To dominate Africa’s motorcycle market, Jiangmen didn’t just make bikes; It built the factories, controlled the logistics and weaponized its diaspora. This is the new face of global competition.
As someone who works with physical products, it's fascinating to read of the workarounds and creativity employed from Supply Chains to innovation. Fantastic article!
This is one city that stuck with me as well. It's been many many weeks BUT earlier this week as I was looking at the Chile issue I knew that what Jiangmen did was a master piece and that Africa Mobility Lab came to mind.
This is a fabulous, unbelievably thorough story of how family, freelancers, and Jiangmen disrupters cornered the African motorcycle market. This piece, like all of yours, excels in not just reporting but also analysis. You could teach a business class with the lessons of Jiangmen, and, in fact, this whole series. Stymied at every turn by bureaucracy, banks, and port red tape, they just went around it all. Ingenious at every level, including the way the matriarchy helped grease the wheels. I would pitch the Economist and the Guardian on doing a version of this story.
Have not heard back on the other thing we talked about, but that route is even more logical after this piece. Are these motorcycle and parts companies public or private companies?
Thank you so much for this incredibly generous and thoughtful read. You perfectly captured the essence of what I was trying to convey, the ingenuity of working around systems when you can't work through them. It means a great deal coming from you.
You’ve actually nailed the next step: the goal is absolutely to get this in front of a wider, more mainstream audience like the Economist or Guardian to shift the narrative on China-Africa trade. If you have any specific contacts or advice on the best way to pitch them, Would appreciate.
The most fascinating part of this whole story, which I’m still unpacking, is that this wasn’t a centralized, top-down strategy from Beijing. It was a hyper local, almost organic growth model led by a city and its global family network that ended up serving a national strategic interest by accident.
Thanks again for the kind words and for seeing the bigger picture here. Your feedback makes the deep dives worth it.
Yes, it’s amazing that all these workarounds were done at the street level instead of by Beijing. That’s super-interesting. I’m afraid I don’t have any contacts at the Economist or the Guardian. I would send them the story and pitch them on doing a piece based on it. It’s way too long for either publication. You could tell them you will include interviews, because I’m sure they would want some quotes. You’re very good at distilling the essence of the city or story. In this case, I would pitch them not on the city but on the story of how these upstart companies beat the big Japanese products and local companies by incredibly savvy legwork and research to control 70% of the market in Africa.
You're absolutely right; distilling the core narrative of "how the underdog outmaneuvered giants through street-level savvy" is a much stronger pitch angle than the city itself.
I will start distilling the core issues for in preparation for wider discussions with other publications. That’s an invaluable perspective, and I'll definitely be keeping it front of mind. I think when the time is right and we cross paths with them i will definitely be ready for them.
This is a fascinating analysis. I loved seeing these principles applied to a country outside China. I'm in the Intellectual Capital development stage of my own project of learning to protect my energy and enthusiasm...
I was happy to go through this City. It opened many avenue for me. Seeing that even when all is lost you can make something out of what remains. Only if you have the right lens. You will be able to see other use and also where they need you in your raw form. Others might think its too unrefined BUT for others that unrefined form is all they need to survive. I am glad you are able to utilise these insights as you forge ahead.
I can definitely relate to the manufacturers who were chasing the wrong metrics. I like the ruthless, granular obsession with what works. I need to think more that way.
I think once you start thinking differently everything stops being being business as usual. As Honda and Yamaha kept out competing each other on specs they didn't see a whole new market opening up where they can never compete. BUT you look closer and realise they took everything for granted. With time these Jiangmen Manufacturers will start moving up the value ladder and will soon outcompete Honda and Yamaha in the niche high end market too because they have been forged by the most brutal system. Europe ends up being simple. Like if you can conquer the Brutal African roads and challenges Europe's paved roads become a walk in the park
As someone who works with physical products, it's fascinating to read of the workarounds and creativity employed from Supply Chains to innovation. Fantastic article!
This is one city that stuck with me as well. It's been many many weeks BUT earlier this week as I was looking at the Chile issue I knew that what Jiangmen did was a master piece and that Africa Mobility Lab came to mind.
This is a fabulous, unbelievably thorough story of how family, freelancers, and Jiangmen disrupters cornered the African motorcycle market. This piece, like all of yours, excels in not just reporting but also analysis. You could teach a business class with the lessons of Jiangmen, and, in fact, this whole series. Stymied at every turn by bureaucracy, banks, and port red tape, they just went around it all. Ingenious at every level, including the way the matriarchy helped grease the wheels. I would pitch the Economist and the Guardian on doing a version of this story.
Have not heard back on the other thing we talked about, but that route is even more logical after this piece. Are these motorcycle and parts companies public or private companies?
Thank you so much for this incredibly generous and thoughtful read. You perfectly captured the essence of what I was trying to convey, the ingenuity of working around systems when you can't work through them. It means a great deal coming from you.
You’ve actually nailed the next step: the goal is absolutely to get this in front of a wider, more mainstream audience like the Economist or Guardian to shift the narrative on China-Africa trade. If you have any specific contacts or advice on the best way to pitch them, Would appreciate.
The most fascinating part of this whole story, which I’m still unpacking, is that this wasn’t a centralized, top-down strategy from Beijing. It was a hyper local, almost organic growth model led by a city and its global family network that ended up serving a national strategic interest by accident.
Thanks again for the kind words and for seeing the bigger picture here. Your feedback makes the deep dives worth it.
Yes, it’s amazing that all these workarounds were done at the street level instead of by Beijing. That’s super-interesting. I’m afraid I don’t have any contacts at the Economist or the Guardian. I would send them the story and pitch them on doing a piece based on it. It’s way too long for either publication. You could tell them you will include interviews, because I’m sure they would want some quotes. You’re very good at distilling the essence of the city or story. In this case, I would pitch them not on the city but on the story of how these upstart companies beat the big Japanese products and local companies by incredibly savvy legwork and research to control 70% of the market in Africa.
You're absolutely right; distilling the core narrative of "how the underdog outmaneuvered giants through street-level savvy" is a much stronger pitch angle than the city itself.
I will start distilling the core issues for in preparation for wider discussions with other publications. That’s an invaluable perspective, and I'll definitely be keeping it front of mind. I think when the time is right and we cross paths with them i will definitely be ready for them.
This is a fascinating analysis. I loved seeing these principles applied to a country outside China. I'm in the Intellectual Capital development stage of my own project of learning to protect my energy and enthusiasm...
I was happy to go through this City. It opened many avenue for me. Seeing that even when all is lost you can make something out of what remains. Only if you have the right lens. You will be able to see other use and also where they need you in your raw form. Others might think its too unrefined BUT for others that unrefined form is all they need to survive. I am glad you are able to utilise these insights as you forge ahead.
I can definitely relate to the manufacturers who were chasing the wrong metrics. I like the ruthless, granular obsession with what works. I need to think more that way.
I think once you start thinking differently everything stops being being business as usual. As Honda and Yamaha kept out competing each other on specs they didn't see a whole new market opening up where they can never compete. BUT you look closer and realise they took everything for granted. With time these Jiangmen Manufacturers will start moving up the value ladder and will soon outcompete Honda and Yamaha in the niche high end market too because they have been forged by the most brutal system. Europe ends up being simple. Like if you can conquer the Brutal African roads and challenges Europe's paved roads become a walk in the park