabilities between the partner countries are aligned. Singapore is space-constrained and cost-heavy. By pushing labour- and land-intensive logistics into Johor — rather than losing them to Vietnam or Indonesia — it can protect its role as Asia’s premium transhipment and coordination hub, while extending capacity without diluting standards. Singapore is lending its management discipline, regulatory frameworks, and digital systems to ensure operations run smoothly and predictably across the border. Malaysia wants to prove it can deliver Singapore-adjacent execution at Malaysian cost… …by converting proximity into jobs and capex in Johor, and challenging the perception that Asian locations are cheaper but operationally unreliable. Malaysia is dedicating infrastructure and large-scale industrial land — 3,500–3,600 sq km (350,000–360,000 ha), nearly four to five times the size of Singapore. What CFOs are watching next: Early leasing and pilot deployments in Johor — a ‘wait-and-see’ hedge rather than a full relocation Border and connectivity performance metrics, not policy announcements — especially if they demonstrate consistency and speed Progress on the Johor–Singapore Rapid Transit System Link, scheduled for completion in late 2026,

Asia Pacific, Geopolitics

Asia’s Geopolitical Balancing Act

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Asia’s Geopolitical Balancing Act August 13, 2024 As rising geopolitical tensions – notably China versus the US, and Russia versus the West – reshape global trade and investment flows, much of Asia is seeking a middle ground that enables continued growth.  The latest data shows this shift is benefiting Southeast Asia and India, which have become key destinations for companies offshoring production from China (alongside Mexico). This dynamic is also influencing the overseas expansion strategies of Korean, Taiwanese, and Japanese firms as they look to reduce supply chain risk by establishing new facilities in key markets or more cost-effective locations—India stands out on both fronts. Similarly, Chinese firms are also moving offshore to retain access to Western markets.  Deepen your understanding & explore the implications for business and strategy in our latest Asia Brief. Log In to access our latest reports. LOG IN Not yet a member?Contact us to learn more. You might also find these insights valuable Asia’s Geopolitical Balancing Act August 13, 2024/ Asia’s Geopolitical Balancing Act August 13, 2024 As rising geopolitical tensions – notably China versus the US, and Russia versus… Read More

Asia Pacific, Leadership, Team-Building

Asia Talent: Reaching the Top

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Asia Talent: Reaching the Top August 7, 2024 It has long been recognised that working in a challenging environment helps build leadership skills. The difficult business environment in many Asian countries has helped hone the management capabilities of executives in Asia. ‘Ambition and agility are more pronounced among staff from countries with greater volatility and change, such as Malaysia, but less so in Singapore because of its compliance culture and sense of entitlement.’ MNCs increasingly value the experience and skills of their senior Asian executives. ‘One of the biggest strengths of Asian leaders is resilience and their ability to work creatively in an environment of ambiguity and uncertainty.’ However, filling global positions with executives from Asia is easier said than done. Two factors have played against this development: While the Asia talent pool is much larger than 20 years ago, the demand for that talent is even greater. Talent shortages persist across the region. Executives close to headquarters (both physically and culturally) fill the global jobs of many MNCs and are often reluctant to cede global positions to executives who work far from headquarters. Even when there is a recognition that more Asian executives are required in global jobs, the demands of the Asia business and resistance from headquarters can remain strong. ‘We have a long-term need for talent from Asia (especially China) at the top, so we are looking for globally mobile talent in Asia. But getting US and European leaders off the stage is hard.‘ The first step to a global role is often a posting within Asia. ‘We are reinstating our pre-Covid policy of rotating younger employees to different locations in APAC. While some employees are more reluctant to relocate than in the past, we still have talented “mavericks” who will be leaders in the future.’ … but not just anywhere in Asia. ‘Sending employees to Singapore from Australia is like moving people from Sydney to Melbourne. They will get a lot more out of working in Hong Kong, Malaysia or Thailand – places that are more complicated and perhaps not as comfortable as Singapore. If you’re successful in Singapore, there’s no guarantee that you will be successful somewhere else in Asia.’ A globally planned approach to career progression can reap rewards. ‘We advertise all key roles internally. This leads to a two-way street, with HQ people coming to Asia and Southeast Asia leaders going to HQ. The result is a great cross-country experience for the team. The Asia leadership act as career consultants to our team members. This helps retain team members and preserve the culture and customer knowledge.’ A global role is not necessarily the end goal of career progression; often, it is a prerequisite to leadership positions in Asia. ‘We develop high-potential leaders in Asia and then give them a global role – three years in Europe or the US. This provides them with the experience they need to play leading roles in Asia. This is where we’ll get the next Asia CEO.’ Deepen your understanding & explore the implications for business and strategy in our latest Asia Brief. Log In to access our latest reports. LOG IN Not yet a member?Contact us to learn more. You might also find these insights valuable Bridging the Protectionist Gap in China August 22, 2024/ Bridging the Protectionist Gap in China August 22, 2024 Signs of rising protectionism amidst the country’s push for self-sufficiency are… Read More Japan: Back on the Radar August 21, 2024/ Japan: Back on the Radar May 8, 2025 Japan is looking positive. ‘There is a surge in consumption; people are… Read More Asia’s Geopolitical Balancing Act August 13, 2024/ Asia’s Geopolitical Balancing Act August 13, 2024 As rising geopolitical tensions – notably China versus the US, and Russia versus… Read More Load More End of Content.

