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IB/CU 395 BUSINESS CULTURE IN CHINA

IES Abroad Shanghai Syllabus – Spring 2015

DESCRIPTION:

As China ascends to its place as a leading economy in the world, multi-national companies

and firms throughout the world have a growing need for senior personnel with high quality

management skills and special knowledge of China.

This seminar course and practicum provides students with a first-hand opportunity to learn

about the development and special features of the business activities in the city of Shanghai,

the economic capital of China. The combination of classroom learning with site visits and a

meaningful group project will help students gain a broader understanding both of their

potential roles in the larger context of the economy of China.

Students will also keep a journal, study research methods and write a short paper and

presentation integrating their personal experience with contemporary Chinese economic or

social issues and classroom discussions.

CREDITS: 3

CONTACT HOURS: 45

INSTRUCTOR: Daniel M. Krassenstein

PREREQUISITES: Basic knowledge in business management

LANGUAGE OF PRESENTATION: English

METHOD OF PRESENTATION:

This seminar hopes to provide a robust learning environment with active discussion of

readings, group project experiences, and field studies. The seminar meets 3 hours for each

session. The semester will have 45 contact hours (including classroom, site visits, and group

activities). Group activities include the project teams described below. Outside speakers may

be introduced from time to time to add relevance to the discussion. Site Visits will be made

to offices and factories of local and multi-national companies, with a focus on differences in

operations between the home country and China, obstacles to success (staffing, regulations,

competition, other) and current status and future plans and strategies. See Appendix for

representative lists of speakers and companies.

LEARNING OUTCOMES:

Students are expected to gain knowledge about Chinese markets and business cultures from

multiple inputs in order to begin their journey towards becoming a knowledgeable and

effective international business executive.

By the end of this course, students should be able to:

1. Apply written and oral communication skills that are appropriate to a work environment.

2. Demonstrate career search skills including developing a professional network, in

person and social media

3. Demonstrate the ability to analyze personal professional strengths and weaknesses

4. Demonstrate knowledge and skills required to work on cross-cultural teams

5. Demonstrate an understanding of the differences and similarities between US and

Chinese business cultures and business strategies and of Chinese economy and market

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evolution during the past two decades including market segmentation, urbanization,

integration into global market and legal/culture system

REQUIRED WORK AND FORM OF ASSESSMENT:

Completion of all requirements is required for academic credit for the course.

Item

#

Weight Requirement Details

1 10% Active participation in seminar based on assigned reading and classroom

presentations

2 25% A. Weekly Journal including directed essays

3 20% B. Short analytical paper based on a seminar topic and related to

experiences in China

4 20% C. Class presentation of analytical paper results (hypothesis,

research methodology, findings, recommendation and

implications)

5 25% D. Project Groups:

Written paper and presentation on the project methodology and

results

A. Journal –

Each student will create Weekly Journal entries to their learning and development in

the Shanghai environment with special emphasis on integrating outside observations

with classroom instruction. Entries should include school and outside activities,

critical incidents that provide insight into the Chinese culture, observations of how

leadership is exercised, and reading responses. Four of the writing assignments are

‘directed.’ Each entry should be 2-3 “typewritten pages”, double-spaced (500-750

words) and submitted weekly to the Instructor.

B. & C. Analytical Paper –

An analysis of one of the topics discussed during the seminar (communication, national

economy, labor market, teamwork, conflict negotiation, mediation, etc.). Here are a

few examples of presentations from last semester: Alibaba, Sustainability in China,

Chinese Women in the Workforce, Chinese Migrant Workers’ Motivation, American

Market Entry into China, Internet Companies in China, Chinese Pop Culture and

Marketing, China Economic Rise, eCommerce in China, Fast Food Trends in China,

Luxury Goods in China, Beauty Industry in China, China Relations with African

Countries, China’s One Child Policy, Medical Healthcare in China.

The paper should include a description of your observations, differences noted between

your home and host cultures that may have played a role in the situation and what

you learned from the experience. The report is expected to be analytical rather than

descriptive and to integrate classroom learning with knowledge gained from readings,

speakers and daily life. It should contain accurate, factual information together with

sound arguments and conclusions.

