Inaugural Annual Meeting of the New Champions

Dalian, People’s Republic of China 6-8 September 2007

Preliminary
Programme
Introduction

A new class of leaders and innovators, the New Champions, has “Perspectives are
emerged, and they are reshaping business and transforming society.
changing. The fact is
For this reason, the Forum is creating a Community of “The New
Champions”, with their own Davos-calibre get-together: The Annual that a completely new
Meeting of the New Champions. global balance of power
is being created.”
The Annual Meeting of the New Champions is informal, personalized
and thought provoking. It will allow the next generation of business Angela Merkel, Federal Chancellor
leaders to navigate new geographies, technologies, markets and of Germany
regulatory systems with the best tools, knowledge and contacts. In
addition, existing global business leaders will find fresh ideas,
innovative business models and new technologies.

We are convinced that the attached programme will create a powerful platform for interaction and
collaboration between traditional and new actors, between East and West.

We look forward to seeing you in Dalian.

Peter Torreele Jeremy Jurgens

Managing Director Director, Global Growth Companies

Inaugural Annual Meeting of the New Champions 3

Preliminary Programme
Going Global – Make It Happen
Building a Strong Brand (Mandarin)
Expanding sales beyond China’s borders demands a
branding strategy that can compete with the best.
However, many companies do not place a concerted
effort on developing their brands and face a great
challenge in taking their products to new markets.
These corporations can gain a lot by exploring ways to
build strong global brands.
1) What branding strategies have proved most
successful in reaching new, international target
markets?
2) What are the innovative practices that differentiate
the leading global brands from the rest?
3) How can companies leverage the experience of the
world’s best brands to build their own?
Join your peers in this interactive workshop to gain
insights on how you can build stronger brands.
Building Your Brand
A brand is one of the most valuable assets a company
possesses. With the ever-increasing saturation of
products and services from which consumers can
choose, the building and safeguarding of renowned
brands play a decisive role in the competitive arena.
1) Where do companies need to invest when building
a brand?
2) What cutting edge practices are used by leading
brands?
3) How can the value of a brand be measured?
Going Global: Finding the Right Board Structure
for Growth
Beyond the legal requirements, building a strong board
with the right mix of expertise and perspective can be
the key to successfully implementing a global growth
strategy.
1) What are the roles and responsibilities of a board of
directors in a fast-growing company?
2) How can CEOs, especially company founders,
manage the transition to share decision-making
responsibility?
3) What is the role of the chairman, particularly in a
founder-centred company?
4 Inaugural Annual Meeting of the New Champions
Harnessing Global Networks
Expanding the customer base is not the only way to
“go global”. In fact, it is increasingly rare to see a
company’s supply network confined within its borders.
Cost savings is only one of the attractive and
strategically important reasons for building a global
network of partners.
1) How do companies build a seamless global
network of suppliers, manufacturers and vendors?
2) What elements of the production chain can be
outsourced and to which locations?
3) What regulations and trade agreements should be
considered?
Managing Reputational Risks
In today’s globalized world, risks abound and are
increasingly interconnected. Information about risks is
imperfect and travels quickly, amplifying the
consequences of many crises. So called information
epidemics, or “infodemics”, can impact growing
businesses in ways that are grossly disproportionate
with the root realities.
1) Which key risks to reputation, brand and
intangibles are most susceptible to infodemics?
2) How have companies successfully prepared for,
and managed, crises that threatened their survival?
3) Is reputation management enough? Given the rise
of the internet, what new “rules of the game” are
taking shape?
Join your peers in this interactive simulation to explore
new ways to prepare and run your business
successfully through crises that threaten your
company’s reputation and value.
Preliminary Programme

Strategy: Translating Plans into Action

Join leading strategists and executives to explore how

organizations can successfully develop and execute
global strategy.
1) What is a global strategy? How do you transform a
vision into a strategic plan?
2) What are the most important steps in building a
successful global strategy?
3) What are the common execution pitfalls, and how
can you avoid them?

The Best Place for Your Company to IPO

With increased competition among stock exchanges,

and an array of factors from regulation to public
perception to consider, choosing when and where to
launch an IPO is one of the most crucial strategic
choices a fast-growing company faces.
1) Has greater competition among exchanges
created better opportunities for companies wishing
to list?
2) How should factors such as regulation, market size
and talent be weighted when comparing locations?
3) What can be learned from companies that have
recently sought IPO’s?