Asean, Asia Pacific, Market

Is India the New China +1?

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Is India the New China +1? June 26, 2024 India is attracting interest as investors’ eyes shift away from China and Vietnam. ‘Only the most attractive destinations are attracting attention from investors. In Asia, that’s India. My old firm began in China 25 years ago and it was only China until 10 years ago. Now, they’ve laid off half the China team and doubled the India team.’ India’s manufacturing sector is growing, with a blue-collar boom and white-collar recession. ‘For the first time in India, which is predominantly a service economy, you’re seeing a slowdown in services and growth in manufacturing, thanks to Modi’s “Made in India” and “China Plus One.”’ Why it matters: Investments in manufacturing are surging. ‘India is one of our fastest-growing markets. We’re looking to double down. Our CEO is now looking at moving more global roles into this part of the world.’ By the numbers: Small and medium-sized enterprises (SMEs) are the fastest growing sector, contributing 34% of India’s total manufacturing and 130 million jobs. ‘SMEs are India’s engine of growth. Obviously, there are challenges, but this segment is our biggest goldmine.’ Yes, but India will not replace China. ‘For the past 15 years, I have been hearing that India would be the next big thing, but this time it might be true. However, it is not the next China; there is only one China.’ Government regulations and lack of clarity on investment policies often make shifting operations from China to India hard. ‘While there are a lot of “eye-opening” opportunities, the restrictions are “eye-watering”. We spent two years just to incorporate an office.’ India’s consumer market has been an enigma for MNCs for decades. Not everyone has the skill or the stamina for it, but those who do can reap rich rewards. Our latest report, Ten Insights on India Consumer Markets, reveals what it takes to succeed in this highly competitive market. Dive deeper. Deepen your understanding & explore the implications for business and strategy in our latest Asia Brief. Log In to access our latest reports. LOG IN Not yet a member?Contact us to learn more. You might also find these insights valuable Asean Asia Pacific China Geopolitics Japan Leadership Market Strategy Team-Building Bridging the Protectionist Gap in China August 22, 2024/ Bridging the Protectionist Gap in China August 22, 2024 Signs of rising protectionism amidst the country’s push for self-sufficiency are… Read More Japan: Back on the Radar August 21, 2024/ Japan: Back on the Radar May 8, 2025 Japan is looking positive. ‘There is a surge in consumption; people are… Read More Asia’s Geopolitical Balancing Act August 13, 2024/ Asia’s Geopolitical Balancing Act August 13, 2024 As rising geopolitical tensions – notably China versus the US, and Russia versus… Read More Load More End of Content.

