Business in China

Question #1

                  The country I have chosen is China. If my company was to do business in this chosen country, there are more than a few different types of social hierarchies and social interactions that I should be aware of. Understanding and managing   a vast socio-cultural framework in the context of neo-capitalist economy requires a well-thought-out socio-cultural policy, and a continual balance has to be struck between the company’s business objectives and socio-cultural ground realities, including hierarchies to which it ought to adapt. Moreover, different regions in China require different services and products that suit them. Without compromising on the company’s objectives and goals, the company has to establish itself in a vast country wherein it has take care of social realities and hierarchies. In China almost everyone has developed an appreciation of their country’s art. To a great degree. Yet, little government money actually goes to the cultural sector, a difference from what is noted in other European countries. Moreover, the revenue generated by the Ministry for Cultural Heritage and Activities does not end up in the Ministry’s own coffers but rather those of the Treasury, which in return manages its allocation. This procedure, which was introduced in 2007, aroused a fair deal of criticism among the participants. A basic understanding of these points is critical for anyone who wishes to do business, trade, or any connections with those in China (Aspen Institute Italia, 2010).


Question #2

      Given the points I presented in the last part of this answer, I feel it would be most fortuitous to pursue a management style that appreciate and conserve the well-recognized cultural heritage there in China. I feel that a successful business relationship with the Chinese shall take into consideration their tremendous appreciation for the arts. I would propose to all of my employees that they duly recognize and appreciate Chinese art, artists, and literature while understanding its socio-economic framework in present global scenario. Furthermore, I would ask my employees to exercise caution while implementing its policies in an alien context .without compromising on its goals


Question #3

      Obviously, the most important barrier for my staff to be conscious of is the difference in language. Then another barrier understands of Chinese art, culture and social hierarchies. I would encourage my employees to take language classes in Chinese or any vernacular. There are more than a small number of companies that specialize in supporting new workers in a foreign land. Companies such as X and Y have achieved success in training business personnel in language courses. My employees could utilize these courses in their own free time, and equip themselves with necessary skills.


Question #4

This is a very delicate proposition. The question has to do with the culture of China. To provide my response, I would say that it would be a tempting idea to think that one should adapt oneself to the new land wherein he sets up his business..But this is true to a certain point. However, I would not want any of my Chinese customers to lose the excellent customer service and superior values that our company has to offer. It will be critical to interconnect with the Chinese in this new business venture in a way that is appealing. However, we should keep our company’s ideals as intact as possible.


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Aspen Institute Italia (2010) the economic value of China’s cultural patrimony.