Inaugural Annual Meeting of the New Champions 5

Preliminary Programme
New Models to Compete
Addressing the Entry-Level Skill Gap
The availability of suitable new graduates, or rather the
lack of them, has consistently ranked among the top
concerns facing CEOs. Recent reports suggest that
less than 10% of newly qualified engineers in China
and India are suitable for global jobs. Certain models
such as company owned campuses have proven to be
somewhat successful; however, the challenge of
effectively integrating entry-level talent still remains.
1) How do successful companies hire and train new
graduates? How can these approaches be applied
by the New Champions?
2) How do growth companies integrate their entry
level talent? What has worked, what has not?
3) What problems do growth companies face when
compared to established multinationals in recruiting
and retaining the best people?
Discovering Value in Your Supply Chain
Some companies have grown by integrating vertically,
in both directions, along their supply chains; while
many others have grown by disintegrating the supply
chain of the industry they operate in and have become
leaders in a particular niche.
1) How can a company adapt its business model to
extract more value from its existing supply chain?
2) What are the telltale signs of an imminent shift in
the supply chain? How do companies successfully
navigate and profit from these shifts?
3) What are the successful strategies when
integrating vertically as compared to disintegrating
a supply chain?
Disruptive Business Models
Join this roundtable discussion to explore the
emerging business models that will impact different
industries.
6 Inaugural Annual Meeting of the New Champions
From Fast Follower to Innovator
Many companies that started out following industry
leaders, are now focussing on growth through
innovation. While becoming a fast follower of
innovative companies may be a viable strategy to
generate revenues in the short term, consistent growth
can be achieved only through “hard” competitive
advantages.
1) What are the key elements required to become an
industry innovator? How does a follower company
develop these traits?
2) What strategies are most effective in transforming
from follower to innovator? Does your business
model need to change?
3) How can M&A activities be used to foster
innovation?
Harnessing Collective Intelligence: The Role of
Online Communities
Online social networks are revolutionizing the ways in
which knowledge and information is developed and
shared. Wikipedia, open source software, blogging
services – all part of the consumer-powered Web –
challenge existing models of client relations and value
creation.
1) How have some companies succeeded in
harnessing the collective intelligence available in
the Web 2.0 world?
2) How can existing online community models be
leveraged and translated into revenue generating
opportunities?
3) How is this different from the off-line world?
Join your peers in the collaborative workshop that
takes a “learning by doing approach” to gain insights
into how collective intelligence and online communities
can add value to your business.
Preliminary Programme
How to Compete in a World without Intellectual
Property Rights
The current regime for protecting intellectual property
is under pressure – from open source software; music
exchange services; counterfeit consumer, industrial
and pharmaceutical products; and even from
governments in their fight against HIV/AIDS and other
chronic diseases.
1) How would innovation be rewarded in a world
without adequate intellectual property protection?
2) How could companies potentially gain a
competitive advantage by adopting new
approaches to IP? What new models might
emerge?
3) What can companies learn from other industries
that operate without the benefit of IP protection?
Join your peers in this interactive simulation designed
to make you look into the future and stretch your
horizon to explore the risks and opportunities for your
organization in a world without intellectual property
protection.
New Frontiers in Advertising
Join this roundtable discussion to explore new trends
in advertising from the new champions and experts
who are doing the most to innovate in this area.
New Frontiers in Biotechnology
Join this roundtable discussion to explore new trends
in biotechnology with the new champions and experts
who are doing the most to innovate in this area.
New Frontiers in Green Technology
Join this roundtable discussion to explore new trends
in fuel efficiency, renewables and carbon sequestration
with the new champions and experts who are doing
the most to innovate in this area.
Inaugural Annual Meeting of the New Champions
New Frontiers in Mobile Services
Join this roundtable discussion to explore new trends
in mobile communication services with the new
champions and experts who are doing the most to
innovate in this area.
New Frontiers in Nanotechnology
Join this roundtable discussion to explore new trends
in nanotechnology with the new champions and
experts who are doing the most to innovate in this
area.
The Competitive Advantage in Mass
Customization
Shortened product cycles and new avenues for
individual and customer involvement in the
development process are creating new possibilities for
mass customization.
1) How is the rise in customer participation increasing
avenues to mass customization?
2) What models exist for making mass customization
a core competitive advantage?
3) What is the right balance in meeting individual
needs while also maintaining affordable and
efficient manufacturing and supply chains?
When Private Equity Comes Knocking at Your
Door!
The infusion of growth capital by private equity firms is
booming. 2006 saw 385 private equity deals valued at
under US$ 1 billion, with an average size of US$ 200
million. Join this discussion to explore the implications
of private equity for a global growth company.
1) How can global growth companies effectively
engage private equity firms? What opportunities
and risks does private equity represent?
2) What do private equity firms look for when
investing in the under US $1 billion companies?
3) When are the alternatives preferable to private
equity?
7
Preliminary Programme
The DNA of New Champions
Building a Sustainable Company
Leading a rapidly growing company is a significant
management challenge. However, the real challenge is
ensuring the company makes it beyond the
exhilarating rise and achieves success over the long
run.
1) What are the traits of companies that have lasted
for 100 years or longer?
2) How can companies ensure that they avoid the
pitfalls of hyper-growth and overextension?
3) How can companies mitigate the major risks that
threaten the longevity of a company?
Join your peers in this interactive workshop to explore
strategies for leading your company through the next
stage of growth to long-term success.
Building a Sustainable Company (Mandarin)
Leading a rapidly growing company is a significant
management challenge. However, the real challenge is
ensuring the company makes it beyond the
exhilarating rise and achieves success over the long
run.
1) What are the traits of companies that have lasted
for 100 years or longer?
2) How can companies ensure that they avoid the
pitfalls of hyper-growth and overextension?
3) How can companies mitigate the major risks that
threaten the longevity of a company?
Join your peers in this interactive workshop to explore
strategies for leading your company through the next
stage of growth to long-term success.
8 Inaugural Annual Meeting of the New Champions
Leadership – Avoiding the Growing Pains
Fast-growing companies need leaders that help them
to grow and to go global. When corporations seek
leaders, the question is usually whether to find and
integrate external talent or to develop leadership
internally.
1) How can fast-growing companies develop the
leadership and managerial skills necessary to take
the business to the next level?
2) What are the trade-offs between developing
leaders internally and bringing them in from the
outside?
3) What is the role of CEO in cultivating leadership
inside the organization?
New Champions, New Challenges
As the world comes to terms with a host of global
challenges, new champions are emerging who will lead
industries and drive solutions in the future.
1) What role will entrepreneurs, young global leaders
and high-growth companies play in shaping the
21st century growth environment?
2) How can they collaborate to influence broader
agendas while still driving innovation?
3) What role will new champions play in creating a
more equitable society?
Perspectives on Entrepreneurship – Why Culture
Matters
Successful entrepreneurs possess a rare blend of
vision, passion, determination, ambition and initiative.
Cultural factors can shape these common
characteristics into unique models of entrepreneurship.
1) What are the common traits of successful
entrepreneurs?
2) Which cultures are best equipped to develop and
encourage entrepreneurship?
3) How can entrepreneurship be developed?
Preliminary Programme