Asean, Asia Pacific, Market, Strategy

AI: A Regulatory Rubik’s Cube in Asia

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AI: A Regulatory Rubik’s Cube in Asia June 20, 2024 Governments across Asia are setting the foundation for AI governance. ‘ASEAN is coming out with a digital economy framework. They also have gone into digital partnerships with individual countries.’ Singapore stands out in its approach to AI. ‘Singapore took the lead in creating a foundational framework for ASEAN data management. They built a structure and developed the first generative AI governance framework globally. This is fantastic for our strategic deployment of AI.’ Go deeper: Each country is moving in a different direction. ‘We see a fragmented approach to creating an AI ecosystem in Asia. Each country is going its own way.’ ‘India feels that any new AI regulations or control would adversely impact their IT workforce. Korea will regulate AI at least on high-risk countries. Japan will not come out with a strategy or even regulate AI. On the other hand, Thailand is working on a law governing AI.’ Divergent approaches across Asia may mirror what happened with data privacy laws. ‘The EU created the GDPR, becoming the reference law for all Asian countries. But what each country finally implemented was something totally different from GDPR.’ The EU has created the AI Act, and each Asian country may try to convert it into something local. ‘When you localise, you end up having different regulations in each country. That’s the biggest challenge we have from a compliance perspective.’ The bottom line: Fragmentation may slow AI’s implementation across Asia. ‘AI is the next productivity improvement frontier. But the largest challenge is the fragmented approach to AI.’ Deepen your understanding & explore the implications for business and strategy in our latest Asia Brief. Log In to access our latest reports. LOG IN Not yet a member?Contact us to learn more. You might also find these insights valuable Asean Asia Pacific China Geopolitics Japan Leadership Market Strategy Team-Building Bridging the Protectionist Gap in China August 22, 2024/ Bridging the Protectionist Gap in China August 22, 2024 Signs of rising protectionism amidst the country’s push for self-sufficiency are… Read More Japan: Back on the Radar August 21, 2024/ Japan: Back on the Radar May 8, 2025 Japan is looking positive. ‘There is a surge in consumption; people are… Read More Asia’s Geopolitical Balancing Act August 13, 2024/ Asia’s Geopolitical Balancing Act August 13, 2024 As rising geopolitical tensions – notably China versus the US, and Russia versus… Read More Load More End of Content.

Asia Pacific, China, Geopolitics, Strategy

Global Trade Dynamics: A New Era for MNC Strategy

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Global Trade Dynamics: A New Era for MNC Strategy May 21, 2025 ‘I predict 2024 will be the year of global China. Our headquarters will discover that Chinese competition is going global at a breakneck pace. The amount of Chinese investment in Monterrey (Mexico) is tremendous. But it’s also happening in Serbia, Egypt, and Morocco.’ ‘Because of geopolitical tensions, China will increase its presence in middle-income economies where it can leverage its cost advantage and continue to expand.’   ‘Overseas sales as a proportion of Chinese companies’ revenues are still relatively low even though they started going overseas 20 years ago. What’s different is that the Chinese market is growing slower at 4% to 5%, not 8% or more, so they must find new markets.’ ‘The board wants us to reduce exposure and buy at the lowest cost. Every quarter, the procurement team must justify our China exposure; if they can’t defend it, they must offer an alternative plan. Inflation is increasing costs outside of China, while supply chain transparency laws in Europe and the US increase the complexity of the procurement officer’s job.’ ‘We must closely monitor the proliferation of non-market barriers – tariffs and sanctions. In the last five years, the number of tariffs jumped from 650 to 3,000, courtesy of the United States. China has been restrained but has the infrastructure to catch up should it hit back.’ A global reconfiguration of trade is underway, with China pulling away from traditional trading partners and forging closer ties with mid-sized economies and strategic allies. This pivot towards regions like North Africa, Southeast Asia, Eastern Europe, and Mexico is catching the attention of business leaders in Asia Pacific. CEOs must strategically and proactively adapt to this shift, as the altered trade patterns from China present a blend of both challenges and possibilities for MNCs in the region. Deepen your understanding & explore the implications for corporate strategy.Log in for the full Forum Insight. Join your peers at upcoming Forum events. LOG IN Not yet a member?Contact us to learn more. You might also find these insights valuable Asean Asia Pacific China Geopolitics Japan Leadership Market Strategy Team-Building Global Trade Dynamics: A New Era for MNC Strategy May 21, 2025/No Comments Global Trade Dynamics: A New Era for MNC Strategy May 21, 2025 ‘I predict 2024 will be the year of… Read More Mastering the Boardroom: Unlocking Asia’s Market Potential May 20, 2025/No Comments Mastering the Boardroom: Unlocking Asia’s Market Potential May 20, 2025 Diverse challenges, from digitalization to regulation, are preoccupying boards of… Read More Hong Kong: Comeback or Decline? May 20, 2025/No Comments Hong Kong: Comeback or Decline? May 20, 2025 Hong Kong’s new National Security Law has raised fears that the city… Read More Load More End of Content.

