Thursday, October 6, 2016

Is China Business Different?

Above: China. The meeting was good. Waiting for lunch: lamb neck with Chinese Merlot. 15 years business in Beijing, some experiences below.

Business in China for 15 years - Learnings
BEIJING 1998 - 2013

15 years in China made me think of Napoleon who famously said:
China is a sleeping Giant, let her sleep,
for when she wakes she will move the world.

Now that Giant has woken and world has new reality: she is Transformer. What will Powerhouse-China be next!

Illusions. Modern-looking Beijing creates illusion with its surface, there are different realities underneath. Modernisation hasn't changed Beijingers much. After WTO agreement in 2001 and Olympic Games in 2008 the Chinese way is still the same as before.

In Beijing I did business development for Nokia China for 7 years. Studied Mandarin for five years. Co-founded a mobile startup HappyHan Co. (sold). And was country manager/Chief Representative China for Teleste Corp. for three years before moving back to Helsinki. When you come from rule-of-law society, China business experience can surprise. The gap is still there. China's uniqueness is based on the mix:
1. The System 2. Confucianism 3. The Market Economy

Many Chinese have working-hard spirit. They passionately reach towards the new. They don’t count the time spent or holidays, they are always 'at work'. Motivation is based on reward.

Left: Nokia-NeuSoft JV meeting. Dalian city, Liaoning Province, at NeuSoft's new software center for 300 sw-professionals. Whether was +36C and windy. In the middle.

Is Guanxi different compared to Western system with influencers, Linkedin, Facebook, and lobbies, consultants, connections or networking? Yes, Guanxi is more, it includes exchange of favours. Guanxi may not include friendship but strong common interess and trust. Guanxi is private. Guanxi gives empowerment, it enables access to information. It enables and leads into results in sales and partnerships.

Foreigners should learn about Guanxi but it's better not to try to be in-person involved because it will not work. For foreigners it is not possible to get deep with Guanxi. Foreigners can have connections and network but in practise with Guanxi they are forever outsiders. If you are not ethnic Chinese, you can't change your status as an outsider.

Multinational companies which have been for long in China, have learned how to build and utilize Guanxi. MNCs know that built Guanxi is the key social asset and differentiation which can support marketing, and enables sales wins. Nokia China's Social Relations Group was around 10 persons who specialised on Guanxi. During my marketing roles I worked several years in close proximity with Social Relations. They were able provide information which often was very useful.

With Guanxi, never time to rest, it has to be maintained continuously. Any change, any new piece of information or new situation needs to be utilized. Guanxi can enable early access to information, which opens opportunity to influence on coming request for proposal, RFP.

Foreigners may believe Chinese are different. But actually it’s the delicacy how Chinese handle their personal Guanxi, which is different and difficult for foreigners to understand. Relations are, of course, needed everywhere. But Chinese Guanxi is combination of emotions and practical benefits. When feeling is part of business relation, it becomes more powerful than rules. It overrides the rules, but can enable progress, deals, results.

Left: A full day seminar and meeting in ZhengZhou city, Henan province. In the middle.

You may meet a China person who brags about relations, knowing the leader or relatives. If your temptation onto short-cut grows, verify if relation is an exaggeration or potential enabler, ask to be introduced, verify. Adapt, or fall behind. I Ching, Book of Changes.

The below meeting sequence and flow is common practise in Chinese industries, not only in the telecomm. Five phases. You need to design your approach from the beginning.

In China customers make rational choices and decisions. But Chinese rational includes the product extended by Guanxi. Purpose of the private sales meetings is to work for the Guanxi. This meeting is for your senior Chinese sales person to handle. If you use local distributors, the key distributor person would join later into these meetings.

Your sales person needs to win the customer representative to become your supporter for later pre-sales and sales meetings. He/she needs to be able to answer the very private question that is bigger than your product.
- Why business with you is worth of it?

During private sales meetings, customer representatives will compare your product's weaknesses and strengths openly to your competition. Customer's requirements are discussed and can be re-set to match. Your company's image is important. Most importantly, Guanxi is built and agreed.

More customer representatives join into these meetings. Products and solutions are introduced in detail and presentations are made. But the content in these pre-sales meetings is not overly meaningful. If you have won the influencers or key decision makers to your side during earlier privater sales meetings, most likely others will follow them and become your supporters.

