Study China Business Model

In 1978, China opened a new self to the outside world, especially the West. Since then, China's economy grew significantly, in which the Chinese now appear as a new economic giant in the global level.

Rapid economic progress is possible in China because of the ability of the nation including China practice the principles of a specific business, which has been known since 2500 years ago and continues to be developed by the perpetrators up to these days, according to the time of development and environment, economy and business culture that continues to change .

Suspected that gives great impact on the development of the national output, which is primarily caused by the large flow of foreign investment into China from time to time, so when this country became the largest recipient of foreign investment in the world.

Many assume that the success of the economic development of China at this time is possible by (five) 5 main factors, namely: human resource factors that abundant and cheap, and the Trust. In that regard, because the system dipraktikkannya business "spider web".

Merchant-traders from China successfully penetrate the market because of using the net is "good in the country and abroad." In its development, the phenomenon termed as guanxi (relationship), which in practice is not limited to family relations, but also of the same region of origin, of the same school and friendship.

Technology is the next factor. Absorption technology community in China clearly encourage significant growth in production output of China. Although it may not be equivalent to the technology developed countries, but now China has been relatively fast can be can "forge" new technologies in the developing world.

Other key factor is the institution. System with the communist bureaucracy which is very centralized, in conjunction with aspects of the Trust, so that the proximity of a successful businesswoman with party officials, the business decisions can be taken quickly.

Finally, a major strategic factor pentu at this time, China has developed rapidly with a variety of their basic infrastructure facilities, which are intended to reinforce the "business" of the people they are.

Departure experience with a variety of Chinese economic success these days, then the desire to learn, practice and understand the business culture of China in various parts of the world by many, especially the business increased very significantly.

Ann Wan Seng, a business of modern Malaysia was successful in explaining the success of a business that someone is actually nothing to do with the talent default.

So that there is also every person can achieve success if they could have run the 12 basic principles of business properly. As in them that have been raised by thinkers and business from China that is very popular, that is Tao Zhu-gong, which has been recognized in the history of Chinese society as a multi-milioner the first in China.

Professor Wee Chou How's one of the major universities in China explained that the 12 basic principles of business Tao Zhu-gong is considered by many parties is never kedaluarsa, because from time to time continue to be developed according to needs and circumstances by experts and business, especially China. So now in addition to 12 known as the principle business, has also practiced dikembankan and 12 prohibition of business, and 16 lessons business.

Considered that the success of the many ethnic Chinese business until this time, because of the practice of "family business" (Family Business) on an ongoing basis based on the consistent implementation of the principles of business Tao Zhu-gong to do with the adjustment-adjustment according to the time of tunturtan .

Manfred sneakers De Vries explained that compared to public companies, in general, families tend to have long-term perspective on business, in order to maintain the reputation of their family name.

So quite different with public companies that often focus on the many considerations for short-term interest-related business interests, which caused fluctuations in the stock.

Sid Lowe describes it in the case of Chinese family company, with the Overseas Chinese Family Business (OCFB) in Hong Kong. In building a culture of business, they do "hybridization" business culture modernis between west and east tradisionalis.

OCFB to approach the eklektik ideas western ideas and the east, characterized by the "entrepreneurial networks" based on skills in building trust and flexibility that can be a virtual organization's capital and a successful post-modern in keduapuluhsatu century in the West.

Hybridization values of the two business cultures is a characteristic of all at once is one of the benefits of cultural OCFB. Moreover, also absorb values and culture of the local community, the ease in adapting and developing business in the cultural context in which they reside.

Cultural values in a way Hibridasi business is also done by the Chinese Family-owned Enterprise (CFEs) in Singapore were successful in facing the economic crisis and rise to become motor driving the economy.

Some characteristics of CFEs, not all are considered suitable for modern management. Of them, a lack of separation between ownership and control, nepotism, conservative management, not lack of family members, a high degree otorianisme, based on scanty and hard work, the application of the path patrilinear, and business ethics, especially China Xinyong (trust).

According to Francis Fukuyama some family characteristics can hinder the growth of Chinese family business. Similarly, Gordon Redding said that the form of a Chinese family business has a barrier to growth. But in reality many Chinese family businesses that still exist, so that their opinions seem evident.

Development and sustainability of CFEs in Singapore is the result of the success of the transition of ownership, control, and management of first-generation family member to family member to the second generation. In other cases, even to the third generation.

Second-generation members, have been trained professionally and open to new management theory that incorporated into the cultural values of China as a simple and thrifty, persevering, and memodifikasinya into the world of work is in the modern context of rapid change. So they are guided by the values and standards of professional management examples shown by non-family professional managers.

Meanwhile, second-generation family members remain zealous to maintain the entrepreneurial function in their company. Also able to change the values of traditional China that does not put trust in non-family members and erase mistrust of administrative responsibility.

They give responsibility to the non-family professional manager, who trained and have the capability. Finally, the success of the Chinese people in building and empowerment and on an ongoing basis to continue their various business, does not appear to be irrespective of their ability memaknai and practice the principles of business "Tao Zhu-gong", which is mixed appropriately and in accordance with the changes of time.

They maintain the values that are considered beneficial and supports the existence of the company. In addition, the cast is not considered to be relevant and adopt the values for the new corporate culture in dicangkokkan ethnic Chinese / China.