Asia Pacific, Geopolitics, Leadership

Mastering the Boardroom: Unlocking Asia’s Market Potential

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Mastering the Boardroom: Unlocking Asia’s Market Potential May 20, 2025 Diverse challenges, from digitalization to regulation, are preoccupying boards of directors. Asia is not getting the attention it did in the past.Geopolitics has also led to boards paying less attention to Asia, particularly China. Some US firms have even banned travel to China for top execs and board members. ‘I’m worried that our board’s knowledge of Asia is slipping. ‘ The Asia CEO’s role is critical to bridging the gap between HQ and the region. ‘As an American who’s worked both at headquarters and in Asia, it’s a constant battle balancing whatever our people in the US see on Fox News versus what it means to really do business here.’ Why it matters: A board’s lack of attention, lower awareness, and misperceived notions can lead to slower decision-making and resistance to further investments in the region. Outsiders can play a critical role in educating board members about what is happening in Asia. ‘We’re thinking of ways to rebuild Asia insights at the top of the company. This might include regular board briefings by specialist outsiders, either ad hoc or organized into an advisory board.’ But hiring an ‘Asia insider’ has its drawbacks. ‘In the last 20 years, boards would appoint an Asian insider, often with good connections to the local elite. Too often, the insiders were isolated from the rest of the board discussion.’ An advisor with hands-on experience running an MNC’s Asia operations may provide more relevant insights. ‘Today, it might be better to seek a top executive running Asia for a global MNC or one of the big regional firms. This can bring more insights into the rapid evolution of strategy and tactics, which is applicable to every market, not just Asia.’ Some firms have given up. They have found that greater autonomy for Asia helps address the knowledge gap. ‘We have tried to explain what goes on in Asia to headquarters and they have also tried to understand what happens. Now, both sides are giving up. They now say, “I’m okay if you go ahead with the way you want so long as you report back to me what has been done.”’ Deepen your understanding & explore the implications for business and strategy in our latest Asia Brief. Log In to access our latest reports. LOG IN Not yet a member?Contact us to learn more. You might also find these insights valuable Asean Asia Pacific China Geopolitics Japan Leadership Market Strategy Team-Building Mastering the Boardroom: Unlocking Asia’s Market Potential May 20, 2025/No CommentsRead More Hong Kong: Comeback or Decline? May 20, 2025/No Comments Hong Kong: Comeback or Decline? May 20, 2025 Hong Kong’s new National Security Law has raised fears that the city… Read More Bridging the Protectionist Gap in China August 22, 2024/ Bridging the Protectionist Gap in China August 22, 2024 Signs of rising protectionism amidst the country’s push for self-sufficiency are… Read More Load More End of Content.

