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The Great Transition
Kenneth Lieberthal
Geoffrey Lieberthal
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Reprint: R0310D
As China's economy grows and opens further, the opportunity it presents to multinationals is changing. Foreign companies are moving to country development and new strategic choices. Now, foreign firms can actually go after the Chinese domestic market, and it's worth going after. Improvements in China's infrastructure, workforce, and regulatory environment are making it possible for companies to lower their costs to reap new competitive advantages.
Multifaceted and often-shifting risks accompany this shifting opportunity. The reforms required for admission into the WTO will be politically difficult for China to implement, and its progress will be slowed by the scarcity of resources for the country's shaky banking system, the inadequacy of the social safety net, environmental problems, and local governments' cash shortage. China's breathtaking 9% average annual GDP growth rests on an unsteady foundation of overcapitalized state-owned enterprises, which have oversupplied many markets, and fiercely protectionist regional government officials pursuing growth-at-almost-all-costs policies. Frequent changes in regulations, bureaucracies, and reporting relationships will continue to make planning difficult, and, as the SARS epidemic demonstrated, there is always the potential for serious disruptions.
But for at least the next ten years, multinationals should be the biggest winners in China. To reap the benefits, a multinational must properly nest its effort into its overall organization, show "one face to China" at the national level but also tailor local strategies, be wary of joint ventures, and mitigate risk, in particular the theft of intellectual property. China is a major opportunity for companies that forthrightly face its complexities. It will remain largely inscrutable—and unprofitable—for the rest.
The Idea in Brief
Foreign firms' opportunities in China are astounding—but so are the perils.
With China now in the World Trade Organization, foreign businesses can—for the first time—pursue the Chinese domestic market. And it's worth pursuing. China's dazzling economic growth shows no sign of stopping. And thanks to improvements in China's infrastructure, workforce, and regulatory environment, multinationals (in particular) have unprecedented opportunities to lower their costs and reap new regional and global competitive advantages.
But doing business in China is more dynamic and complex than ever. A sampling of the perils:
enforce. The Chinese leaders who negotiated the WTO agreement consulted very little with those most affected by it—industrial ministries, provinces, and cities where foreign competition could threaten local business. Result? Few localities are prepared to implement WTO obligations, preferring instead to stimulate local economic growth and foreign competition. China's intellectual property protections, for example, are often impossible to
planning. Constantly changing regulations, bureaucracies, and reporting relationships—and continued government involvement in commerce—hamper business
governments. China's newest leaders must handle competing demands among China's shaky banking system, health and other public services, environmental needs, and cash-strapped local
Managing these risks is particularly critical if your firm has already entered the China market and is beginning to more fully establish its brands, cultivate markets, and expand geographically. Use the following guidelines to leverage the opportunities—and manage the risks.
The Idea in Practice
Nest Your China Effort Within Your Whole Organization
Business-unit autonomy doesn't work well in China because the government treats corporations as single entities. Show "one face" by establishing a first-rate country office that participates in all new-venture negotiations, national-level government relations, and strategic planning for the China effort. Establish a corporate identity that highlights compatibility between your company's goals and the country's goals. This identity can help you obtain critical licenses and regulatory decisions.
Tailor Strategies for the National Level and Each Locality
Chinese localities differ in the quality of their government and workforces, experience with international business practices, regulatory environment, consumer tastes, and domination by state-owned or private enterprises. Identify differences in each locality and develop the expertise to lobby government at every level—for example, persuading local governments to bring criminal charges against trademark violations.
Be Wary of Joint Ventures
Joint ventures—formerly the only way to operate in China—are can present problems for foreign venturers. Government officials often promote ailing Chinese companies as venture candidates, and most Chinese firms want to dominate their local markets and then take profits out rather than reinvest them. Consider establishing an independent legal entity—a wholly foreign-owned enterprise (WFOE)—which can provide management control and better protection of intellectual property rights.
Limit the Risks of Operating in China
Hire or develop experts who can penetrate the Chinese system enough to recognize when social tensions are growing, understand internally contested issues, and devise strategies for moving critical regulatory decisions forward. Remember that no place is safe from natural or political disaster—so don't put all your company's resources for critical operations into China. Keep one sensitive part of your production processes outside China, to prevent pirating. Periodically assess the risks of your China operations so you can quickly move some operations elsewhere if necessary.
Avoid Irrational Exuberance About China
Like items in a shop window, China's attractions are changing over time. Each opportunity carries different investment and management implications. Rather than rushing to plant the flag, sort through the operational consequences of your different efforts. Pinpoint why you want to do business in China, where to locate there, and what might best be done elsewhere.
China is attracting enormous attention for very good reason. The reason is not just that China is big or that its economy is the only one that's been able to sustain rapid growth over the last three years. It's that China is now profoundly affecting the competitive capabilities of all multinational corporations. Companies throughout the world are affected by the impact of low-cost Chinese manufacturing on worldwide pricing, for instance, whether or not they have operations there or engage in direct trade.
Beneath the surface of China's enormous accomplishments is a complicated story: The country's astonishing growth and exploding domestic market promise huge opportunities. But that growth also masks systemic weaknesses. China's comparative manufacturing advantage makes it an alluring platform from which to export to the rest of the world. But that platform sits in a fast-changing and high-risk operating environment that has frustrated many firms' quests for profits.
When China first timorously opened its economy to foreign investment in 1979, the rules tightly restricted the locations, sectors, and types of participation open to foreigners. As those rules gradually relaxed over the ensuing decades, the fortunes of international firms improved incrementally. But the real sea change in China's importance has occurred only in the past few years, as China has begun to implement its World Trade Organization accession obligations, and the country has stood out so sharply as the only rapidly growing major economy in the world. The opportunities, the risks, and the importance of understanding how to fit China into a corporate competitive strategy are entering a new stage—more dynamic, complex, and consequential for multinationals' success than ever before. Unraveling the complexities of those opportunities and risks can make the difference between major opportunity and major disappointment.
An Amazing Record
China's overall record since reforms began in 1979 is dazzling, and its performance is in many ways improving. Annual real GDP has grown about 9% a year, on average, since 1978—an aggregate increase of some 700%. Foreign trade growth has averaged nearly 15% over the same period, or more than 2,700% in aggregate. Foreign direct investment has flooded into the country, especially throughout the past decade. In 2002, China became the first country since the 1980s to attract more FDI in a year than the United States (bringing in $53.2 billion while $52.7 billion flowed into the States). In the first quarter of 2003, a billion dollars a month in foreign capital poured into the Pearl River Delta near Hong Kong, where integrated clusters of suppliers and assemblers are becoming an awesomely efficient manufacturing base for exports of everything from circuit boards to machinery to shoes to tools. Led by businesses there, China has rapidly moved to take its place among the world's largest trading nations. (See the exhibit "Unflagging Growth.") The country has developed a powerful combination—a disciplined, low-cost labor force; a large cadre of technical personnel; tax and other incentives to attract investment; and infrastructure sufficient to support efficient manufacturing operations and exports.
Unflagging Growth
Like its export base, China's home market is growing strongly—in several segments, spectacularly. Four to six million new cell phone subscribers are signing up every month, for instance. Computer use is spreading more rapidly than in any other country. The automotive market is surging, making China the one place in the coming decade where carmakers can compete for a pie that is growing rather than fight over one that is not. In the early 1990s, almost all retail outlets in China were small shops and wet markets. Now, at least in major cities, hypermarkets are common. Firms such as Carrefour and Wal-Mart are rapidly expanding their investments to compete for this growing Chinese market.
Long-term trends in China, moreover, promise continued growth. The country has vastly improved its elite educational institutions and is quickly expanding its pool of technical talent. China graduated a million technicians and engineers in 2001. That figure leapt to 2 million in 2003 and will go still higher in 2004. And the quality of engineering training has improved to the extent that fewer Chinese are now going to the United States for engineering degrees because they can obtain excellent educations more cheaply at home. Japanese firms have long kept their China investments very limited because of concerns about the quality of the labor force. But since 2000, Japanese firms have not only been making increasingly high-end investments in China but also shifting investment resources there from Southeast Asia.
Ideologically, the country has shifted dramatically. Where once the Communist Party shut down China's universities and sent professors to be "reeducated" among the peasantry, now it welcomes professionals and entrepreneurs as part of the party's political base and foresees development of the private manufacturing and service sectors as the key job generators in the coming years.
To cope with the decline in demand brought on by the 1997 Asian financial crisis, China made massive infrastructure investments, including a vast expansion of the rail, highway, telecom, and water management systems. These investments have improved connections among what used to be largely separate domestic markets.
The regulatory environment is also moving in the right direction, becoming more transparent. As China implements its WTO commitments, more opportunities are opening up to foreign firms, which are increasingly being placed on an equal footing with indigenous companies. By 2006, for example, foreign financial service firms will be permitted to provide a full array of banking services. That should begin to nudge access to capital from state-owned enterprises toward the private sector. And the structural changes adopted by the National People's Congress in March 2003 portend additional progress in shifting the role of government from the planning and administration of a socialist economy to the regulation of a market economy.
These changes are massive, but, surprisingly, they have unfolded without the type of major political breakdown—like the Tiananmen uprising and its suppression in 1989—that made earlier investors rue the day they leapt into the Chinese market. What's more, the Chinese economy has not only grown but moved steadily up the value-added scale. In 1990, China led the world in the production of only cotton textiles and televisions. By 2002, it had added refrigerators, cameras, motorbikes, desktop PCs, DVD players, bicycles, cigarette lighters, and cellular phones to this list. China, in sum, is rapidly becoming the manufacturing center of Asia.
Beijing expects to maintain its low-cost labor advantage: Migration from the interior is keeping low-end labor rates—even along the booming coast—very competitive. At the same time, China believes it can develop niche capabilities in high-end areas such as computer hardware and biotechnology (where its regulatory environment gives it inherent advantages over Western countries). Moreover, the reformers in the government plan to use the WTO entry requirements to force the domestic reforms that they believe will make Chinese firms competitive internationally in the coming decades. So, in a remarkably wide range of sectors, multinationals must now think seriously about the ways their own China plays and those of their current and potential competitors can affect their wider future global opportunities.
A Golden Opportunity for Multinationals
For the next ten years, and probably considerably longer, multinationals (if not all of their employees) should be the biggest winners, as China's economy becomes increasingly open. During this period, few indigenous manufacturing and service-sector firms will be able to compete successfully outside the country on any basis other than cheap labor. (By "indigenous," we mean Chinese firms that have not attracted investments from any foreign companies and are not producing anything under foreign license.) There are, of course, some exceptions. A handful of Chinese companies are already strong competitors in global markets: Haier in white goods, Konka in TVs, Galanz in microwave ovens, and Huawei in telecommunications, for instance. And cheap labor matters, of course, even in sophisticated industries such as automobile assembly and telecom equipment. To date, manufacturers in Hong Kong and Taiwan have proven particularly adept at leveraging inexpensive mainland Chinese workers for international competitive advantage.
Weak management is the major constraint on the competitiveness of Chinese companies. Despite two decades of joint ventures and enormous investments in training, Chinese managers continue to fail in the critical tasks of systems integration and optimization. The problem is fundamental, embedded in the economic system itself. The dominance of state-owned enterprises in major manufacturing and service sectors, together with extensive state intervention throughout the economy, has sustained the premium on good political skills over modern management capabilities. The consequences are felt all the way down corporate hierarchies. Chinese firms generally view middle managers merely as information links and discipline enforcers rather than as partners in the search for new ideas and improved processes. On balance, the stovepiped authority structures and emphasis on obedience to higher authorities make Chinese managers good at carrying out discrete tasks but poor at optimizing all the processes in a value chain. This subtle deficiency is reflected in the absence of a Chinese term for the very concept of "trade-off."
In the military arena, for example, major weapon systems increasingly require the integration of complex subsystems. But despite large investments, the country's military-industrial complex has failed so completely to produce advanced integrated weapon systems that China has become highly reliant on Russian and Israeli imports.
China's management shortcomings were on display in 2003 during the outbreak of Severe Acute Respiratory Syndrome (SARS). Despite extensive investments in gene mapping and genomics in an effort to create a world-class biotechnology industry, the leading Chinese research institutes fell significantly behind their foreign counterparts in understanding the virus. The Chinese media, based on interviews at the research institutes, blame this primarily on the failure of the institutes to cooperate, as each waited for specific orders from higher government levels before turning to SARS research. This response reflected a management conditioned to operate according to preset plans and to avoid taking initiative at lower levels.
