移动向中国是一个大挑战。 谁是否在哪里劝告您租赁或买房子，如何建立网络和发现商会？ Colin弗里德曼在中国自1998年以来并且知道所有关于这些事。 为二和一半现在几年，他管理他自己的公司-中国专家的国际有限公司-在什么他称让人的`开始’ ： 帮助您运用您的专门技术对最佳在中国。

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通知在移动向一个不同的国家之前似乎逻辑。 然而Colin弗里德曼遇见了无法他们的准备的许多expats和公司。 特别是在区段，技术是包含的： “他们给准备着接受`足够好’的社会带来他们的优质产品，而不是科技目前进步水平。 平均收入是很低的国家人们没简单地有一项可用收入。 当然，及时他们将是 读其余“要求Colin弗里德曼中国专家意见”或张贴评论

它是您的公司本体的一个重要部分; 它是公司的面孔，并且它是事务和客户之间的连接。 In many ways a brand name can help make your business, or it can effectively destroy you before you even get started. No wonder formulating an effective brand strategy and finding a proper name for your brand can be a lot like walking a tightrope, especially in a country where literally every syllable seems to have a deeper meaning. So how does Vladimir Djurovic, the founder of Labbrand Consulting, Ltd. – a Shanghai based Brand Strategy, Chinese Brand Naming, Trends & Prospective company – manage to be so successful? “It’s a creative job, it’s about selling a style.”

It was not a gold rush that brought Vladimir Djurovic to China. “I was highly interested in the Chinese culture and the linguistic aspect of it. After mastering several other languages, I found a great challenge in learning Chinese. When I took my first course, my teacher wrote one single sentence on the blackboard. It consisted of five characters and we spent an hour and a half to figure them out. From that moment on, I was passionate about Chinese. From that moment on, I was passionate about Chinese. And by now of course it has become more than a means of communicating in the Chinese environment: it is a necessity to do my job. Mandarin is my key instrument.” Read the rest of “Chinese Brand Name philosophy” or post a comment

By David Dayton

“Going to China” has become the mantra of the business world. You’re looking East. You’ve done your homework with AmCham (American Chamber of Commerce in China), on the Internet, with other “China Hands” and in your industry. You’ve found your “perfect supplier” on line, even found a second factory as a back-up. You’ve got a great bid on your product. The pictures of the factory look great, the samples are exactly what you want, and the phone conversations with the sales rep, while maybe a little limited, have been useful. You’re excited. Read the rest of “Working With Chinese Factories - Part II: Qualifying Your Overseas Supplier” or post a comment

By Donny Huang

In 2005 numerous public relationship crisises have haunted multinationals operating in China. Big brands such as P&G, Nestle, KFC, Johnson & Johnson, and Sony have suffered severe damage to their brands’ reputation. An analysis of the underlying reason for the problems encountered shows that they are due to a fundamental misunderstanding of the intricacies of Chinese culture on business. This reaches far deeper than most people think. Read the rest of “Mentality, Mindset, Mianzi - How to Avoid a Crisis” or post a comment

By David Dayton

Once again, I’m in a factory working through production issues that would be impossible to solve over the phone, with email, or even with photographs. What’s the issue this time? Among other things, my primary task this trip is to define the factory’s actual capabilities compared with the overly-optimistic sales pitches presented in their brochures. Qualifying a factory is definitely something that you can’t do from across the globe or even from a great distance within the same country! Read the rest of “Working With Chinese Factories - Part I: The Initial Visit” or post a comment