These are formal meetings and time for serious talks. Before the sales meeting you must know who is on your side and will support you. During these meetings the persons you have made Guanxi during earlier private sales meetings, will talk for you. The weak points of your product or solution will not be mentioned, or are set as minor.

During these meetings your goal is to get selected into final short list. Usually two alternatives are selected. These meetings can be either serious or formality, depending on the level of your Guanxi.

SOEs are 30% of China's economy, they buy via public biddings everything over one million RMB in value. Biddings are often scheduled for weekends. Think of your pre-bid approach, product fit, bidding judges who can be lottery-selected only 24h before the event, competitors, and after-bid process. Think of your meeting flow and strategy. If requirements are fulfilled, bidding process is about Guanxi: Chinese fine art which can be serious or a ritual.

You were selected to the short list of two vendors. Now is the time for bargaining. You may quote "10" but you should be ready for "8", or facing additional requirements by customer. Always, and this means ALWAYS, if the key high rank person or Leader joins the meeting, you should be ready to give concessions to show your sincerity.

If high rank wants his fingerprint onto coming contract, you should give something on delivery times, services, prices, or after sales support. Just give-up something. This doesn't need to be one-directional, you can ask customer to make concessions in return.

If Chinese hold strong position in negotiation, they feel confident to be direct instead of being indirect. Directness may also be selected as negotiation strategy: be prepared! Understand your position.

Get-prepared for this meeting from the very beginning. Plan well your play. Know the strength of your Guanxi worked earlier during private sales meetings. Prepare your concessions. Think through your alternatives. Learn the play.

Left: Meetings and good times with Teleste China's TV Station network customer in Chengde city, Hebei Province, 2012.

It's is under the surface. The behavior of Chinese industries: bidding process, variations of product/component qualities with price effect, understanding of exclusivity, and more. Managing society relations. Difference on how foreign company should do marketing, PR and build image in China.

Sales Presentation. In China a good customer presentation is about showing confidence and building image. Details are very important, more so than concepts. You need strong technical knowledge to show your competence and become credible as a person.

Left: Presentation, meeting and then lunch. Good arrangement by a hotel.

You should take authority in technical issues. Then, if you also have good industry knowledge, wider scale discussions can make you an expert, influencer, in customer's eyes. Then your international success stories are taken seriously.

Learn the presentation Dos/Don'ts for different types of participants. Learn the behaviour for good presentations. The expectation is very different for the meetings with Leaders, Deciders, or Engineers. Learn also the expectations during media meetings and ritual dinners. Managing the gift process could make a positive difference on wins and customer loyalty.

Motivation. How to motivate Chinese partners and your Chinese personnel? What is Chinese team building method that brings results, not only the cost? Short answer: Village Head who takes care of your China team in Chinese way, MoQi, to get their support. Compared to this, the issues of IPR, sample products, and reverse engineering, can be marginalized by using common sense.

Flexibility. Not only a word. This happened in a faraway Chinese province. Products had been delivered. Customer claimed some features were not exactly as in specs. Our best engineer goes to fix the situation. At the site customer’s Leader informed him
- You will stay here until the acceptance test is passed!
- Cancel your flight!

Left: Dinner speech in Mandarin Chinese to 70 Teleste China partners, customers and prospects. Event was during CCBN Exhibition in Beijing in 2012.

For three weeks our engineer was hostage in that faraway site. No way to get him released. Physical conditions were ruff. Later during an exhibition in Beijing, I met that Leader. He explained his situation then was complex and for him an emergency, and apologised. We agreed bygones be bygones as we wanted to sell more. We handled it privately, if you make it a bad romance, it risks your business in all China.

Speed. In China you will need ability to make fast decisions with limited information, or your game is over. Western business rules are not valid in China. Available information is often fragmented. Especially with new technologies, if you try old school way of business, and spend time defining markets in detail, you might find yourself late. Others who took new school short-cut got there first and took benefit.

But how to explain limited information availability while business opportunity is very real? HQ with endless questions and planning may not be able to produce fast decisions needed for China business. HQ abroad operates with many markets but may not understand Chinese markets, Chinese business and its strategy options. HQ want standardized processes and rational way rather than growth with risk in China.