To be sure, Chinese managers and workers have become efficient at implementing decisions made by others. And few are better than the Chinese at small-scale entrepreneurship. But it will take decades to overcome the ingrained systemic weaknesses that prevent them from designing efficient enterprises, fostering innovation, allowing flexibility at middle management levels, and finding optimal trade-offs along various points in the value chain. In this respect, the situation in China differs totally from the competitive challenge to Western companies that Japan presented a quarter-century ago. Japan's secret sauce was management; but that is China's weakness. Domestic system reforms will over the long run produce internationally competitive indigenous Chinese firms. But, paradoxically, for the time being, the better and more efficient China's economy becomes, the more the advantages will accrue to multinational corporations.
China's domestic market is certainly one new opportunity. Until recently, China used tariff and especially nontariff barriers such as secret domestic quotas on imports and excessive inspection requirements to shield domestic producers from international competition, and it required foreign investors to form joint ventures to play at all. Many companies invested in China hoping to gain access to the domestic market but found instead that the government insisted they channel much of their production into exports. The results are clear. In every year save one since 1979, the country has run a trade surplus, with firms that foreign companies have invested in providing a steadily increasing proportion of the items exported. Over three-quarters of China's electronics exports come from enterprises invested in by foreign (including Hong Kong, Macao, and Taiwan) firms, for instance, and more than half of all exports are from the processing trade, made up of export products that have been assembled and packaged in China from imported components. The vast majority of such processing operations are owned or invested in by foreigners, many of whom are Hong Kong or Taiwanese entrepreneurs.
But this situation is fundamentally changing. WTO accession requirements obligate China to lower tariff barriers, and between now and 2006, most restrictions on domestic market access will be phased out. Joint ventures will be required in only a few areas (such as automotive assembly but no longer engine production). Export requirements have already been eliminated. Trading rights are being vastly expanded. And foreign companies can now operate in most major economic segments—such as distribution and services—from which they were previously barred.
The resulting competition for domestic market share will be fierce, as multinationals can now look forward to competing on nearly the same terms as indigenous companies. To be sure, China will remain an exceptionally challenging environment. It is a country with inadequate legal protections, rampant intellectual property rights violations, massive government interference, severe price competition from state-subsidized firms, and other factors intimidating to the fainthearted. But Beijing's desire to expand the service and private sectors, combined with its willingness to allow foreign firms to compete nearly across the board, means that the China market, for so long just a tantalizing chimera, is now becoming a real opportunity just as the purchasing power of Chinese consumers is beginning to increase. And China is likely to remain the world's fastest growing major economy—albeit with the potential for significant growth pauses—for the coming decade and beyond.
The challenge is not only to compete successfully in China's growing domestic market but also to use the country's resources to compete in the region and around the world. In a rapidly mounting number of sectors, multinationals are finding that moving part of the value chain to China can lower costs sufficiently to make a competitive difference worldwide. Companies like Wal-Mart are already effectively leveraging their China operations both for sales in the country and for sourcing for the Western market. Every CEO must consider what competitors will do with access to the resources, the increased sales volume, and the reduced unit costs that the China market will offer. For at least the next decade, understanding how to do well in China and with Chinese resources will become a critical component in a global competitive strategy.
For the first time, multinationals can actually go after the Chinese domestic market—and it's worth going after.
China thus presents two major business opportunities. For the first time, multinationals can actually go after the Chinese domestic market—and it's worth going after. And improvements in China's infrastructure, human capital, and regulatory environment are making it possible for companies to lower their costs and reap new regional and global competitive advantage. For example, Motorola is using its China facilities for research, product development, and sales to make it cost competitive in the American, European, and Asian markets. At the same time, the Chinese market itself is the most profitable piece of Motorola's global business.
Where the Risks Are
To address China's potential, we must go beyond a broad, overly optimistic look at the country; plans motivated solely by optimism and momentum too often produce regret, not profit. The risks of operating in China need to be analyzed in a hard-nosed way. Some of those risks are subtle and multifaceted. Some are distinctly unique to Chinese culture and politics. Some are present almost everywhere. None can be ignored.
The Politics of WTO Implementation.
China's WTO accession package was negotiated by the top pro-reform leaders in the national government, who consulted very little with the parties that would be most affected, namely the telecom and other industrial ministries, as well as the provinces and cities where new foreign competition could create serious problems for local businesses. China did not even produce a Chinese-language text of the final agreement until about a month after formally acceding to the WTO in December 2001. The reality is that few localities in China are fully prepared to take on the mandated obligations, and the politics surrounding WTO implementation will be very rough.
The Chinese leaders who negotiated the WTO agreement stepped down from power in March 2003. A different leadership group will now have to decide how to implement the agreement. The potential for resulting frictions is high. The SARS epidemic has increased the likelihood of infighting by providing ammunition to those who would argue that China should slow down its pursuit of economic growth (and, implicitly, reform) and devote more attention to providing public goods like health care. The WTO obligations will probably be fully implemented, but the process is now likely to be more protracted and contentious than originally thought. Many companies will have to fight for implementation of the rules crucial to their business rather than simply assume that implementation will occur as a matter of course. And U.S.-China trade frictions are likely to rise, as China's exports to the United States continue to grow while U.S. firms point to Beijing's failures in implementing WTO obligations in such sensitive areas as opening up China's agricultural market to American exports.
Oversupply and Deflation.
China's underlying formula for growth has depended on a closed domestic financial system. It worked by channeling individual savings (roughly 40% of GDP) into state-owned banks, which in turn have funneled most of these funds into state-owned enterprises. They have used the money to expand capacity, despite an oversupply in many markets. This has been done to avoid the social shock of shutting down the major state-run companies, a move deemed politically too painful, considering that many smaller ones have already been shut down or privatized and tens of millions of workers laid off. The predictable results are a combination of rapid GDP growth, rising output, declining retail prices, and high levels of loan defaults. Because the major state-owned enterprises need not show a profit to survive in a soft loan environment, price competition in the domestic market has reached ruinous levels for many goods.
That growth formula will have to change. The WTO agreement requires that China permit foreign banks to offer a full range of services by 2006. This will give many individuals alternatives to putting their money into the current bankrupt system. The foreign banks will also go after the attractive business of making loans to the private sector and the more solvent state-run companies. Managing this transition will require reform of commercial banking and large state-owned companies, which will be both technically difficult and politically perilous. This situation will increase opportunities for multinational corporations in both commercial and investment banking services but will also increase the risk of instability (financial and otherwise) and potentially result in a somewhat lower growth rate, at least for a while.
The Constancy of Change.
Many analysts hail each new reform in China, but the reality is that change is causing several problems for business. Last March, for example, the government set up a new Ministry of Commerce, a new banking supervision commission, and a new commission to manage state-owned assets. Months later, these agencies were still assembling their staffs and defining their missions. Constantly changing regulations, bureaucracies, and reporting relationships make business planning difficult in a country where the government continues to play a major role in the economy. WTO implementation will keep such changes the order of the day. The Chinese environment will thus remain uncomfortably fluid for purposes of forward planning. And missteps leading to a financial crisis must be considered an underlying risk.
The Structure of Political Power.
Basically, the fastest way for a leader at the local level to rise to a higher position is to oversee successful economic growth in the locality (township, county, city, and province) under his control. This has produced a lot of de facto flexibility and initiative at all levels, even in an authoritarian system with a socialist planning heritage. But it has also led many local governments to impose protectionist measures to reduce competition from other parts of the country and abroad. Consequently, for example, China's intellectual property rights protections, although strong in theory, are in fact almost impossible to enforce in much of the country. Local governments protect their own counterfeiting operations as sources of local revenue. Moreover, there are no constitutional rules that define the division of authority between different levels of the political system. That division is based on policy rather than law, and policies change constantly.
Potential for Serious Disruption.
China's recent political succession for the first time in more than a century took place on time and peacefully. But it is not complete, and the SARS epidemic has complicated the process of sorting out authority among different groups in the new leadership. The Chinese system works well only when the top leaders are able to manage their differences unobtrusively. Open disagreement at the top produces policy stagnation and increases the chances that social discontent will erupt into large-scale political instability.
The new leaders of China also face enormous challenges in deciding on the extremely difficult trade-offs involved in allocating the country's scarce resources to address, among others, the following compelling demands:
billion; nonperforming loans in the state-owned banking system, which are likely to total more than $500
billion); an underfunded social safety net and a shortfall in investment in public goods such as health care services (funds needed to set up the pension system alone may total $500
Plain; expensive ongoing and proposed environmental projects to relieve severe growth bottlenecks, such as the acute water shortage on the North China
bankrupt. financially beleaguered town and county governments, roughly 90% of which are so burdened with unfunded mandates and resulting debt incurred to cover their obligations that they are effectively
The threats of unemployment, social unrest, and financial crisis place a premium on sustaining rapid economic growth. It is too early to tell whether the new government leaders will be able to work together effectively enough to make and implement the tough decisions on the national agenda.
Advice to CEOs
Every company and industry is different, but the quarter-century of experience that multinationals have had in China points to some enduring lessons. A company's expansion into China moves through three broad phases: entry, country development, and global integration. Each of these stages has distinct goals, organizational requirements, and challenges. (See the exhibit "The Three Phases of Investment.")
The Three Phases of Investment
During the first phase, a company's initial entry into China, the key goals are to establish a presence, begin to build a brand, and learn about the operating environment. The managers best suited to this early phase have typically done start-up work in other developing countries. They're very good at working in unstructured environments; they can take creative approaches to pulling together resources; they assume they will find much confusion in the operating environment. China today is much more business ready than it was, but making sense of the complex situation for obtaining approvals, establishing an office, and choosing vendors and advisers often requires improvisation and haggling skills that many otherwise top-notch managers simply do not have.
The second phase, country development, is prolonged, complex, and requires different managerial talents. The small representative office in which the company set up shop becomes part of a network of serious business initiatives, generally involving more than one operating division. The company should be more fully establishing its brand, developing a market, and following a geographic expansion strategy. The make-do country manager who was so suited to phase one is liable to be a disaster in this phase. As several divisions and many functions start operating in China, coordination problems with the home office begin to emerge. The operation is now becoming important enough to provide regional, and potentially global, benefits to the firm, and it's during this phase that headquarters wants positive P&L numbers from China. Yet despite increasing elements of transnational integration, the company will still need a strong strategy focused specifically on succeeding in China's business environment and political context.
In the third phase, mainland China–based operations are fully integrated into regional and global efforts, in the way Hong Kong or Singapore operations are. China becomes a "normal" location with particular resources, rather than a place that requires a specialized country effort. A handful of Western companies have reached this stage for narrow parts of their China efforts, primarily on the R&D side. But none has as yet arrived at this phase for its whole operation.
Because most Western multinationals now find themselves moving into the second phase, country development, the discussion that follows focuses on issues that become salient then. What are the strategic and managerial challenges in this phase of a company's operations in China? Our research suggests five that are important enough to be labeled "success factors."
Twenty Questions About Your China Strategy and Operations
Is your China strategy effective? Answer these questions and see.
Nesting China operations into the business as a whole
Does your China office have substantial control in crafting the corporate China strategy?
Has the China office developed and executed a "one face to China" strategy that all your business divisions in China follow?
Is the China office a partner in all negotiations with the Chinese government?
Does your China office have a significant portion of the P&L responsibility for your China operations?
Is the China effort led by a senior manager who has personal and direct ties to the global leaders of your company?
Have you taken measures to assure that the board of directors remains well informed about your China effort?
Tailoring strategies to both national and local governments and markets
Do you have distinct national and local strategies?
Has each operational locality been analyzed and a local strategy crafted? Does your strategy:
– reflect awareness of practices and priorities of local government?
– consider local labor force strengths and weaknesses?
– identify local market characteristics?
