At the KMAP 2012 conference in Shanghai a researcher who
wanted to do research in Chinese companies admitted she wasn’t successful in
getting access to them. She understood the importance of quanxi (http://en.wikipedia.org/wiki/Guanxi) and asked
people in the conference for help in getting her the needed contacts to make
progress with her research.
Here is my advice on the importance of relationships in business based on quite a few years in Asia
- be aware of the relational characteristics of
doing business in Asia; if you think that the Asians have to adapt to your
approach (like the business man did) you will face frequent frustrations and won’t
get very far;
- build relationships and try to enjoy the process;
be active in business clubs or chambers
of commerce and give talks (not sales pitches) to share your experience; link
up with your business contacts’ contacts;
- let the relationship develop: exchanging
namecards, although important in Asia, does not constitute a relationship;
relations take time so do not jump on every fresh contact to “sell” your
service … it will surely kill the relationship;- set realistic business targets that take the environment into account; there is ample evidence that developing a business in Asia takes time; if your business objectives don’t reflect this, you will disappoint your organization (and yourself).
At least the researcher was aware of the need to create and
build on relationships. That's a necessary first step. And beyond that, creating and maintaining relationships requires genuine effort. It is a necessary time investment but one that will bear fruit for the long term.
Are you interested in the different cultural dynamics that impact practising change & transformation in Asia (but tbh these would apply to any situation)? If you are then I have just published the results of a survey of 165 consultants across 13 Asian countries with some interesting results. E-mail me and I will send you a copy ... leeman.ron@gmail.com.
ReplyDelete