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 <title>Association of Accredited Public Policy Advocates to the European Union - China</title>
 <link>https://www.aalep.eu/taxonomy/term/69</link>
 <description></description>
 <language>en</language>
<item>
 <title>CHINA, NOT YET A SUPERPOWER</title>
 <link>https://www.aalep.eu/china-not-yet-superpower</link>
 <description>&lt;div class=&quot;field field-name-body field-type-text-with-summary field-label-hidden&quot;&gt;&lt;div class=&quot;field-items&quot;&gt;&lt;div class=&quot;field-item even&quot; property=&quot;content:encoded&quot;&gt;&lt;p&gt;China has surpassed the United States in terms of GDP based on purchasing power parity (PPP) becoming the largest in the world by this measure, International Monetary Fund estimates show.&lt;/p&gt;
&lt;p&gt;In 2014 China reached US$ 17.6 trillion or 16.48 percent of the world&#039;s purchasing power-adjusted GDP, while the U.S. made slightly less, 16.28 percent or US$ 17.4 trillion. In 2015 the gap between China and the U.S. will increase to almost a trillion U.S.$: Chinese GDP will amount to US$ 19.23 trillion against US$ 18.286 trillion in the U.S. However in terms of real GDP, the United States remains the undisputed world leader with US$ 16.8 trillion, significantly outpacing China with US$ 10.4 trillion.&lt;/p&gt;
&lt;p&gt;Before China can become a legitimate superpower, it must meet its internal and external challenges and make some fundamental political changes. China&#039;s nine percent economic growth rate since 1990 has enabled it to expand its sphere of influence and gain ground not only in Asia but also in Africa and South America. This influence will probably continue to grow in the future. In Central Asia, China has invested billions of dollars in oil and natural gas companies to secure its long-term energy demands. China is making large investments in South America as well. In addition, China is the preferred partner of many governments in Africa and is becoming the largest trading partner of Brazil and South Africa, both rising economic giants.&lt;/p&gt;
&lt;p&gt;Nevertheless, all these investments and China&#039;s attempt to spread its soft power do not guarantee that China is becoming the next world power, for it has major internal issues to deal with. It msut deal with an aging population and gender imablance produced by its one-child policy. It must deal with its water shortage problem and with pollution. These are not the only problems facing China. It must also find a way to produce millions more jobs in order to continue its economic growth. It must overcome internal ethnic issues, economic disparity, virile nationalism, and it must be able to absorb six million people moving into the cities every year.&lt;/p&gt;
&lt;p&gt;Beside fighting separatist groups in Xinxiang, a problem China will face for years, it also has Taiwan to worry about. This issue remains China&#039;s top foreign policy priority. China can become a superpower when it is no longer focused on domestic issues. In brieff, China cannot rule the world until it consolidates its territory. In order for China to gain hegemonic status on the world stage, it must also become an innovative society, a society that nurtures political and economic institutions. It has had tremendous economic growth, but that has not launched it on a trajectory of scientific revolution that led to the rise and ascendancy of the West. Nor does it have innovative and creative companies that could parallel Apple, Google, Twitter or Facebook. Given these challenges, China has a long and complicated road ahead before it can claim the status of a superpower.&lt;/p&gt;
&lt;p&gt; &lt;/p&gt;
&lt;/div&gt;&lt;/div&gt;&lt;/div&gt;&lt;div class=&quot;field field-name-field-tags field-type-taxonomy-term-reference field-label-above&quot;&gt;&lt;div class=&quot;field-label&quot;&gt;Tags:&amp;nbsp;&lt;/div&gt;&lt;div class=&quot;field-items&quot;&gt;&lt;div class=&quot;field-item even&quot; rel=&quot;dc:subject&quot;&gt;&lt;a href=&quot;/taxonomy/term/69&quot; typeof=&quot;skos:Concept&quot; property=&quot;rdfs:label skos:prefLabel&quot; datatype=&quot;&quot;&gt;China&lt;/a&gt;&lt;/div&gt;&lt;div class=&quot;field-item odd&quot; rel=&quot;dc:subject&quot;&gt;&lt;a href=&quot;/taxonomy/term/355&quot; typeof=&quot;skos:Concept&quot; property=&quot;rdfs:label skos:prefLabel&quot; datatype=&quot;&quot;&gt;NOT YET A SUPERPOWER&lt;/a&gt;&lt;/div&gt;&lt;/div&gt;&lt;/div&gt;&lt;div class=&quot;social-share clearfix&quot;&gt;&lt;span class=&quot;share-label&quot;&gt;Share to: &lt;/span&gt;&lt;a href=&quot;http://digg.com/share?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-not-yet-superpower&amp;amp;title=CHINA%2C%20NOT%20YET%20A%20SUPERPOWER&quot; class=&quot;social-share-digg&quot; title=&quot;Digg&quot; target=&quot;_blank&quot;&gt;Digg&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://facebook.com/sharer.php?u=https%3A%2F%2Fwww.aalep.eu%2Fchina-not-yet-superpower&amp;amp;t=CHINA%2C%20NOT%20YET%20A%20SUPERPOWER&quot; class=&quot;social-share-facebook&quot; title=&quot;Facebook&quot; target=&quot;_blank&quot;&gt;Facebook&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;https://plus.google.com/share?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-not-yet-superpower&quot; class=&quot;social-share-googleplus&quot; title=&quot;Google Plus&quot; target=&quot;_blank&quot;&gt;Google Plus&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://www.linkedin.com/shareArticle?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-not-yet-superpower&amp;amp;mini=true&amp;amp;title=CHINA%2C%20NOT%20YET%20A%20SUPERPOWER&amp;amp;ro=false&amp;amp;summary=China%20has%20surpassed%20the%20United%20States%20in%20terms%20of%20...&amp;amp;source=&quot; class=&quot;social-share-linkedin&quot; title=&quot;LinkedIn&quot; target=&quot;_blank&quot;&gt;LinkedIn&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://profile.live.com/badge/?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-not-yet-superpower&amp;amp;title=CHINA%2C%20NOT%20YET%20A%20SUPERPOWER&amp;amp;description=China%20has%20surpassed%20the%20United%20States%20in%20terms%20of%20...