By Jim Mann
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Additional resources for Beijing Jeep: A Case Study Of Western Business In China
2 Making the Deal A Iter his time in Hong Kong, Tod Clare returned to the United States. He went to work for American Motors, rising through the ranks until in 1977 he became vice president of international operations, the head of the company's overseas network. AMC, the nation's fourth-largest car manufacturer, had a tin-roofed plant in Venezuela and a new factory in Egypt. It did a lot of business in the Middle East and, in particular, in Iran, where the upper and middle classes had grown prosperous under the shah.
Businessmen—particularly the chairmen, presidents, and vice presidents of international divisions of leading American corporations—had money available for travel to China and a plausible reason to go. Suddenly the vast market they had been dreaming of for years seemed to be within reach or, if not within reach, open enough for them to go see it. A business leader was supposed to think about the future, about his or her company's position in the twenty-first century. And what could be more important than gaining a toehold in China at a time when the country seemed eager to modernize?
They took turns lugging that particularly heavy bottle in its own bag to Hong Kong, onto a small plane from Hong Kong to Canton, through an exhausting four-hour layover at the Canton airport, and from there on the final leg to Beijing. 90 a fifth, about half the price it sold for at the discount stores back home on Maple and Telegraph in Detroit. In the future, Clare resolved, there would be no more toting of half-gallon bottles halfway around the world. Chinese auto officials adjusted the obligatory sightseeing tours of Beijing to take account of the interests of their AMC guests.
Beijing Jeep: A Case Study Of Western Business In China by Jim Mann