Archives 2006

Principal Customer Quality Assurance Engineer(China)

http://ehr.chinahr.com/jobs/job_detail.asp?job_id=20050104000214000156&stat=-1

Job Description:

Company introduction: Our client is one of the world’s largest fabless semiconductor companies, a global leader in wired and wireless broadband communications semiconductors. It provides manufacturers of computing and networking equipment, digital entertainment and broadband access products, and mobile devices with the industry’s broadest portfolio of state-of-the-art system-on-a-chip and software solutions.

Location: Shanghai

Responsibilities:

1.As a CQE, this individual will be on site contact for QA related issues, and manage customer flow process.
2.Help debug issues at manufacturers
3.Drive continuous improvement efforts and
4.Manage customer satisfaction.

Requirements:

1.Good written & oral communication skills
2.Engineering degree
3.FAE experience desirable
4.Understanding of Board Assembly & Quality Assurance a must

* Please send us your complete resume to: ‘topjob_ic010sh@dacare.com’

Senior Staff Software Engineer(China)

http://ehr.chinahr.com/jobs/job_detail.asp?job_id=20050104000214000154&stat=-1

Job Description:

Company introduction: Our client is one of the world’s largest fabless semiconductor companies, a global leader in wired and wireless broadband communications semiconductors. It provides manufacturers of computing and networking equipment, digital entertainment and broadband access products, and mobile devices with the industry’s broadest portfolio of state-of-the-art system-on-a-chip and software solutions.

Location: Beijing

Responsibilities:

1.Ability to single-handedly interface directly with customer.
2.Lead customer meetings, conference calls and interactions.
3.Consult with management as required. File gnats (issue tracking tool) for customer issues.
4.Project planning: Creates and adheres to schedules, sets priorities, and delivers tasks in a timely manner. Coordinates multiple issues simultaneously. Review customer requirements. Write Requirements and SOW documents.
5.Project coordination: plan meetings, communicate with marketing and FAE’s
6.Meeting: create agenda and meeting notes, lead meetings, follow-up with action items
7.Communication: – both verbally and in writing
8.Technical: Very proficient in all aspect of STB systems (More SW oriented)
9.Tools: MS Project, Issue tracking tools , ClearCase, Integrated Development Environment

Requirements:

1.Prefer BSCS or BSEE or equivalent required (MS a +) with at least 10 years of related experience.
2.Must have working knowledge of C or C++ in a real time embedded processor environment.
3.Working knowledge of the MIPS processor and assembly language is a plus.
4.Must have experience working with Linux or another real-time operating system
5.Must have experience with MPEG2 HD/SD, NTSC, and PAL video/audio.
6.Should have experience with SetTop box applications, middleware, and driver software design

* Please send us your complete resume to: ‘topjob_ic008@dacare.com’

EHS Supervisor(China)

http://ehr.chinahr.com/jobs/job_detail.asp?job_id=20050104000214000151&stat=-1

Location: Shanghai

Responsibilities:

1.Be responsible for managing wastewater treatment systems and waste disposal.
2.Be responsible for maintaining ISO14000 system.
3.Be responsible for establishing and maintaining the ESP system and get certification.
4.Develop and implement a chemical approval and management program.
5.The company’s representative dealing with the local and provincial environmental ministry or bureau.
6.To confirm SEECO meets all applicable EHS lows and regulations.
7.Manage chemical lab, ensure that all the data get the standard.
8.Be responsible for managing the disposal, storage and treatment of hazardous waste to reduce the risk.
9.Be responsible for designing and manage EHS project.
10.Inspect EHS quality of new equipment and rebuilding equipment.
11.Be responsible for coordinating and solving EHS problems with each department.
12.Responsible to ensure the action plans of EHS accident investigate and communicate with the related department manager.

Requirements:
1.Bachelor of Science in Environmental Engineering, Safety Engineering, Chemical Engineering, or Civil Engineering, or a related field of study.
2.Training or experience in the environmental or Health & Safety field.
3.Training in ISO14000(completed before June 30, 1998)

* Please send us your complete resume to: ‘topjob_mn041sh@dacare.com’

Tips for selecting right international schools in China

by tnmom – from ShanghaiExpat Forum

Here are some things I would ask:

1. Class size? Subjects offered?

2. Language program – Opportunities to learn Mandarin, How much cultural emphasis in the curriculum?

3. Compatibility with home country curriculum – not a problem if this is a pemanant move, but if you will be moving back to Australia you want to make sure that your kids will be able to slip back into the curriculum as well as possible (or you may decide that the cultural experience is worth a little give and take academically)

4. Extra curricular activities – do they have what you want or will you have to search outside of school?

5. College recruitment program – for older grades – where do their graduates go to college? Who recruits at the school? What is the reputation? Do they offer appropriate college tests? Counseling for college application process?