&quot; class=&quot;social-share-msnlive&quot; title=&quot;MSN Live&quot; target=&quot;_blank&quot;&gt;MSN Live&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://reddit.com/submit?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-not-yet-superpower&amp;amp;title=CHINA%2C%20NOT%20YET%20A%20SUPERPOWER&quot; class=&quot;social-share-reddit&quot; title=&quot;Reddit&quot; target=&quot;_blank&quot;&gt;Reddit&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://stumbleupon.com/submit?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-not-yet-superpower&amp;amp;title=CHINA%2C%20NOT%20YET%20A%20SUPERPOWER&quot; class=&quot;social-share-stumbleupon&quot; title=&quot;StumbleUpon&quot; target=&quot;_blank&quot;&gt;StumbleUpon&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://twitter.com/intent/tweet?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-not-yet-superpower&amp;amp;text=CHINA%2C%20NOT%20YET%20A%20SUPERPOWER&quot; class=&quot;social-share-twitter&quot; title=&quot;Twitter&quot; target=&quot;_blank&quot;&gt;Twitter&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://bookmarks.yahoo.com/toolbar/savebm?opener=tb&amp;amp;u=https%3A%2F%2Fwww.aalep.eu%2Fchina-not-yet-superpower&amp;amp;t=CHINA%2C%20NOT%20YET%20A%20SUPERPOWER&amp;amp;d=China%20has%20surpassed%20the%20United%20States%20in%20terms%20of%20...&quot; class=&quot;social-share-yahoo&quot; title=&quot;Yahoo&quot; target=&quot;_blank&quot;&gt;Yahoo&lt;/a&gt;&amp;nbsp;&lt;/div&gt;</description>
 <pubDate>Sun, 14 Dec 2014 21:42:13 +0000</pubDate>
 <dc:creator>christian</dc:creator>
 <guid isPermaLink="false">1530 at https://www.aalep.eu</guid>
 <comments>https://www.aalep.eu/china-not-yet-superpower#comments</comments>
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 <title>CHINESE MODEL OF ENGAGEMENT IN AFRICA</title>
 <link>https://www.aalep.eu/chinese-model-engagement-africa</link>
 <description>&lt;div class=&quot;field field-name-body field-type-text-with-summary field-label-hidden&quot;&gt;&lt;div class=&quot;field-items&quot;&gt;&lt;div class=&quot;field-item even&quot; property=&quot;content:encoded&quot;&gt;&lt;p&gt;This article was written by Adam Tiffen, a member of the Truman National Security Project’s Defense Council in the U.S. who  currently works in sustainable development. Views expressed are his own. Article has been edited.&lt;/p&gt;
&lt;p&gt;&quot;To support its booming economic growth, China’s demand for natural resources has become insatiable. In exchange for locking up access to natural resources, China has authorized billions of dollars in loans to African governments. With an increasing number of these governments beholden to China, a new imperial empire is taking shape in Africa.&lt;/p&gt;
&lt;p&gt;China is currently Africa’s largest trading partner. In 2011, the volume of trade increased a staggering 33% from the previous year to USD 166 billion. This trade dependence works both ways; one third of China’s oil supplies come from Angola and Nigeria. Up to 20% of China&#039;s demand for cotton is met by trade with Benin, Burkina Faso, and Mali. The Côte d’Ivoire supplies the vast majority of Chinas’ cocoa. Namibia is one of China’s main suppliers of Fish, and Kenya remains one of the main suppliers of Chinese Coffee.&lt;/p&gt;
&lt;p&gt;In extractives, however, the trade imbalance is even starker. Across the continent, Chinese demand for iron ore, copper, and timber has led to trade agreements in which Chinese government-owned companies are granted rights to huge tracts of land for timber or exclusive access to copper and iron ore mines. In exchange, the Chinese government has authorized billions of dollars in loans to African governments. However, these loans often come with a catch: until this year, development work paid for by these funds were typically open only to tenders by Chinese companies.&lt;/p&gt;
&lt;p&gt;Chinese government-backed construction companies are doing exceptionally well due to these policies. Rather than infusing local African economies with cash, stimulating growth, and increasing local capacity, the main benefit has been to Chinese enterprises. These companies, financed by their own government, systematically import cheap Chinese labor to staff their construction projects. As a result, for many African countries, the exchange of valuable natural resources for critically needed infrastructure has had limited impact on unemployment and little corresponding development of a vast African unskilled labor force. &lt;strong&gt;Today, there are an estimated 1 million Chinese living and working in Africa.&lt;/strong&gt;&lt;/p&gt;
&lt;p&gt;The truth is the Chinese approach in Africa is a new form of colonialism. Chinese interests in Africa are motivated solely for China’s benefit; by combining government action with corporate interests, the Chinese are locking up rights to billions of dollars of valuable commodities. African nations, facing political pressure to show some development progress, are induced to barter what are often their only significant sources of potential wealth for mediocre infrastructure that does little to develop their economies and is worth a tiny fraction of the total value of the resources they sign over to the Chinese. The lack of sustainability in this trading partnership creates an inevitable African dependence upon Chinese largess for future maintenance and rehabilitation of this infrastructure.&lt;/p&gt;
&lt;p&gt;Corruption and graft, rampant throughout African politics, has also enabled Chinese government backed businesses to influence political decision makers in their economic favor. Needless to say, Chinese construction on the African continent is also undertaken with little regard for environmental and cultural sustainability. The resultant destruction of rainforests, unrestricted mining, and pollution of fresh water supplies will have a lasting negative impact on the economic and security situation.&lt;/p&gt;