The Corporate DNA of Global Growth Companies Visible Creation – Building a Design-oriented
Company

In today’s changing business environment, companies

must be adaptive and agile to successfully overcome
difficulties and defy challenges. This leads to certain
“models” of successful global growth companies.
1) What are the DNA patterns of the most successful
global growth companies? How can companies
develop them?
2) How do companies optimize their DNA to realize
their full growth potential?
3) How can companies nurture essential success
factors that are not in their natural DNA?
Great design propels seemingly ordinary products and
services to iconic status. As a result, many companies
are now adopting design-based approaches to drive
innovation.
1) What are the elements of great design?
2) How does the concept of great design differ across
cultures?
3) How can global growth companies harness a
design-based approach?

Join your peers in this interactive workshop to better

understand the power of design thinking and to foster
The Global Growth Company in the Networked a culture of innovation in your business.
World

In a world of increased connectivity, with influence

shifting from hierarchical to network models, leaders
from new and incumbent companies are considering
the implications for their organizations.
1) What is the networked world and its implications?
2) How have some global growth companies thrived
in the networked economy?
3) How do you tap into it?

The Global Hunt for Talent

As a result of globalization, companies and countries

are competing to retain their best and brightest
people. The problem is even more acute for global
growth companies since the pool of internationally
experienced managers is very shallow.
1) What specific talent-related challenges do
companies face when going global and/or growing
quickly?
2) What strategies have worked for other companies
to attract, train and retain the best people at each
level of the organization?
3) How can global growth companies differentiate
themselves when competing with “established”
players?

