Negotiating With Chinese Investors
MIT Sloan Management Review|Fall 2017

Chinese companies are increasingly investing in companies overseas. But to reach advantageous agreements with Chinese investors, Western managers need to prepare themselves for differences in negotiating style.

- Li Ma, Jeanne Brett, Hao Wang, & Zhi-Xue Zhang
Negotiating With Chinese Investors

IN 2015, the Chinese economy passed a significant milestone. After years of proactively soliciting overseas investment to build large-scale manufacturing and generate jobs, China saw its outbound investments surpass inbound investments for the first time. As the Chinese economy becomes more advanced, the focus of Chinese overseas investment has entered a new phase, with a change in the target companies of interest. Recognizing this change is important for Western executives seeking to negotiate effectively with direct investors from China.

To negotiate effectively with Chinese investors, corporate managers need to understand three things: (1) the environment in which Chinese companies operate, (2) their interests and priorities, and (3) the strategies Chinese investors use at the negotiating table. In developing our perspective, we studied 15 years of accounts of Chinese outbound investments, as reported by the Financial Times, The Wall Street Journal, The New York Times, Reuters, The Economist, Bloomberg, and the BBC, as well as by leading Chinese media outlets such as Sina, China Daily, Xinhua News Agency, and Caijing. Across hundreds of investments, we focused on 55 highly visible transactions, most with a reported value of at least $100 million. They varied across major industries and countries and involved both state owned enterprises and private companies.

A Shift in Interests

In recent years, China has been transitioning from rapid growth driven by infrastructure projects and mass manufacturing to more moderate growth based on the consumer economy and sustainable manufacturing. The shift is particularly visible in cases where Chinese companies are investing overseas to acquire the capability to develop new technologies, expertise in supporting sustainable development, well known brands, or processes to manufacture quality consumer goods.

この蚘事は MIT Sloan Management Review の Fall 2017 版に掲茉されおいたす。

7 日間の Magzter GOLD 無料トラむアルを開始しお、䜕千もの厳遞されたプレミアム ストヌリヌ、9,000 以䞊の雑誌や新聞にアクセスしおください。

この蚘事は MIT Sloan Management Review の Fall 2017 版に掲茉されおいたす。

7 日間の Magzter GOLD 無料トラむアルを開始しお、䜕千もの厳遞されたプレミアム ストヌリヌ、9,000 以䞊の雑誌や新聞にアクセスしおください。

MIT SLOAN MANAGEMENT REVIEWのその他の蚘事すべお衚瀺
Avoiding Harm in Technology Innovation
MIT Sloan Management Review

Avoiding Harm in Technology Innovation

To capitalize on emerging technologies while mitigating unanticipated consequences, innovation managers need to establish a systematic review process.

time-read
10+ 分  |
Fall 2024
Make a Stronger Business Case for Sustainability
MIT Sloan Management Review

Make a Stronger Business Case for Sustainability

When greener products and processes add costs, managers can shift other levers to maintain profitability.

time-read
9 分  |
Fall 2024
How to Turn Professional Services Into Products
MIT Sloan Management Review

How to Turn Professional Services Into Products

Product-based business models can help services firms achieve greater scale and profitability. But the transformation can be challenging.

time-read
10 分  |
Fall 2024
Do You Really Need a Chief AI Officer?
MIT Sloan Management Review

Do You Really Need a Chief AI Officer?

The right answer depends on the strategic importance and maturity of AI in your company.

time-read
10+ 分  |
Fall 2024
Where To Next? Opportunity on the Edge
MIT Sloan Management Review

Where To Next? Opportunity on the Edge

Doing business in regions considered less stable or developed can pay off for companies. But they must invest in working with local communities.

time-read
10 分  |
Fall 2024
Make Smarter Investments in Resilient Supply Chains
MIT Sloan Management Review

Make Smarter Investments in Resilient Supply Chains

Many companies invest in resilience only after a disruption. Applying the concept of real options can help decision makers fortify supply chain capabilities no matter the crisis.

time-read
10+ 分  |
Fall 2024
The Three Traps That Stymie Reinvention
MIT Sloan Management Review

The Three Traps That Stymie Reinvention

Organizational identity, architecture, and collaboration can be either assets or liabilities to pursuing growth in new sectors.

time-read
10+ 分  |
Fall 2024
What Makes Companies Do the Right Thing?
MIT Sloan Management Review

What Makes Companies Do the Right Thing?

Vaccine makers varied widely in their engagement with global public health efforts to broaden access to COVID-19 immunizations. Ethically motivated leadership was a dominant factor.

time-read
10+ 分  |
Fall 2024
Build the Right C-Suite Team for Your Strategy
MIT Sloan Management Review

Build the Right C-Suite Team for Your Strategy

CEOs can foster a more effective leadership team by understanding when to tap senior executives' competitive instincts and when to encourage collaboration.

time-read
10+ 分  |
Fall 2024
A Better Way to Unlock Innovation and Drive Change
MIT Sloan Management Review

A Better Way to Unlock Innovation and Drive Change

A strengths-based approach to building teams can win employee commitment to change and foster an inclusive, agile culture.

time-read
10+ 分  |
Fall 2024