Each student will also make a presentation at the end of the course regarding their

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paper.

D. Group Project –

Students will be required to perform a group project in an actual business such as a

process improvement project or business plan development. Students will find or be

introduced to a local company which needs some assistance in some aspect of their

business. They will develop a scope of service statement, a project plan and then

devise a solution or recommendation which will then be presented to the senior

management of the business outside of class time. They will be evaluated on their

approach, their written report and the presentation as well as teamwork.

ATTENDANCE POLICY:

Students are required to participate in all seminar meetings. Students must receive

instructor’s prior permission for any excused absence and more than one absence will result

in a negative impact on their grade, regardless of the reason for the absence.

SCHEDULE and CONTENT (Subject to Modification):

SESSION/

Date

CONTENT DELIVERABLES

Classroom

Session 1

March 9, 2015

Cultural Fabric of the Chinese Workplace

Lesson Plan:

1. Student introductions

2. Review of the syllabus and the course

requirements.

3. Discussion of the journal entries and pre-

readings

4. Presentation and discussion of daily life in

Shanghai and how to experience the city

safely.

5. Cultural aspects of Chinese workplaces,

including several unique Chinese

perspectives, such as “Mianzi” (face) and

“Guanxi” (connections). We will explore the

importance and manifestation of those

issues, and how those issues affect

individual behavior, organizational culture,

decision-making and the cultural clashes

between Chinese and Westerners.

Reading: Poorly Made

in China (Pages 1-70)

Classroom

Session 2

March 13, 2015

1. Communications in Business,

Presentations, Networking and Report

Writing

2. Preparation for the Research Report -

Guidelines for Writing Business Reports

Lesson plan:

Reading: Poorly Made

in China (Pages 71-

140)

Directed Journal

Entry 1

(prepare before class

and be prepared to

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1. Discussion of the importance of effective

verbal and written skills to business and life

success. They underlie the ability to interact

with others, to communicate information

and to analyze and to persuade.

2. Presentation and discussion of the why and

“How to’s” of business networking and

practice of some of the basic skills

3. Presentation and discussion of the

importance of business reports and how to

develop and write them with the guidelines

for the Analytical Report used as a model.

4. Selection of individual research topics

share):

Describe your

learning goals for this

term and how you

believe the

experience may

contribute to your

future career.

Classroom

Session 3

March 16, 2015

Cultural Intelligence and Communicating

Across Cultures

Lesson Plan:

1. Presentation and discussion regarding

communication styles and how to

communicate effectively with supervisors,

peers and subordinates across cultures

2. Discussion of Journal Entries

3. Practice in communicating

Reading: Poorly Made

in China (Pages 141-

201)

Directed Journal

Entry 2:

(prepare before class

and be prepared to

share):

Take the “Sample

Cultural

Intelligence Self-

Test”

Describe your

reactions to the

results and a couple

of steps you can take

in areas you want to

improve.

Classroom

Session 4

March 23, 2015

Negotiation across Cultures and China

Economic History (Part1)

Lesson Plan:

1. Impact of cultural differences in

Western/Chinese business negotiations

2. Presentation regarding the ongoing

evolutionary process from the Chinese

centrally planned economy to the market

economy, with comparisons of the current

SOE’s to foreign funded companies and

Chinese private companies.

Reading: Poorly Made

in China (Pages 201-

272)

Weekly Journal

entry tracking the

student's learning

and development in

the Shanghai

environment

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3. Discussion of importance of Social Harmony

and Conflict Avoidance as important basis of

Chinese Culture.

Classroom

Session 5

March 30, 2015

China’s Current Economic and Financial

Development

Lesson Plan:

1. Presentation of “Understanding China’s

Economic and Financial Development” will

delve into Chinese financial markets and

issues and provide a general perspective on

the effects of financial reform on

fundamental economics and on economic

development.

