Price: $7.99 USDAdd to your library
Bookmark or share this book:
|Format||Full book||Sample first 20%|
|Online Reading (HTML, good for sampling in web browser)||Buy||View sample|
|Epub (Apple iPad/iBooks, Nook, Sony Reader, Kobo, and most e-reading apps including Stanza, Aldiko, Adobe Digital Editions, others)||Buy||Download sample|
|Kindle (.mobi for Kindle devices and Kindle apps)||Buy||Download sample|
|PDF (good for reading on PC, or for home printing)||Buy||No sample available|
|RTF (readable on most word processors)||Buy||No sample available|
|LRF (Use only for older model Sony Readers that don't support .epub)||Buy||Download sample|
|Palm Doc (PDB) (for Palm reading devices)||Buy||Download sample|
|Plain Text (download) (flexible, but lacks much formatting)||Buy||No sample available|
|Plain Text (view) (viewable as web page)||Buy||No sample available|
G. E. Anderson
on Sep. 06, 2012 :
Andrew Hupert provides the reader not just with practical advice on structuring agreements and contracts, but more importantly, he spells out the warning signs of future conflict. Many behaviors that come natural to the Western business person appear as red flags to their Chinese counterparts, and avoidance of these behaviors are a real key to setting up a partnership for success.
Even the word “conflict” in the title of this book should be an indicator of just how differently the Chinese and Western sides of a partnership approach business. Much of what counts for “conflict” in this book is indeed “conflict” from a Western perspective, but from the Chinese perspective, it is simply part of doing business. While Westerners are accustomed to a fair amount of conflict leading up to the signing of a contract, the general expectation is that this is the point at which conflict ends, and both parties do their best to adhere to the terms of the contract.
While it has now become practically cliché to say that Chinese and Westerners view contracts differently, Hupert opens a door on what the Chinese side is thinking both before and after contract signing, how they constantly assess the performance of both the business and their foreign partner, and how they will maneuver to improve the terms of the deal for themselves. Having this knowledge certainly will not prevent conflict, but understanding what motivates the Chinese side, and having Hupert's advice on how to address Chinese concerns (most of which they will never verbally express) will equip Western business people far better than an entire lifetime of experience in a Western-only business setting.
This 10-chapter book is structured to mirror the life of a Chinese-Western partnership from beginning to end – whether that end is a continuance of the partnership or a dissolution. In each chapter, Hupert provides clear theoretical explanations of how and why Chinese and Western expectations differ, and then he provides case studies that illustrate both successful and unsuccessful ways of dealing with conflict.
There is also a larger, fictional case study about an American partner, Stan, and a Chinese partner, Jimmy who meet in college in the US and establish a business together in Shanghai. Each chapter ends with a telling of the portion of the Stan & Jimmy story that applies to that chapter, and the story is so well-told, that the reader will find it hard to stop reading at the end of any given chapter.
If you're serious about succeeding in business (or any kind of negotiation) in China, you really cannot afford not to have both of Andrew Hupert's books in your e-reader.
(reviewed long after purchase)