Join your peers in this interactive workshop to gain

new insights into ways your organization can attract,
train and retain the best people.

Inaugural Annual Meeting of the New Champions 9

Preliminary Programme

The Shifting Business Landscape

Geopolitical Risk: Putting the Heat on Business Growth Hotspots – Focus on Africa

As corporations expand into new markets and commit As most of Africa grew at 5% or more in 2006, the
to new investments, they expose themselves to continent is looking increasingly attractive for business.
unfamiliar political environments and to the broader Though natural resources may be the key driver, other
challenges of unpredictable geopolitical risk. War, sectors will also offer profitable opportunities for those
terrorism, civil unrest or a simple change of who can identify them first.
government can require companies to make important 1) Which African economies are showing the most
decisions under conditions of considerable uncertainty. promise and why?
Understanding and anticipating political and 2) Which sectors are emerging strongly and what are
the opportunities for market entry?
geopolitical risks can not only provide a critical
3) How will the role of China evolve in African
competitive advantage, but can also help unlock key
business?
business opportunities.
1) What geopolitical and political risks should be at
the top of the business agenda?
2) How can geopolitical and political risk be effectively Growth Hotspots – Focus on Europe
managed?
3) Where are the opportunities in managing political
Europe is perceived by many global business leaders
and geopolitical risk?
as too rigid and inflexible to foster fast economic
growth. However, the continent offers one of the
richest markets in the world and still leads in many
Global Economic Outlook business areas.
1) Which regions in Europe – including both the new
Despite recent financial volatility and high energy and old EU members – offer businesses the best
prices, the world economy is widely expected to opportunities for growth?
2) What are the key success factors for companies in
continue on its robust growth path in 2007 and 2008,
these regions?
with emerging and developing economies leading the
3) How can business best address and profit from the
way. Yet, some concerns remain. This session will upcoming demographic shift?
highlight the main trends and critical challenges to the
global economy over the next 12 to 18 months.
1) What are the potential spillover risks from the
expected slowdown in the US? How might they be Growth Hotspots – Focus on India
mitigated?
2) How would an increase in financial volatility affect
With strong growth and a buoyant business climate,
the growth prospects of developing countries?
interest in India has moved beyond outsourcing
3) What are the implications of the economic outlook
for companies expanding internationally? offerings and IT.
1) Which regions are doing best in India and why?
Which are likely to come up the fastest?
2) What are the key industry sectors likely to be future
Global Risks to Global Growth growth hotspots?
3) How will India Inc. strategize its international
acquisition moves over the coming years?
Global risks – the non-business risks that shape the
business environment – have become a chief concern
for CEOs. The shift of power to fast-growing countries
and economies means that younger, high-growth
businesses need to understand global risks such as
climate change, pandemics and oil price shocks.
1) What risks are most likely to shape the trajectory of
global growth companies?
2) How can their CEOs pick up on the “weak signals”
that may change the business landscape of the
future?