Reading: Factory

Girls (Pages 1-70)

Weekly Journal

entry tracking the

student's learning

and development at

the placement

April 6, 2015

Classroom

Session 6

Entrepreneurship and Innovation in China

Lesson Plan:

1. Presentation and discussion of the

emergence of entrepreneurship in China

2. Presentation and exploration of Chinese

innovation. China is widely regarded as

lacking innovation and it is considered one

of the roadblocks to China’s ability to truly

take its place as a leader of the commercial

world. We will explore the veracity of this

claim and its historical antecedents, its

current status and efforts to re-kindle

invention in China.

Reading: Factory

Girls (Pages 71-140)

Weekly Journal

entry tracking the

student's learning

and development at

the placement

April 20, 2015

Classroom

Session 7

April 27, 2015

Guest Lecturer (TBA)

Demographics of China, Urbanization and

Cultural Ethics

Lesson Plan

1. The impact of urbanization on the market

potential and urban-rural disparities and the

unique features of market segmentation in

China

2. Overview of Chinese demographics changes

in the national economy and markets and

their combined impact on job opportunities

Ethics as an absolute and a cultural construct:

identifying ethical positions that are common

Reading: Factory

Girls (Pages 141-200)

Directed Journal

Entry 3:

(prepare before class

and be prepared to

share):

Describe an ethical

challenge you have

observed in China

and differences in the

way your home and

host culture might

perceive the

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across cultures and culture-specific views on

ethical challenges

situation.

May 4, 2015

STUDY BREAK – No Class

May 11, 2015

Guest Lecturer 2 (TBA)

Reading: Factory

Girls (Pages 201-270)

Classroom

Session 8

May 18, 2015

Classroom

Session 9

May 25, 2015

June 1, 2015

Student Presentations and Career

Discussion (Part 1)

Lesson Plan:

1. Student Presentations

(PPT regarding individual research topics)

2. Group Presentations

3. Hand in Final Papers (individual and group)

Student Presentations and Career

Discussion (Part 2)

Company Visit – American Chamber of

Commerce in Shanghai

Reading: Factory

Girls (Pages 271-320)

Directed Journal

Entry 4:

(prepare before class

and be prepared to

share):

1. How have you

changed this

term? Compare

to your input

from Session 2

Business Attire

Required

REQUIRED READINGS:

1. Poorly Made in China: An Insider’s Account of the China Production Game – Paul

Midler (272 Pages) http://www.amazon.com/Poorly-Made-China-Insiders-Production-

ebook/dp/B004G5Z2A8

2. Factory Girls: Voices from the Heart of Modern China – Leslie T. Chang (320 pages)

http://www.amazon.com/Factory-Girls-Village-Changing-

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China/dp/0385520182/ref=sr_1_cc_1?s=aps&ie=UTF8&qid=1410676363&sr=1-1-

catcorr&keywords=factory+girls

RECOMMENDED READINGS:

Outliers: The Story of Success – Malcolm Gladwell (336 Pages)

http://www.amazon.com/Outliers-Story-Success-Malcolm-

Gladwell/dp/0316017930/ref=sr_1_1?s=books&ie=UTF8&qid=1410676415&sr=1-

1&keywords=outliers

RECOMMENDED READINGS:

Session 1

Cultural Fabric of the Chinese Workplace

How to avoid being the ugly American when doing business abroad

Case study by Andrew Rosenbaum. Harvard Business School

http://hbswk.hbs.edu/archive/3250.html

Session 2

Communications in Business, Presentations, Networking and Report Writing

Building a Network

Auzenne, M., & Horstman, M. (2006)..

http://www.manager-tools.com/2006/05/building-a-network

Managing Yourself: A Smarter Way to Network

Rob Cross and Robert Thomas (HBR July-August 2011)

http://hbr.org/2011/07/managing-yourself-a-smarter-way-to-network

http://socialmedia.biz/2009/11/03/5-ways-to-improve-your-presentation-

skills/

Brian Uzzi and Shannon Dunlap (HBR December 2005)

http://www.kellogg.northwestern.edu/faculty/uzzi/ftp/uzzi's_research_papers

/uzzi_dunlap%20hbr.pdf

Session 3

Cultural Intelligence and Communicating Across Cultures

http://www.mindtools.com/pages/article/seven-dimensions.htm

Best Practice: Cultural Intelligence

http://hbr.org/2004/10/cultural-intelligence/ar/1

Early, P. Christopher and Mosakowski, Elaine (2004). in Harvard Business

Review: 139-146

Competing across Borders

http://www.economistinsights.com/sites/default/files/downloads/Competing

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%20across%20borders.pdf

Economist Intelligence Unit, 2012

Session 4

Negotiation in China and Chinese economic History (Part 1)

