The China Venture

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The China Venture: Business Environ
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Table of Contents List of Figures .
Page 5 and 6:
3.2.3.2 Special Funds for Setting U
Page 7 and 8:
3.4.1.1 National Culture ..........
Page 9 and 10:
List of Tables TABLE 2-1: THE AREAS
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GBP Pounds Sterling GDB Guangdong D
Page 13 and 14:
1. Introduction: The China Venture
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After a short discussion with the p
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co-operate with other firms, especi
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The Chinese operating legal system
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First of all, Britain’s predomina
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democratic centralism, all governme
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The courts are the state organs exe
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more than three hundred intermedia
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2.2.8 Company Law China’s first n
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Things seem have to become a lot cl
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2.3.1.1 Financial sector developmen
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securities, trading, initial public
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underdeveloped compared with market
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established in January 1996 by 59 p
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Chinese Banks Foreign Banks Financi
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system formulation has been put on
Page 45 and 46:
The separation of production and co
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swap centres (see also above). From
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investors with little experience an
Page 51 and 52:
them, while a branch with a shortag
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Loans, public offerings of shares,
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is often to acquire foreign capital
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2.3.3.2 Debt financing As getting t
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the approval of special authorities
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control compared to national enterp
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usiness in China and related issues
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3. Pre-Entry Strategic Consideratio
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While the testing for the general r
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of relevant contacts to suppliers a
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partner companies with free servici
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strengths which his own company lac
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Central Committee of the Communist
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environment for foreign investment
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legal and regulatory environment of
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3.2.4.3 Legal Framework for Foreign
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• China’s entry into membership
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• stipulates that advanced techno
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Government approval. Foreign invest
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Co-operative Joint Venture Status P
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Reflecting on these points the foll
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Success Factors concerning Products
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Success Factors concerning Company
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high-technology are eligible for th
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Available Distribution Channels A m
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Available Distribution Channels Mar
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Page 105 and 106:
Illustrative Case Studies The follo
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Page 109 and 110:
Which Aspects should SME's Focus on
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Strategy No. 1: Have Cash A comfort
Page 113 and 114: expenses have a detrimental effect
Page 115 and 116: As a conclusion, network oriented m
Page 117 and 118: 3.2.13 Case Study: Swisstec, Lyss 3
Page 119 and 120: factor which makes the foreign firm
Page 121 and 122: developed within the SME, its impac
Page 123 and 124: 3.3.1.3 The Role of Technology Mana
Page 125 and 126: Indirect export and direct export a
Page 127 and 128: maintenance or the use of establish
Page 129 and 130: Government Central Exploiting Sales
Page 131 and 132: in the most advanced provinces and
Page 133 and 134: network through which the products
Page 135 and 136: Siemens or Motorola, they may have
Page 137 and 138: Chinese partners. He also began to
Page 139 and 140: orders. However, a country may also
Page 141 and 142: Germany/Switzerland China democrati
Page 143 and 144: 3.4.2.4 Conversation at the first m
Page 145 and 146: only after a certain time and even
Page 147 and 148: 3.4.3 Experiences of European Compa
Page 149 and 150: ones who atte nded a course. They s
Page 151 and 152: Another Chinese tactic is, as menti
Page 153 and 154: 4. Post-Entry Strategic Considerati
Page 155 and 156: and the other one in China. The com
Page 157 and 158: experience in operating production
Page 159 and 160: In these two cases, the companies m
Page 161 and 162: 5. References Aharoni, Y. (1966): T
Page 163: Dony, A. G. (1998): Market Entry St
Page 167 and 168: Madura, J. (1993): International Fi
Page 169 and 170: Semkow, B. W. (ed.) (1995): China F
Page 171 and 172: 6. Appendix 6.1 Fact Sheet People
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