Left: Snake for lunch in Hangzhou city, Zhejiang University of Technology, ZJUT. University joined Nokia's developer program.

Indirect Communication. One of the the key challenges in China. Foreigners often find Chinese indirect communication frustrating, inefficient, and as means of avoiding responsibility. But due to Guanxi it is difficult for Chinese to be exact, especially when asked to estimate the future e.g. market size, status of a project, probability of a sales win, schedules. It helps be a good listener.

Indirect communication is used in families, workplaces, during meetings and even in negotiations where attitude and tone also have strong roles. In negotiations, if Chinese hold strong position, they can feel confident and be very direct instead of being indirect.

Foreigners might see perfectionism as boring. But Chinese respect it. They find the needed balance by using proverbs and sayings to make parodies of incomplete ideas without directly mentioning them. This method is intelligent and softens confrontation with imagination. New catching sayings are invented daily. Chinese imagination, learn about it!

Red Face and White Face. Chinese sales persons are familiar with Beijing Opera. They learn from opera characters and say
- YiGe Chang Hong Lian, YiGa Chang Bai Lian
- One acts Red Face, one acts White Face

During price negotiations Red Face is tough and White Face is softer. To success, MoQi between the sales persons and their team is an essential asset and enabler. Many Chinese parents take those Beijing Opera roles towards their child and family level MoQi helps to make it credible.

MoQi. Without Guanxi no business. Less known business enabler is MoQi, meaning Silently Agree. If you have MoQi, your work will be easier. MoQi increases productivity. Foreigners should take systematic approach to build-up their MoQi. Chinese work for a person, not for a company.

MoQi means fluent cooperation between manager and secretary, among team members, or within the whole SME office. MoQi means better understanding with less explanations. It brings up more rational behaviour. MoQi is sort of Chinese cultural secret. It's the reason why successful Chinese managers can make better results: they have more time to focus on essentials than verify practicalities.

Left: NingWoZhuang Hotel, Lanzhou city, Gansu Province, 2012. After meeting and lunch.

Benefits of MoQi are not limited to company's internal activities, it is also possible between seller and buyer, bringing business benefits.

MoQi is based on knowing the person and the issues. For good MoQi you need not to be similar minded character, but bad interpersonal "chemistry" prevents MoQi to happen.

MoQi is built by working together and through social activities during evenings and weekends, during lunch times. After working in their cubicles Chinese get-together for lunch. What happens during their lunch time?
• Most essential information is shared
• People tell about news, comment social issues, media, jokes
• People plan for collective activities
• People tell about families and themselves with trust
• They share holiday plans and ask opinion: coloring hair?
• Work related issues are also talked about

Most foreigners in Beijing spend time and have lunch with other expats. They believe that company's processes guarantee them services they want and need. But MoQi is more, and it can be built. It's based on knowing, understanding, respecting the other person. Foreigners should build MoQi by joining Chinese social activities, having lunch together with the team or personal assistant. MoQi is a caring bond, with it things suddenly become thought and taken care of. With MoQi foreigner's China might become a smooth place.

MoQi helps foreigner in China to better understand the situation, issues, working environment, people and business behavior. MoQi makes Chinese team members willing to work towards same, common goal and for their manager.
• Your taste and quality expectation is known and understood
• Things get silently agreed without explanations, fluency
• People work to make sure all is right for you
• You are trusted and considered as a soulmate
• Harmony, which is very crucial in China

Unfortunately, foreigners are seldom aware about MoQi and without it might face unnecessary challenges.

Business Stamps. Two stamps, they are issued by Public Security Bureau after business registration process is completed. Both stamps are important and must be kept in trusted hands to control document stampings.
• Company Stamp with fixed internal blue ink tank, cannot refill
• Accounting Stamp aka Financial Stamp used with red ink pads

Contracts. No matter what you put on a paper, in China it’s only a piece of paper, not a deal done. Chinese often say: anyone can have different understanding of a contract. For them contract is more like a MoU, Memorandum of Understanding.

To get a contract, you need to work top to down, you need Guanxi. To get the deal closed or to fulfil and execute the contract, bottom-up work with details is needed. To achieve results, working with details is a must.

