Silas Deane, 42-year-old president of Baden Bath, a $1 million provider of luxury showers, tubs, sinks, vanities and the like, found himself in China for the same reason every company seems to find itself in the world's most populous country: manufacturing. China is the world's second largest economy and one of the leading destinations for direct foreign investment. But just because China is the global go-to country doesn't mean that making it work for you is a piece of cake. Indeed, overcoming cultural differences can still be as formidable as scaling the Great Wall.

    The Chinese want to do business with individuals--not companies--so cultivating friendships is crucial. Rather than cutting to the chase, the Chinese prefer a courtship filled with get-to-know-you banter and big banquets full of mysterious delicacies. Thus, like other Americans, Deane had to rein in his "get the deal done and move on to the next one" philosophy. To drive home the point, instead of talking turkey, the Nashville, Tennessee, entrepreneur once found himself getting a two-hour foot massage with one of his hosts so that they could chew the fat. And nearly every time he visits his manufacturers in Foshan, they insist on taking him on long drives in the countryside to build camaraderie, often recovering ground he's admired on previous trips. "They want to spend time with you," Deane explains. "They want to get to know you."

    As a formula for success, Barry Tomalin, director of cultural training at International House, recommends you get a Chinese agent and treat your partners to "very nice meals in very expensive places . . . doing this for six months to a year." Chinese society rests on a foundation of guanxi, your network of relationships that is supported by the favors you do and accrue. Deane, for instance, will be helping one of his manufacturers--who doesn't speak English--attend an upcoming trade show in Chicago and hopefully win new business. In return, he's giving Deane the samples he's shipping over from China and offering to bring new products just for Baden Bath's benefit.

    But despite the relationship building, Mike Saxon, author of An American's Guide to Doing Business in China, warns that a seemingly solid rapport can still be trumped by yuan. "People who go over to China think it's the China of centuries ago: Confucius, everybody's honorable and whatever--and it's not! It's a different culture today," explains Saxon, who adds that the 36 Stratagems, a collection of Chinese proverbs, is part of the basic Chinese gestalt. Indeed, Saxon says that it's not uncommon for Chinese companies to keep four sets of accounting books.

    Saxon also says that the Chinese take a long-term view and aren't risk-takers. The society is less individualistic than America's, so the Chinese aren't big on confrontation. To this end, Tomalin highlights the Chinese belief in the "middle way," a nuanced form of compromise, which means they may insist on working out an agreement rather than taking no for an answer. For an American, this translates into fostering respect, including stifling open criticism.

    The challenges can be as big as China, but Deane says his relationship with the Chinese has been a valuable asset. "I would consider a lot of our manufacturing partners over there more than just business partners; they're friends," he says. "They advise me a lot. They're interested in seeing us succeed, too."

    西拉斯迪恩，42歲的巴登衛(wèi)浴總裁，一個(gè)擁有數(shù)百萬美元的豪華衛(wèi)浴，浴缸，水槽，面盆等的供應(yīng)商，在中國(guó)發(fā)現(xiàn)同樣的現(xiàn)象，似乎每家公司在世界上人口最多的國(guó)家都找到了適合本公司發(fā)展的行業(yè)--制造業(yè)。中國(guó)是世界第二大經(jīng)濟(jì)體，是外國(guó)直接投資的主要目的地之一。雖然中國(guó)是可以讓你大展鴻圖的國(guó)家，并不意味著你的工作是小菜一碟。事實(shí)上，克服文化差異的艱巨決不比攀登長(zhǎng)城要困難。

    中國(guó)人喜歡與個(gè)人，而不是公司做生意。所以在中國(guó)培養(yǎng)友誼是至關(guān)重要的。中國(guó)人不喜歡直奔主題，更喜歡在談笑風(fēng)生和充滿神秘佳肴的大宴會(huì)中相互結(jié)識(shí)。因此，和其他美國(guó)人一樣，迪恩必須改變他的"讓交易成功，轉(zhuǎn)移到下一個(gè)目標(biāo)"的理念。為了闡明自己的觀點(diǎn)，迪恩說："他們不是談?wù)撝黝}，在田納西州，納什維爾的企業(yè)家發(fā)現(xiàn)自己與客戶花費(fèi)了兩個(gè)小時(shí)足部按摩，這樣他們可以無所事事地交談。幾乎每一次他訪問佛山的制造商，他們都堅(jiān)持以長(zhǎng)途駕車去農(nóng)村的方式來建立情誼，而且經(jīng)常重復(fù)到他以前欽佩的地方。 "他們是在花時(shí)間了解你。"迪恩說。

    作為一種成功的方案，巴里托瑪林，國(guó)際交流的文化培訓(xùn)主任，建議你請(qǐng)中國(guó)代理人和合伙人到昂貴的地方吃大餐，這樣的交往要持續(xù)6個(gè)月到一年。"中國(guó)社交界是建立在關(guān)系的基礎(chǔ)上，你的關(guān)系網(wǎng)有利于實(shí)現(xiàn)你的目的。迪恩說："例如，這將會(huì)幫助他的一個(gè)不會(huì)說英語的制造商，在出席芝加哥即將舉行的貿(mào)易展上有望得到新的業(yè)務(wù)。作為回報(bào)，他給迪恩航運(yùn)來自中國(guó)的樣本，并提供有利于巴登衛(wèi)浴的新產(chǎn)品。"

    邁克撒克遜，《一個(gè)美國(guó)人對(duì)在中國(guó)經(jīng)商的指南》的作者警告說："盡管建立關(guān)系，一個(gè)看似堅(jiān)實(shí)的交往仍然得通過人民幣才能靠得住。" "過去人們認(rèn)為中國(guó)還是幾個(gè)世紀(jì)前的中國(guó)：孔子思想，每個(gè)人都是正直的-事實(shí)上并不是這樣的！現(xiàn)代中國(guó)的文化已經(jīng)有所不同。"他為此書添加了36條策略，是一個(gè)中國(guó)諺語的收集者，被認(rèn)為是中國(guó)基本格式塔的一部分。事實(shí)上，中國(guó)企業(yè)保持4套會(huì)計(jì)賬簿是很正常的，撒克遜說。

    撒克遜也表示，中國(guó)人有遠(yuǎn)見，不冒險(xiǎn)。比起美國(guó)社會(huì)少些個(gè)人主義，所以中國(guó)人不太在行與人對(duì)抗。為此，托瑪林突出了中國(guó)人對(duì)"中庸思想"的妥協(xié)微妙的形式，這意味著他們可能會(huì)堅(jiān)持執(zhí)行一項(xiàng)協(xié)議，而不是采取一個(gè)否定的答案。而對(duì)于美國(guó)人來說，這是在培養(yǎng)尊重，包括令人窒息的公開批評(píng)。

    這種挑戰(zhàn)大如中國(guó)，迪恩說，他與中國(guó)人的關(guān)系一直是寶貴的財(cái)富。 "我會(huì)考慮在那里結(jié)交更多制造業(yè)合作伙伴而不僅僅是商業(yè)伙伴，他們是我的朋友，"他說， "他們會(huì)給我提供很多建義，也希望看到我們?nèi)〉贸晒Α?quot;