Joint ventures (JVs) are a common and often essential strategy for Western companies entering the Chinese market, as they allow foreign firms to partner with local entities that understand the regulatory landscape and business environment. However, Ken Wilcox, former CEO of Silicon Valley Bank and author of The China Business Conundrum warns business people looking to enter the Chinese market via JVs. In an interview with Adept Economics Director Gene Tunny on the Economics Explored podcast, he explains that these partnerships often come with significant challenges. From Ken’s experience and insights, this article explores the obstacles Western companies face when entering into joint ventures in China, from conflicting goals to the intricacies of Chinese business culture.
You can listen to the full interview on podcast apps such as Apple Podcasts or using the embedded player below.
One of the biggest challenges in Chinese joint ventures is the clash of goals between Western companies and their Chinese partners. Ken Wilcox uses the metaphor “One Bed, Two Dreams” to describe this phenomenon. In most joint ventures, Western companies are focused on gaining market share and growing their business. In contrast, Chinese companies—often with the backing of the state—may prioritise different objectives, such as gaining access to foreign technology or intellectual property.
In the podcast interview, Wilcox reflects on his experience with Silicon Valley Bank (SVB), which entered a joint venture in China. He recalls that his Chinese partners initially misunderstood the bank’s business model, thinking that SVB had an algorithm that could predict which early-stage technology companies would succeed. When they realised that SVB’s success was based on traditional banking principles like due diligence and hard work, the relationship began to sour. This expectation disconnect highlights how Western firms and their Chinese counterparts often approach joint ventures with different visions, leading to potential conflicts and eventual failure.
A unique factor in doing business in China is the pervasive role of the Chinese Communist Party (CCP). Unlike in the West, where private companies operate independently from the state, the CCP can exert significant control over any business in China, whether state-owned or private. Western companies often underestimate the degree of influence the CCP has in shaping the operations and strategies of Chinese companies.
Ken Wilcox explains in the podcast that even so-called “private” companies in China may have government officials override decisions made by the board or executives. Ken notes, “The Chinese Communist Party controls anything it wants to.” This means that foreign companies may find themselves navigating not just business relationships but also political ones. For instance, Wilcox shares how SVB’s joint venture partner in China was a state-owned bank, which meant that the venture was, in effect, controlled by the Chinese government. Such entanglements make it difficult for Western companies to operate with the autonomy they expect.
Another major challenge for Western companies in China is the cultural barrier, particularly the concept of guanxi. Guanxi refers to building personal relationships based on mutual trust and obligation, and it plays a critical role in Chinese business dealings. For foreign companies unfamiliar with this system, navigating it can be challenging, especially when it involves practices that may appear corrupt by Western standards.
In the Economics Explored interview, Wilcox discusses how guanxi operates in practice. He recounts experiences where gifts and favours were exchanged between business partners as a way to build relationships. In one instance, a Chinese official gave Wilcox an expensive gift, which created a sense of mutual obligation. While such gestures are a normal part of guanxi, Western companies must tread carefully to avoid violating anti-corruption laws, such as the U.S. Foreign Corrupt Practices Act.
Moreover, failing to establish strong guanxi can severely limit a company’s success in China. Business in China often depends more on personal relationships than legal contracts, and without solid guanxi, foreign companies may struggle to gain the trust and support of local partners and government officials.
China’s regulatory environment presents another significant challenge for Western companies. Ken Wilcox shares in the podcast how SVB faced numerous operational hurdles when it tried to establish its joint venture bank in China. One of the most frustrating obstacles was a regulation that prevented the bank from using Chinese currency (renminbi) for the first three years. This restriction severely limited SVB’s ability to conduct business, as it could not offer deposit accounts or make loans in the local currency.
Wilcox also points out that each specific banking activity in China—whether it’s currency exchange, lending, or accepting deposits—requires a separate license. When SVB’s joint venture was absorbed into its Chinese partner, it still had not obtained all the necessary licences. This regulatory complexity is compounded by the fact that Western companies must frequently report to Chinese regulators, often daily, which creates additional operational burdens.
Ken Wilcox’s interview on the Economics Explored podcast highlights Western companies’ unique and often daunting challenges when entering into JVs in China. From conflicting goals and the pervasive role of the Chinese Communist Party to cultural barriers like guanxi and the maze of regulatory hurdles, doing business in China requires far more than just a sound business strategy. It requires a deep understanding of both the political and cultural landscape.
For Western companies looking to enter the Chinese market, thorough preparation and a willingness to adapt are essential. This includes setting clear expectations with Chinese partners, building strong local relationships, and carefully navigating regulatory and political obstacles. While the rewards of succeeding in China can be significant, the path is fraught with challenges that require careful planning and a long-term commitment. This is even more so given the current geopolitical tension between China and the U.S. and its allies, including Australia.
By learning from the experiences of leaders like Ken Wilcox, Western companies can better prepare themselves to face the complexities of Chinese joint ventures and avoid some of the pitfalls that have tripped up others in the past.
Published on 24 October 2024. For further information, please email us at contact@adepteconomics.com.au or call us at 1300 169 870.