Left: Meeting with Teleste China partner and provincial TV Station customer in Lanzhou city, Gansu Province.

Projects. The key person for success and very important selection: Project Manager. He/she should have good communication skills and courage to estimate risks during the project. He should be kind of Village Head, accepted by project members. Fluent communication between project members is essential. Make sure that everyone who joins the project, does it willingly and is accepted by other project members.

Project Plan should be very clear and detailed in defining the tasks, challenges, goal, milestones, communication and responsibilities.

Pay extra attention on clear and understandable memos during the progress of the project. Have and follow the action points register and compare progress made versus milestones. Verify improvements. Reward the progress.

Trust %. In China exaggeration in business happens. Foreign SMEs will have difficulties in estimating their Chinese partners. How much you should trust promises of your Chinese business partners? Level of trust 20%, maybe 50% or even 80%? Learning to estimate the level of trust may take time, and sometimes, burnt fingers.

Innovative tricks. Common. Life in the West is not preparing well (or, not at all) for those situations. Business intelligence has also its local ways. Learn Guanxi & treat, the key success factors to win but let Chinese handle it.

Innovators. Another foggy day in Beijing. Chinese Research Manager thinks his team hasn't worked hard enough, no progress. Not happy, manager says:
- 3-legged cat is rare but 2-legged humans there are many

Innovator in this case is as rare as 3-legged cat.

To boost innovative thinking, competitions and rewards can be helpful. Through them you can catch the attention of non-confident persons with ideas. You might receive a lot of invention reports but quality is still another issue.

Guanxi is not limited to sales and partnerships, it can also be strong activity within the organization. Guanxi plays role in promotions and even in inventions. Co-inventors may be invited and invitation becomes sort of Guanxi currency for the next favour exchange.

Left: TV Station customer visiting Teleste China Beijing office for one week technical product training.

Management, Internal Guanxi. Challenge of management is common to all multinationals and SMEs in China. How to maintain western management rule inside the company while doing business in Chinese way outside the company? Risk of developing conflict of business cultures is real.

Experimental learning from own or others' experiences will take long. Most expats learn China just by its surface during their few years stay, anyway. Chinese are not helpful for those interested to go deeper in their business culture, Guanxi. They don't want a foreigner to put them into corner with detailed questions about Chinese sales process or Guanxi, or treat, or tricks. In the end, expats will have to observe, combine fragmented information, learn possible tricks (often innovative) and then draw their own conclusions.

If Chinese way becomes company's internal way, it would replace rational business processes. This could mean downward spiral in efficiency. In MNCs, company-internal Guanxi would require management to shift focus (and time) into balancing internal relations, into Chinese philosophy of Yin and Yang in order to maintain operability.

Left: Our project team at Beijing University of Aeronautical and Astronautical, BUAA. After presentations we launched mobile games contest for student groups. Nokia China donated the phones.

Internal Guanxi would replace personal responsibility by group responsibility, similarly as in Chinese SOEs. Project managers would lose their ability to estimate as complexity multiplies. Indirect communication would become a norm. Trust erodes. HR criteria would change as emotions would take control. Performance becomes secondary criteria in judging personal competences.

Attitude. Chinese employees sense foreigner's attitude. They know foreigner's understanding about Guanxi is limited. If a foreigner becomes labeled as a real foreigner, it's not helpful. Being a real foreigner equals an outsider. With such a status information flow will be limited and business development efforts in China will become difficult.

Managing a group, team or project in China is an emotional process, not rational. Western managers working for MNCs in China have difficulties in creating emotional linkage with sensitive mentality of mainlander Chinese. Chinese are famous for hard working but Village Head manager is needed to build motivation.

Politics. No, No, No. Complete NO. No need to give advises, China belongs to Chinese people, they have people. They don't want a foreigner to tell them how to run China. And, only China has real scale. Impact of scale will take time for foreigners to understand. Just focus on your business, profit.

Key Persons. Chinese who are now over 50 years old and in key positions have experienced Culture Revolution. Once they were so called Zhi Shi Qing Nian, knowledgeable youth, and were sent to poor countryside. Some survived, managed to get through and made up their career.

