Written by Spencer Hulse
Over the past few years, international business has been gradually moving away from the model in which China was treated as almost the sole hub for manufacturing and trade operations in Asia. According to the United Nations Conference on Trade and Development, companies continue to diversify their supply chains, spreading production and partnerships across several countries to reduce geopolitical and operational risk. One of the most notable examples of this shift is Apple’s strategy: in the second quarter of last year, the share of smartphones imported into the US from India rose to 44%, up from just 13% a year earlier, while China’s share fell from 61% to 25%. Many analysts point to this shift as one of the clearest confirmations of a strategy in which companies aren’t abandoning China altogether, but are gradually building additional manufacturing and partnership hubs in other parts of Asia.
According to Liubov Stashkevich, an expert in international business development, strategic partnerships, and cross-border business communications, these changes point to the emergence of a new model of international trade — one in which China now shares its role as a strategic partner with India, Vietnam, and the countries of Southeast Asia. Liubov previously served as Manager of Foreign Relations at Avant Garde Maritime Services, Sri Lanka’s largest private maritime company. Today she builds partnerships between American companies and overseas markets, and is a member of NASBITE International, a professional association that unites experts in international trade and business development.
In this article, the expert explains why the “China+1” strategy is becoming the new norm for American business, which countries are stepping into the spotlight, and the most common mistakes companies make when entering Asian markets.
Divide and Conquer
The trend toward supply chain diversification began taking shape during the pandemic in 2019–2020, when companies faced disruptions in production and logistics. In the years since, geopolitical tensions, trade restrictions, and rising tariffs have only accelerated this process, forcing businesses to rethink how they operate in Asia.
One of the clearest examples of this strategy is Apple, which has been aggressively expanding production in India while maintaining a significant presence in China. According to Liubov Stashkevich, this case reflects not an exception, but a new approach to international business development.
“Companies no longer want to depend on a single market. They’re spreading risk across several countries — and that applies not just to manufacturing, but to suppliers, logistics, partner networks, and investment destinations as well,” says the expert.
At the same time, she stresses that China isn’t losing its importance for international business. It remains one of the largest and most developed markets in the world.
“What we’re seeing is more of a shift toward a more diversified model, where businesses are building a presence in India, Southeast Asia, and other promising markets all at once,” Liubov notes, pointing to the nuance often missed in how these developments are portrayed.
If Not China, Then Who?
A question is being asked more and more often these days: if China is no longer the sole center of growth, which countries are becoming the new priorities for American business?
According to Stashkevich, the answer isn’t about finding a single “new manufacturing hub.” Instead, she believes each country brings its own distinct advantages to the table: “India offers the scale of its domestic market, a growing manufacturing base, and a large pool of skilled professionals. Vietnam benefits from the reshuffling of production chains and competitive costs. Indonesia is becoming increasingly attractive thanks to the size of its domestic market, while Singapore holds onto its status as one of Asia’s most important financial and business hubs.”
The expert notes that it’s no longer accurate to talk about replacing China with any single country. What’s emerging instead is a distributed model of presence, where companies operate in several markets at once — a strategy that makes international business considerably more resilient.
“I worked on developing cooperation between companies from different countries, coordinated engagement with foreign clients and partners, supported international negotiations, and helped move cross-border projects forward. That experience taught me that a successful strategy isn’t built around a single market — it’s built around a network of reliable partnerships and an understanding of what makes each country unique,” the expert notes.
Liubov is convinced that trust is often the single biggest factor behind success — and that in many Asian countries, long-term relationships matter just as much as the terms of a contract. Companies willing to invest time in building partnerships and understanding local nuances tend to see far more durable results.
A Distinct Business Strategy for Each Country
Over eight years at an international company, Stashkevich worked with a wide range of foreign partners, clients, and counterparties across Europe, Asia, and the Middle East. Based on what she’s observed, many American companies still underestimate the influence of local business environments.
“One of the most common mistakes is taking the same approach to every market in Asia. Companies carefully work out their financial models and investment plans, but underestimate how much business culture matters. Differences in negotiating style, decision-making processes, and how trust is built can matter far more than commercial terms,” Liubov explains, describing what it takes to build a successful partnership.
India, in particular, is drawing growing attention. For many multinational corporations, it’s increasingly seen not just as an alternative manufacturing base, but as a major market in its own right.
According to Stashkevich, the country’s potential is far greater than commonly assumed: “India’s biggest advantage is the combination of a huge domestic market, a large pool of skilled professionals, and a high rate of economic growth. For many companies, it’s no longer just a manufacturing base — it’s a full-fledged market with enormous potential.”
That said, the expert warns that operating in India is considerably harder than it might appear at first glance, given how varied the country is. Regulations, business environments, and consumer preferences can differ significantly from one region to another. Trying to mechanically transplant a successful Western model rarely produces the desired results — understanding local nuances and building long-term relationships matters far more.
The Future Belongs to Those Who Can Adapt
Today, Liubov Stashkevich continues to build international partnerships between American companies and overseas markets. Her current projects focus on finding opportunities for collaboration between businesses in the US, Asia, and the Middle East, as well as supporting companies exploring entry into new foreign markets.
“In international business, success is rarely measured by a signed contract alone. The most valuable investment is trust — it’s what ultimately becomes the foundation for new projects, entry into foreign markets, and sustainable company growth,” Liubov notes.
Working with companies from Europe, Asia, and the Middle East, she has coordinated international negotiations, helped build connections between foreign partners, and supported projects that required navigating different business cultures. Today, she applies that same approach in her work with American companies, helping them identify promising markets, build international connections, and lay the groundwork for long-term partnerships.
As Stashkevich puts it, these kinds of relationships eventually become the foundation for a company’s expansion into new countries and for sustainable international growth.
“The global economy is becoming more complex and less predictable. The companies that succeed now are the ones that don’t cling to a single market — they adapt, understand what makes different countries unique, and build several reliable international partnerships at the same time,” the expert forecasts.
