By Jim Mann
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Extra resources for Beijing Jeep: A Case Study Of Western Business In China
They had been traveling for thirty hours, on flights from New York to Geneva, Zurich, Athens, Bombay, and, finally, Beijing. M. in China, there was martial music playing at the airport, and all Trimmer could see in front of him was a large picture of Chairman Mao. He was exhausted, thought of the movie The Manchmian Candidate, and wondered whether he would ever get home to America. But their Chinese hosts welcomed them warmly and served them a huge dinner. And over the next couple of weeks the first, exploratory discussions went well.
He begged for permission to lecture on American management, a subject he was convinced was China's greatest need and on which he could lecture with little preparation. But Communist Party officials told him that all the management techniques China required could be found in Mao's Little Red Book. Finally, in 1977, the year after Mao's death, Sung was told he could begin giving lectures on the subject of management. Not long after his first trip back to China, Sung quit his job at Bendix and went into business as an entrepreneur, aiming to establish or restructure several small, private manufacturing firms in the United States.
The AMC executives were also given a special tour of the Beijing Automotive Works, the factory that made the BJ212 and that Chinese officials hoped AMC would help modernize. Clare didn't think it was so bad. He had seen some pretty lousy car plants in his time. When you looked at the Chinese plant, you couldn't judge it by American standards; you had to compare it with Jeep plants like those in Iran, India, and Sri Lanka. In some ways the Chinese plant was great. The layout was good. The plant was made of brick, and it had a good roof.