American Businesses In China

As more and more American businesses have set up operations in China, American business owners have had to concern themselves with respecting how Chinese values and beliefs and how China's changing economic and political climates relate to the business world. American businesses that have been successful in China, such as General Electric, Children's Television Workshop, Holiday Inn, DaimlerChrysler and the Foxboro Company, to name just a few, know how important a consideration for Chinese culture is in business operations. Their efforts in China are profiled in this work to serve as case studies for others interested in doing business in China. This book also examines the Chinese worldview, a fusion of Confucianism, Taoism, Buddhism and communism, and the effects of globalization on business ventures. It also considers the changing nature of Chinese consumerism, highlighting significant differences between urban and rural populations and a distinctive generational divide. It ends by offering some general conclusions as well as suggestions for those interested in doing business in China.

Since the publication of earlier editions of this book, China's political and economic landscapes have changed dramatically, with the rise of new leadership, evolving alliances, tariff wars, educational policies and technological advancements. Focusing on Chinese-American ventures, this expanded and revised edition chronicles the investments that have marked China's astonishing growth in the 21st century. Adding another dimension to the exploration of Chinese-American commerce, this edition discusses China's roots in Confucian identity and its effect on modern business culture. Case studies of American businesses that have been successful in China are included. Reflecting upon the changing nature of Chinese consumerism and international corporate behavior, the authors close with specific suggestions for those interested in doing business in China.

The conventional wisdom that only large corporations can do business in China is a thing of the past. Small- and medium-sized businesses today enjoy the same opportunities in China once granted only to large, multinational conglomerates. In Selling to China, author Stanley Chao helps all businesses learn effective ways to deal with Chinese businesspeople and private and state-owned companies; analyze whether certain products or services are viable for the Chinese market; understand the psyche of the Mao Generation Chinese who are now Chinas business owners, executives, and government leaders; and develop low-cost, market-entry strategies Filled with clear, tangible steps and applicable personal anecdotes, Selling to China bridges the gap between Western and Chinese cultures, languages, and histories to help businesses enter the Chinese marketplace.

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This work is about strategies American companies should use when doing business with China. It demonstrates the benefits of co-operation, such as the path breaking 2005 deal between IBM's consumer computer division and China's Legend, resulting in the creation of China's Lenovo Computer Company. The authors review other examples of U.S.-Chinese joint ventures and present new strategies for how American and Chinese firms can work together in areas and ways that are presently untapped. Chinese companies are moving into position now to quickly emerge as giant multinationals that displace or acquire Fortune 1000 companies sooner than many anticipate. That is why this is such an important and compelling work that will become a "must read" for corporate executives concerned about their existing and future business in China. A western company without a carefully laid out "China Strategy" will find it increasingly difficult to remain profitable in other markets. And the "China Strategies" of most American companies have not been as successful as "Chinas Strategy" of dealing with its competitors. So, how can a foreign company profit from Chinas emerging global economic dominance? Western companies and governments that focus on strategies that fulfil the needs of China and Chinese trading partners, will have advantages over their competitors who do not. This controversial book reveals the key fallacies American political and business leaders face in the relationship between American and Chinese styles of capitalism and government. Collaborating profitably with emerging, giant, global Chinese corporations may be a more rewarding strategy than ignoring them or trying to compete with them.

If Amazon can't win in China, can anyone? When Amazon CEO Jeff Bezos visited China in 2007, he expected that one day soon China would be a double-digit percentage of Amazon's sales. Yet, by 2019, Amazon, the most powerful and successful ecommerce company in the world, had quit China. In Winning in China: 8 Stories of Success and Failure in the World's Largest Economy, Wharton experts Lele Sang and Karl Ulrich explore the success and failure of several well-known companies, including Hyundai, LinkedIn, Sequoia Capital, and InMobi, as more and more businesses look to reap profits from the demand of 1.4 billion people. Sang, Global Fellow at the Wharton School of the University of Pennsylvania, and Ulrich, Vice Dean of Entrepreneurship and Innovation at the Wharton School, answer four critical questions: Which factors explain the success (or failure) of foreign companies entering China?What challenges and pitfalls can a company entering China expect to encounter? How can a prospective entrant realistically assess its chances? Which managerial decisions are critical, and which approaches are most effective? Sang and Ulrich answer these questions by examining the stories of eight well-known and respected companies that have entered China. They study: How Norwegian Cruise Line's entry into China displays how cultural differences can boost or sink different companies; How Intel, one of the oldest, most respected firms in Silicon Valley, thrived in a country that seems to favor agile upstarts; How Zegna, the Italian luxury brand, has emerged as another surprising success story and how it plans to navigate new headwinds from the COVID-19 pandemic.Through these engaging and illuminating stories, Sang and Ulrich offer a framework and path for organizations looking for a way to successfully enter the world's largest economy. History can be a teacher, and China, a country with 3,500 years of written history, has much to teach.

What will happen when China can make nearly everything the U.S. and Europe can make--at one-third the cost? Fishman delves into dangerous question that not everyone wants answered.