Some of those who experienced Culture Revolution became more cautious in speaking, insecure and self-protective, even cynical.

Some hard-boned individuals became more decisive, self-confident, as they went through the hardship and managed to succeed. They became even more aggressive in taking risks now in business. They went through pressure cooking and became out even harder.

Their life path has been mostly influenced by the system. Now these people are in key positions in Chinese society: business management or government officials. Many of them are influencers, enablers, enforcerers, your potential business partners and customers. They are people, who know how to operate within the system the best. After Culture Revolution another extreme followed. No longer these people care about collective well-being, instead, they now prioritise their own personal wealth and well-being.

If you want to succeed with business in China, it is essential for you to think through and understand the social chaos of the Culture Revolution. It changed and shaped the generation who now are the main force in China. After 10 years, Culture Revolution ended with Mao's death September 9, 1976.

Left: Shanghai World Financial Center. After presentations and the meeting we had dinner at 87th floor Hyatt Restaurant with open views over Shanghai.

Learning China. Companies and expats entering China usually go through three phases.
Phase 1. Excited
China's overall progress becomes clear. Some may realise that Chinese already have it all.
Phase 2. Surprised
Chinese speedy requirements but time consuming way of closing the deal can exhaust a foreigner grown in rational and relaxed environment with easy access to information.
Phase 3. Frustration
Difference of Chinese business ways becomes understood. Many have already burnt fingers but their ability to estimate and win opportunities has begun to develop.

• How to maintain personal responsibility and not to give space for
-- group responsibility mentality, originated in Chinese SOEs?
• How to avoid company's internal over-localization in Chinese operations?
• How to compete against Chinese companies in Chinese markets?
• What is the Chinese way in building credibility and company image
-- among Chinese partners and customers?
• What is Guanxi with Chinese partners?
• What is MoQi with your own team members?
• How to protect your IPR and new inventions made in China?
• How to localize western product for China market to create product fit?
• Need to comb Chinese culture potential into your products? How?
• Meeting with high rank Chinese officials, even ministers? Essential?
• What are the Dos/Don'ts if your invoice is not paid in China?
• How to explain your HQ the payments without receipts in China?
• How to make sure that your business operates according to
-- Chinese laws and regulations?

Many. Global brand and proven products are helpful. MNCs have resources to learn, build and manage Guanxi. Society Relations unit worked hard and Nokia became for many years period the biggest tax payer in Beijing. Why are Society Relations so important? Guanxi, for access to right people, influence, local co-operations, for pre-information, as well as key recruitments.

In China MNCs may succeed for long, until the day comes they meet their challenger, a Chinese State Owned Enterprise, SOE.

Rare. Foreign SMEs are sometimes called as 'innovation donators'. Many SMEs fail when trying to enter into Chinese markets with their, at least in China, brandless products. Foreign SMEs in China have difficulties in finding an able partner. Some SMEs enter exclusive contracts without sales targets, becoming sidetracked. Some SMEs recruit key personnel without culture understanding, without understanding the impact into the rest of their Chinese team. Many SMEs underestimate their Chinese competition, brag about their roadmap, only to be later surprised of Chinese ultra-fast learning capabilities.

Chinese SMEs usually have no real business plan, it's all short term. Foreign SMEs have plan but no resources to learn and build Guanxi (partners, sales, society) instead they may spend years in wondering what is wrong, why. If SME had Guanxi ability, it goes when that person leaves, and all stops. SMEs may underestimate their Chinese competition, brag about their roadmap, only to be later surprised of Chinese ultra-fast learning capability.

Foreign SMEs in China are seldom able to grow in pace with Chinese domestic markets. In Beijing I saw many SMEs coming, being used, losing and fading away. Wrong kind of partners, failed Chinese team building, arrogant behavior, slow response times from their HQ abroad. Or thinking that Guanxi is the behaviour of the past.

A U.S. professor visiting Beijing had even harder opinion:
- China is still too complex and unlawful for most SMEs to enter
- China is not for SMEs

Possible. You need a a problem and solution for it. You need a strong story for growth and path to profitability. But breakthrough in China needs good Guanxi and ability to put Chinese pieces together. If you are in APPs, think China, it is the new leader in mobility. Chinese markets could serve as 'proofing' the scale and for feedback. Smart phones in Chinese hands use WeChat APP, also an umbrella for side apps. APP or non-app, in China you must learn fast, be fast.