&lt;p&gt;China’s approach in Africa is a new form of economic colonialism. Chinese state-backed companies will continue to extract precious natural resources with little to no benefit derived by indigenous populations. China’s expanding economic influence will result in an increasing dependence that will dominate African economies and politics.  &lt;/p&gt;
&lt;/div&gt;&lt;/div&gt;&lt;/div&gt;&lt;div class=&quot;field field-name-field-tags field-type-taxonomy-term-reference field-label-above&quot;&gt;&lt;div class=&quot;field-label&quot;&gt;Tags:&amp;nbsp;&lt;/div&gt;&lt;div class=&quot;field-items&quot;&gt;&lt;div class=&quot;field-item even&quot; rel=&quot;dc:subject&quot;&gt;&lt;a href=&quot;/taxonomy/term/69&quot; typeof=&quot;skos:Concept&quot; property=&quot;rdfs:label skos:prefLabel&quot; datatype=&quot;&quot;&gt;China&lt;/a&gt;&lt;/div&gt;&lt;div class=&quot;field-item odd&quot; rel=&quot;dc:subject&quot;&gt;&lt;a href=&quot;/taxonomy/term/149&quot; typeof=&quot;skos:Concept&quot; property=&quot;rdfs:label skos:prefLabel&quot; datatype=&quot;&quot;&gt;model of engagement&lt;/a&gt;&lt;/div&gt;&lt;div class=&quot;field-item even&quot; rel=&quot;dc:subject&quot;&gt;&lt;a href=&quot;/taxonomy/term/104&quot; typeof=&quot;skos:Concept&quot; property=&quot;rdfs:label skos:prefLabel&quot; datatype=&quot;&quot;&gt;Africa&lt;/a&gt;&lt;/div&gt;&lt;/div&gt;&lt;/div&gt;&lt;div class=&quot;social-share clearfix&quot;&gt;&lt;span class=&quot;share-label&quot;&gt;Share to: &lt;/span&gt;&lt;a href=&quot;http://digg.com/share?url=https%3A%2F%2Fwww.aalep.eu%2Fchinese-model-engagement-africa&amp;amp;title=CHINESE%20MODEL%20OF%20ENGAGEMENT%20IN%20AFRICA&quot; class=&quot;social-share-digg&quot; title=&quot;Digg&quot; target=&quot;_blank&quot;&gt;Digg&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://facebook.com/sharer.php?u=https%3A%2F%2Fwww.aalep.eu%2Fchinese-model-engagement-africa&amp;amp;t=CHINESE%20MODEL%20OF%20ENGAGEMENT%20IN%20AFRICA&quot; class=&quot;social-share-facebook&quot; title=&quot;Facebook&quot; target=&quot;_blank&quot;&gt;Facebook&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;https://plus.google.com/share?url=https%3A%2F%2Fwww.aalep.eu%2Fchinese-model-engagement-africa&quot; class=&quot;social-share-googleplus&quot; title=&quot;Google Plus&quot; target=&quot;_blank&quot;&gt;Google Plus&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://www.linkedin.com/shareArticle?url=https%3A%2F%2Fwww.aalep.eu%2Fchinese-model-engagement-africa&amp;amp;mini=true&amp;amp;title=CHINESE%20MODEL%20OF%20ENGAGEMENT%20IN%20AFRICA&amp;amp;ro=false&amp;amp;summary=This%20article%20was%20written%20by%20Adam%20Tiffen%2C%C2%A0a%20member...&amp;amp;source=&quot; class=&quot;social-share-linkedin&quot; title=&quot;LinkedIn&quot; target=&quot;_blank&quot;&gt;LinkedIn&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://profile.live.com/badge/?url=https%3A%2F%2Fwww.aalep.eu%2Fchinese-model-engagement-africa&amp;amp;title=CHINESE%20MODEL%20OF%20ENGAGEMENT%20IN%20AFRICA&amp;amp;description=This%20article%20was%20written%20by%20Adam%20Tiffen%2C%C2%A0a%20member...&quot; class=&quot;social-share-msnlive&quot; title=&quot;MSN Live&quot; target=&quot;_blank&quot;&gt;MSN Live&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://reddit.com/submit?url=https%3A%2F%2Fwww.aalep.eu%2Fchinese-model-engagement-africa&amp;amp;title=CHINESE%20MODEL%20OF%20ENGAGEMENT%20IN%20AFRICA&quot; class=&quot;social-share-reddit&quot; title=&quot;Reddit&quot; target=&quot;_blank&quot;&gt;Reddit&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://stumbleupon.com/submit?url=https%3A%2F%2Fwww.aalep.eu%2Fchinese-model-engagement-africa&amp;amp;title=CHINESE%20MODEL%20OF%20ENGAGEMENT%20IN%20AFRICA&quot; class=&quot;social-share-stumbleupon&quot; title=&quot;StumbleUpon&quot; target=&quot;_blank&quot;&gt;StumbleUpon&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://twitter.com/intent/tweet?url=https%3A%2F%2Fwww.aalep.eu%2Fchinese-model-engagement-africa&amp;amp;text=CHINESE%20MODEL%20OF%20ENGAGEMENT%20IN%20AFRICA&quot; class=&quot;social-share-twitter&quot; title=&quot;Twitter&quot; target=&quot;_blank&quot;&gt;Twitter&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://bookmarks.yahoo.com/toolbar/savebm?opener=tb&amp;amp;u=https%3A%2F%2Fwww.aalep.eu%2Fchinese-model-engagement-africa&amp;amp;t=CHINESE%20MODEL%20OF%20ENGAGEMENT%20IN%20AFRICA&amp;amp;d=This%20article%20was%20written%20by%20Adam%20Tiffen%2C%C2%A0a%20member...&quot; class=&quot;social-share-yahoo&quot; title=&quot;Yahoo&quot; target=&quot;_blank&quot;&gt;Yahoo&lt;/a&gt;&amp;nbsp;&lt;/div&gt;</description>
 <pubDate>Thu, 21 Aug 2014 09:09:13 +0000</pubDate>
 <dc:creator>christian</dc:creator>
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 <title>CHINA: GOVERNMENT RELATIONS PRACTICE</title>
 <link>https://www.aalep.eu/china-government-relations-practice</link>
 <description>&lt;div class=&quot;field field-name-body field-type-text-with-summary field-label-hidden&quot;&gt;&lt;div class=&quot;field-items&quot;&gt;&lt;div class=&quot;field-item even&quot; property=&quot;content:encoded&quot;&gt;&lt;p&gt;For many companies, dealing with the Chinese government is a humbling experience. The State Council consists of 28 Ministries and Commissions. The Head of each Ministry and Commission carries the title of Minister, a ranking equivalent to that of a Provincial Governor. China&#039;s leaders are not elected and can&#039;t lay claim to a democratic mandate. &lt;/p&gt;
&lt;p&gt;The first challenge for a Government Affairs professional is determining which Ministry governs your particular business and what regulations apply. Government decisions are not  very transparent. In the past few years, the Chinese government has also issued a bewildering number of new regulations. All new rules and regulations are published by the Ministry of Commerce in the &lt;em&gt;MofCom Gazette&lt;/em&gt;. Simply staying abreast of regulations being issued and those on the horizon is one of the most daunting challenges a Government Affairs professional faces. There are many question marks in the current regulatory regime. If there&#039;s a gray area or new area, you may find various pieces of the government competing for domain. In these circumstances, companies need to consider which area they&#039;d prefer to be regulated by  and then strengthen their hand by sharing information with that Ministry or office.&lt;/p&gt;