6. Drug testing policy, uniform policy, etc. – nice to know up front.

7. Be sure to ask what the acceptance process is like – we were surprised to end up on the waiting list at SAS because we thought we had a seat guarantee from our company. It all worked out, but we moved here not knowing exactly where our younger two kids were going to school.

Behind The Chinese Networking (GuanXi) Buzz

By Michael Connolly

Shanghai is abuzz with the murmur of networking. Every week in Shanghai, countless events are held for ambitious fortune seekers relentlessly practicing the art of handshaking, exchanging mingpian, and of course, building guanxi or “relationships.” Many residents in Shanghai will testify that attending networking mixers is a great way to expand contacts, establish face-to-face exposure, and in general, meet some interesting people.

Social networking gatherings are still primarily a Western concept. In China one builds guanxi through introductions by family and friends, or by doing favors. The idea of holding public meetings for the purpose of making new connections and expanding relationships is still relatively new in China, but in today’s dynamic business climate it has become essential to have a multitude of connections, while still managing them effectively.

Networking is nothing new, of course. Every salesperson knows that they need to develop a base of contacts, and every businessman in China understands that he needs guanxi. In China, everything of consequence gets done through a person’s guanxi. The difference between Western-style social networking and Chinese-style guanxi has to do with the specific rules governing interaction in the social network. At some point, for a Western businessperson trying to reach a local Chinese business prospect, a cultural threshold must be crossed. Western business rules that dictate how to do things must eventually yield to the mysterious rule of Chinese guanxi. Still, the “Six Degrees” concept applies. The person seeking contact probably knows someone, who knows someone, who knows someone (and so on), who knows the prospect. This is a core concept in both Chinese guanxi-building, as well as in the Six Degees of Separation (or Small World) Theory.

Science is proving what we already know

In his seminal work, American sociologist Stanley Milgram advanced and empirically tested the theory of “six degrees of separation,” which states that any randomly selected pair of perfect strangers could be associated through no more than six common acquaintances. In one of his tests, Milgram successfully built associations between test participants in two different cities and two other participants living in Boston. The procedure was done by asking the first participants to mail a brochure to the Bostonians, using no more information than a common set of acquaintances. Columbia University began to test the six degrees of separation theory in 2002 on the Internet. Initial findings suggest that the “will” to communication outweighs the “means” of communication.

The Steps to Developing Good Guanxi

So what does one do with the pile of business cards collected at these networking events? First, it is important to realize that each connection can have hidden value, so it is prudent to look at more than the immediate needs and instead to treat each contact as potentially valuable in your personal six degrees network. While the person may not look, at first impression, like a particularly appropriate business contact, the act of just following up might make enough of an impression to open the door to further opportunities. Collecting business cards and shaking hands is only the first step. At some point, each connection has to develop some level of substance.

The next step is to simply follow up. If a person is serious about strengthening connections from the first handshake and business card introduction, then they have to be organized in a systematic way. Making the new contact a part of one’s social network is next. The savviest network builders may automate the tracking and maintenance of his/her addresses through an online tool, but such thoroughness requires the discipline to get the information from the collected business card into the software.

Is Guanxi about Quantity or Quality?

A management consultant and author, Patricia Durovy, has stated that success in business is directly related to the QUANTITY of communication that is sent out. Once a connection is made, each person needs to manage communications with the people in his or her network so that connections become stronger and continue to develop. It may require a bit more work, but with the technology tools available, having a good six degrees network is not difficult and will pay for the effort by making it easier to get things done.