Asia Pacific, China, Geopolitics, Strategy

Executive Insights on Geopolitical Risks in Asia

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Executive Insights on Geopolitical Risks in Asia May 21, 2025 As the prospect of a potential “Trump 2” presidency looms, bringing with it uncertainty over global trade and geopolitics, the Asia CEO Forum has cast an invaluable light on the situation in Asia. Conversations with 30 regional CEOs last month highlighted a notable contrast in risk perceptions across the continent, with North Asia, because of China and North Korea, perceived as more volatile compared to the relatively stable political environments of Southeast Asia and India, where political risk was seen as acceptable. That also seems to be the working assumption at global HQ as new markets are sought to offset weaker China growth. These discussions offer a direct glimpse into the challenges and opportunities at the forefront of Asia’s business landscape, as reported by those leading companies and teams in the region. Deepen your understanding & explore the implications for business and strategy.Log in for our latest Asia Pacific Executive Brief and other Market Insights. LOG IN Not yet a member?Contact us to learn more. You might also find these insights valuable Asean Asia Pacific China Geopolitics Japan Leadership Market Strategy Team-Building Executive Insights on Geopolitical Risks in Asia May 21, 2025/No CommentsRead More Global Trade Dynamics: A New Era for MNC Strategy May 21, 2025/No Comments Global Trade Dynamics: A New Era for MNC Strategy May 21, 2025 ‘I predict 2024 will be the year of… Read More Mastering the Boardroom: Unlocking Asia’s Market Potential May 20, 2025/No Comments Mastering the Boardroom: Unlocking Asia’s Market Potential May 20, 2025 Diverse challenges, from digitalization to regulation, are preoccupying boards of… Read More Load More End of Content.

Asia Pacific, China, Forecast

Executive Insights on Asia’s Growth Outlook

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Executive Insights on Asia’s Growth Outlook May 21, 2025 ‘Southeast Asia seems to be the exception to the gloomy global outlook. How disconnected are we from the global outlook, and for how long?’ ‘One reason for high growth in China is that many companies had a slow start in 2023. So, 2024 is in comparison to the weak, flat result at the start of 2023 due to COVID.’ ‘China being so huge and Southeast Asia and India being relatively small, factory diversification and Chinese foreign investment can have an exponential impact on the growth of these countries.’ ‘Our biggest concern in China is consumer confidence. The real estate and stock markets are impacting people. People in China can only invest in real estate and stocks; both are down.’ Southeast Asia and India stand out as bright spots for business, despite broader uncertainties in their key export markets. In China, despite concerns over real estate and stock markets, there has been an uptick in consumer spending, albeit from a low base following a sluggish 2023. The investment landscape is also evolving, with Chinese firms expanding their manufacturing overseas to extend their global reach while MNCs are building factories in Southeast Asia, India, and Mexico to reduce their reliance on China. Dive deeper.Log in for the full Forum Insight. Join the peer-group discussion at upcoming Forum events. LOG IN Not yet a member?Contact us to learn more. You might also find these insights valuable Asean Asia Pacific China Forecast Geopolitics Japan Leadership Market Strategy Team-Building Executive Insights on Asia’s Growth Outlook May 21, 2025/No Comments Executive Insights on Asia’s Growth Outlook May 21, 2025 ‘Southeast Asia seems to be the exception to the gloomy global… Read More Executive Insights on Geopolitical Risks in Asia May 21, 2025/No Comments Executive Insights on Geopolitical Risks in Asia May 21, 2025 As the prospect of a potential “Trump 2” presidency looms,… Read More Global Trade Dynamics: A New Era for MNC Strategy May 21, 2025/No Comments Global Trade Dynamics: A New Era for MNC Strategy May 21, 2025 ‘I predict 2024 will be the year of… Read More Load More End of Content.

