Download PDF by Jim Mann: Beijing Jeep: A Case Study Of Western Business In China

By Jim Mann

ISBN-10: 081333327X

ISBN-13: 9780813333274

ISBN-10: 1429489596

ISBN-13: 9781429489591

When China opened its doorways to the West within the overdue Nineteen Seventies, Western companies jumped on the likelihood to promote their items to the main populous kingdom on the earth. Boardrooms in every single place buzzed with excitement—a Coke for each citizen, a tv for each family members, a private desktop for each workplace. At no different time have the associations of Western capitalism attempted to do enterprise with a communist nation to the level that they did in China below Deng Xiaoping. but, over the last decade top as much as the bloody occasions in and round Tiananmen sq., that scan produced becoming sadness on either side, and a imaginative and prescient of taking pictures the world's greatest industry faded.Picked as one in all Fortune Magazine's "75 Smartest Books We Know," this up-to-date model of Beijing Jeep, strains the background of the stormy romance among American company and chinese language communism throughout the studies of yankee vehicles and its operation in China, Beijing Jeep, a heavily watched three way partnership frequently visited via American politicians and chinese language leaders. Jim Mann explains how many of the world's savviest executives thoroughly misjudged the enterprise weather and recounts how the chinese language, who bought useful new expertise at nearly no rate to themselves, eventually outcapitalized the capitalists. And, in a brand new epilogue, Mann revisits and updates the occasions which constituted the most problems with the 1st edition.Elegantly written, brilliantly pronounced, Beijing Jeep is a cautionary story in regards to the West's age-old quest to do enterprise within the heart Kingdom.

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Additional resources for Beijing Jeep: A Case Study Of Western Business In China

Example text

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.

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