&lt;p&gt;A lot of Chinese regulations are deliberately written vaguely because the government has the upper hand if you&#039;re operating in a gray area. Officials can choose to enforce a regulation to the letter if they want to crack down on you, or they can be benign if they don&#039;t. After an idea is drafted into legislation, it enters into a consultation phase. During that phase, companies can either directly or indirectly influence the legislation before it reaches the National People&#039;s Congress. In addition, the Chinese government is proactively soliciting various business chambers for input on legislation.&lt;/p&gt;
&lt;p&gt;You need to have a government relations function for your China operations before you go to China. You can&#039;t seriously do business without government relations. The reality is that the Chinese government extends its reach deeply into business. Finding and retaining top talent ranks as the greatest challenge for companies operating in China and among the hardest jobs to fill are government affairs positions.&lt;/p&gt;
&lt;p&gt;When it comes to assembling a government affairs team in China, the best is to hire former Chinese officials for their deep knowledge of how the system works. These individuals know whom to call, how to phrase requests, how best to couch suggestions in acceptable language and how to interact with Chinese government officials. Patience and modesty are the key virtues for a Government Affairs professional working in China, given that accomplishing anything through government channels is time-consuming.&lt;/p&gt;
&lt;p&gt;When working with the Chinese government, seek alignment between the strategies of your company and the policies of China’s leaders. Meeting Chinese government officials prior to or in parallel with negotiations with Chinese business executives increases the chances of success.&lt;/p&gt;
&lt;p&gt;&lt;strong&gt;Dealing with the Chinese Government&lt;/strong&gt;&lt;/p&gt;
&lt;p&gt;It’s all about power. The power of China’s leaders comes through their leadership of the Communist Party of China (CPC), which is constitutionally mandated to lead the government in China’s one-party political system. The fulcrum of CPC control is its appointment and promotion of all key government officials especially Party Secretaries (the top bosses of ¨Provinces and Municipalities), Governors and Mayors—and of all key senior executives of state-owned enterprises. In fact, all officials and state-owned enterprise executives are evaluated based on their achievements of China’s leaders’ policies.&lt;/p&gt;
&lt;p&gt;To distinguish government relations from business is to betray naiveté as to how China’s “system” works, where good relationships with Chinese government officials facilitate better relationships with Chinese business executives. (Indeed, government officials can become state-owned enterprise executives and vice versa).&lt;/p&gt;
&lt;p&gt;Thus, country managers of multinational corporations doing business in China should make government relations their personal responsibilities. They can have direct reports who focus on government relations, but this should not diminish their own “ownership” of government relations. Furthermore, when foreign firms take the Chinese market seriously, when China is or will become a global revenue driver, their worldwide CEOs should focus on Chinese government relations.&lt;/p&gt;
&lt;p&gt;Sequencing relationships is vital: Top-down optimizes the system. When CEOs meet Chinese officials prior to or in parallel with negotiations with Chinese business executives, the character of the business meetings changes subtly; the Chinese executives become more respectful and the meetings become more productive.&lt;/p&gt;
&lt;p&gt;Ideally, the foreign firm’s relationships with Chinese officials should be conducted independently by the foreign firm itself and not only via the foreign firm’s Chinese partner. The Chinese partner will always want to arrange these meetings, but the foreign firm should, at least on occasion, do this on its own. While the Chinese partner may argue that they know the Chinese system far better which is obviously true; the fact remains that the foreign firm must develop independent relationships with officials or it will forever be held captive by its Chinese partner.&lt;/p&gt;
&lt;p&gt;Furthermore, because the Chinese partner is, indeed, part of the system (and thus, must obey strict reporting hierarchies and protocols), the foreign firm will have greater flexibility in arranging meetings. Many senior Chinese officials enjoy visiting with foreign CEOs in order to gain international understanding, a new criterion by which they are assessed for promotion.&lt;/p&gt;
&lt;p&gt;The China market is huge and growing, and most major companies have a China strategy, whether they know it or not. Appreciating how to work effectively with the Chinese government and how to deal properly with Chinese officials are essential for success.&lt;/p&gt;
&lt;p&gt;&lt;strong&gt;Dealing with Local Government&lt;/strong&gt;&lt;/p&gt;
&lt;p&gt;To be successful in China, foreign companies must build strong, lasting relationships with not only the central government but with local governments as well. Local PRC government offices exert a significant amount of influence on foreign companies’ operations in China. The influence can stretch beyond expected areas such as product and investment approvals, customs clearance, and taxation to touch on matters such as land use, human resources, and marketing. Given the extensive reach of government and quasi-government entities in China, many foreign companies seek best practices to manage the wide range of government relationships.&lt;/p&gt;
