Mr. Prospector . by R aise a Native . EAVESDROPPER (USA) Alydar . by R aise a Native . DEPOT (USA) . Alysheba . EAVESDROPPER (USA) (Bay 2000-Stud in USA 2005, Aust. 2009). 3 wins at 6f, 7f, Mountaineer Harvey Arneault Memorial H., L. Sire of 127 rnrs, 81 wnrs, inc. SW Hear No Angel, SP I Am Spyng, Tapaline and of Fabulous Snoop, Favor, Predictable, Unhinched, Wire
Successful business relations with the chineseSuccessful Business Relations with
Understanding the Chinese way
of thinking and communicating
Zurich, June 22, 2005Basel, June 23, 2005Lugano, June 24, 2005 cultural workshop
In Co-operation with:
Successful Business Relations with the Chinese
«China is unique. The world's largest population. The world's fastest growing economy. With
its entry into the WTO (World Trade Organization) it won't be long until China is the world's
largest economy. The opportunities for buying from, selling to or doing business in China are
huge. Every company needs a China strategy.
Great opportunity often comes with great risk. Doing business in China and/or with the Chinese is no exception. The cause is culture: no two cultures are more different than Switzerland's (i.e. the West's) and China's. Business success in China depends upon two things: having a good product or service at a good price and the way you do business with the Chinese. Do you know the Rules of Chinese business or of Chinese communication? Do you know what a «business relationship» is to the Chinese, and do you know how to make one? Do you know what the Chinese think a signed contract is for? Do you have to give gifts? When do you negotiate? How do anticipate problems, and solve any that do happen? Don't be afraid. As long as you have patience and are willing to compromise, learning Chinese cultural rules is not that difficult. The key to success is being able to 'see' things the way Chinese see them, i.e. to wear Chinese glasses. Cultural glasses like these come from experience, a nice way of saying from making mistakes. You can gain this experience two ways: – the hard way, by making your own mistakes – the easy way, by learning from someone's else's (my) mistakes And learning from my mistakes is a LOT cheaper than learning from (and paying for) your own.» (Greg Bissky, December 2004) The goal of the workshop «Successful Business Relations with the Chinese» is to give to the
participants a pair of Chinese glasses and experience using them.
How? By studying practical cases, analysing mistakes and learning from them. The method-
ologies used involve active participation. The workshop is designed to make participants use
the principles, rules and steps in active ways in real-life case studies.
Objectives of the workshop
– To prepare participants psychologically to manage, deal and communicate with the
– To use real-life case-studies to illustrate how and why Chinese and Westerners differ in the way they communicate and in their approach to business – To help participants to have realistic expectations of what it will take, how long they must work and what changes they must make to be understood and become successful in Chinese Asia Who will benefit
Employees at all levels and areas (general management, production, sales, finance, engi-
neering, support staff) who have or will soon have business contacts of any type, size or
complexity, with Chinese individuals, companies or organizations world-wide.
Greg Bissky, Managing Director, Treasure Mountain Consultants, Victoria, Canada,
Shanghai and Taipei. Greg Bissky is Canadian, 50. Education: MA, University of British Columbia (modern Chinese politics), BA, University of Victoria (Chinese studies and modern Chinese politics). In Taiwan from 1985 to 1998, in 1990 Greg Bissky founded a management consulting and training firm that is currently active throughout the region. Strengths are sales and marketing, project and team leadership, cross-cultural understanding and communica-tion, product and service development. He conducts speeches, seminars and workshops for both Western and Chinese managers (in English or Chinese). He also is active leading Chinese teams in major reengineering and performance management projects for Western and Chinese firms.
09.00 To understand and appreciate your Chinese partner influence on today's business
life of Chinese history and philosophical tradition – how the Chinese react to wes-tern individuals and companies – their thinking on business goals, relationships, problem solving, etc. – why patience is not a virtue but a necessity 10.30 Coffee break
10.50 «Rules of Communication» between Western and Chinese Society. The roots of
Western and Chinese «Rules of Communication» – difference in time and negotiati-on – how to understand a Chinese message and to be understood by the Chinese in return – a model of cross-cultural communication 13.30 Real-life case studies examining aspects of establishing and maintaining relation-
ships with Chinese individuals and companies. What it will take, how long one must work and what changes one must make to develop a business relationship: How can you ask me to lose money?
– Chinese vs. Western ideas about what a «business relationship» is – Chinese vs. Western ideas of the importance of a contract Should we dismiss him?
– Chinese ideas of personal responsibility for actions – Chinese ideas of the «group» vs. the «individual» How the Chinese say no . without saying «no»
– Part 1: «Didn't we already decide that?» – Part 2: «But you didn't answer my question.» Why didn't the Chinese tell me their real opinion? How to have productive discussions / meetings with the Chinese Information for Participants
Zurich (June 22, 2005)
Basel (June 23, 2005)
Lugano (June 24, 2005)
Lüthi, School for International Business Phone 0041 (0)43 243 75 32 Osec, Camera di commercio del cantone Ticino, HAW, SCCC, STTG, Registration form
Sylvia Zbinden, School for International Business, www.eiab.ch or by fax: 0041 (0)43 243 75 31
Workshop «Successful Business Relations with the Chinese»
Lipitor and Paroxetine patent decisions handed down by the UK High Court and House of Lords - by Ralph Cox of Stringer Saul LLP In the Lipitor case, Ranbaxy v Warner-Lambert ( EWHC 2142 (Pat)) the High Court held that a claim to a racemic mixture is infringed by use of the pharmaceutically active enantiomer alone. The Court also commented on the drawbacks to the European Patent Office’s p