Economic Control Over China

The fact that the government is hinder less and less with overseas-owned companies setting up shop on Mainland China is also encouraging. But, extreme caution is urged. "One suffernot entirely walk into China and set up shop overnight. It requires a careful analysis of the country's cultural values and political and stinting systems" (Swaak 2005 1).

China has now passed legislation which volition give further greater opportunities for orthogonal investments. Previously, "foreign companies seeking to enter China's sell commercialise were required to have Chinese partners to set up stores anywhere in the country" (Anon 2005 1). Now there will be no sales requirements or partnerships necessary. However, pricing strategies may backfire. Wal-Mart caused some agitation among Chinese shopkeepers who "lobbied heavily for protection from the tender competition in price and service" (Anon 2005 1). The potential craft for international corporations also exists in the telecommunications business. Many companies, such as AOL Warner, have already jumped into the Chinese market. AOL, for example, "claimed the title of first foreign television broadcaster in Chinas. In

exchange for carrying the Chinese state television's English-language channel on U.S. cable systems, it will gain access to a market in which hundreds of millions of households already own televisions" (Daugherty 2004 3). As television grows, the profits is sure to follow.

"The internet, computers and the telecommunications sectors are going to gain, since growth in the joined States and Europe are much flatter" (Daugherty 2004 5).

The Chinese, historically, believe in work groups "and their benefits are governed by policies set for the unit" (Swaak 2005 3). Swaak (2005) contends that China's electric current pool of management and technical experts is very small, and that some mountain will change jobs for just a few dollars more than a month. So, staffing may benefit by means of a joint venture, when "the local partner will provide the force back force and access to sources of technical and managerial talent" (Swaak 2005 3). He also recommends, based on his interviews, that some people can be recruited off-shore, that is, Hong Kong, Singapore, Taiwan, the United States and Canada. One key to success in China may be encouraging some foreigners with puzzle to spend so
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