By Greg Bissky
Yesterday Greg Bissky posted a new video on YouTube. According to Greg, Westerners must learn that there is more than one “right” way to communicate. The Western rule is, “get straight to the point,” but Chinese use a different rule, “build the relationship first.”
Read the rest of “Western and Chinese business-More Than 1 Way To Communicate” or post a comment
In the Western world, having the right relationships or connections, while very important, is usually not a sufficient (nor in many cases a necessary) condition to get business done. You’d need to have sound business fundamentals first. In China, for a long time having Guanxi this “ultra-relationship” or “super-connection“ ALONE could already ensure a “done-deal”, regardless of the fundamentals…
By Shawn He Yuxun
In the Western world, having the right relationships or connections, while very important, is usually not a sufficient (nor in many cases a necessary) condition to get business done. You’d need to have sound business fundamentals first. In China, for a long time having Guanxi this “ultra-relationship” or “super-connection“ ALONE could already ensure a “done-deal”, regardless of the fundamentals…
You might have heard the Chinese word “Guanxi“ (pronounced guan-shee, literally meaning “relationship” or “connection“) frequently touted by many a China consultants or “old China hands” who have been there and done that. Read the rest of ““Guanxi” Demystified: How it differs from our usual “Connections”?” or post a comment
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.
By Ernie Tadla
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.
When you can’t get a real job, you become a consultant, which is why I founded Odyssey Consulting International Inc. I was doing for my own stable of clients what I had been doing for my corporate employers. Read the rest of “China Chapter Two: Apprehension and Trepidation” or post a comment
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