By Jim Mann
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Additional resources for Beijing Jeep: A Case Study Of Western Business In China
To represent and advise American companies trying to do business in China. Beulah was a pianist by training; Sung was an experienced businessman. Inevitably it was C. B. Sung who became the principal figure in Unison. In 1978 Sung was giving one of his standard lectures on management to China's First Ministry of Machine Building, one of the most important bureaucracies in the country's centrally planned economy. Among his students were some cadres, or officials, from the Beijing Automotive Works, the state enterprise responsible for Beijing's decaying jeep factory.
More to the point, as an international car executive, he had a commercial interest in China. After all, the country's population was bigger than Iran, Venezuela, or Egypt, all the other nations in which AMC was operating. There was competition within the automobile industry, of course. In the late 1970s, in one fashion or another, executives of virtually all the world's leading car manufacturers began streaming to China, full of plans to modernize China's industry and, hopefully, to gain access to the domestic Chinese market.
China became the favorite new destination on the map. Businessmen—particularly the chairmen, presidents, and vice presidents of international divisions of leading American corporations—had money available for travel to China and a plausible reason to go. Suddenly the vast market they had been dreaming of for years seemed to be within reach or, if not within reach, open enough for them to go see it. A business leader was supposed to think about the future, about his or her company's position in the twenty-first century.
Beijing Jeep: A Case Study Of Western Business In China by Jim Mann