The Job Landscape for Expats in China

By Michael Connolly

Want to work in Shanghai? Many people from all over the world do. There are more people from other countries who want to come live and work in Shanghai than there are jobs with expat salaries. In the last few years, the job market has been flooded with educated and experienced overseas Chinese or overseas educated mainland Chinese being attracted to the same thing other expats are attracted to — the lure of riding the booming economy. With issues of culture, language, disparity in pay scales, and suitable job availability, there is not always an easy solution to finding a comfortable niche. Many seek to move to here without the benefit of company support and an expat package. One recruitment industry manager indicates an educated guess of less than 20% of the expats in China is here on an expat package. Given the range of talents and available positions, a job seeker might break down potential opportunities:

Get hired by a company for a position in China with relocation.

(the expat relocation option). Most of the people who are getting expat salaries now are in senior management. Directors, project managers, and technical specialties are also being hired. Many, if not most, if the managers hired into these positions get hired in their home country and relocated here. At this point, this is reserved only for senior managers and technical experts. Jobs in this category also tend to have the best salaries and the best perks. Even so, the benefits offered these days are not what they used to be. Shanghai is not a hardship post, so even though salaries maybe similar to what they make at home, the perks are not what they used to be.

Relocate to China Independently.

The job seeker can pick up a position as a local expat hire. According to a 2003 Amcham survey, there is a trend to hire locally even for expat positions because hiring a person in this situation often brings added benefits to the company. Hiring a local expat is less expensive. Expats already living here are already culturally acclimated, and they tend to already have a solid set of contacts in China, which potentially makes them more valuable.

Get a job on the local economy at local or semi-local wages.

This is not a desirable option for income, but in many cases, is an option for living here to learn the language and begin making contacts. Many come to fill English teaching positions and develop their network to work themselves into a niche. However, even these positions usually require education and credentials unless it is a short term internship.

Start a new business.

This is an option if the job seeker has some experience and some capital and requires that they have some contacts, partners, and advisers that can help navigate the maze of pitfalls. The most difficult option to execute but potentially the biggest reward if done well.

Even with education, credentials, language, and experience it is still a highly competitive market. According to Wang and Li in their article “Who has the edge?”, just being educated overseas is not enough. Local mainland hires with experience and ability are more common place than even 5 years ago. The cost of the new hire is more significant factor for many companies and expat packages are being offered much less often. Being bilingual is a given requirement for just about every significant job. Soft skills and the demonstrated ability to manage Chinese staff is a huge necessity. Hiring managers are looking deeper into what is written on resumes and expecting more from those who are offered.

The process of finding a position in China that pays an expat salary is increasingly difficult. It is combination of skill, experience, contacts, and luck. This situation leaves few options to the job seeker who wants to work in China. Each option has its own set of requirements and its own set of pitfalls. However, the lure of boom here in China is too much to be ignored and many are arriving here to carve out their niche.

Toyota in China: Full Speed Ahead

Toyota (TM) might be closing in on General Motors (NYSE: GM – news) (GM) as the world’s largest carmaker, but in China the Japanese company has

plenty of catching up to do. Despite exporting cars to the mainland since the 1960s, Toyota’s market share is just 3.5% in China, compared to 13% in the U.S. and more than 40% at home in Japan. Market leader GM sold more than 650,000 vehicles in China last year, while second-placed Volkswagen (Xetra: 766400 – news) , with sales of over 500,000, is also way ahead of Toyota’s 179,000 units in 2005.

But don’t expect Toyota to be lagging behind the pack for too long. Just as the auto maker has grown rapidly in the U.S. over the last decade, it’s now gearing up for rapid expansion in China. In December, Toyota President Katsuaki Watanabe outlined plans to ramp up sales 60% during 2006, to 290,000. And ominously for rivals, by 2010, the company aims to triple its current share in China to 10% of the fast-growing market [see BW Online, 12/21/05, “Toyota: King of the Car World in ’06?”].

To meet those stiff targets, Toyota is unleashing a host of new vehicles on the mainland. What’s more, it’s showing it isn’t afraid to build its newest models in China through partnerships with First Auto Works and Guangzhou Auto. On Dec. 15, Toyota and FAW held a ceremony to herald local production of the Prius, which sells for about $36,000 and will be China’s first hybrid.

CUTTHROAT COMPETITION.

Leading Toyota’s rapid expansion in China is Yoshimi Inaba, who splits his time equally between Tokyo, Toyota City, and China. Inaba had only ever been to China once when he accepted the post last June, but brings immense know-how accumulated during various management roles at Toyota, including two spells in the 1990s at Toyota Motor Sales in the U.S., becoming president in 1999.