Have efforts been made to develop the ability to lobby the government at each level?
Evaluating the choice between a JV and WFOE
Do you understand the management capabilities and goals of a potential JV partner?
Have the benefits and risks of operating a new venture as a JV versus a WFOE been weighed carefully?
Have you explored the option of buying out an underperforming JV partner?
Minimizing China-specific risks
Have you avoided putting all your critical operations in one locality?
Have you brought on board China expertise to help identify internal tensions and develop pertinent responses?
Have you either kept critical intellectual property out of China entirely or taken other measures to avoid piracy losses?
Matching means to ends without irrational exuberance
If you are using China as an export base, have you considered locating your operation in a coastal region to take advantage of its unique strengths?
If you are trying to sell in China, have you thought carefully about tailoring products and plant locations so you can sell to second-tier consumers?
Have you fully assessed whether to put operations in countries that may be more suitable for your needs?
If starting up in China, do you know exactly why you are going to China and what you should be able to achieve there?
Have you planned for management succession through the evolution and growth of your China operation?
Focus attention on properly nesting your China effort into the organization as a whole.
During the entry phase, a multinational's business divisions generally work independently, as each pursues its own approach to China. The company's China country office struggles to influence the operations of the business divisions and to be treated as more than just a staff office that arranges for appointments, briefings, and hotel rooms. But in phase two, as they expand and shift into country development, smart companies quickly learn the value of establishing a strong, first-rate country office that exercises substantial control over corporate strategy and China operations. (By contrast, business divisions will again play a larger role when the company moves into stage three, the global integration phase.)
Most global corporations currently downplay country management, putting more power in the hands of business unit and product line managers. China begs to be the exception to this practice, at least for now. Business unit autonomy does not work well there because the Chinese government views corporations as single entities and largely treats them as such.
Instead, it pays to show "one face to China"—that is, to establish a corporate identity that highlights the compatibility between the company's goals and the country's goals. This can help enormously in obtaining critical licenses, regulatory decisions, and other actions that can dramatically affect the company's fortunes. A corporation is seen as a single entity when such high-level favors are granted. So in considering which favors to seek, the company needs to coordinate and set priorities among the demands of its operating divisions to avoid expending political capital on secondary matters. What's more, Beijing views concessions it wins from any division as concessions it can demand of all divisions in China. That can create very unpleasant surprises if the effort is not properly coordinated across the entire company.
These considerations argue for establishing a strong China headquarters and possibly shifting a significant part of overall P&L responsibility to the China office. The China office should participate in negotiations for all new ventures, in all national-level government relations, and in all strategic planning for the company's China effort.
Firms have struggled to find fully satisfactory ways of nesting their China efforts into the corporate matrix. Internal politics are inevitably difficult, as product line managers fail to see why they are autonomous everywhere except in China. Generally, it is important that a senior person head the China office—someone with good personal ties to the corporate CEO—so that problems with global business divisions can be addressed with the requisite authority. That person must work closely with the head of each pertinent global and geographical management unit, but if she or he must go through these individuals to communicate with the CEO and the board of directors, the China strategy is likely to encounter big trouble.
Operating in China is not unlike operating in the United States, whose multitiered government structure has long baffled newcomers.
Serious China efforts are expensive and important enough to warrant direct contact from top corporate officers, including the board, which should meet in China every few years. This helps the company keep sight of how the possibilities in China relate to larger corporate goals and also helps senior executives understand the country well enough to appreciate the sometimes peculiar ways their firm needs to operate there to be successful.
Tailor strategies for both the national level and each locality.
While the national level requires the "one face to China" approach, each local level demands separate analysis and attention within that framework. In this sense, operating in China is not unlike operating in the United States, whose multitiered government structure has long baffled newcomers. In China, though, all levels of government are more intrusive and less bound by law and regulations than they are in the States.
Localities differ enormously in the quality of their governments and workforces, their experience with international business practices, their regulatory environments, consumer demand and preferences, and even the degree to which their local economies are dominated by state-owned or private enterprises. What works well in one place will almost certainly need to be modified to work elsewhere.
It is extremely important both to correctly identify differences in government and consumer preferences in each locality and to develop the expertise to lobby government at every level. For example, foreign firms initially depended on courts to implement the trademark law. Weaknesses in the court system led firms to lobby national and local government agencies to bolster enforcement. But continuing failures have led companies to deepen their lobbying efforts with individual local governments to persuade them to bring actual criminal charges against trademark violators.
Some have argued that developing personal ties—called guanxi in Chinese—is sufficient for success. They are wrong. Guanxi can be very helpful but are not enough. Officials change position, fall out of favor, or simply promise more than they can deliver. There is no substitute for developing a good understanding of the market and producing a competitive product. Still, the fact remains that despite all the market-oriented reforms, Chinese officials retain the capacity to undermine the profitability of a company, even one with excellent fundamentals, if they wish. Knowing which officials need to be supportive and how to develop helpful relations with them is therefore an integral part of a successful business strategy. At least some of the firm's executives must make the ongoing efforts necessary for effective relationship building.
Adopt a "show me" attitude toward the purported advantages of forming a joint venture.
Even though forming a joint venture is no longer the only legal way a company can operate in China, the pressure to find joint-venture partners remains strong, particularly as companies expand their activities into more regions of the country. Often, local governments ask foreign firms to establish joint ventures in order to enter the local market. Although China looks like a huge single market, it is for the most part an assortment of local and regional markets, each requiring its own operating presence. Automotive assemblers in different regions, for example, source their parts overwhelmingly from local suppliers. Delphi has, accordingly, set up more than a dozen ventures in various places. The local partner can provide existing facilities, knowledge of the local government, and a Chinese face in the area.
But joint ventures, difficult in any country, are especially so in China. Government officials often promote ailing Chinese companies as candidates. Even very capable Chinese partners may prove problematic. For example, most multinationals want to reinvest profits so they can expand into additional domestic markets, but most Chinese firms, which typically are cash strapped and have a more parochial mind-set, want to dominate their local market and then take profits out. The foreign company seeks peak efficiency; the Chinese partner, sensitive to the government's social goals, often looks for ways to maintain and even expand its current labor force. Understanding the quality, style, and goals of the partner's top management is crucial. Occupying the same bed while dreaming different dreams rarely produces a sustainable marriage.
Tough-minded analyses that pinpoint why to go to China, where to locate there, and what to do elsewhere should not be given short shrift in a rush to plant the flag.
Setting up what the Chinese call "a wholly foreign-owned enterprise" as an independent legal entity is, therefore, increasingly the way to go. The WFOE can provide management control—a serious issue given the shortage of top-notch Chinese managers and the divergent goals of most Chinese and foreign managers. It also affords somewhat better protection of intellectual property rights, because in a WFOE no Chinese manager need have access to full information about the firm's production processes. WFOEs are now permitted in most sectors, and many companies have found that the only way to pursue their national corporate strategy in China is to buy out their previous partners and convert the joint venture into a WFOE.
Recognize and take steps to limit the particular risks of operating in the Chinese environment.
Some risks cannot be managed. The potential persists for major social and political unrest. Political frictions at the top, for instance, could prevent the government from taking effective measures to deal with some escalating financial crisis that could ultimately produce runs on the banks, riots, and a cascading breakdown of authority and order. Should that occur, few firms will escape without serious losses.
But shy of a major breakdown, risk can be managed. First, hire or develop experts who can penetrate the Chinese system enough to recognize when tensions are growing, understand the issues being contested internally, and work out strategies to move critical regulatory decisions forward.
Second, do not put all the company's resources for a critical operation in China. No single place is completely safe from natural or political disaster. SARS spread in the Pearl River Delta for months before the problem was publicly recognized. The governments of Shenyang and Xiamen were largely paralyzed when Beijing subjected them to massive corruption investigations. Geographic and political dispersion is important, even when there are cost savings to concentration.
Third, keep out of China critical technologies and production processes that can be pirated. There are many defenses against violations of intellectual property rights, such as compartmentalizing production know-how, opting for a WFOE rather than a joint venture, and highly automating the manufacture of complex products. But it is a basic reality that the Chinese have demonstrated a huge capacity for theft of intellectual property in everything from computer programs and compact discs to automobiles and designer jeans. For many operations, the safest way to mitigate the risk is to keep one very sensitive part of the production process outside the country.
Finally, because China's operating environment is difficult, rapidly changing, and fairly risky, it is important to make periodic risk assessments of your China operations so you can be prepared, if necessary, to move some operations elsewhere.
Avoid irrational exuberance in responding to the opportunities China presents.
Like items in a shop window, China's attractions are changing over time. The country's advantage in manufacturing for the export markets is well known and becoming increasingly well established. And the big news about post-WTO China is, of course, the opening of its domestic market. What's more, a third major draw is just starting to emerge. Creative companies such as General Motors, Microsoft, and Motorola have begun leveraging China's engineering power and R&D expertise to reduce new-product development costs for products sold both in country and abroad.
Each of these opportunities carries different investment and management implications. So various business units of the same company may be pursuing separate opportunities and bringing different goals to the company's China effort. It is important to sort through the operational consequences of these different efforts and set clear goals to guide each unit's thinking about such fundamentals as where to set up shop and how to evaluate progress.
Using China as an export base, for example, is very likely to dictate a coastal operation, probably in the Pearl or Yangtze River Deltas. For local high-end consumer sales, Beijing/Tianjin, the Shanghai area, and the Guangzhou region are the richest markets. But there is already enormous competition for the limited number of high-end consumers. Those multinationals that can learn how to lower production costs enough to compete for the large majority of the population further down the economic pyramid can find major new markets in China and employ those production methods competitively in similar markets elsewhere.1 This requires a company to establish operations farther inland.
The numbers associated with China—22% of the world's population, the fastest growing major economy in the world over the past quarter century, the largest recipient of foreign direct investment last year—too often blind corporate leaders to the country's difficult business topography and the stronger business opportunities available elsewhere. Not all industries will find a source of competitive advantage in China. India, for example, is uniquely competitive in segments that do not require extensive physical infrastructure and are not encumbered by its notorious regulatory restrictions. Software services, design work, call centers, insurance claims, and other customer account services all fall into this category. India's large cadre of well-trained, fluent English speakers is a strategic resource. China does not match India's advantages in these areas. Tough-minded analyses that pinpoint why to go to China, where to locate there, and what to do elsewhere should not be given short shrift in a rush to plant the flag.• • •
China's rapid growth, expanding openness, developing consumer market, and large, low-cost, and increasingly well-trained labor force are making it a global focal point for foreign direct investment. Firms that take advantage of what China offers should reduce their costs and expand their sales in ways that provide advantage not only in China but also regionally and globally.
But CEOs need to understand the implications of China's current stage of development for their particular companies. Many who fail in China do so because they have been too fuzzy about their goals; inattentive to the difficulties of nesting a China effort within the firm; insufficiently diligent in considering potential partners, locations, and expansion plans; unwilling to make the hard choices necessary to establish one face to China; and not mindful of the strategies available to mitigate the inherent risks in a significant China play. China is a major opportunity for both increased domestic sales and greater competitive advantage elsewhere for those who forthrightly face up to its complexities. It will remain largely inscrutable—and unprofitable—for the rest.
1. This issue is discussed in some detail in "The End of Corporate Imperialism," by C.K. Prahalad and Kenneth Lieberthal, a classic 1998 HBR article reprinted in the August 2003 issue. It is further explored in "Serving the World's Poor, Profitably," by Prahalad and Allen Hammond (HBR September 2002).
A version of this article appeared in the October 2003 issue of Harvard Business Review.
Kenneth Lieberthal (kliebert@bus.umich.edu) is the William Davidson Professor of Corporate Strategy and International Business, the China director of the Davidson Institute, and the Arthur Thurnau Professor of Political Science at the University of Michigan in Ann Arbor. He is also a senior director of Stonebridge International, a Washington, D.C.–based consulting firm, and the coauthor, with Geoffrey Lieberthal, of "The Great Transition" (HBR October 2003).
Geoffrey Lieberthal is a consultant with Bain & Company in San Francisco.
This article is about INTELLECTUAL PROPERTY


