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中國第三章: 第一次印刷

2007年12月6日由中國企業成功案例

中國第三章: 第一次印刷如此gweilo在空氣中國飛行得到了。
它似乎我是唯一的非中國人在飛機上。
文化震動開始了那裡。 飛行空氣中國不是像飛行加拿大航空。 我們採取我們的西部舒適為授予和真正地不讚賞什麼我們有,直到它拿走了。 這是好,逐漸第一階段介紹為我。 採取我們用於這裡的所有并且敲它在三個山谷下。 空間、服務、質量是否洗手間,就座或者食物。 我沒有遭受,而是意識到我是像城市人去拜訪國家表兄弟在農場。 我從一個被開發的社會去一個開發的社會。 他們設法跟上我們,并且做一個了不起的工作,但…

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上海的社會保險系統

2007年12月5日由中國企業成功案例

上海的社會保險系統昨晚,是在MSN聊天與我的客戶的我,貿易的WFOE (完全外國擁有的企業)並網是由我當前進行。 他雇用一個21歲助理協助他在每日事理。 My client sacked her a couple of days early, for her irresponsibility and laziness, and is seeking another assistant, so he asked me if I happened to know anybody. I introduced a girl who’s intending to quit her present job, and they seemed to have a good conversation on MSN later.

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Made (responsibly?) In China

December 4th, 2007 by China Business Success Stories

Made (responsibly?) In ChinaI recently had the opportunity to visit two factories in the southern China town of Kaiping that produced denim jeans for a major discount retailer in the United States. Considering that the only reports of Chinese textile factories that I had come across had been critical, the visit was a (pleasant) surprise.

Working conditions were orderly and tidy, the air was cool despite scorching heat just beyond the concrete walls, generous lighting flowed from large bay windows, …

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China Chapter Two: Apprehension and Trepidation

November 29th, 2007 by China Business Success Stories

China Chapter Two: Apprehension and Trepidation After twenty-five years of management experience with Johnson & Johnson (J&J), Bristol Myers-Squibb and Quadra Logic Technologies, (QLT), I became a “corporate refugee,” a middle-aged, middle manager who was downsized in the recession of the ’80s. There were thousands of us walking around in a daze. After years of education and successful corporate performance, we were out on the streets.

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Attraction and Retention of Chinese Employees: A Legal Perspective

November 29th, 2007 by China Business Success Stories

Attract Chinese EmployeesWhen entering the China market, many multinational companies assume that a country with a population as large as China’s would not have a labor shortage. However, the fact is that qualified labor is at a premium in China. Under the booming economy, the rising demand for Chinese labor has exceeded its supply. Hiring talented employees—young, upwardly mobile Chinese professionals with advanced skills and an understanding of international business—is even more difficult. Because of the limited availability of such employees, the competition for this talent is intense.

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