Inaba will need to draw on all his experience to make Toyota tick in China. Cutthroat competition has triggered a 28% fall since 2000 in the price for a compact on the mainland, and profit margins are falling. Most Chinese car buyers, meanwhile, might be new to car buying, but there are no easy sales [see BW Online, 3/9/06, “A Billion Tough Sells”].

On Mar. 7 in Toyko, Inaba addressed Toyota’s China plans with BusinessWeek Tokyo correspondent Ian Rowley. Edited excerpts of their conversation follow:

Toyota plans to grow 60% in China this year. That sounds pretty aggressive. Is it?

At this stage of the development, percentage increases don’t have so much meaning. We’re starting up a new factory in Guangzhou with a different partner [Guangzhou Automotive]. A whole new factory will be added, hopefully increasing sales by about 50,000 to 60,000 units this year.

What’s the impact of working with two partners?

With two partners — the other is First Auto Works — we have to have a totally separate sales networks. That’s two different channels and two different franchises under the name Toyota. Our guys are working to set up a whole new sales network, and have already appointed 100 dealers [for the GA channel]. For FAW, we already have about 220 dealers in operation already. On top of that, we have Lexus, which is 100% our own operation.

How different is selling cars in China compared with other countries?

The first thing I looked at [when I took charge of China] was the pay scheme at the dealerships. This is very similar to the United States. It’s predominantly commission-based sales, while the fixed salary is very small. That is very different from Japan or even Europe, and dictates the whole dealer network. We can apply many of the things we did in the U.S. to China.

The other thing is that the dealers are much younger and are mainly in the 30s and 40s. Some of the new powerful entrepreneurs in automobile retail are quite young, impressive, and have pretty much the same mentality as U.S. dealers. The whole strategy — how to set up a network in China — can be learned from our experience in the U.S. The dynamics of retail are quite similar. Japan is very different.

But is it difficult to find good people?

Actually, it’s not. There are always 10 to 20 applications, and many of those are from multifranchise retailers already operating. Many of them started as brokers, importing and distributing. Others started as used-car traders.

What about Chinese consumers? How do they compare with other markets?

Many of them, 85% I’d estimate, are new, first-time buyers, whether they’re young or old. That’s quite different and probably the biggest difference I can see between China and other countries. The other thing is the element of status or expression or lifestyle shown in the cars people buy. You get that everywhere, but the sense of pride or showing off is still very, very strong in China. There’s an element of emotion in China that’s stronger than in other countries.

Will this continue?

I think so. But the Chinese market is changing so fast. Price will become increasingly important. My theory is that you still have to have a good emotional reason to buy a cheaper car or even an inexpensive car. It’s always a question of the affordability vs. the emotions.

What about Toyota’s brand image?

Well, we’ve been exporting to China — officially or unofficially — since the 1960s and, to my surprise, the Toyota brand is recognized. We should be very careful not to damage that image.

Is it strong relative to other Western auto makers?

Yes, and among Japanese auto makers as well. In China, Toyota is a very well-known brand.

Given that most buyers in China are first-time buyers, do you market differently?

I would not say that there’s a very big difference in terms of our approach to customers. But one thing is that China is a very young market relative to the U.S. or Japan, so you have to tune your marketing approach to a younger generation of people. We also try to promote more customer test-driving experiences — it’s more about personal experiences rather than just image.

Is anti-Japanese hostility in China a problem?

We’re very conscious of this, but it’s not actually [a big problem] on the retail scene. As long as you offer good products, Chinese [will buy] Japanese products. The only area where we might [suffer] a little bit is when it comes to city government or state government purchases. They’d rather choose other brands than Japanese, but that’s a very minor part of our business. Nevertheless, we’re very careful about what we say and how we say it in terms of PR and advertising. We have to be 100% sure we don’t stimulate any anti-Japanese sentiment.

How about the luxury sector? Can the Lexus do well in China?

There’s tremendous potential for the Lexus. The rich [in China] are very rich and often younger guys. There’s a lot of room for us to grow in the luxury segment. China is the only country where we’re offering a product lineup as big as in the United States. We’re offering everything that’s available.

But is Lexus brand recognition a problem?

Recognition with the wider public is very low, but our targets are the [kind of] people who travel to the United States, and their recognition level is already quite high. [It’s] not to the same extent as Mercedes and BMW (Xetra: 519000 – news) , but I think Chinese are now really looking at the U.S. quite a bit, so knowledge of the Lexus is quite common.