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2019-20 2018-19 2017-18 2016-17 2015-16 2014-15 2013-14 2012-13 2011-12 2010-11 2009-10 2008-09 2007-08 2006-07 2005-06 2004-05 2003-04 2002-03 2001-02 2000-01 1999-00 1998-99
Penguins Play Valiantly at Marshall in 38-24 Loss
Huntington, W. Va. -- The Youngstown State football team went toe-to-toe with one of Division I-A's Top 20 teams on Saturday night before eventually losing to Marshall 38-24 at Marshall Stadium.
Penguins Renew Championship Rivalry With Marshall
The Youngstown State football team renews one of its biggest rivalries when it travels to Huntington, W. Va., on Saturday to play Marshall. Kickoff for the game at Marshall University Stadium, which will be broadcasted back to Youngstown on TV-21 WFMJ, is at 7 p.m.
Penguins Roll For 609 Yards in 45-7 Win
The Youngstown State football team had its third-best total offensive day in school history in a 45-7 victory over Elon on Saturday afternoon at Stambaugh Stadium amassing 609 yards.
Penguins Close Out Home Regular Season vs. Elon
The Youngstown State football team will play its final regular-season home game on Saturday when the Penguins play host to Elon. Kickoff at Stambaugh Stadium is set for 1 p.m.
Ryan Leads YSU Past Southern Illinois 31-7
Carbondale, Ill. -- YSU senior quarterback Jeff Ryan threw for 214 yards and ran for 94 more to help lead the Penguins to a 31-7 victory over Southern Illinois at McAndrew Stadium in Carbondale, Ill. on Saturday afternoon.
Penguins Try to Rebound at Southern Illinois
The Youngstown State football team will be looking to bounce back this Saturday when it travels to Carbondale, Ill., to play Southern Illinois. Kickoff for the contest at McAndrew Stadium is set for 1:37 p.m. EST.
Western Kentucky Runs Past YSU 24-14
Gateway Football Conference newcomer Western Kentucky beat Youngstown State 24-14 in the team's first conference battle on Saturday at Stambaugh Stadium.
YSU Plays Host to WKU in Conference Showdown
The Youngstown State football team plays one of their biggest games of the season on Saturday when the Penguins play host to Western Kentucky. Kickoff is set for 1 p.m. at Stambaugh Stadium.
Penguins Roll to 44-30 Win Over ISU
The Youngstown State football team continued its home offensive onslaught in earning a 44-30 victory over Illinois State in front of a crowd of 19,171 at Stambaugh Stadium on Saturday.
YSU Plays Homecoming Contest against Illinois State
The Youngstown State football team plays their 61st annual Homecoming game this Saturday, when the Penguins play host to Illinois State. Kickoff is set for 4 p.m. at Stambaugh Stadium.
Penguins Roll Past SMS, 41-20
The fifth-ranked Youngstown State football team forced six turnovers and junior tailback P.J. Mays was impressive on the ground rushing for 218 yards as the Penguins beat SMS 41-20 on Saturday afternoon at Stambaugh Stadium.
Penguins Go For 100th Win at Stambaugh vs. SMS
The Youngstown State football team goes for its 100th win at Stambaugh Stadium on Saturday when the Penguins play host to Southwest Missouri State. Kickoff for the Gateway Football Conference matchup is set for 4 p.m.
Mays' Four TDS Lead YSU Past Indiana State
Terre Haute, Ind. -- Junior tailback P.J. Mays scored four touchdowns as the No. 8/9 Youngstown State football team beat Indiana State 35-21 on Saturday afternoon at Memorial Stadium.
Penguins In Search of First Road Win at Indiana State
The Youngstown State football team will be looking for its first road win of the season when the Penguins travel to Terre Haute, Ind., to play Indiana State on Saturday. Kickoff for the Gateway Football Conference's television game of the week is set for 2:37 p.m. Eastern Time.
No. 2/3 Penguins Lose 30-11 at Northern Iowa
Cedar Falls, Iowa -- The No. 2/3 Youngstown State football suffered their first loss of the season on Saturday losing 30-11 a Gateway Conference game to Northern Iowa at the UNI Dome.
Penguins Take Perfect Record to Northern Iowa
For the first time this season the Youngstown State football team will be on the road when the Penguins travel to the UNI Dome in Cedar Falls, Iowa, to play Northern Iowa. Kickoff for the contest is set for 5:05 p.m. Eastern time.
Penguins Ride Mays, Big Plays to 41-7 Win
The third-ranked Youngstown State football team won their Gateway Football Conference opener on Saturday night at Stambaugh Stadium beating No. 6/7 Western Illinois 41-7.
YSU Returns to the Gridiron Against Western Illinois
After a Saturday off following the tragic events of last Tuesday's terrorist attacks in New York, Washington D.C. and Pennsylvania, the Youngstown State football team returns to action on Saturday night against Western Illinois.
Penguins Roll to 44-0 Win over Clarion
P.J. Mays and Darius Peterson each ran for more than 100 yards and the YSU rushing attack rolled up 451 yards on the ground in a 44-0 victory over Clarion in front of a crowd of 16,019 on Saturday night at Stambaugh Stadium.
Penguins Look For 2-0 Start Hosting Clarion
The Youngstown State football team will look to start the season with consecutive victories when the Penguins play host to Clarion on Saturday, Sept. 8. Kickoff at Stambaugh Stadium is set for 7 p.m.
Special Teams Key in 38-7 Win Over LHU
The Youngstown State football team took advantage of two special-teams touchdowns and a 226-yard rushing effort by tailback P.J. Mays en route to 38-7 season-opening victory over Lock Haven in front of a crowd of 15,709 on Thursday night at Stambaugh Stadium.
Penguins Open the Season Against Lock Haven
For the first time since the 1986 season a new coach will make his debut with the Penguins when first-year Head Coach Jon Heacock takes the sidelines against Lock Haven. Kickoff is set for 7:30 p.m. for the Thursday, August 30, season opener.