Negotiation

Raymond Cohen, Negotiating Across Cultures: Communication Obstacles in

International Diplomacy, (Washington, D.C.: United States Institute of Peace

Press, 1991) (Summary)

How to Negotiate to Yes across cultural boundaries

James Sebenius in HBR, April 2002

http://hbswk.hbs.edu/item/2878.html

Culture and Negotiation

Jeanne Brett, Northwestern University

International Journal of Psychology, 2001

THE IMPACT OF CULTURE IN INTERNATIONAL BUSINESS NEGOTIATIONS:

SPECIAL REFERENCE TO CHINA AND UNITED STATES OF AMERICA.

Ndapwilapo Shimutwikeni, Dundee University

BACK-CHANNEL NEGOTIATIONS AS AN EFFECTIVE TOOL IN BREAKING

CONFLICT AND CULTURAL DEADLOCKS IN INTERNATIONAL NEGOTIATIONS.

Mohamed Stevens, Dundee University May 2012

HOW TO DEAL WITH CROSS CULTURAL PROBLEMS IN INTERNATIONAL

BUSINESS NEGOTIATION

EMEM UDOBONG, Dundee University

Economic History

http://faculty.arts.ubc.ca/tiberg/MPA_Asia_Apr_2010_readings/Brandt%20an

d%20Rawski.%20China's%20Great%20Economic%20Transformation.pdf

Session 5

China’s Current Economic and Financial Development

http://www.bbc.co.uk/news/world-asia-pacific-13017877

http://www.arts.cornell.edu/poverty/kanbur/China'sGrowthStrategies.pdf

http://www.ln.edu.hk/econ/staff/plin/CER-04.pdf

Session 6

Entrepreneurship and Innovation in China

http://online.wsj.com/news/articles/SB10001424052702304795804579099640

843773148

http://www.economist.com/node/21549938

http://www.fastcodesign.com/1672078/whats-the-roadmap-for-innovation-in-

china

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http://usa.chinadaily.com.cn/epaper/2013-08/08/content_16880016.htm

http://www.mckinsey.com/insights/asia-

pacific/a_ceos_guide_to_innovation_in_china

http://www.mckinsey.com/insights/asia-

pacific/three_snapshots_of_chinese_innovation

http://knowledge.insead.edu/world/china/upstart-chinas-emergence-in-

technology-and-innovation-1180

Journal

http://pubs.e-contentmanagement.com/toc/impp/11/1?prg140729=09accccb-

0c58-4ca9-96f1-307b44c7f0ee&

Session 7

Demographics of China, Urbanization and Cultural Ethics

http://www.indexmundi.com/china/demographics_profile.html

http://www.imf.org/external/pubs/ft/wp/2013/wp1382.pdf

http://www.brookings.edu/research/articles/2012/06/china-

demographics-wang

http://www.mckinsey.com/insights/asia-

pacific/chinas_rising_consumer_class (Series)

http://www.mckinsey.com/insights/asia-

pacific/chinas_next_chapter (Series)

http://www.bbc.co.uk/news/world-asia-pacific-13017877

http://www.arts.cornell.edu/poverty/kanbur/China'sGrowthStrategies.pdf

http://faculty.arts.ubc.ca/tiberg/MPA_Asia_Apr_2010_readings/Brandt%2

0and%20Rawski.%20China's%20Great%20Economic%20Transformation.