Asia Pacific, Market, Strategy

Seizing Asia’s Potential: Four Factors for Growth

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Seizing Asia’s Potential: Four Factors for Growth August 1, 2023 ‘Any prudent company is probably not looking at a China exit strategy. The Chinese market is too big to move out of entirely. If we move everything out, we will probably lose the Chinese market. Rather, we are looking at resiliency with a China+ strategy.’ ‘In the last 12 to 18 months, I see a completely different scenario of what’s happening. Previously, I never stepped into India. I now go to India often because many of our customers are investing heavily there. The two countries that our customers talk about are Vietnam and India.’   ‘Talent will be the biggest barrier. In a hybrid world where there will be massive disruptions, the world will go through a series of rolling crises. The biggest shortage is going to be good talent; there is simply not enough in the pipeline to build a good team.’ Four key factors are shaping growth opportunities in Asia Pacific; each with a critical role in guiding corporate strategy. While results may not be immediate, understanding and planning around them will be essential for seizing opportunities as they emerge. Indeed these trends are not only shaping the present and short-term; they will be central to long-term success in the region. Dive deeper.Explore the implications for business and strategy. Log in for the full Forum Insight. Join the peer-group discussion at upcoming Forum events. LOG IN Not yet a member?Contact us to learn more. You might also find these insights valuable Asean Asia Pacific China Forecast Geopolitics Japan Leadership Market Strategy Team-Building China’s AI Evolution: Strategic Insights for Executives May 21, 2025/No Comments China’s AI Evolution: Strategic Insights for Executives May 21, 2025 ‘The requirements imposed on China’s AI products matter. They will… Read More Executive Insights on China’s Sales Outlook May 21, 2025/No Comments Executive Insights on China’s Sales Outlook May 21, 2025 Our quarterly China Survey compiles insights from our members to provide… Read More Indonesia’s Promise: CEOs are confident but cautious May 21, 2025/No Comments Indonesia’s Promise: CEOs are confident but cautious May 21, 2025 ‘So long as they maintain political stability and reasonably good… Read More Load More End of Content.

Asia Pacific, Strategy

Strategies for E-Commerce Success in Asia

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Strategies for E-Commerce Success in Asia July 21, 2023 ‘Marketplaces are good platforms for brands to make quick sales, but sizable volumes of marketplace sales damage brand equity. Customers don’t belong to the brand; they belong to the platform. Customers have no issue switching brands if the price is right.’ ‘A lot of brands go to marketplaces to test the market. They start building an online critical mass that will justify the creation of branded websites. They then acquire the resources to move to the next level: to have their own online ecosystem.’   ‘We are working towards more experiential online experiences, such as live consultations, live shows, and workshops. Experiential online experiences show consumers that the branded.com website can be something more than just transactional. Growing a sustainable online presence requires us to continuously reinvent our online proposition.’ ‘In places like Vietnam, India, and Indonesia, even distributors find it expensive to cover a cluster of customers. Companies are collaborating to see how digital marketplaces can extend their reach. With e-commerce, you can coordinate purchases, reduce the cost of delivery, and track credit. These are ways many companies have started to successfully work in some marketplaces; but this requires collaboration among companies.’ The boom of e-commerce in Asia demands a robust omni-channel strategy and skilled management of diverse markets that are characterised by shifting brand loyalties and high customer acquisition costs. At a recent Asia Management Forum, members shared best practices, highlighting data-driven strategies and the modernisation of outdated IT systems as key ways to optimise operations and cut costs. Dive deeper.Explore the implications for business and strategy. Log in for the full Forum Insight. Join the peer-group discussion at upcoming Forum events.. LOG IN Not yet a member?Contact us to learn more. You might also find these insights valuable Asean Asia Pacific China Forecast Geopolitics Japan Leadership Market Strategy Team-Building China’s AI Evolution: Strategic Insights for Executives May 21, 2025/No Comments China’s AI Evolution: Strategic Insights for Executives May 21, 2025 ‘The requirements imposed on China’s AI products matter. They will… Read More Executive Insights on China’s Sales Outlook May 21, 2025/No Comments Executive Insights on China’s Sales Outlook May 21, 2025 Our quarterly China Survey compiles insights from our members to provide… Read More Indonesia’s Promise: CEOs are confident but cautious May 21, 2025/No Comments Indonesia’s Promise: CEOs are confident but cautious May 21, 2025 ‘So long as they maintain political stability and reasonably good… Read More Load More End of Content.