Are you still targeting 1 million cars by 2010?

That is a very visionary target, based on the assumption that the market would reach 10 million and that Toyota would take a 10% share. One million is something we can aim for, but maybe the 10 million figure was too aggressive. China has healthy growth — 10%-plus growth for the total market. But [10% growth won’t be enough for] 10 million by 2010. [It will] probably be 8 million or so.

Also, in China, about 50% of the market is very cheap, old-fashioned vehicles. There’s no way we can compete there, so really we’d need to get 20% [to achieve our aim]. Whether we can do that in a short time, I doubt it. But it is still a good vision.

How will the Chinese market develop?

There will be changes in the fundamental structure of the market. The Chinese government will reshape their tax scheme, and that will change the demand structure quite a bit. The trend is going towards smaller, fuel-efficient cars. No segment will shrink, but there is potential for a fast-growing small-car segment.

At the same time, I think the Chinese government will institute emissions and safety controls, and many of the old-fashioned [car producers] will have to upgrade their technology, and prices will go up. Today, the best-selling category of cars in China is [priced] around $6,000 to $8,000. We will have to come down [in price], and they will have to come up. But there will be a shift in mix towards the lower end, that’s for sure.

Who will be the biggest rivals for Toyota in China? Will it be local players?

China is a sizeable auto market, so it can have several local players. It seems to me that the pure, privately [funded manufacturers] like Geely or Chery are the ones to watch, and Hyundai [of Korea]. [The challenge] will be both international and local.

Are you concerned about profitability in China?

One thing in China is that there are no price increases for the near future — it’s always downwards. Everyone looks at China as a growing market, so they prepare more capacity. That means there’s always some overcapacity somewhere and pressure on prices. China used to be a very profitable market for everybody, but now it’s becoming like any other market.

But you’re confident Toyota can succeed in China?

We’re a minor player in the China market, with a 3.5% share, but we’re one of the few manufacturers where demand exceeds supply. Even though we see big potential for growth, we will make sure we’re not in a position of overcapacity. That will be a very key element. And as long as you retain the quality, treat dealers as partners, and avoid oversupply, the results will come. The race for the Chinese market is just around the first corner.

Wal-Mart Plans To Boost Presence In China, Hire 150,000 more

Retailer Plans To Open 20 More Stores In China In ’06

BENTONVILLE, Ark. — Wal-Mart expects to hire up to 150,000 employees in China over the next five years — five times its current work force there — as it expands its number of stores.

Wal-Mart has targeted China, which has long been a major supplier of its products, as a key region for its international store growth.

Wal-Mart now has 56 stores in China with about 30,000 employees. It plans to open 20 more stores this year.

The news comes less than a week after world’s largest retailer moved to expand in another fast-growing region — Central America — by taking a majority stake in a local retail chain that it first bought into last September.

Wal-Mart took over Central American Retail Holding Co., also known as CARHCO, for an undisclosed price.

GlobalAutoIndustry.com to Hold ”Key Strategies for Sourcing from China” and ”Succeeding in China’s Booming Auto Industry” Seminars on May 17 in Troy

Luncheon will feature special interview with former Assistant U.S. Trade Representative (USTR) for China Affairs Charles W. Freeman III

TROY, Mich.–(BUSINESS WIRE)–March 23, 2006–GlobalAutoIndustry.com, the leading worldwide portal and intelligence source for the automotive industry, announced it will hold its 8th in a series of seminars on doing business in China. The event, consisting of two separate seminars in one day, will feature “Key Strategies for Sourcing from China” and “Succeeding in China’s Booming Auto Industry.” The seminars will take place on May 17 at the Troy Marriott in Troy, Michigan.
“The Chinese automotive market and industry have become critical to an auto supplier’s global footprint,” states Ron Hesse, president of GlobalAutoIndustry.com, adding “However, doing business in China requires a true understanding of the business culture, communications issues, laws, human capital, market scope, and more. Everyday, we receive numerous calls and emails from suppliers requesting assistance with various China challenges. This ‘must attend’ Seminar will address these needs and provide solutions for them.”

A powerful lineup of speakers will address critical issues for auto suppliers venturing into China, expected to be the world’s hottest automotive market for the next 20 years.

Lunch will include a special interview with the former assistant U.S. Trade Representative for China Affairs Charles Freeman, as well as other interviews with China experts.