pdf

http://www.knowledgeatwharton.com.cn/index.cfm?fa=article&articleid=2

724&language=1&languageid=1

http://www.knowledgeatwharton.com.cn/index.cfm?fa=article&articleid=2

725&language=1

http://www.knowledgeatwharton.com.cn/index.cfm?fa=article&a

rticleid=2726&language=1

http://www.knowledgeatwharton.com.cn/index.cfm?fa=article&a

rticleid=2727&language=1

http://ezinearticles.com/?Importance-of-Ethics-in-Business&id=1212419

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Rupal, J. (2008), Importance of Ethics in Business, Atharva Institute of

Management Studies. Mumbai.

http://www.scu.edu/ethics/publications/ethicalperspectives/business-

china.html

Business Ethics in China, Miriam Schulman

Session 8

Wrap-up and Presentations

INSTRUCTOR BIO:

Daniel M. Krassenstein

Dan is a global supply chain executive with 30 years of international manufacturing

and logistics experience. As Director of Asia Operations for Procon Pacific (industrial

packaging), Dan is responsible for 12 production facilities throughout China.

In 1980s Taipei, Dan established a contract manufacturing company, specializing in

promotional gift items and was an early pioneer in product safety. Dan is fluent in several

languages and has also had an interesting career in the ocean freight/trucking industries in

New Jersey, Jakarta, Shanghai, Panama and Mexico City.

Dan returned to Shanghai 10 years ago to ensure his kids were fluent in

Mandarin. Dan has served on several boards (including AmCham Shanghai) and is a frequent

lecturer for visiting college students, business organizations and congressional delegations. A

10-time marathoner and education philanthropist, Dan believes that a balance between work,

family, sports and volunteer activities is indeed very healthy.

Getting the Most Benefit from Guest Speakers

We will bring in some guest speakers and possibly visit some companies. Since we have a

small group, you will have the opportunity for close interaction with our guests (and class

participation counts in your grade). To get the maximum benefit, these are supposed to be

two way interactions. I am sure that every speaker will be happy to answer questions that

also demonstrate interest and curiosity on your part.

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We have obtained speakers from a cross section of industries from successful companies in

China. To prepare for these sessions, you should look at the company’s websites (general

and China) and formulate some questions regarding the company. Maybe some of the

following or others that you develop based on looking at their information:

1. What is their competitive landscape and how do they differentiate themselves from

their competitors?

2. What adaptations to their marketing approach and/or products have they made to suit

the Chinese market, between startup and now, any regional differences in the

product?

3. What differences are there in their customer demographics here versus the US?

4. What growth plans do they have?

5. What barriers to entry or growth exist or had to be overcome

6. Staffing challenges/HR development/Retention

7. Any legal challenges they have had to overcome?

8. Intellectual property – what issues do they have and how do they deal with them?

9. Retail - How do they select new locations for stores? What challenges existed?

10. Manufacturing – how did they pick their plant site?

I am sure that you can come up with many more.

Representative Speakers List

Representative List for Company Site Visits

1. Baosteel

Company

Baoshan Iron & Steel Co., Ltd (hereinafter referred as Baosteel

Co., Ltd.) is the largest and most advanced integrated steel

company in China and ranks No. 3 in the world. The company

specializes in producing high-tech and high value-added steel

products and is the main steel supplier to the automobile,

The Economist Herbert WuChen Bureau Chief

SFIDB Douglas Dong-Tao Assistant President

Douglas Dong-Tao

China Swirl Heather Turner President

MGT Engineering Chris Trees CEO

Eco & More Jeni Saeyang Founder and CEO

Green Initiatives Nitin Dani Founder and CEO

Procon Pacific LLC Daniel Krassenstein Country Manager

AVD Digital Media Andrew Ballen Founder and CEO

Simba - LeRoot Toys Emile Yuan Founder and CEO

Cisco Marty Daffner Head of innovation

British Consulate Tim Standbrook Innovation Consul

Owens Corning Jim Lyon Head of R& D

CEIBS Richard Brubaker Professor

The Jordan Company Youming Managing Director

Grant Thornton Mike Creasy Managing Director

C W Downer Michael Meagher Managing Director

Chinese Economy

Entrepreneurs

Innovation

Finance

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household appliances, oil exploration, oil and gas transmission,

shipbuilding, pressure vessel and container material industries.