&lt;p&gt;Continued expansion of foreign companies into China has brought a heightened recognition of the importance of government relations at all levels. Many companies have a dedicated, centralized, corporate-level Government Affairs (GA) staff based in one location in China, frequently in Beijing. With the increasing number and complexity of policies that affect foreign companies in China, GA staff often focus on maintaining relations with central government officials and linking broader corporate goals to national government priorities. This broader focus often leaves little time to manage local government relations that are essential to ensuring smooth daily business operations.&lt;/p&gt;
&lt;p&gt;In addition to GA work at the national level, companies often manage government relations at the sub-national level, which includes Provincial, Municipal, District, and County levels, to support business operations in that specific jurisdiction. Sub-national GA work tends to focus on compliance and implementation to ensure smooth daily operations at the company’s local facility rather than on policy development. Companies that cultivate relations with local officials when business is going well increase the likelihood that they will have channels to use when specific problems arise.&lt;/p&gt;
&lt;p&gt;A company may need to work with all local government administrative levels depending on the issue. In general, provincial-level government agencies set the goals and development strategies for the whole province. GA work at the provincial level tends to focus on promoting awareness of the company’s products and services to influence top provincial decision-makers and on gathering information about the province’s plans for implementing industrial and macroeconomic policy. In addition, certain provincial regulators, such as provincial development and reform commissions and provincial bureaus of commerce, have approval authority for foreign investments above a certain threshold or in certain industries.&lt;/p&gt;
&lt;p&gt;District and zone government agencies are generally micro-regulators responsible for implementing the policies that touch on daily business operations, such as business licenses, tax registrations, import and export clearance, work safety inspections, and utility supply.&lt;/p&gt;
&lt;p&gt;&lt;strong&gt;Best Practices&lt;/strong&gt;&lt;/p&gt;
&lt;p&gt;Building and maintaining successful government relationships in China is a challenge. In addition to the significant language and cultural barriers, the environment is rapidly changing. The  best practices here below are designed to assist companies in navigating the obstacles encountered in developing effective government relationships in China and increase their success.&lt;/p&gt;
&lt;ol&gt;
&lt;li&gt;Understand China’s vertically integrated and complex power structure and all stakeholders.&lt;/li&gt;
&lt;li&gt;Develop a government relations strategy. The Chinese government is involved in every aspect of business in China and is a key constituency. As a result, a foreign  company doing business in China must seek to develop relationships with key government officials. Introductions to these officials are often made by the Chinese partner, intermediaries, lawyers, or others.&lt;/li&gt;
&lt;li&gt;Identify powerful and influential people and organizations at different levels of the party-state system as well as policy entrepreneurs.&lt;/li&gt;
&lt;li&gt;Create government relations messaging that demonstrates commercial goals are aligned with the objectives of Chinese government and society.&lt;/li&gt;
&lt;li&gt;Spot and analyse the role of individuals in power relations, hierarchies, networks, and status positions.&lt;/li&gt;
&lt;li&gt;Determine whether a behind-the-scenes influencer may be driving issues in unexpected ways.&lt;/li&gt;
&lt;li&gt;Map the complex web of stakeholders needed to address each issue.&lt;/li&gt;
&lt;li&gt;Engage proactively before critical need emerges.&lt;/li&gt;
&lt;li&gt;Train government relations employees to work together closely.&lt;/li&gt;
&lt;li&gt;Develop “guanxi.” China is not a place where individuals function alone. As a result, personal relationships in China are critical. “Guanxi” is a Confucian concept of relationships and connections that is at the heart of all business dealings in China. It encompasses a set of complex values including hierarchy, respect, mutual benefit, and “face.” In developing guanxi in China, there is no substitute for humility. A foreign company that enters China with the attitude that it is sophisticated and will show the locals how business is done is likely to fail. In addition, one should look to benefit those with whom one seeks to develop relationships. It is a matter of giving in a powerful way as opposed to taking or expecting benefit.&lt;/li&gt;
&lt;li&gt;Build the personal relationship with the Chinese party on a day-by-day basis. Like guanxi, “youyi,” or friendships, are critical for success. The better the personal relationships, the more likely the venture will be successful. A foreign company must work on this everyday, and company managers should seek to develop friendships with the Chinese personnel with whom they are working. This process is commonly referred to as “jiao pengyou.” The basis for Chinese friendships historically has been through family contacts, schools, and work contacts. the parties.&lt;/li&gt;
&lt;li&gt;Track and evaluate government relations performance and adjust strategies accordingly.&lt;/li&gt;
&lt;/ol&gt;
&lt;p&gt; &lt;/p&gt;