-- BeijingMan


Above-1: DiaoYuTai State Guesthouse, Beijing.

Above-2: DiaoYuTai State Guesthouse, Beijing.
DiaoYuTai meaning 'Fishing Terrace'. Peony Hall, Building No.5, ceiling color changes, changing atmosphere during events and dinners.

Above-3: DiaoYuTai State Guesthouse, Beijing.
Peony Hall in Building No.5, the complex was built in 1959. It has a small lake, 100.000 pines, cypresses and other trees. 29 good-will trees planted by visiting leaders. Buildings are numbered. Area has also 18 villas with 400 suites.

Above-4: DiaoYuTai State Guesthouse, Beijing.
Peony Hall in Building No.5

Above-5: DiaoYuTai State Guesthouse, Beijing.
Built in 1959. In 1971 Henry Kissinger, in 1972 President Nixon, and then over 800 presidents, prime ministers and celebrities have stayed there. During Culture Revolution Madame Mao Jiang Qing lived in DiaoYuTai.

Above-6: DiaoYuTai State Guesthouse, Beijing.
Peony Hall in Building No.5

Above-7: DiaoYuTai State Guesthouse, Beijing.
This business dinner was 800RMB per person.

Above-8: DiaoYuTai State Guesthouse, Beijing.
Welcoming speech. Business talks took an hour, then 2-hour dinner and flow of artists performing music, singing, dancing, magic, and Peking Opera. Later event's host with key persons went to raise toast with each customer table.

Above-9: DiaoYuTai State Guesthouse, Beijing.
Peony Hall in Building No.5 is not small, this time 80 persons participated, 8 big round tables.

Above-10: DiaoYuTai State Guesthouse, Beijing.
Banquet Hall of Building No. 5.

Above-11: DiaoYuTai State Guesthouse, Beijing.
BeijingMan in Banquet Hall of Building No.5
- Elegant facility, good quality, professional service, unique history

Above-12: DiaoYuTai State Guesthouse, Beijing.
Meeting room in Building No.5

Above-13: DiaoYuTai State Guesthouse, Beijing.
Banquet Hall of Building No.5

Above-14: Chinese Meetings! How many me?

Above-15: Shanghai conference, a side meeting during a conference.

Above-16: Neusoft JV-partner meeting was held in Beijing. Afterwards we went to special goose head restaurant at main avenue to celebrate. I eat three crispy half-heads. Fits well with cold beer.

Above-17: Meeting is done. Western dinner with Nokia Ventures partner at Morels Restaurant, GongTiBeiLu, Beijing. Morels is known for their Brussels Pepper Steak, Belgium beer and deserts.

Above-18: Presentation and meeting in ZhengZhou city, Henan Province, one hour flight from Beijing to South. ZhengZhou has 10 million people, Henan 97 million.

Above-19: Presentation and meeting in Kunming city, capital of Yunnan province.

Above-20: Meeting in Haikou city in Hainan island province at South China sea. A few hours drive to Southern coast of Hainan island is Sanya holiday resort.

Above-21: More relaxed location an way of a meeting in an office, Hefei city, Anhui province.

Above-22: This meeting was held at an office in ShiJiazHuang city, capital of Hebei Province, 400 kilometers drive from Beijing. ShiJiazHuang has 10 million inhabitants, Hebei Province 67 million.

Above-23: Partner meeting in Shanghai.

Above-24: Nokia's international innovation meeting in HangZhou.

Above-25: Team meeting and dinner in Beijing.

Above-26: Students participating Java lectures at Beijing University of Aeronautical and Astronautical, BUAA.

Above-27: Our work team for Java trainings and mobile applications at Beijing University of Aeronautical and Astronautical, BUAA.

Above-28: Celebration dinner with students and organizers from Beijing University of Aeronautical and Astronautical, BUAA. After Forum Nokia Mobile Java Application Workshop.

Above-29: Markus Leikola, CEO of A4-Media from Finland had presentation in a Beijing conference.

Tens of Finnish SMEs (and a lot from other countries) with digital content or applications came to try business in China. Apps and content, and opportunities looked huge. But digital success stories remain rare.