2. COSCO China Ocean Shipping (Group) Company (COSCO), one of the

major multinational enterprises in the world, is China's largest and

the world's leading Group specializing in global shipping, modern

logistics and ship building and repairing, ranking the 327th in

Fortune Global 500. COSCO owns and controls over 800 modern

merchant vessels with a total tonnage of 56 million DWTs and an

annual carrying capacity of 400 million tons. COSCO's shipping

lines cover over 1,600 ports in more than 160 countries and regions

worldwide, and its fleet size ranks the first in China and the second

in the world. COSCO is positioned the first in China and the fifth in

the world by container fleet size, and is also the first in the world

by dry bulk fleet.

3. Shanghai

General

Motors

Shanghai General Motors Company Ltd (commonly known as

Shanghai GM; Chinese: 上海通用汽車) is a joint venture between

General Motors Company and SAIC Motor that manufactures and

sells Chevrolet, Buick, and Cadillac brand automobiles in mainland

China. Shanghai GM was founded on June 12, 1997 with 50%

investment each from each partner. Shanghai General Motors

began assembling the venture's first vehicle, the Buick Regal, in

Shanghai, China in 1999.

4. Coca Cola

China

The Coca-Cola Company has been refreshing China for eight

decades. Their first bottling plants were opened in Tianjin and

Shanghai in 1927, and by 1948, Shanghai was the first market

outside of the United States to post annual sales of more than one

million cases of Coca-Cola®. Coca-Cola left China after the

revolution but re-entered China in 1979, it was the first

international consumer company to grasp the opportunities offered

by the open-door policy. Since 1981, the Coca-Cola system has

spread across the country and includes 35 bottling plants. Coca-

Cola is now China’s leading beverage manufacturer, with 100% of

the concentrate used locally produced and over 95% of the raw

materials sourced locally.

5. American

Chamber of

Commerce

The American Chamber of Commerce in Shanghai (AmCham),

known as the "Voice of American Business" in China, is the largest

and fastest growing American Chamber in the Asia Pacific region.

Founded in 1915, AmCham Shanghai was the third American

Chamber established outside the United States. As a non-profit,

non-partisan business organization, AmCham Shanghai is

committed to the principles of free trade, open markets, private

enterprise and the unrestricted flow of information.

Vision: The American Chamber of Commerce in Shanghai strives to

be the leading international business association in China.

Mission: To support the success of our members by promoting a

healthy business environment in China, strengthening U.S.-China

commercial ties and providing high-quality business information

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and resources.

6. Harley

Davidson

China

Harley-Davidson first entered Asia in 1912, when it began

exporting motorcycles to Japan. Over the last 20 years company

rapidly expanded its Asia operations and launched its Asia-Pacific

headquarters in Singapore in May 2011. It faced and continues to

face numerous regulatory and marketing challenges in the PRC.

After entering the Hong Kong market in 1995, Harley-Davidson

entered mainland China by establishing a representative office in

Shanghai in 2005. The representative office managed sales,

marketing, dealer development, and after-sales service. Harley-

Davidson upgraded its China operations by establishing a wholly

foreign-owned enterprise—the Harley-Davidson (Shanghai)

Commercial and Trading Co. Ltd.—in July 2010.

The first authorized Harley-Davidson dealership in mainland China

opened in Beijing in 2006. Today, the company has sales and

service networks through eight full-service dealerships in Beijing;

Chengdu, Sichuan; Dalian, Liaoning; Qingdao, Shandong;

Shanghai; Suzhou, Jiangsu; Wenzhou, Zhejiang; and Xiamen,

Fujian.

7. Eli Lilly Founded in 1876 in Indianapolis, Eli Lilly is a research-based global

pharmaceutical company. In 1981, the company established its first

overseas representative office in Shanghai, China. Eli Lilly returned

to China in 1993. Over the years, Eli Lilly China adhered to the

"people-oriented, good faith is supreme, the pursuit of excellence"

credo, and with the tide of China's reform, the company became

one of the fastest growing pharmaceutical companies in the

industry.