redpajama_set_name: RedPajamaCommonCrawl


text:
Cold Hart Release New Song with Lil Peep
COLD HART AND LIL PEEP
RELEASE NEW TRACK "ME AND YOU"
OUT NOW ON EPITAPH RECORDS
'ME AND YOU' HIGH RES ARTAlt-rapper Cold Hart, together with emo rap pioneer Lil Peep, dropped a previously unreleased track, "Me and You," today. The duet is from Peep's career-launching first mixtape – the fabled Crybaby sessions. "Me and You" finds Cold Hart and Lil Peep in classic form, raw heartfelt lyrics, with an infectious melody, over a bold Charlie Shuffler beat: "Took the long way home, bumping all our songs," Cold Hart sings - a fitting tribute to his friendship with Peep, an almost clairvoyant musical eulogy.
WATCH THE MUSIC VIDEO FOR "ME AND YOU" NOW
ABOUT COLD HART
As a co-founder of the seminal emo rap collective GothBoiClique (Wicca Phase Springs Eternal, Lil Peep, Horse Head, Døves, JPDreamthug, Lil Tracy, Mackned, YAWNS, and fish narc), Cold Hart has consistently been on the cutting edge of alternative hip-hop and rock since 2013 as a vocalist, songwriter, and producer. Since then Cold Hart has released a number of singles and definitive vocal mixtapes such as 2016's OC Season 1 & 2, 2017's Downer before exploring new sonic territory on his full-length debut studio album Good Morning Cruel World in 2019. By pairing components of rap with seemingly unrelated genres like emo, gothic rock, and even country, Cold Hart has become an innovator of genre-defying music. Earlier this year, Cold Hart announced his signing with Epitaph Records, a label which shares GBC's DIY ethos and punk edge, with the release of "Tammy & The T-Rex."
COLD HART - HIGH RES PHOTO


Abstract: About one-half of all Burkitt lymphoma (BL) patients are younger than 40 years, and one-third belong to the adolescent and young adult (AYA) subset, defined by an age between 15 and 25–40 years, based on selection criteria used in different reports. BL is an aggressive B-cell neoplasm displaying highly characteristic clinico-diagnostic features, the biologic hallmark of which is a translocation involving immunoglobulin and c-MYC genes. It presents as sporadic, endemic, or epidemic disease. Endemicity is pathogenetically linked to an imbalance of the immune system which occurs in African children infected by malaria parasites and Epstein–Barr virus, while the epidemic form strictly follows the pattern of infection by HIV. BL shows propensity to extranodal involvement of abdominal organs, bone marrow, and central nervous system, and can cause severe metabolic and renal impairment. Nevertheless, BL is highly responsive to specifically designed short-intensive, rotational multiagent chemotherapy programs, empowered by the anti-CD20 monoclonal antibody rituximab. When carefully applied with appropriate supportive measures, these modern programs achieve a cure rate of approximately 90% in the average AYA patient, irrespective of clinical stage, which is the best result achievable in any aggressive lymphoid malignancy to date. The challenges ahead concern the following: optimization of management in underdeveloped countries, with reduction of diagnostic and referral-for-care intervals, and the applicability of currently curative regimens; the development of lower intensity but equally effective treatments for frail or immunocompromised patients at risk of death by complications; the identification of very high-risk patients through positron-emission tomography and minimal residual disease assays; and the assessment in these and the few refractory/relapsed ones of new monoclonals (ofatumumab, blinatumomab, inotuzumab ozogamicin) and new molecules targeting c-MYC and key proliferative steps of B-cell malignancies.


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text:
Rushmore ist eine US-amerikanische Filmkomödie des Regisseurs Wes Anderson aus dem Jahr 1998.

Handlung
Der 15-jährige Sonderling Max Fischer besucht die 10. Klasse der renommierten Privatschule Rushmore. Er ist ein engagierter Schüler, der Theaterstücke schreibt und sich an zahlreichen Projekten und Gruppen beteiligt. Seine Noten bleiben jedoch weit hinter den Erwartungen seiner Lehrer zurück und auch bei seinen Mitschülern ist Max nicht sehr beliebt. In dem erfolgreichen, aber deprimierten Geschäftsmann Herman Blume findet er einen Förderer und Freund.

Eines Tages lernt Max die verwitwete Vorschullehrerin Rosemary Cross kennen und verliebt sich in sie. Trotz des großen Altersunterschiedes beginnt er, mit allen Mitteln um Miss Cross zu werben. Als er ihr zuliebe den Grundstein für ein nicht genehmigtes Großaquarium auf dem Baseballfeld der Schule setzen will, wird er von der Schule geworfen.

Als Herman Blume dann noch ein Verhältnis mit Miss Cross beginnt, werden die einstigen Freunde zu Feinden und ein erbitterter Kleinkrieg bricht aus. Erst als deren Beziehung in die Brüche geht, kommt es zu einer Versöhnung.

Hintergrund
Die Produktionskosten des Films beliefen sich auf etwa 20 Millionen US-Dollar. Wes Anderson ließ an mehreren Privatschulen in New England Castings veranstalten, um einen geeigneten Hauptdarsteller zu finden. Schließlich entschied man sich für Jason Schwartzman, einen Neffen Francis Ford Coppolas, der damals Schlagzeuger der Band Phantom Planet war. Bill Murray gefiel das Drehbuch des Films so gut, dass er nach eigener Aussage auch ohne Bezahlung gearbeitet hätte.

