Asia Marketing and Management advises western companies on building relationships and in marketing American-made industrial and engineered products and professional services to China and Asia. The Philadelphia-based consultancy was founded by James Chan, Ph. D., a nationally-recognized specialist in international sales and marketing to China and Asia.
Born Wah Kong Chan in Guangzhou, China and educated in Hong Kong and the United States, James Chan (chen hua jiang) founded his consulting practice in 1983 after he had succeeded in exporting scientific, technical, engineering, and medical books and journals to China and Asia from 1981 to 1983. In 1981, Dr. James Chan was the China Area Manager and International Promotion Manager at Academic Press, Inc., a wholly-owned subsidiary of Harcourt Brace Jovanovich (HBJ), a Fortune 500 publishing company in New York City.
There he led his firm enter the newly-opened China market and tripled the sales of scientific publications to China, South Korea, Singapore, Taiwan, Hong Kong, and Southeast Asia.
Born Wah Kong Chan in Guangzhou, China and educated in Hong Kong and the United States, James Chan (chen hua jiang) founded his consulting practice in 1983 after he had succeeded in exporting scientific, technical, engineering, and medical books and journals to China and Asia from 1981 to 1983. In 1981, Dr. James Chan was the China Area Manager and International Promotion Manager at Academic Press, Inc., a wholly-owned subsidiary of Harcourt Brace Jovanovich (HBJ), a Fortune 500 publishing company in New York City.
There he led his firm enter the newly-opened China market and tripled the sales of scientific publications to China, South Korea, Singapore, Taiwan, Hong Kong, and Southeast Asia.
Services
Service providers are taught that "the customer is always right, " but it's important to our sanity, and our bottom lines, to recognize that some prospects are wrong for us.
Even poisonous.
Here are some of the tell-tale signs of a potentially toxic client.
I don't blame strangers for sending me emails during the weekend.
I don't mind that a prospect ignores the time we set for a phone conversation and instead calls at his convenience.
I will tolerate prospects not giving me the whole story in initial consultations.
Even poisonous.
Here are some of the tell-tale signs of a potentially toxic client.
I don't blame strangers for sending me emails during the weekend.
I don't mind that a prospect ignores the time we set for a phone conversation and instead calls at his convenience.
I will tolerate prospects not giving me the whole story in initial consultations.
D., will relate the benefits of a relationship (billing by value) approach to consulting versus a transaction (billing by the hour) approach.
Using personal experiences in 38 years advising more than 100 clients, he will shed light on why and how relationship consulting has given him a more profitable, predictable, and preferred career than just doing transaction-based work.
Biography: Born in Guangzhou (Canton), China in 1949, James grew up in Hong Kong and came to America in 1971.
He received his M.A. from the University of Chicago in 1973 and his Ph.
Using personal experiences in 38 years advising more than 100 clients, he will shed light on why and how relationship consulting has given him a more profitable, predictable, and preferred career than just doing transaction-based work.
Biography: Born in Guangzhou (Canton), China in 1949, James grew up in Hong Kong and came to America in 1971.
He received his M.A. from the University of Chicago in 1973 and his Ph.
In 1996, the American Management Association (AMA) in New York City asked me to create and lead a three-day executive seminar titled "Business Skills for the China Market" which I subsequently taught in New York, Washington DC, Chicago, San Francisco and San Diego in 1997 and 1998.
Someone in my class, an executive from a international luxury product manufacturer, said to me: "James: What to do and how to behave when I'm in China?"
This article is my reply.
1. Respect their social position.
Adopt a formal and conservative facade when you meet people you've not met.
Someone in my class, an executive from a international luxury product manufacturer, said to me: "James: What to do and how to behave when I'm in China?"
This article is my reply.
1. Respect their social position.
Adopt a formal and conservative facade when you meet people you've not met.
Recently, we have seen a new kind of threat-one that comes not from upstart foreign manufacturers and distributors but from the companies that have historically been our best customers.
Companies that have prospered from selling components to multinational companies based in North America, Europe and Japan are getting squeezed.
What had been a collaborative process has now become more adversarial, as some multinational customers have tried to exploit my clients' valuable design capabilities and production methods, ultimately by contracting with low-cost Asian manufacturers to actually produce the product.
Companies that have prospered from selling components to multinational companies based in North America, Europe and Japan are getting squeezed.
What had been a collaborative process has now become more adversarial, as some multinational customers have tried to exploit my clients' valuable design capabilities and production methods, ultimately by contracting with low-cost Asian manufacturers to actually produce the product.
In 1996, Dr. James Chan became the first person in the United States commissioned by the American Management Association (AMA) to create and lead a three-day course titled "Business Skills for the China Market."
The seminar was designed for executives, managers and technical professionals of Fortune 1000 companies.
Dr. Chan taught this course throughout the United States and in Brussels, Belgium.
Currently, Dr. Chan offers custom-designed China training programs upon request.
Recent corporate clients include Lockheed Martin (energy development services), Westinghouse (power generation equipment), West Pharmaceuticals (pharmaceutical packaging), the State of New Hampshire (export marketing) and Villanova School of Business (MBA course) and the University of Pennsylvania's School of Engineering (global biomedical service.)
The seminar was designed for executives, managers and technical professionals of Fortune 1000 companies.
Dr. Chan taught this course throughout the United States and in Brussels, Belgium.
Currently, Dr. Chan offers custom-designed China training programs upon request.
Recent corporate clients include Lockheed Martin (energy development services), Westinghouse (power generation equipment), West Pharmaceuticals (pharmaceutical packaging), the State of New Hampshire (export marketing) and Villanova School of Business (MBA course) and the University of Pennsylvania's School of Engineering (global biomedical service.)
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