10 Inaugural Annual Meeting of the New Champions

Preliminary Programme
Growth Hotspots – Focus on Japan
As the world’s second largest economy, Japan’s
growth prospects shape both the regional and global
economy. After more than a decade of stagnation, the
corporate sector finally appears to be recovering; The
Nikkei Stock Average more than doubled between
2003 and 2007 and corporate expenditure has risen
significantly. With the new administration’s focus on
fostering innovation and making Japan a conduit
between Asia and the rest of the world, the business
landscape is expected to grow even more dynamic
and international in the coming years.
1) How is the emergence of other Asian countries,
notably China, affecting Japan’s business
environment? How are Japanese companies
adapting to the competition?
2) What challenges and opportunities does the
ageing population create for companies? What can
international business learn from the approaches of
Japanese companies?
3) How can Japan develop the next generation of
leadership to foster innovative and dynamic
business? How will Japan influence the evolution of
an Asian model for leadership?
Growth Hotspots – Focus on Latin America
Latin America features two of the largest new
champion countries, one of the youngest and
increasingly better educated populations, as well as
one of the fastest-growing disposable incomes in the
world.
1) Which regions are the most attractive in Latin
America for the new champions to conduct
business?
2) Which will be the winning sectors in Latin America
if it better integrates its supply chains?
3) Besides the regional giants – Brazil and Mexico –
which other growth hotspots should businesses
keep their eye on?
Inaugural Annual Meeting of the New Champions
Growth Hotspots – Focus on North America
Though it faces competition, the US remains the motor
for business growth and innovation: 51 of the 100 top
global brands come from the US, 170 of the world’s
500 largest corporations by revenue are American, and
the world still looks to Silicon Valley for the latest
technologies and business models.
1) With an election year ahead, what changes might
business expect to see in 2008?
2) Which sectors of the US economy are driving most
of the growth? And which industries are most likely
to experience significant changes?
3) What new trends or models might the US export
next?
Growth Hotspots – Focus on South-East Asia
ASEAN economies are working to develop greater
levels of regional cooperation. With some of the hottest
economies in the world, and its natural position as a
conduit between China and India, the region is
becoming increasingly competitive.
1) Is ASEAN moving towards a stronger regional
approach to drive economic growth?
2) Which ASEAN tiger nations are most attractive to
business?
3) Which industries are the fastest growing in the
region?
Growth Hotspots – Focus on the Middle East
Buoyed by high oil prices and intensifying global trade
linkages, the Middle East is enjoying spectacular
growth for the fourth year in a row. Initial reform efforts
over the past few decades have contributed to this
success, but the region is far from realizing its full
growth potential.
1) Which demographic and economic trends are
shaping business in the Middle East?
2) Which elements of the United Arab Emirates model
have proved most successful and can be
transferred to other countries in the region?
3) How do local and international companies
operating in the region manage in periods of
heightened geopolitical uncertainty?
11
Preliminary Programme
Managing Regulatory Risk
Fast-growing companies face a complex web of
regulations as they enter new markets and expand
their global footprint. Successfully managing regulatory
risk means going beyond compliance, and building the
corporate capacity to understand political trends and
shape the regulatory environment.
1) Which issues create the most regulatory
uncertainties for companies as they go global?
2) What can global growth companies and
established multinationals teach each other about
managing regulatory risk?
3) How should new champions from business and
government seek to shape tomorrow’s regulatory
environment?
Strategies of the Most Dynamic Economies
Some countries have been able to sustain high levels
of economic growth over sustained periods of time,
leaving other economies behind. A number of East
Asian economies have achieved such success, China
being the most recent example.
1) What are the secrets to driving sustainable
productivity improvements and growth in the
world’s most dynamic economies?
2) What are the limits of such growth?
3) What reforms, if any, are needed to spur growth
even further?
12
SlimCities: Building Urban Champions
Cities are increasingly becoming the nuclei for regional
and national prosperity. At the same time, cities are
complex “ecosystems” in terms of infrastructure. Some
cities have demonstrated leadership with innovative
solutions that address energy efficiency, traffic, waste
and greenhouse gas emissions. New model cities such
as Dongtan, People’s Republic of China demonstrate
the great potential in streamlining city design.
1) What are the latest state-of-the-art solutions for
efficient city design? What are the business models
of the new champions driving change in city
design?
2) How can cities partner with energy companies,
urban planners and the new champions to
spearhead development towards a cleaner and
more efficient future?
3) How can a “SlimCity ranking” help identify and
replicate innovative solutions and best practices?
The Virtual World – A New Business Reality?
Millions of people are working, consuming and
interacting virtually. From virtual marketing to real
estate development, the possibilities appear endless
but the real extent of this phenomenon is not yet clear.
1) Beyond the hype, what elements of this
phenomenon could translate into new business
opportunities or new models? Who has been
successful so far, and why?
2) What are the risks of doing business in the virtual
world and how can they be mitigated?
3) What are the broader social implications for how
individuals interact, consume and organize?
Inaugural Annual Meeting of the New Champions
Preliminary Programme
Inside China
China’s Future Growth Hubs
Even as traditional business hubs, such as Beijing,
Shanghai and Shenzhen, seek to further reinforce their
leading positions, the central government has been
actively promoting investment in second-tier cities to
balance growth and highlight opportunities throughout
the country.
1) Which cities are at the forefront to become China’s
next growth hubs?
2) What role do the new growth hubs play in China’s
ongoing development? Which sectors will be key
to the development of such growth hubs?
3) What opportunities could these cities offer to
international companies?
China’s New Economy: Beyond Manufacturing
Services account for less than 40% of China’s GDP, far
below the world average of 50%. China seeks to
develop the service sector to create more
employment, alleviate heavy dependence on energy
and resource consumption, and move up the value
chain.
1) Which sectors lead the way in moving beyond
manufacturing?
2) How is the government, through policy, promoting
the shift?
3) How will this transition change domestic
consumption patterns and shape the Chinese
growth model?
China’s Olympic Transformation
As China prepares to host its first Olympic Games in
August 2008, it is making every possible effort to
showcase China and Beijing’s entry onto the
international stage. Specific steps include enforcing
stricter environmental regulation, granting freer access
to foreign journalists, and fostering healthier attitudes
towards sport.
1) How will the Olympics transform the policy
environment in China? What changes will remain
after the Olympics?
2) What are the risks of an economic slowdown after
the Olympics, as experienced by previous hosts?
3) How have the Games fuelled new business
opportunities for local and international
companies?
Inaugural Annual Meeting of the New Champions
Private Equity in China: Discovering New
Treasures?
The combination of strong economic growth, the
continued privatization of state-owned enterprises and
a growing number of profitable companies is luring
private equity investors to China. At the same time,
there is growing public concern around the handover
of state assets and the risk of monopolization.
1) What can private equity investors bring to domestic
companies? What are the trade-offs?
2) Which sectors hold the greatest potential for
private equity investment?
3) What are the regulatory and business challenges
facing private equity investors in China?
Secrets to Success in China
Join China’s veteran executives of international
companies for this roundtable discussion to discover
the secrets of building successful operations in China.
1) Which unique aspects of the Chinese market are
likely to present the greatest challenges for
companies?
2) How should companies adapt their strategies and
operations to meet these challenges? How do
leaders stay ahead of the changes and ensure
alignment with their overall corporate strategy,
given China’s fast-moving business environment?
3) What current trends and changes will have the
most impact on a company entering China today?
The Myths and Realities of China’s Consumer
Market
Chinese economic growth has created a diverse and
demanding domestic market. Credit Suisse First
Boston forecasted that China’s consumption market
will grow at an annual rate of 18% and become the
second largest in the world by 2014. The ability to
engage and retain China’s new customers will define
the future success of many companies in China and
globally.
1) What distinguishes China’s new consumers? What
will be the global impact of this emerging middle
class?
2) How can the full potential of the Chinese consumer
market be unlocked?
3) Which industries have been most successful in
capturing this market to date, and why?
13
Preliminary Programme