Die Dreharbeiten fanden an vier verschiedenen Schulen in Houston, Texas statt, darunter auch Wes Andersons ehemalige High School. Die spätere Schauspielerin Alexis Bledel übernahm in mehreren Szenen eine Statistenrolle, da sie damals eine dieser Schulen besuchte. Owen Wilson, der am Drehbuch mitschrieb und häufig auch als Darsteller in Andersons Filmen auftritt, ist in Rushmore auf einigen Fotos als Miss Cross' verstorbener Ehemann zu sehen. Sein Bruder Luke Wilson hat ebenfalls einen kurzen Auftritt.

Die Filmmusik stammt größtenteils von Musikern der sogenannten British Invasion, darunter The Rolling Stones, The Who, The Kinks, Cat Stevens, Donovan und John Lennon. Ursprünglich sollte der Soundtrack ausschließlich aus Songs der Band The Kinks bestehen.

Rushmore feierte seine Premiere am 17. September 1998 auf dem Toronto International Film Festival und kam am 5. Februar 1999 in die amerikanischen Kinos. In Deutschland wurde der Film erst zwei Jahre später gezeigt. Insgesamt spielte er in den Vereinigten Staaten rund 17 Millionen US-Dollar ein.

Der Film wird unter anderem in Songs und Musikvideos der Bands My Chemical Romance, Fall Out Boy, The Decemberists, Brand New und Motion City Soundtrack zitiert.

Verschiedenes
 Das Drehbuch zu Rushmore wurde lange vor Bottle Rocket, bei dem Wes Anderson Regie führte und zusammen mit Owen Wilson das Drehbuch schrieb, fertiggestellt.
 Ursprünglich war Noah Taylor für die Rolle des Max Fischer vorgesehen.
 Das Buch, das Max am Anfang des Films liest (Diving for Sunken Treasure von Jacques-Yves Cousteau), war die Inspiration für Andersons späteren Film Die Tiefseetaucher.
 Max' Theaterstück Heaven and Hell enthält einige Anspielungen auf Apocalypse Now.
 Auf den Bildern von Ms. Cross' totem Ehemann in ihrem Schlafzimmer ist Owen Wilson abgebildet.
 Der Charakter von Bill Murray trägt während des ganzen Films den gleichen Anzug. Er wechselt lediglich das Hemd und die Krawatte.

Kritik
 Lexikon des internationalen Films: "Keine platte Komödie, sondern eine in jeder Beziehung leicht surreale Geschichte mit subtilen Gags, einer Portion schwarzem Humor und zarter Gesellschaftskritik. Obwohl im 60er-Jahre-Outfit angesiedelt, ist der Film zeitlos und beeindruckt durch den Altersunterschied der Gegenspieler und die guten darstellerischen Leistungen."

 Der Spiegel: "Das junge Kreativteam Owen Wilson (Buch) und Wes Anderson (Regie) beweist beträchtliche Lust am Chaos, und die Hauptrolle, durch die ein Typ wie Jim Carrey sich wild grimassierend hindurch gehampelt hätte, absolviert der Neuling Jason Schwartzman mit einem Pokerface, das dem Schwank eine verschmitzte Hinterhältigkeit gibt."

Die Kritikerin Karen Krizanovich schreibt in ihrer Kritik, dieser Film habe "wieder neues Leben in das müde Terrain der Low-Budget-Komödien der US-Independentszene" gebracht. Dieser "wunderbar schauerliche" Film nehme die Loser und schrägen Vögel dieser Welt aufs Korn. Sie beurteilt weiter, dass Schauspieler Bill Murray in dieser langsamen Screwball-Komödie seine beste Stunde auf der Leinwand erlebe, "in der er endlich einmal nachdenklich, verletzt und komisch sein kann – alles zur gleichen Zeit." Der Soundtrack des Films, der hauptsächlich aus Titeln der 60er Jahre besteht, gebe dem Publikum das Gefühl, der Film läge in einer anderen Welt als die des "offensichtlich modernen Sets."

Auszeichnungen (Auswahl)
Golden Globe Awards 1999
 Nominierung in der Kategorie Bester Nebendarsteller für Bill Murray

Independent Spirit Awards 1999
 Auszeichnung in der Kategorie Beste Regie für Wes Anderson
 Auszeichnung in der Kategorie Bester Nebendarsteller für Bill Murray

Los Angeles Film Critics Association Awards 1999
 Auszeichnung in der Kategorie Bester Nebendarsteller für Bill Murray
 Auszeichnung in der Kategorie Bester Nachwuchs für Wes Anderson

National Society of Film Critics Awards 1999
 Auszeichnung in der Kategorie Bester Nebendarsteller für Bill Murray

New York Film Critics Circle Award 1999
 Auszeichnung in der Kategorie Bester Nebendarsteller für Bill Murray

Satellite Awards 1999
 Auszeichnung in der Kategorie Bester Nebendarsteller (Komödie oder Musical) für Bill Murray

Young Artist Awards 1999
 Nominierung in der Kategorie Bester Nebendarsteller in einem Spielfilm für Mason Gamble

Weblinks

Einzelnachweise

Filmtitel 1998
US-amerikanischer Film
Filmkomödie
Schule im Film
Wes Anderson

redpajama_set_name: RedPajamaWikipedia


text:
The new DACHSER magazine issue 04/19 is here!
Renowned as they are for innovation and quality paired with tradition and craftsmanship, many products from Switzerland enjoy an excellent reputation worldwide. Among them Ricola cough drops, a classic sweet whose special recipe contains 13 herbs from the Swiss mountains.
DACHSER magazine 04/19
In this edition of the DACHSER magazine, you can read how this traditional Swiss product finds its way into global markets—an undertaking that calls for sophisticated logistics processes and trust-based collaboration. For ten years now, DACHSER Air & Sea Logistics Switzerland and Ricola have enjoyed a partnership built on exactly these qualities.
In other news, DACHSER's Brazilian country organization is celebrating its tenth anniversary this year, a good reason for us to take a closer look at South America's largest economy.
Würth, the global market leader in sales of assembly and installation material, also has grounds to celebrate following the recent opening of a new central external warehouse in the southwestern German town of Waldenburg. Find out about how DACHSER supports the trading company with its direct sales throughout Europe.
You can read these stories and much more in this issue.
Your personal copy
Request your personal copy from your DACHSER representative, or download the PDF here. We hope that you enjoy reading the new issue of DACHSER magazine.
DACHSER Magazine 04/19 PDF (8,30 MB)
Contact Ali Mahboob
mahboob.ali@dachser.com
Dachser obtains IATA CEIV pharma certification
Expanding its Life Science & Healthcare capabilities, DACHSER has obtained the Center of Excellence for Independent Validators in Pharmaceutical Logistics (CEIV Pharma) certification from IATA for its Frankfurt airport branch.
Brexit – Information for ASL customers
We face the possible event that the United Kingdom will leave the European Union by the end of October 2019.
This will affect shipments from and to the UK and delays are to be expected. Reasons are amongst others that a higher percentage of shipments has to be processed by customs authorities and that European shippers might switch to Air Freight to avoid border controls.
We expect delays particularly for shipments that do not move into the UK directly or out of the UK directly but via continental Europe. For example if Sea Freight shipments are unloaded in Rotterdam and then forwarded to the UK via truck and ferry:
Fiscal representation in continental Europe will no longer be possible for goods to the UK. Instead, a transit procedure must be opened.
The expected problems in Calais/Dover will cause delays in the delivery of goods to the UK.
Incoterms for subsequent deliveries from the EU to the UK may also have to be converted if necessary, as costs for customs clearance have to be included
Therefore we strongly suggest to ship directly to the UK whenever possible, at least for some time following the Brexit until things clear up. In addition to that, you can also find a "Brexit checklist" here.


text:
The Swingle Singers är en professionell vokalgrupp som bildades 1962 i Paris med Ward Swingle, Anne Germain, Jeanette Baucomont och Jean Cussac. Christiane Legrand, syster till kompositören Michel Legrand var en av sopranerna i gruppen. Gruppen består idag (2021) av sju sångare (två sopraner, en alt, två tenorer, en baryton och en bas).

Historik
Gruppen leddes från början av Ward Swingle, som en gång tillhörde den berömda franska sånggruppen Les double six, och började som tillfälliga bakgrundssångare till artister som Charles Aznavour och Edith Piaf. De sjöng en del vokaljazz med Michel Legrand, men då denne flyttade till Hollywood för att skriva filmmusik stod gruppen utan utmanande musik att sjunga. Swingle letade efter något intressant att göra och fastnade för Bachs Das wohltemperierte Klavier, som ledde till deras första skiva, Jazz Sébastien Bach.. Skivan vann Grammy Award 1963 för "Best performance by a chorus" (bästa framträdande av en kör) och "Best new artist of 1963" (bästa nya artist 1963).

Gruppen har omformats flera gånger och ändrat sitt namn.
Les Swingle Singers (The Swingle Singers)
Swingle II
The New Swingle Singers
The Swingles
The Swingle Singers

Sedan 2009 är gruppen baserad i London. Den producerar komplicerad, tekniskt imponerande a cappella-versioner av klassiska poplåtar, jazz och klassisk musik.

