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Why Your CEO Failed in China:

True Tales of How Not to Do Business in the People's Republic
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Jack Leblanc arrived in China in 1989 intending to teach for just two years. He was to spend the next two decades on a very different learning curve as he became involved in a series of business ventures in almost every part of the Middle Kingdom. From farmyard to factory, boardroom to banquet, Leblanc witnessed (and occasionally assisted) the transformation of China from a socialist economy into the worlds greatest experiment in capitalism. Over time it dawned upon him that the key to success is to manage the differences in Chinese and Western business behavior. To do well in China you must carefully adapt your strategies - or face ruin faster than you can learn how to use chopsticks.

A page-turner. In each case, you want to know just how well or poorly the deal turns out and the motivations driving each party. The read is worth it for the postscripts on the people involved and the quieter moments of insight and humor.--South China Morning Post


After 16 years working in China I would recommend this book to anybody starting or having a business here. It will cut short your learning process and prevent many frustrations, but most of all it will help you sidestep major cultural misunderstandings.--Jean-Luc Cran, CEO Asia, Veolia Water Technologies


Anyone who ever did business in China, tried to sell anything to or seal an agreement with the people of the Middle Kingdom will find these stories familiar. Those who havent will learn a lot from the sometimes hilarious yet pitiful mistakes of their predecessors.--Frederic Montier, General Manager, Bull Information Systems China


I have been teaching in China since 1993, and a book about China would have to be pretty darn good to get my attention. This is that book! It has information that only a real veteran can impart. Businesspeople planning a China project will ignore this book at their peril.--Farrokh Langdana, Director, Rutgers Executive MBA Program

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