&lt;/div&gt;&lt;/div&gt;&lt;/div&gt;&lt;div class=&quot;field field-name-field-tags field-type-taxonomy-term-reference field-label-above&quot;&gt;&lt;div class=&quot;field-label&quot;&gt;Tags:&amp;nbsp;&lt;/div&gt;&lt;div class=&quot;field-items&quot;&gt;&lt;div class=&quot;field-item even&quot; rel=&quot;dc:subject&quot;&gt;&lt;a href=&quot;/taxonomy/term/69&quot; typeof=&quot;skos:Concept&quot; property=&quot;rdfs:label skos:prefLabel&quot; datatype=&quot;&quot;&gt;China&lt;/a&gt;&lt;/div&gt;&lt;div class=&quot;field-item odd&quot; rel=&quot;dc:subject&quot;&gt;&lt;a href=&quot;/taxonomy/term/116&quot; typeof=&quot;skos:Concept&quot; property=&quot;rdfs:label skos:prefLabel&quot; datatype=&quot;&quot;&gt;Government Relations&lt;/a&gt;&lt;/div&gt;&lt;div class=&quot;field-item even&quot; rel=&quot;dc:subject&quot;&gt;&lt;a href=&quot;/taxonomy/term/117&quot; typeof=&quot;skos:Concept&quot; property=&quot;rdfs:label skos:prefLabel&quot; datatype=&quot;&quot;&gt;Practice&lt;/a&gt;&lt;/div&gt;&lt;/div&gt;&lt;/div&gt;&lt;div class=&quot;social-share clearfix&quot;&gt;&lt;span class=&quot;share-label&quot;&gt;Share to: &lt;/span&gt;&lt;a href=&quot;http://digg.com/share?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-government-relations-practice&amp;amp;title=CHINA%3A%20GOVERNMENT%20RELATIONS%20PRACTICE&quot; class=&quot;social-share-digg&quot; title=&quot;Digg&quot; target=&quot;_blank&quot;&gt;Digg&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://facebook.com/sharer.php?u=https%3A%2F%2Fwww.aalep.eu%2Fchina-government-relations-practice&amp;amp;t=CHINA%3A%20GOVERNMENT%20RELATIONS%20PRACTICE&quot; class=&quot;social-share-facebook&quot; title=&quot;Facebook&quot; target=&quot;_blank&quot;&gt;Facebook&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;https://plus.google.com/share?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-government-relations-practice&quot; class=&quot;social-share-googleplus&quot; title=&quot;Google Plus&quot; target=&quot;_blank&quot;&gt;Google Plus&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://www.linkedin.com/shareArticle?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-government-relations-practice&amp;amp;mini=true&amp;amp;title=CHINA%3A%20GOVERNMENT%20RELATIONS%20PRACTICE&amp;amp;ro=false&amp;amp;summary=For%20many%20companies%2C%20dealing%20with%20the%20Chinese%20gover...&amp;amp;source=&quot; class=&quot;social-share-linkedin&quot; title=&quot;LinkedIn&quot; target=&quot;_blank&quot;&gt;LinkedIn&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://profile.live.com/badge/?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-government-relations-practice&amp;amp;title=CHINA%3A%20GOVERNMENT%20RELATIONS%20PRACTICE&amp;amp;description=For%20many%20companies%2C%20dealing%20with%20the%20Chinese%20gover...&quot; class=&quot;social-share-msnlive&quot; title=&quot;MSN Live&quot; target=&quot;_blank&quot;&gt;MSN Live&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://reddit.com/submit?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-government-relations-practice&amp;amp;title=CHINA%3A%20GOVERNMENT%20RELATIONS%20PRACTICE&quot; class=&quot;social-share-reddit&quot; title=&quot;Reddit&quot; target=&quot;_blank&quot;&gt;Reddit&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://stumbleupon.com/submit?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-government-relations-practice&amp;amp;title=CHINA%3A%20GOVERNMENT%20RELATIONS%20PRACTICE&quot; class=&quot;social-share-stumbleupon&quot; title=&quot;StumbleUpon&quot; target=&quot;_blank&quot;&gt;StumbleUpon&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://twitter.com/intent/tweet?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-government-relations-practice&amp;amp;text=CHINA%3A%20GOVERNMENT%20RELATIONS%20PRACTICE&quot; class=&quot;social-share-twitter&quot; title=&quot;Twitter&quot; target=&quot;_blank&quot;&gt;Twitter&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://bookmarks.yahoo.com/toolbar/savebm?opener=tb&amp;amp;u=https%3A%2F%2Fwww.aalep.eu%2Fchina-government-relations-practice&amp;amp;t=CHINA%3A%20GOVERNMENT%20RELATIONS%20PRACTICE&amp;amp;d=For%20many%20companies%2C%20dealing%20with%20the%20Chinese%20gover...&quot; class=&quot;social-share-yahoo&quot; title=&quot;Yahoo&quot; target=&quot;_blank&quot;&gt;Yahoo&lt;/a&gt;&amp;nbsp;&lt;/div&gt;</description>
 <pubDate>Tue, 12 Aug 2014 14:55:10 +0000</pubDate>
 <dc:creator>christian</dc:creator>
 <guid isPermaLink="false">1357 at https://www.aalep.eu</guid>
 <comments>https://www.aalep.eu/china-government-relations-practice#comments</comments>
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 <title>CHINA CASE STUDY: IF YOU WANT SOMETHING DONE IN BRUSSELS, GO TO BERLIN</title>
 <link>https://www.aalep.eu/china-case-study-if-you-want-something-done-brussels-go-berlin</link>
 <description>&lt;div class=&quot;field field-name-body field-type-text-with-summary field-label-hidden&quot;&gt;&lt;div class=&quot;field-items&quot;&gt;&lt;div class=&quot;field-item even&quot; property=&quot;content:encoded&quot;&gt;&lt;p&gt;Europe’s future relationship with China one of its most important “strategic partners”  will be determined to a large extent by Germany’s rapidly evolving bilateral relationship with China. Germany is China’s number-one trade partner in the EU: nearly half of all EU exports to China come from Germany; nearly a quarter of EU imports from China go to Germany. The increase in trade between China and Germany during the last decade and, in particular, in German exports to China  has exceeded all expectations. In fact, China is now the second-largest market for German exports outside the EU  and has overtaken the United States.&lt;/p&gt;
&lt;p&gt;The burgeoning economic interdependence between China and Germany, based on a technology-for-markets swap, is the basis for an increasingly close political relationship. Since 2004, Sino-German relations have been described as a “strategic partnership in global responsibility”. Relations were upgraded to a “comprehensive strategic partnership” during President Xi Jinping’s official visit to Germany at the end of March 2014. Intergovernmental consultations have been held since 2011. So far, the intergovernmental consultations have resulted in a total of more than 40 concrete agreements.There are now a total of more than 60 dialogue mechanisms in place, many of them at senior government level: between line ministers, state secretaries and the heads of government authorities. In short Germany is now by far the biggest European player in China.&lt;/p&gt;
&lt;p&gt;The Chinese are increasingly dealing with Europe through Germany rather than through the foreign-policy institutions created by the Lisbon Treaty.&lt;/p&gt;