Medlemmar
Joanna Goldsmith (sopran, UK)
Sara Brimer (sopran, USA)
Clare Wheeler (alt, UK)
Lucy Bailey (alt, UK)
Richard Eteson (tenor, UK)
Christopher Jay (tenor, UK)
Kevin Fox (bas, Kanada)
Tobias Hug (bas, Tyskland)
Ljudtekniker: Hugh Walker (UK)

Diskografi

LP
Den franska gruppen (1963-1973)
1 Jazz Sebastien Bach
2 Going Baroque
3 Swinging Mozart
4 Swinging Telemann
5 Place Vendome
6 Les Romantiques
7 Sounds of Spain
8 Noels sans Passport
9 Jazz Sebastien Bach II
10 Les Quatre Saisons
11 Sinfonia (Berio)
12 American Look
13 Bitter Ending

Den engelska gruppen (1973-idag)
14 Madrigals
15 Words and Music
16 Rags & all that Jazz
17 Baroque
18 French & English Part Songs
19 Lovin' you
20 Swingle Bells
21 No time to talk
22 Skyliner
23 Folio
24 Sonnets of Desolation (Ben Johnston)
25 Sinfonia (Berio)

CD
Den franska gruppen
1 Jazz Sebastian Bach (innehåller LP 1 och 9)
2 Anyone for Mozart, Bach, Handel, Vivaldi? (innehåller LP 2 och 3)
3 Compact Jazz (innehåller LP 5,6 och 7)

Den brittiska gruppen
4 A-Ronne / Cries of London
5 Mazapegul (Azio Corghi)
6 Nothing but Blue Skies (100th Birthday Tribute to Irving Berlin)
7 Best of The Swingle Singers
8 Folk Songs
9 A Cappella Amadeus
10 Compilation Album (Reflections & Live at Ronnie Scotts)
11 The Christmas Album
12 1812
13 The Bach Album
14 If It's Music...
15 Notability
16 Story of Christmas
17 Pretty Ringtime
18 New World
19 Live
20 Screen Tested
21 Best of The Swingle Singers
22 Ticket to Ride
23 Keyboard Classics
24 Live in Japan
25 Mood Swings
26 Retrospective
27 ...unwrapped!
28 Dido's Lament (EP)
29 Live in New York '82

Externa länkar
Officiell webbplats

Referenser

Musikgrupper bildade 1962
Brittiska vokalgrupper
Franska vokalgrupper
Brittiska jazzgrupper
Franska jazzgrupper


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You will email the application to us at financing@massage-chair-relief.com or fax the application form to us at 801-996-8241.
We will submit your application to Synchrony Financial, who will review it and determine your eligibility for financing. This can take as little as 4 minutes from the time we receive your faxed application.
Once approved, we will contact you to notify you of your approval and the amount for which you are approved.
a.) Deferred interest for 6, 12, or 18 months. The interest is deferred during the promotional period. To avoid paying finance charges, the entire balance must be paid off, in full, at the end of the promotional period. Minimum monthly payments will be required during promotion period (approximately 3.50% of outstanding monthly balance). The accruing interest will show on your monthly statement, but will all be removed when the chair is paid off in full before the end of the promotional period.
You will tell us which chair model and color you want.
We, at massage-chair-relief.com, will process your order with Synchrony Financial (you will receive a packet from Synchrony Bank within 4 weeks of your order being processed).
You will begin to enjoy back pain/stress relief like you've never experienced before!!
* By the way, this financing offer is only available to residents of the continental USA.


text:
describe('lib/rules/disallow-privateregistryproperty', function () {
    var checker = global.checker({
        plugins: ['./lib/index']
    });

    describe('not configured', function() {

      it('should report with undefined', function() {
        global.expect(function() {
          checker.configure({disallowPrivateRegistryProperty: undefined});
        }).to.throws(/requires a true value/i);
      });

      it('should report with an object', function() {
        global.expect(function() {
          checker.configure({disallowPrivateRegistryProperty: {}});
        }).to.throws(/requires a true value/i);
      });

    });

    describe('with true', function() {
      checker.rules({disallowPrivateRegistryProperty: true});

      checker.cases([
        /* jshint ignore:start */
        {
          it: 'should not report',
          code: function() {
            var resolverName = 'foo';
            if (app.resolveRegistration(resolverName)) {
              app.unregister(resolverName);
            }
            app.register(resolverName, Model);
          }
        }, {
          it: 'should not report unrecognized method',
          code: function() {
            app.registry.foobar(resolverName);
          }
        }, {
          it: 'should not report non registry usage',
          code: function() {
            app.foo.resolve(resolverName);
            app.foo.unregister(resolverName);
            app.foo.register(resolverName, Model);
          }
        }, {
          it: 'should report deprecated use',
          errors: 3,
          code: function() {
            var resolverName = 'foo';
            if (app.registry.resolve(resolverName)) {
              app.registry.unregister(resolverName);
            }
            app.registry.register(resolverName, Model);
          }
        }
        /* jshint ignore:end */
      ]);
    });
});

redpajama_set_name: RedPajamaGithub


hRoditis, Malagouzia (W), Aghiorghitiko, Xinomavro (R).
gSauvignon Blanc, Viognier (W), Pinot Noir, Cinsaut, Merlot, Cabernet Sauvignon, Syrah (R).
The most important for the quality and taste, is none other than the particular region's climate, resembling that of Burgundy. Low temperatures and soil, combined with the high altitude, contributing to bright color, rich flavors and excellent acidity. In this course assists and winemaking process (red wines) in oak tanks, like the excellent conditions of storage and bottling. It was no coincidence that the wines Maggel (5 species) have been awarded in international competitions, winning the best reviews!
All about Kastoria, West Macedonia.
"Agiami", meaning tail wind over the lake of Kastoria, is the main cause for the balance of the fragile ecosystem of the region. It depends on the microclimate of the newly formed vineyard of Nikos Maggel, on steep slopes at an altitude of 750 meters, and that is what makes the difference and makes this wine estate special.
Please see HERE the official website of Maggel Estate.
Please click HERE for prices & retailers of Maggel wine near you.
Posted in West Macedonia wineries., Wineries, Wineries in Greece.


LOOKING FOR PRIVACY CLOSE TO DOWNTOWN ANDOVER! LOOK NO FURTHER.....this hidden gem, nestled on a spectacular manicured lot, is tucked away in the most perfect, private setting. Meticulously maintained inside and out, this classic home features updated kitchen with wood cabinets and plenty of storage, exquisite living/dining room with custom built-ins, picture window and fireplace. The spacious master suite has double closets, full bath and private study area. The guest bedroom has full bath across the hallway. The walkout lower level offers spacious home office, delightful sunporch which opens to expansive brick patio. Special features include hardwood floors, custom built-ins, attached 1 car garage, radiant heat and sturdy storage shed. Updates include newer Burnham boiler, new hot water heater, exterior painted. Walk to Phillips Academy, downtown Andover and train to Boston, commuters' dream with convenient access to Rtes 93/495. Come preview this charming home.