Asia Pacific, Leadership, Team-Building

Asia’s Workforce Dynamics & the Return to Office

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Asia’s Workforce Dynamics & the Return to Office July 12, 2023 ‘In Shanghai, people generally are happy to come back to the office for various reasons, including finding good ways to connect with each other. But in Singapore, maybe not. All are part of “Asian cultures” but have different behaviours.’ ‘Particularly in Australia and New Zealand, we’re having problems getting people to come into the office, even just two days a week. Like a lot of companies, we’ve mandated Tuesdays and Thursdays that employees should be in the office. I’ve tried doing “pizza quarters” and town halls bringing everyone in, but they’ve been unsuccessful.’   ‘It’s a social engagement process for leaders. This means being purposeful, thoughtful, and well-organised about why people should come in. They know that Tuesdays are cultural connection days, and that Wednesdays are when they get their meetings with clients. There is a cadence to the reasons to be back in; it’s not chaotic.’ The shift back to office work in Asia is challenging corporate leaders, who must consider the varied cultural and generational preferences within their teams across the region. Effective strategies need to go beyond basic incentives and genuinely address these differences. At a recent Asia CEO Forum briefing, members agreed upon three crucial elements: leading by example, showcasing the benefits of in-office collaboration, and accommodating local employee preferences. Moreover, members emphasised the importance of ongoing communication and robust support systems in meeting their team’s needs through the transition. Deepen your understanding & explore the implications for business and strategy in our latest Asia Brief. Log In to access our latest reports. LOG IN Not yet a member?Contact us to learn more. You might also find these insights valuable Asean Asia Pacific China Forecast Geopolitics Japan Leadership Market Strategy Team-Building China’s AI Evolution: Strategic Insights for Executives May 21, 2025/No Comments China’s AI Evolution: Strategic Insights for Executives May 21, 2025 ‘The requirements imposed on China’s AI products matter. They will… Read More Executive Insights on China’s Sales Outlook May 21, 2025/No Comments Executive Insights on China’s Sales Outlook May 21, 2025 Our quarterly China Survey compiles insights from our members to provide… Read More Indonesia’s Promise: CEOs are confident but cautious May 21, 2025/No Comments Indonesia’s Promise: CEOs are confident but cautious May 21, 2025 ‘So long as they maintain political stability and reasonably good… Read More Load More End of Content.

Asia Pacific, China, Geopolitics, Strategy

Adapting to Biden’s US-Asia Pacific Policy

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Adapting to Biden’s US-Asia Pacific Policy January 5, 2022 ‘Biden understands the national mood and consensus that China represents a threat to the US rather than an opportunity – and that constrains his flexibility on what he can do.’ ‘The Biden team is better at ‘quiet diplomacy’ because there are more long-term players. They’re not necessarily smarter but are more experienced.’ ‘What is being done is an attempt to turn China into a focal point of foreign policy, particularly for the Asian region – but not make it a focal point for activity. Japan policy, Korea policy, SE Asia policy all come from China policy. But they will not lead to intense direct engagement with China.’ While upholding Trump-era tariffs and sanctions, the Biden administration has made a nuanced shift towards ‘competitive co-existence’; a move away from outright antagonism. While this recalibration may take a backseat to pressing domestic issues, there is a strong undercurrent to achieve supply chain independence from China, which will reshape global trade dynamics. The technological rivalry, particularly in semiconductors and AI, is at the forefront of this strategic game. Re-engagement with ASEAN and a potential free trade deal with Taiwan add layers to the complexity. In this evolving geopolitical landscape, Biden’s preference for ‘quiet diplomacy’ and alliance-building is more than a policy choice; it’s a strategic imperative for the US to maintain its influence in Asia Pacific. Dive deeper.Explore the implications for business and strategy. Log in for the full Forum Insight. Join the peer-group discussion at upcoming Forum events. LOG IN Not yet a member?Contact us to learn more. You might also find these insights valuable Asean Asia Pacific China Exchange Rates Forecast Geopolitics Japan Leadership Market Strategy Team-Building China’s AI Evolution: Strategic Insights for Executives May 21, 2025/No Comments China’s AI Evolution: Strategic Insights for Executives May 21, 2025 ‘The requirements imposed on China’s AI products matter. They will… Read More Executive Insights on China’s Sales Outlook May 21, 2025/No Comments Executive Insights on China’s Sales Outlook May 21, 2025 Our quarterly China Survey compiles insights from our members to provide… Read More Indonesia’s Promise: CEOs are confident but cautious May 21, 2025/No Comments Indonesia’s Promise: CEOs are confident but cautious May 21, 2025 ‘So long as they maintain political stability and reasonably good… Read More Load More End of Content.

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