The Chinese government wanted Silicon Valley Bank in China primarily to study its business model and eventually replicate it. This intention was not initially clear to Ken Wilcox, who later realized that the goal was to learn and copy the bank's successful practices.
Ken Wilcox faced several challenges, including cultural differences, misunderstandings about roles (e.g., chairman vs. president), and the Chinese government's involvement in business. Additionally, the bank had to navigate complex licensing requirements and adapt to a business environment where contracts were not as rigidly enforced as in the U.S.
In China, contracts are often seen as flexible and subject to change based on leverage and perceived power dynamics. Unlike in the West, where contracts are sacrosanct, Chinese counterparts may revise agreements if they feel they have gained more leverage, which can be confusing for Western businesses.
Guanxi refers to the complex system of relationships and mutual obligations in Chinese business culture. It involves building trust over time through reciprocal favors and gifts, which is different from Western notions of straightforward business relationships. Understanding and navigating guanxi is crucial for success in China.
After the Silicon Valley Bank crisis in 2023, the joint venture in China was not bid on by any U.S. banks due to deteriorating U.S.-China relations. It was eventually dissolved, and its assets were assumed by the Chinese joint venture partner, Shanghai Pudong Development Bank.
Chinese negotiations focus on leverage and winning, rather than finding mutually beneficial solutions as emphasized in Western negotiation styles like 'Getting to Yes.' This approach can be challenging for Westerners who are accustomed to collaborative problem-solving.
Ken Wilcox advises Western companies to understand that China often invites foreign businesses to learn from them, with the goal of eventually competing globally. Companies should be prepared for this dynamic and recognize that their welcome in China may be tied to how much they can teach Chinese counterparts.
The Chinese Communist Party (CCP) plays a significant role in business operations, often overlapping with government functions. Companies in China may have party committees that influence decision-making, which can be confusing for Western businesses unfamiliar with this structure.
"But what I didn't realize is that the main reason they wanted us in China was so that they could study our business model and figure out how to copy it over time. And that was something I wasn't expecting, but I should have. If I were less naive, And if I were better prepared, I would have realized that was the intention. So the original title, the working title I had for my book, which I had to change because the publisher didn't like it, my original title was 'One Bed, Two Dreams' (同床异梦). Because that's a phrase that most Chinese are familiar with." - Ken Wilcox Fresh out of the studio, Ken Wilcox, former CEO of Silicon Valley Bank and author of "The China Business Conundrum", shares his experiences establishing Silicon Valley Bank’s joint venture in China, uncovering the challenges of navigating cultural differences, guanxi, and examine China’s playbook in bringing successful foreign ventures onshore. He reflects on lessons learned, from differing views on contracts and negotiation tactics to the complexities of building trust in a new business landscape and offers invaluable advice for Western companies eyeing the Chinese market. Last but not least, he concludes by sharing his hopes for the book’s impact, emphasizing the importance of understanding and collaboration between the East and West.
Audio Episode Highlights: [00:00] Quote of the Day by Ken Wilcox [01:66] Ken Wilcox’s career journey and transition to China. [06:35] Life and leadership lessons. [09:47] The One Thing that Ken knows about Doing Business in China that very few do. [12:40] Importance of Silicon Valley Bank in China. [17:12] Cultural and regulatory challenges in China. [26:10] Understanding guanxi in Chinese business. [37:51] Adapting to China and reverse culture shock. [40:14] The Chinese negotiating style centres on leverage and power. [48:37] What happened to the joint venture post-SVB crisis? [53:10] Contrasts in negotiation styles between China and the U.S. [54:51] What does success mean for The China Business Conundrum? [56:18] Recent book recommendations. [57:52] Final reflections on time spent in China.
Profile: Ken Wilcox, Author of "The China Business Conundrum: Ensure That "Win-Win" Doesn't Mean Western Companies Lose Twice"
Main Site: https://kenwilcoxauthor.com/
LinkedIn: https://www.linkedin.com/in/kenwilcoxsvb/
Substack: https://kenwilcoxauthor.substack.com/
Amazon: https://www.amazon.com/China-Business-Conundrum-Win-Win-Companies/dp/1394294166/
Podcast Information: Bernard Leong hosts and produces the show. Proper credits for the intro and end music: "Energetic Sports Drive" and the episode is mixed & edited in both video and audio format by G. Thomas Craig
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