text:
CEU Short Film Showcase
Thursday, October 14, 2021, 6:00 pm – 7:30 pm
The Visual Studies Platform (VSP) and the CEU Library cordially invite you to a screening of exceptional short films produced by CEU students. These come from courses that are part of the Advanced Certificate in Visual Theory and Practice (VTP) and are facilitated by the resources and support of the CEU Library's Media Hub.
The program highlights how students from a number of different departments are communicating knowledge and exploring themes of their chosen disciplines through the visual medium of film. It also serves as a chronicle of sorts of the turbulent events of recent years, as witnessed and interpreted by our students. It will be followed by a Q&A with some of the filmmakers, who will attend via Zoom.
This annual showcase is the first in a series of events hosted by the Visual Studies Platform throughout the year, which include screenings, workshops, and guest presentations that engage with the exhibition, analysis, and discussion of visual and aural media. After a year and a half of online-only screenings, this will be the first on-site at our new Vienna campus and will simultaneously be available for an online audience as well.
Due to capacity regulations, the on-site screening is open only to members of the CEU community. In accordance with Covid regulations, guests attending on-site must register in advance for the screening by Wednesday, October 13th at the following link.
Please note that proof of vaccination is required to enter CEU premises, and wearing a mask is obligatory in all common areas. Read more about CEU's Covid-protocol here.
For the online audience: Zoom Meeting ID: 926 4100 3934 I Passcode: 558402.
SCREENING PROGRAM:
WIR SIND ALI (7:05)
Sena Uslu and Johana Cernochova
Course: Fundamentals of Documentary Filmmaking, Fall Term 2020
The documentary raises awareness against racism against Turkish origin people living in Austria.
A HOUSE FOR THEIR FUTURE (5:30)
Tamar Giorgobiani
Course: Documentary for Social Change, Winter Term 2021
People with disabilities in Georgia do not have many opportunities to feel like proper members of society, especially if it comes to the regions outside of the capital city, Tbilisi, and especially if these people are adults. The video was made as a part of the fundraising campaign #AhouseForTheirFuture of the Parents' Organization for the People with Disabilities in the Sighnaghi region (Eastern Georgia) to buy a house that will serve both as a day-center and as a social enterprise for adults with disabilities.
THE HOME IS A PRIVATE MUSEUM (13:00)
Derek Basler
Course: Visual Anthropology and Ethnographic Filmmaking, Winter Term 2021
This piece explores the concept of home; the objects and images by which we recognize it, the sensory experiences so integral to it that often go overlooked, the memories which inhabit it. I center this examination of home around that of my grandparents, as it is a space that, despite the itinerancy of my life, has been one of constancy. In the darkest moment of my childhood, this became another home. And, once the pandemic uprooted my life, it was where I returned when I needed somewhere to go. This time returning corresponded to the period just before the house was sold. With this in mind, the film also partially serves as a eulogy to this space, cognizant that it will pass on to another, with their images and memories soon occupying the space.
DON'T COME HOME THIS YEAR (8:29)
Stefan Voicu
This short video shows the social media reactions regarding the Romanian diaspora traveling home during the Covid-19 pandemic.
NEW NORMAL (2:16)
Salome Kobalava
A story brought to life during the 2020 global pandemic lockdown which disrupted our daily lives and more.
SZABAD EGYETEM (9:18)
Ifra Asad and Makenzie Nelson
With CEU under threat, students take a stand.
Thursday, October 14, 2021 - 4:00PM - Thursday, October 14, 2021 - 5:30PM Add to Calendar 2021-10-14 16:00:00 2021-10-14 17:30:00 CEU Short Film Showcase The Visual Studies Platform (VSP) and the CEU Library cordially invite you to a screening of exceptional short films produced by CEU students. These come from courses that are part of the Advanced Certificate in Visual Theory and Practice (VTP) and are facilitated by the resources and support of the CEU Library's Media Hub. The program highlights how students from a number of different departments are communicating knowledge and exploring themes of their chosen disciplines through the visual medium of film. It also serves as a chronicle of sorts of the turbulent events of recent years, as witnessed and interpreted by our students. It will be followed by a Q&A with some of the filmmakers, who will attend via Zoom. This annual showcase is the first in a series of events hosted by the Visual Studies Platform throughout the year, which include screenings, workshops, and guest presentations that engage with the exhibition, analysis, and discussion of visual and aural media. After a year and a half of online-only screenings, this will be the first on-site at our new Vienna campus and will simultaneously be available for an online audience as well. Due to capacity regulations, the on-site screening is open only to members of the CEU community. In accordance with Covid regulations, guests attending on-site must register in advance for the screening by Wednesday, October 13th at the following link. Please note that proof of vaccination is required to enter CEU premises, and wearing a mask is obligatory in all common areas. Read more about CEU's Covid-protocol here. For the online audience: Zoom Meeting ID: 926 4100 3934 I Passcode: 558402. SCREENING PROGRAM: WIR SIND ALI (7:05) Sena Uslu and Johana Cernochova Course: Fundamentals of Documentary Filmmaking, Fall Term 2020 The documentary raises awareness against racism against Turkish origin people living in Austria. A HOUSE FOR THEIR FUTURE (5:30) Tamar Giorgobiani Course: Documentary for Social Change, Winter Term 2021 People with disabilities in Georgia do not have many opportunities to feel like proper members of society, especially if it comes to the regions outside of the capital city, Tbilisi, and especially if these people are adults. The video was made as a part of the fundraising campaign #AhouseForTheirFuture of the Parents' Organization for the People with Disabilities in the Sighnaghi region (Eastern Georgia) to buy a house that will serve both as a day-center and as a social enterprise for adults with disabilities. THE HOME IS A PRIVATE MUSEUM (13:00) Derek Basler Course: Visual Anthropology and Ethnographic Filmmaking, Winter Term 2021 This piece explores the concept of home; the objects and images by which we recognize it, the sensory experiences so integral to it that often go overlooked, the memories which inhabit it. I center this examination of home around that of my grandparents, as it is a space that, despite the itinerancy of my life, has been one of constancy. In the darkest moment of my childhood, this became another home. And, once the pandemic uprooted my life, it was where I returned when I needed somewhere to go. This time returning corresponded to the period just before the house was sold. With this in mind, the film also partially serves as a eulogy to this space, cognizant that it will pass on to another, with their images and memories soon occupying the space. DON'T COME HOME THIS YEAR (8:29) Stefan Voicu Course: Visual Anthropology and Ethnographic Filmmaking, Winter Term 2020 This short video shows the social media reactions regarding the Romanian diaspora traveling home during the Covid-19 pandemic. NEW NORMAL (2:16) Salome Kobalava Course: Visual Anthropology and Ethnographic Filmmaking, Winter Term 2020 A story brought to life during the 2020 global pandemic lockdown which disrupted our daily lives and more. SZABAD EGYETEM (9:18) Ifra Asad and Makenzie Nelson Course: Fundamentals of Documentary Filmmaking, Fall Term 2018 With CEU under threat, students take a stand. vsp@ceu.edu UTC public
RSVP required
Quellenstrasse 51
Room : D-001 Tiered
Visual Studies Platform
CEU Library
vsp@ceu.edu


text:
Read Next:	Apple Services Grow 17% in Year-End 2019 Quarter, iPhone Sales Rise to Power Record Revenue and Earnings
May 19, 2013 5:00AM PT
Success of 'Star Trek' Reboot Helps Sequel Blast Off With Promo Partners
Acer, Mazda, Budweiser, Microsoft spending big around sequel despite lack of product placement opportunities.
By Marc Graser
Marc Graser
Senior Editor @marcgraser	FOLLOW
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When it comes to promotional partnerships, "Star Trek" isn't known for going where no brand has ever gone before.
In the films, Captain Kirk and his crew are never seen behind the wheel of a fancy new car, using the latest cell phone or consuming junk food to help hype a brand's products.
But Paramount's been able to capitalize on the appeal of the sci-fi series — especially after J.J. Abrams' 2009 reboot helped re-energize the interest of moviegoers in "Star Trek" at the megaplex.
Three years ago, Paramount lined up Burger King, Verizon and Esurance around "Star Trek," who promote the film mainly Stateside with media support.
But with "Star Trek Into Darkness," out this weekend, Paramount managed to rally a larger group of marketing partners around the sequel who are spending north of $100 million to roll out a massive worldwide campaign around the film — one of Paramount's largest promo pushes to date.
On board are computer maker Acer, Mazda, Microsoft, Esurance, Chevron Extra Mile, Visa, Lifelock and Budweiser, who are supporting the film's release with TV, radio, print, outdoor, in-theater, in-store and online media buys. well into June. Acer, Microsoft and Budweiser also had a significant presence at the film's premieres around the world.
"Star Trek Into Darkness" marks the first time Acer has promoted a movie. It's also the first time Microsoft has used a film to promote a variety of products, from Bing (with its Klingon translator), to its Xbox videogame console, MSN website and Windows 8 operating system.
What's impressive is that none of the brands are in the film — typically a requirement for brands when stepping up to put their marketing dollars around a major summer release.
"It was never intended to be a placement leveraging opportunity," said LeeAnne Stables, executive VP, worldwide marketing partnerships, Paramount Pictures. "It's not creatively what the movie is about. For us to deliver this strong a brand partner campaign without leveraging (product placement) boils down to the global appeal of the film to audiences. That was the strength of getting these partners on board. They wanted to invest in how great this movie was."
That includes overseas, where "Star Trek" typically hasn't played well, with audiences associating the franchise with the TV series that featured comically cheap effects by today's standards. The last installment earned just 33% of its $386 million haul from foreign territories.
But the sequel already is outperforming the previous pic in many territories, especially countries like Mexico, where "Star Trek" has often struggled in the past.
The success reflects the goodwill associated with the reboot that revived interest by a younger generation for "Star Trek." And marketers are now only eager to tap into a franchise that continues to fly 47 years after Gene Roddenberry sent the U.S.S. Enterprise on its first mission.
"The success of the first film really turned that notion on its head," Stables said. "It laid a lot of the ground work for the success that we're having.
"The great thing about the first movie was you didn't have to know the backstory of 'Star Trek,'" Stables adds. "The international marketplace has changed. Audiences want to see good movies and the great commonality is people who will go to see our movie are the people who are probably going to buy (a consumer brands') products. We're talking to the same people."
Altogether, Paramount lined up 89 partners around the world to promote "Star Trek Into Darkness," with a number of regional brands helping hype the film with pricey media buys (of around $1 million or more) to cater to consumers with products popular in certain markets.
For example, in the United Kingdom, British candy brand Cadbury's is promoting the pic through its Crunchie Blast ice cream. In Germany, the film is backed by another candy brand, Fisherman's Friend. French clothing retailer Celio is supporting the pic, while beer brand JiteHinro is doing so in Korea. In China, it's on packages of Want Want snacks. Chinese cell phone brand Huawei is using the film to promote its brand in Australia. And Japan's motor oil brand Kure has launched another series of humorous ads after producing a popular campaign for "Mission: Impossible Ghost Protocol."
In North America, companies like Esurance were also able to film custom TV spots on the bridge set of the film's U.S.S. Enterprise to better associate their brands with "Star Trek," rather than simply rely on footage from the film in ads.
"When a brand really wins with a movie tie-in, it's when they have taken the property and made it their own and leveraged it to the benefit of their marketing plans," Stables said.
The variety of brands reflects the state of promotional dealmaking for studio marketing mavens these days. As brands focus on growing their businesses in individual territories, it's tougher to broker one-off marketing tie-ins that cover the entire world.
"There aren't that many truly global partners left with the structure where one person in the organization can make the decision to activate worldwide," Stables said. "It's not like the old days when you'd have a great partner like Burger King deliver a truly global campaign around the world."
Still, Paramount was able to turn deals with brands that were initially meant to cover North America to also expand to other countries around the world, as it did with Acer and Microsoft.
"Star Trek Into Darkness" may not have a fast food partner in the U.S., but Burger King is still launching campaigns around the film in certain territories like Singapore, Malaysia and Taiwan, while KFC is promoting the pic in Mexico and the Caribbean.
Estratelis
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Gate Media
Jack Ryan Reboot
Leeanne Stables
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No Stranger Than Love
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