Mr. Freeman is the Managing Director of the China Alliance, a unique association of four leading independent law firms that includes Detroit-based Butzel Long.

The Morning Session will share valuable insight and research on sourcing components and parts from China, and will include presentations and solutions on:

“Implementing a Sourcing Strategy in China”
“Intellectual Property Issues Related to Sourcing from China”
“Logistics of Sourcing Products from China”
“Optimizing your China Sourcing Strategy in the Context of your Global Business Strategy”
“Critical Elements for Building a Sourcing Team and Selecting Partners”
“Sourcing from China: Lessons Learned”
The Afternoon Session will focus on key issues on setting up operations in and succeeding in China’s booming automotive industry and will include presentations and solutions on:

* “Communicating with the Chinese – Language and Cultural Insights ”
* “Chinese Market Outlook – Where will the numbers go besides up?”
* “Finance, Bank and Tax Issues in China”
* “Selecting the Proper Business Entity for your Operations in China”
* “Choosing the Right Location for your China Operations”
* “Recruiting and HR Issues in China”

Throughout the day, a Chinese language trainer will be on hand to teach attendees key words and phrases in Mandarin Chinese to help get started doing business in China.

The Seminar will be held at the Troy Marriott in Troy, Michigan. Costs to attend are $395 for either half-day session, or $595 to attend both. Executives registering before April 7th will receive a $100 early registration discount.

About GlobalAutoIndustry.com

GlobalAutoIndustry.com connects the worldwide auto supplier industry with the resources to effectively do business globally. Through the web site, www.GlobalAutoIndustry.com, auto supplier executives can find insight, solutions and strategies focused on doing business in the world’s top automotive markets.

Monthly eJournals provide targeted information and insight on doing business in foreign automotive markets and GlobalAutoIndustry.com Solutions provide effective international answers to suppliers’ global business and operational needs.

The Company’s eJournals, including CHINAtalk, ASIAtalk, EUROtalk, AMERItalk, LATINtalk and GLOBALtalk HR, now reach over 25,000 automotive supplier subscribers worldwide.

Parent company, HCI Group Ltd., is based in Troy, Mich., with European headquarters in Amsterdam, the Netherlands.

The Venture Investor’s Guide to China

Seven steps to succeed in the world’s largest market

The flow of venture capital into China is on the rise. Despite challenges and regulatory uncertainty, venture capital and private equity firms are finding opportunities, according to the latest report by Deloitte Research, “Seven Disciplines for Venturing In China.” With this initial investment come some early lessons on to proceed and profit in this growing economy.

“Venture capital and private equity firms are transforming Chinese enterprises by helping them to tap into innovative practices, global, commercial, and capital markets,” says Ajit Kambil, firm director in Deloitte Services. “In addition to creating companies with modern corporate practices and high value jobs, venture capital and private equity also create a new guanxi by connecting the world economy to opportunities for growth in China. But unlike investing in developed markets, investing in China is substantially different in all aspects of the deal, from sourcing to management through exit.”

Seven strategies for success:

* Develop guanxi of social capital networks to access information and to establish and maintain business relationships. Guanxi is a highly personalized Chinese system of social capital enabling mutual, preferential favors based upon trust or mutual benefit. It is a widespread practice.

* Implement corporate governance and shareholder rights initiatives. One key role of the investor may be to educate the Chinese entrepreneur on the differences in opportunities with each form of capital, governance requirements, and the rights of shareholders.

* Manage intellectual property. Protecting intellectual property can involve a change of thinking for some Chinese entrepreneurs. Culturally, copying is not always a crime, but sometimes is homage to past masters.

* Adapt foreign business models to local Chinese contexts. For example, many Chinese do not have credit cards or if they do, prefer not to use them in online commerce. To adapt, some companies allow Chinese customers to buy online, but pay over the phone or by cash on delivery.

* Understand the value added. More than just financial investments, a venture investor can add value in other ways, including screening and recruiting management team members and installing and maintaining financial controls.

* Establish a clear exit pathway. Look to innovative legal and financial constructs that are a mix of Chinese and Western practices.

* Create opportunity from regulations. The political and regulatory climate in China is constantly changing. Instead of viewing this as a barrier, look for ways to leverage regulatory hurdles. Licensing requirements, for example, can create barriers to entry for competitors.