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Please review a collection of articles from the McKinsey Quarterly that address the issues discussed at this year’s meeting of the World Economic Forum.
 |  | | Who Wins in Offshoring | | McKinsey Quarterly, 2003 Number 4 Global directions
By moving service industry work to countries with lower labor costs, US companies can focus on creating higher-value jobs. | Read more on the McKinsey Quarterly site |
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| | | Can Chinese Brands Make it Abroad? | | McKinsey Quarterly, 2003 Number 4 Global directions
For ambitious Chinese companies, we suggest two models that can deliver market entry in ways that keep costs under control and offer controlled opportunities to learn about developed markets. | | Read more on the McKinsey Quarterly site |
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| | | China’s Refrigerator Magnate | | McKinsey Quarterly, 2003 Number 3
Zhang Ruimin, CEO of the Haier Group – the Chinese company that is the world's fifth-biggest maker of white goods – describes his plan to create a global brand. | | Read more on the McKinsey Quarterly site |
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| | | Offshoring and Beyond | | McKinsey Quarterly, 2003 Number 4 Global directions
Transforming business processes as part of a strategy to offshore back-office functions can release massive new revenue opportunities even more valuable than the obvious labor cost savings that come with offshoring. | | Read more on the McKinsey Quarterly site |
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| | | Running with Risk | | McKinsey Quarterly, 2003 Number 4
Good risk management not only protects companies from adverse risk but also confers a competitive advantage, enabling them to be more entrepreneurial and, in the end, to make bigger profits. | | Read more on the McKinsey Quarterly site |
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| | | Emerging Markets Aren’t as Risky as You Think | | McKinsey Quarterly, 2003 Number 4 Global directions
Are emerging markets riskier than developed ones? Not if you take a portfolio perspective on corporate investments. | | Read more on the McKinsey Quarterly site |
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| | WEF 2004 Feature | |
 | McKinsey Quarterly Articles | |
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