Per your request we have explored the feasibility of opening a TJL Engineering regional office in China. We have concluded our exploratory phase and feel we have sufficient data to make a recommendation.
We have been extremely busy since the submission of our research proposal on February 8, 2013. Our most essential task was to gather reliable information that was not only recent but also relevant to the success of our goal. We began researching the following three primary questions posed in our research proposal:
1. What are TLJ Engineering’s minimum requirements from the Chinese government? 2. What are TLJ Engineering’s minimum requirements from the Chinese economy? 3. What type of workforce will TLJ Engineering (China) require?
We immediately realized that independently researching each of the primary questions along with the secondary questions would result in a duplication of effort. As a result we decided to take a round table approach, and engage each primary and secondary question as a group. This approach allowed the group to brainstorm and eliminated interruptions that often occur when conducting research from ones desk. In addition this approach forced the group to stay on task and focused team efforts to meet each of the established daily goals.
There were intense discussions and in depth research on the best type of business structure (See Table 1). Choosing the correct business structure is the cornerstone on establishing a successful regional office in China. Therefore, we needed to ensure we didn’t leave any stone unturned and that our research was correct at all levels. Our recommendation will not be discussed in this progress report, but will be presented in the final report. Our initial investment of forty (40) hours paid huge dividends in the amount of information we were able to obtain.
This information has been analyzed to ensure we have addressed every question and organized it in such a way to facilitate the development of the draft report. It was determined at this point that our schedule would have to be revised to add additional time to complete the draft report and visual aids. The draft report and visual aids have been accomplished and will be available tomorrow per the revised schedule (See Table 2).
Table 1Choosing your China StructureType of StructureLegal StatusCommon Purpose(s)ProsConsRepresentativeOffice (RO) No legalpersonality • Market research• Planning longer-term ventures• Liaison with home country companies • Inexpensive to set up • Allows exploration of the market and liaison activity • Cannot invoice locally in RMB• Must hire staff from local agencyJoint Venture (JV) Limited liability legal personality (in most cases) • When restrictions require a local partner • When a local partner can offer e.g. sales and tangible benefits distributions channels
• Use of existing facilities and workforce• Use of existing sales/ distribution channels • Management can be awkward, inheriting staff liabilities • Overinflation of assets or sales by the Chinese partner during JV setup and negotiation
• Technology transfer/ IP/
• management risks, split profits
Wholly Foreign-Owned Enterprise(WFOE) Limitedliability legalpersonality • Most manufacturingbusinesses (for Chinasales or export)• Service businesses • 100% ownership andcontrol• More flexible business scope• Security of technology/ IP, development of own infrastructure • Insertion of existing company culture• Allowed to convert RMB into foreign currency for profit repatriation • Need to fund total investment capitalrequirement• Development of China sales operations on your own Foreign-Invested Commercial Enterprise (FICE) Limited liability legal personality • WFOE or JV mainly used for trading, distribution, retail
• A specialized structure for trading, retailing and distribution • High registered capital requirements for trading Business Structure
Note. Table is derived from U.S. Department of Commerce. (2010).
Table 2Schedule*ActivityTotal Time Projected DateActual DateGather/Analyze Information40 hoursFebruary 15February 15Organize Information24 hoursFebruary 20February 19Write draft/visual aids24 hoursFebruary 25February 25Revise the draft16 hoursFebruary 27Prepare presentation slides8 hoursFebruary 28Edit the draft8 hoursMarch 1Proofread the report16 hoursMarch 5Submit formal report1 hoursMarch 6*Note. Schedule has be revised with realistic time frames as well as a separate column for actual completion dates. Table is derived from Locker, K.O., & Kienzler, D. S. (2010).
Work to Be Completed
Beginning tomorrow, February 25, 2013, we will begin revising the draft report and plan to be complete with that process by February 27, 2013.
On February 28, 2013, we will prepare the revised presentation slides. The slides will be revised to provide a more accurate depiction of our findings and the tentative processes.
We have allotted one full day to edit the draft report. Once again we will implement the round table concept and plan to have this completed by close of business March 1, 2013.
We have allowed a one day buffer between editing and proof reading the draft report in the event the extra time is needed. As a contingency plan we may work the weekend (2 – 3 March), should it be necessary. Overall, the editing, proof reading and preparation of the final report will be accomplished between the 1st through the 5th of February, 2013.
At this time we are on schedule and I’m confident we will be able to meet the deadline identified on the revised schedule for the submission of the final report. The final report will be a product of comprehensive research and analysis and allow you to make a well informed and educated decision on expanding TLJ Engineering into China.
Locker, K.O., & Kienzler, D. S. (2010). Business and administrative Communication. (9 ed.). New York, Ny: McGraw-Hill Learning Solutions. U.S. Department of Commerce. (2010). Chinese business handbook, 2. 1-60.