The Myths and Realities of IPR Protection in The Outlook for China’s Policy Environment
China

Inclusiveness, transparency and fact-based analysis

Chinese companies are filing for more and more are becoming increasingly integral in the policy-making
patents domestically and internationally to protect their process as a result of new perspectives brought
creation and innovation. Huawei Technologies ranked forward by the country’s leadership. The 11th Five-
13th internationally among corporations in 2006 in Year Plan, the Property Law and the Corporate Income
filing for international patents, leaving Dupont, HP, Tax Law have been cited as examples of how policy-
P&G, Cisco and Microsoft behind. making in China has been evolving constantly to
1) How is the environment for IPR evolving in China? accommodate the changing realities both at home and
2) What will be the ongoing role of the government in abroad.
encouraging IPR protection and innovation? What 1) How have China’s entry into the WTO and the
are domestic companies doing to reinforce support Olympics impacted the country’s policy-making
for IPR protection? processes?
3) How can domestic and international companies 2) What role can business play in helping to improve
capitalize on this new shift? China’s future policy environment?
3) How will the emergence of a new generation of
leaders at China’s upcoming 17th Party Congress
shape the future policy environment?
The Outlook for China’s Capital Markets 4) What will be the implications for international
companies doing business in China?
China’s capital markets rocketed up 183% in 2006,
and the impressive growth has continued in 2007.
Many herald the start of a new golden age of capital
markets as national heavyweights, such as ICBC and
China Life, return to the domestic exchanges. Others,
including government officials, have expressed their
concern that public enthusiasm is creating a bubble.
1) What is the outlook for China’s capital markets?
Where are the greatest opportunities and risks?
2) What role do foreign investors play in the growth of
China’s capital markets?
3) How will China’s stock exchanges continue to
attract top companies to list domestically? What
are the implications for foreign stock exchanges?

14 Inaugural Annual Meeting of the New Champions

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