Above-30: Foreigners, meetings, dinner. I took this in front of Beijing Golden Tripot restaurant (JinDingXuan) which is famous for small Sichuan waitresses.

Above-31: Any 4-5 star hotel in Beijing can offer this kind of rooms for meetings. Usually services are fine.

Above-32: This meeting room is at Royal Club in Beijing.

Above-33: DiYiCheng near Beijing. This 5-star hotel is one hour drive from Beijing, in XiangHe, Fragrant River, Hebei province. G20 meeting was once held here.

Above-34: DiYiCheng near Beijing. Meeting hall.

Above-35: The biggest meetings in China are held at People's Great Hall, built in 1959. Building is located at TianAnMen Square. I have visited there four times: dance show, concert and events hosted by some Chinese SOEs. The hall can take some 5000 guests and show can have thousand dancers, singers and players flowing through. This place has scale.

LIANG HUI. Every year People's Great Hall hosts Liang Hui, the meeting of National People's Congress (NPC) and The Chinese People's Political Consultative Conference (CPPCC). Meeting takes two weeks. It's like a clockwork and lines are straight. China has many theories and science is used to develop country further.

Above-36: I climb roof tops for photos. This is view over GongTiBeiLu avenue in Beijing. Up-right, elegant old building with horizontal lines is Hotel Swissotel, also known as Gang-Ao ZhongXing or HongKong-Macao Center.

Above-37: View from Shanghai JC Mandarin Hotel. In my opinion, Shanghai is "short term" and quik profits, Beijing "long term" and scale.

Above-38: GuangZhou city from my hotel room on 60th floor of International Hotel. Many new things come into China via GuangZhou which is located near Hong Kong.

Above-39: Kunming, capital of Yunnan province. On the right Hotel Holiday Inn, I took this picture from my room in Kunming Hotel. Nice city, pleasant climate, one good pizzeria.

Above-40: View over big ZhengZhou city in Henan province. I have visited there many times and every time city seems to be just like this.

Above-41: View over Xiamen city in Fujian province, opposite to Taiwan island. Very nice city.

Above-42: Haikou city in Hainan, the island province in South China.

Above-43: HongKong's Victoria park. HongKong is more refined than cities in the mainland China.

Above-44: Singapore is more refined than HongKong. View from Conrad Hotel.

Above-45: Seoul. Here, the ladies drink beer, even 6 liters beer jars on the table! View from Renaissance Hotel, Gangnam-gu.

Above-46: After a good meeting in Beijing Hilton Hotel.

MY CHINA 1992 - 2016
- 59 trips from Helsinki and EU to China
- 1992 first trip to Beijing
- 1994 first business agreement signed in Beijing
- 1998-2013 home and work in Beijing
- 2013 moved back to Helsinki

Meetings and events in 19 capitals of Chinese provinces and municipalities. Provincial HQs of China Mobile and China Unicom; partners; multimedia organisations; game developers; media portals; cable TV companies; sales partners:
• Beijing municipality, population 20M, 16.000 km^2
• Chongqing municipality, population 28M
• Shanghai municipality, population 22M
• Tianjin municipality, population 10M
• Hefei, population 5M, capital of Anhui Province population 62M
• Fuzhou, population 4M, capital of Fujian Province population 34M
• Guangzhou, population 10M, capital of Guangdong Province of 110M
• Haikou, population 0,7M, capital of Hainan Province of 8M
• Shijiazhuang, population 10M, capital of Hebei Province of 67M
• Zhengzhou, population 10M, capital of Henan Province of 100M
• Shenyang, population 10M, capital of Liaoning Province of 42M
• Xi'an, population 8M, capital of Shaanxi Province of 36M
• Jinan, population 7M, capital of Shandong Province of 90M
• Nanjing, population 7M, capital of Jiangsu Province of 77M
• Chengdu, population 10M, capital of Sichuan Province of 82M
• Kunming, population 4M, capital of Yunnan Province of 43M
• Hangzhou, population 6M, capital of Zhejiang Province of 46M
• Lanzhou, population 6M, capital of Gansu Province of 30M
• Hong Kong, population 7M

© BeijingMan 2016