&lt;p&gt;At present, there is an almost perfect symbiosis between the Chinese and German economies: China needs technology and Germany needs markets. Chinese consumers want high-end German products such as cars (China is now the biggest market for the Mercedes S-Class) and Chinese companies want German machinery. Chinese officials see Germany as having a stronger “real economy” and therefore see it as more useful to them than other member states such as the United Kingdom that have largely abandoned manufacturing.  In particular, Germany is involved in industries that China regards as strategically important such as automobiles, renewables and high-technology.&lt;/p&gt;
&lt;p&gt;However, this overlap between the sectors of the economy in which Germany excels and the sectors in which China wants to excel in the future also means that there is potential for conflict as well as co-operation between China and Germany. In particular, as its companies move up the value chain, China will increasingly provide competition as well as a market for German exporters, both in China itself and in third markets. Germany is providing emerging economies with exactly the type of products that they need in order to build up the capacity to compete with German companies around the world.&lt;/p&gt;
&lt;p&gt;Competition is likely to be particularly fierce in business to-business sectors.  But there is also likely to be competition in mass market business-to consumer sectors such as the automobile industry where brands such as Volkswagen are strong but will in the next 10 years face increasing competition from Chinese companies that are either state-owned or state-supported, for example, on electric cars, where there are particularly stringent criteria for technology transfer as a requirement for producing in China. In the medium term, German companies could as a result be pushed further into luxury niches.&lt;/p&gt;
&lt;p&gt;Despite this likelihood of greater competition and the potential for conflict over access to raw materials, German companies are surprisingly optimistic about their future in China. They think the market is growing enough to accommodate Chinese competitors. They continue to complain about involuntary technology transfer through enforced joint ventures and about the lack of market access but say there have been improvements in intellectual property rights in China and that there will be further improvements in the future as China increasingly needs to protect its own companies.&lt;/p&gt;
&lt;p&gt;&lt;strong&gt;China’s approach to Germany&lt;/strong&gt;&lt;/p&gt;
&lt;p&gt;Germany is viewed remarkably positively in China, where it is associated above all with high-quality products such as automobiles. Above all, the Chinese see Germany as the country that can help them move to the next stage of their economic development. The Chinese see the German economy in general and its manufacturing industry in particular as especially useful to them. Chinese officials like to talk about a “win-win” relationship between two countries whose economies are “complementary” and there is much talk of even closer co-operation in the future around green technologies such as electric cars. China also wants to invest in German companies as part of the next phase of its “going-out” strategy. They are buying the backbone of German innovative capability. China has focused its attention on member states rather than the EU institutions while paying lip service to the new institutions created by the Lisbon Treaty.&lt;/p&gt;
&lt;p&gt;China’s increased focus on Germany may also be a pragmatic response to a perceived shift in the balance of power within Europe as a result of the crisis, which some Chinese analysts say they see as a “new start” for relations between China and Europe. Against the background of the crisis, Chinese officials and analysts see a Germany that is increasingly powerful, a France that is weakened, and a UK that is marginalised. They therefore see Germany playing an increasingly decisive role in EU decision-making and therefore feel they have little choice but to approach Europe through Germany.&lt;strong&gt; “If you want something done in Brussels you go to Berlin,” &lt;/strong&gt;says one Chinese official.&lt;/p&gt;
&lt;p&gt;However, China could also be increasingly focusing on Germany in part because it sees Germany as being increasingly dependent on it for economic growth. Thus, when they look at Germany, the Chinese see two long-term developments: increased German power within the EU and increased German dependence on China. This makes Germany a particularly attractive partner for China.&lt;/p&gt;
&lt;p&gt;Germany has tried to develop a strategic European approach to China, but its efforts have failed to bear fruit.&lt;/p&gt;
&lt;p&gt;&lt;strong&gt;Statistics&lt;/strong&gt;&lt;/p&gt;
&lt;ul&gt;
&lt;li&gt;In 2013, German exports to China were worth EUR 67.03 billion, an increase of 0.6 per cent compared with the previous year. German imports from China were worth EUR 73.38 billion, 5 per cent less than in the previous year. Bilateral bilateral trade is worth more than EUR 140 billion in 2013.&lt;/li&gt;
&lt;li&gt;In January 2014, China opened its first European chamber of commerce in Berlin with a view to further promoting economic relations and investment.&lt;/li&gt;
&lt;li&gt;China is the fifth biggest buyer of German exports, after France, the United States, the United Kingdom and the Netherlands. The main German exports to China are motor vehicles and vehicle parts (accounting for 29 per cent of exports), machinery (27 per cent), data-processing equipment, electrical and optical goods (9 per cent), electrical equipment (9 per cent) and chemical products (9 per cent). In 2013, Germany’s capital goods industry and automotive manufacturing sector again derived above-average benefits from China’s investment-driven growth model.&lt;/li&gt;
&lt;li&gt;China is also the second largest supplier of German imports, after the Netherlands. In 2013, the principal German imports from China were data-processing equipment electrical and optical goods (accounting for 36 per cent of imports), clothing (11 per cent), electrical equipment (10 per cent), machinery (8 per cent) and metal goods (4 per cent). German companies import more goods from China than China does from Germany, which has resulted in a German trade deficit since 1989, though this has declined sharply (by EUR 26.8 billion) since 2008. In 2013, it stood at just EUR 6.35 billion.&lt;/li&gt;