The aim of Eli Lilly is to become China's long-term strategic partner

in the area of health care. Over its more than 10 years in China, Eli

Lilly has been committed to the cause of public health, social public

activity. At the same time, Eli Lilly has carried out different forms

of public education activities, the popularization of disease

information, health literacy to improve the quality of public life.

8. Accessen Accessen Group Co., Ltd is a heat exchanger designer,

manufacturer, distributor and servicer in China. Founded in 2002 in

Shanghai, they are a Sino-American joint venture company with

over 600 employees, 4 manufacturing plants, 400 service outlets

covering 27 Chinese provinces, and two technical training and

product centers. All equipment is certified by America's ASME,

America's API, EU's CE, and French's BV. We also meet with ISO

quality certificate ISO9001: 2000, ISO environmental quality

certificate ISO14001: 2004 and occupational health and safety

certificate OHSAS 18001: 1999.

They possess 17 years' experience of producing, selling and

servicing. They have the capacity to produce about 3000 pieces

assorted plate heat exchanger sets, 20,000 pieces of different

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types PHEs per year. They export to Asia, the Middle East, and

Eastern Europe. They have designed, produced, and installed heat

exchangers for Coca Cola, Sinopec, Siemens, Foxconn, Bayer, and

many other Fortune 500 companies and large facilities.

9. WPP WPP is the world's largest communications services group,

employing 170,000 people working in 3,000 offices in 110

countries.

'WPP' stems from 'Wire and Plastic Products', a UK manufacturer of

wire baskets, which became the 'foundation' company in which Sir

Martin Sorrell invested following his search for a public entity

through which to build a worldwide marketing services company.

Established as a marketing services group in 1986, WPP

constructed its offer originally based on 'below-the-line' marketing

services capabilities in the UK and US. Since then, WPP has grown

to become one of the world's leading advertising and marketing

services groups.

Their China companies range from giants Burson-Marseller and

Ogilvie and Mather to smaller Chinese companies they have

bought.

10. Pentair Pentair is global water, fluid, thermal management, and equipment

protection partner with industry leading products, services, and

solutions. They aim to deliver adaptive, industry-leading solutions

that help ensure a safer, healthier future for everyone.

Pentair works at the very center of global commerce, providing

critical inputs to a wide range of essential industries. From Filtration

and Processing to Flow Management, and from Equipment

Protection to Thermal Management. Pentair operates a number of

factories and administrative/sales offices across the PRC including

their HQ in Shanghai.

11. Avery

Dennison

Avery Dennison is committed to the production and distribution of

various display logos, labels and packaging materials, decorative

patterns and retail RFID tags to help global customers to better

communicate with customers and efficiently manage inventory.

Their product range extends from consumer products to

transportation, from the construction industry to healthcare, our

expertise in high-speed manufacturing, information display and

management, logistics, brand building, logo and packaging areas

to produce a wide range of industries and markets a huge impact.

Avery Dennison operates a number of office and manufacturing

locations in China including an R&D Center in Kunshan and their

HQ in Shanghai.

12. R. R.

Donnelley

RR Donnelley is the world's premier full-service provider of print

and related services. Founded more than 140 years ago and

headquartered in Chicago, we have global capabilities of the world's

largest printer and the responsiveness and agility of a shop next

IES REV. DMK Feb 8, 2015 Page 15 of 15

800.995.2300

312.944.1448 fax info@IESabroad.org

door with more than 600 branches and manufacturing operations

worldwide in North America, Asia, Latin America and Europe. We

provide print and related services to publishers, cataloguers,

retailers, manufacturers, telecom and technology companies,

financial services institutions and many others. With an

unparalleled range of services, we help our clients better reach

their customers. Donnelley has over a dozen facilities in strategic

locations in the PRC and has been in operation there since the early

1990’s, beginning with a joint-venture telephone directory printing

plant in Shenzhen.

Services in China include:

Creative, Photography and Pre-media

Print Solutions and Strategies

Print Distribution, Mail Delivery, and Logistics