GlobalcarmakerscouldmanagetheircostsandcapitalinChina—andgainastrategicoptionfortheirglobaloperations—bycontractingoutthemanufactureofwholevehiclestoChinesecompanies.PaulGaoTheMcKinseyQuarterly,2002Number1Facedwiththeprospectofstagnantglobalsalesoverthenextfiveyears,theworld抯biggestcarmakersarejockeyingforashareofoneofthefewbuoyantnationalmarkets.China抯domesticcarsales,growingatmorethan10percentannually,willprobablyaccountfor15percentofglobalgrowthoverthenextfiveyears.Sofar,globalautomakershavepursuedsuccessfuljoint-venturestrategiesbyinvestingheavilyinassemblyplantsoperatedbyChinesepartners.ButascompetitioninChinaheatsup,anewtackmaybeneededinthequestforprofitablemarketshare.Anasset-lightstrategywouldhavethemajorautocompaniesconcentrateonwhattheydobest—developingproductsandbrands—whilecontractingoutnotjustcomponentsupplybutalsothe