k with government officials, while the translators took over the communication channels. Most of the time they would have no idea of what was going on, other than that they were expected to drink vast quantities of alcohol, which somehow or other bridged the gap between the two cultures. The maPrior to privatisation in China, business only existed in the form of State Owned Enterprise (SOE). These were (and still are) run by people with strong political backgrounds and relationships, usually connected by family ties to someone in the government. This sort of closed organisational structure gave no opportunity for its employees to be involved in any decision-making processes. Often, principle-based leadership was substantial to motivate staff to be productive, although the extent of government financial support available meant that SOEs frequently didn’t need much in the way of business knowledge or understanding of the market. Success was based rather on good relationship building – which effectively meant getting government financial support.

With the boom of joint venture in the late 80s and early 90s, foreign investors started sending their own managers to interact with the SOE business culture. They were given great packages as incentives to compensate for hard local living conditions. In the 13 years I have been living in China, I have heard stories, too numerous to mention, of foreign managers attending hundreds of banquets and getting drunk with government officials, while the translators took over the communication channels. Most of the time they would have no idea of what was going on, other than that they were expected to drink vast quantities of alcohol, which somehow or other bridged the gap between the two cultures. The mai

ucture gave no opportunity for its employees to be involved in any decision-making processes. Often, principle-based leadership was substantial to motivate staff to be productive, although the extent of government financial support available meant that SOEs frequently didn’t need much in the way of business knowledge or understanding of the market. Success was based rather on good relationship building – which effectively meant getting government financial support.

With the boom of joint venture in the late 80s and early 90s, foreign investors started sending their own managers to interact with the SOE business culture. They were given great packages as incentives to compensate for hard local living conditions. In the 13 years I have been living in China, I have heard stories, too numerous to mention, of foreign managers attending hundreds of banquets and getting drunk with government officials, while the translators took over the communication channels. Most of the time they would have no idea of what was going on, other than that they were expected to drink vast quantities of alcohol, which somehow or other bridged the gap between the two cultures. The ma

y of business knowledge or understanding of the market. Success was based rather on good relationship building – which effectively meant getting government financial support.

With the boom of joint venture in the late 80s and early 90s, foreign investors started sending their own managers to interact with the SOE business culture. They were given great packages as incentives to compensate for hard local living conditions. In the 13 years I have been living in China, I have heard stories, too numerous to mention, of foreign managers attending hundreds of banquets and getting drunk with government officials, while the translators took over the communication channels. Most of the time they would have no idea of what was going on, other than that they were expected to drink vast quantities of alcohol, which somehow or other bridged the gap between the two cultures. The ma

to interact with the SOE business culture. They were given great packages as incentives to compensate for hard local living conditions. In the 13 years I have been living in China, I have heard stories, too numerous to mention, of foreign managers attending hundreds of banquets and getting drunk with government officials, while the translators took over the communication channels. Most of the time they would have no idea of what was going on, other than that they were expected to drink vast quantities of alcohol, which somehow or other bridged the gap between the two cultures. The mak with government officials, while the translators took over the communication channels. Most of the time they would have no idea of what was going on, other than that they were expected to drink vast quantities of alcohol, which somehow or other bridged the gap between the two cultures. The main criteria for foreigners to be successful in this business arena were knowledge of the following:

1. How to recognise who is a decision maker
2. How to impress Chinese counterparts by speaking a few Chinese phrases
3. How to use chopsticks and understand meal etiquette
4. How to ‘fake’ drinking

How to recognise who is a decision maker
All banquets are served on round tables and there is no obvious distinguishing mark, to indicate where the main guest is seated. However there are a few give-aways. Look out for these clues:
- The guest of honour is most likely to be facing the door (so they can see when the new dishes are brought in).
- Fish is the sign of prosperity and a banquet is likely to include a fish dish. The head of the fish will be placed facing the person of highest status.
- The counterpart will be seated directly opposite.
- The people seated at the right and left hand of the person of highest status are the two next most important decision makers.

How to impress Chinese counterparts by speaking a few Chinese phrases
The Chinese language consists of phrases that are called ‘