Coming to China as a foreigner to set up and run a business development team is no easy task. But many have done it and found great success by learning to navigate China’s complex business culture. As someone who spent 5 years leading teams for a European manufacturing company in Shanghai, I wanted to share some stories and case studies that showcase what it takes to thrive as a business manager here.
When Michael first got sent to Guangzhou to establish a sales office for his medical devices company, he came in guns blazing like a typical New Yorker, expecting Chinese clients to be impressed by his brash style. Boy was he wrong! His aggressive pitch decks and demands for meetings right away were seen as disrespectful. It took a wise local mentor sitting him down and coaching him on Chinese Business Development etiquette before he saw results. He had to shift his style to be more subtle, humble and focused on relationship building. Once he built trust and respect, the contracts came pouring in.
I remember Lucy who came from our London headquarters to lead sustainability initiatives across our Chinese factories. She expected her authority and strategies to be followed without question. But the local teams pushed back, unwilling to have an outsider criticise and rapidly disrupt their operations. I advised her to spend less time lecturing and more time listening. By showing genuine curiosity about why certain processes were in place, she earned their trust and gained their insights on where sustainability measures could align with production needs. This helped her spearhead changes much more smoothly.
Then there’s me, when I first took over Asia Pacific sales with my get-stuff-done American attitude. I quickly grew frustrated that our distributors would agree in meetings but action steps would get lost in translation. My emails and calls would go unanswered even with pressing deadlines. It almost felt personal until my assistant Nancy helped me understand it’s not malicious but a difference in communication styles and the importance Chinese business culture places on relationship building. I had to adjust to having more conversations in person over endless cups of tea to strengthen those ties. Once I built rapport and understanding, suddenly things began flowing better.
The key lessons I learned are don’t assume your status and strategies will translate directly. Take time to understand the cultural context you are operating in. Adapt your style to build trusted relationships first, then business success has a foundation to be built on. Respect goes a long way but it has to be authentic. I’ve found if you approach China with an openness to learn, Business Development here are excited to teach you and bring you into success together.
Some critical skills I see in business leaders that thrive abroad:
Patience paired with persistence
Savvy communication skills across cultures
Genuine curiosity to understand “why” not just “what”
Ability to influence across language gaps
A balance of confidence in your expertise paired with humility
The stories of coachable managers open to recalibrating their style are the ones I find most inspiring. Those unwilling to recognize their shortcomings struggle unnecessarily. My advice is to come informed but not overconfident. Be flexible to navigate ambiguity here. Lead with warmth and emotional intelligence. Meet people where they are at, don’t expect them to bend to your way. And keep a good sense of humor!
I hope these personal experiences shed some light on what it takes to master doing Business Development in China as a foreigner. While the nuances can be frustrating, they make success all the more rewarding when you see plans finally blossom across such deep cultural differences. My biggest lesson has been change comes best through patience paired with empathy. If you can adapt in areas that may not come naturally, memorable relationships and partnerships will blossom.