&lt;li&gt;Overall, investments by German companies in China have so far been many times higher than the other way around. There is, however, evidence of a significant increase in Chinese business activities in Germany, due in part to the Chinese government’s Going Global Strategy, which encourages and supports investment by Chinese companies abroad. In 2014, German direct investment in China was worth nearly EUR 39 billion. Conversely, Chinese companies have so far invested approximately USD 3.1 billion in Germany. Chinese investment in Germany has so far focused on the mechanical engineering, electronics and consumer goods sectors as well as on information and communication technologies. There are currently some 900 Chinese companies active in Germany. By contrast, there are already more than 5,000 German companies operating in China.&lt;/li&gt;
&lt;/ul&gt;
&lt;p&gt; &lt;/p&gt;
&lt;p&gt; &lt;/p&gt;
&lt;/div&gt;&lt;/div&gt;&lt;/div&gt;&lt;div class=&quot;field field-name-field-tags field-type-taxonomy-term-reference field-label-above&quot;&gt;&lt;div class=&quot;field-label&quot;&gt;Tags:&amp;nbsp;&lt;/div&gt;&lt;div class=&quot;field-items&quot;&gt;&lt;div class=&quot;field-item even&quot; rel=&quot;dc:subject&quot;&gt;&lt;a href=&quot;/taxonomy/term/69&quot; typeof=&quot;skos:Concept&quot; property=&quot;rdfs:label skos:prefLabel&quot; datatype=&quot;&quot;&gt;China&lt;/a&gt;&lt;/div&gt;&lt;div class=&quot;field-item odd&quot; rel=&quot;dc:subject&quot;&gt;&lt;a href=&quot;/taxonomy/term/70&quot; typeof=&quot;skos:Concept&quot; property=&quot;rdfs:label skos:prefLabel&quot; datatype=&quot;&quot;&gt;Sino-German Relations&lt;/a&gt;&lt;/div&gt;&lt;/div&gt;&lt;/div&gt;&lt;div class=&quot;social-share clearfix&quot;&gt;&lt;span class=&quot;share-label&quot;&gt;Share to: &lt;/span&gt;&lt;a href=&quot;http://digg.com/share?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-case-study-if-you-want-something-done-brussels-go-berlin&amp;amp;title=CHINA%20CASE%20STUDY%3A%20IF%20YOU%20WANT%20SOMETHING%20DONE%20IN%20BRUSSELS%2C%20GO%20TO%20BERLIN&quot; class=&quot;social-share-digg&quot; title=&quot;Digg&quot; target=&quot;_blank&quot;&gt;Digg&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://facebook.com/sharer.php?u=https%3A%2F%2Fwww.aalep.eu%2Fchina-case-study-if-you-want-something-done-brussels-go-berlin&amp;amp;t=CHINA%20CASE%20STUDY%3A%20IF%20YOU%20WANT%20SOMETHING%20DONE%20IN%20BRUSSELS%2C%20GO%20TO%20BERLIN&quot; class=&quot;social-share-facebook&quot; title=&quot;Facebook&quot; target=&quot;_blank&quot;&gt;Facebook&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;https://plus.google.com/share?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-case-study-if-you-want-something-done-brussels-go-berlin&quot; class=&quot;social-share-googleplus&quot; title=&quot;Google Plus&quot; target=&quot;_blank&quot;&gt;Google Plus&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://www.linkedin.com/shareArticle?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-case-study-if-you-want-something-done-brussels-go-berlin&amp;amp;mini=true&amp;amp;title=CHINA%20CASE%20STUDY%3A%20IF%20YOU%20WANT%20SOMETHING%20DONE%20IN%20BRUSSELS%2C%20GO%20TO%20BERLIN&amp;amp;ro=false&amp;amp;summary=Europe%E2%80%99s%20future%20relationship%20with%20China%20one%20of%20i...&amp;amp;source=&quot; class=&quot;social-share-linkedin&quot; title=&quot;LinkedIn&quot; target=&quot;_blank&quot;&gt;LinkedIn&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://profile.live.com/badge/?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-case-study-if-you-want-something-done-brussels-go-berlin&amp;amp;title=CHINA%20CASE%20STUDY%3A%20IF%20YOU%20WANT%20SOMETHING%20DONE%20IN%20BRUSSELS%2C%20GO%20TO%20BERLIN&amp;amp;description=Europe%E2%80%99s%20future%20relationship%20with%20China%20one%20of%20i...&quot; class=&quot;social-share-msnlive&quot; title=&quot;MSN Live&quot; target=&quot;_blank&quot;&gt;MSN Live&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://reddit.com/submit?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-case-study-if-you-want-something-done-brussels-go-berlin&amp;amp;title=CHINA%20CASE%20STUDY%3A%20IF%20YOU%20WANT%20SOMETHING%20DONE%20IN%20BRUSSELS%2C%20GO%20TO%20BERLIN&quot; class=&quot;social-share-reddit&quot; title=&quot;Reddit&quot; target=&quot;_blank&quot;&gt;Reddit&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://stumbleupon.com/submit?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-case-study-if-you-want-something-done-brussels-go-berlin&amp;amp;title=CHINA%20CASE%20STUDY%3A%20IF%20YOU%20WANT%20SOMETHING%20DONE%20IN%20BRUSSELS%2C%20GO%20TO%20BERLIN&quot; class=&quot;social-share-stumbleupon&quot; title=&quot;StumbleUpon&quot; target=&quot;_blank&quot;&gt;StumbleUpon&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://twitter.com/intent/tweet?url=https%3A%2F%2Fwww.aalep.eu%2Fchina-case-study-if-you-want-something-done-brussels-go-berlin&amp;amp;text=CHINA%20CASE%20STUDY%3A%20IF%20YOU%20WANT%20SOMETHING%20DONE%20IN%20BRUSS...&quot; class=&quot;social-share-twitter&quot; title=&quot;Twitter&quot; target=&quot;_blank&quot;&gt;Twitter&lt;/a&gt;&amp;nbsp;&lt;a href=&quot;http://bookmarks.yahoo.com/toolbar/savebm?opener=tb&amp;amp;u=https%3A%2F%2Fwww.aalep.eu%2Fchina-case-study-if-you-want-something-done-brussels-go-berlin&amp;amp;t=CHINA%20CASE%20STUDY%3A%20IF%20YOU%20WANT%20SOMETHING%20DONE%20IN%20BRUSSELS%2C%20GO%20TO%20BERLIN&amp;amp;d=Europe%E2%80%99s%20future%20relationship%20with%20China%20one%20of%20i...&quot; class=&quot;social-share-yahoo&quot; title=&quot;Yahoo&quot; target=&quot;_blank&quot;&gt;Yahoo&lt;/a&gt;&amp;nbsp;&lt;/div&gt;</description>
 <pubDate>Sun, 03 Aug 2014 17:58:14 +0000</pubDate>
 <dc:creator>christian</dc:creator>
 <guid isPermaLink="false">1334 at https://www.aalep.eu</guid>
 <comments>https://www.aalep.eu/china-case-study-if-you-want-something-done-brussels-go-berlin#comments</comments>
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