Cover

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Title Page, Copyright Page

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Contents

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pp. v-vi

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Foreword

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pp. vii-viii

China, the new economic powerhouse of Asia, burst onto the world stage in the mid-80s, and has been able to sustain rapid growth for the past two decades, defying even the most optimistic forecasts. China has transformed itself into an attractive designation for foreign direct investments to fuel its economic expansion. ...

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Preface

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pp. ix-xi

Mind the Gaps: Singapore Business in China is the result of a six-month study completed in June 2004, which explored various dimensions of the Singapore business experience in China. The high priority given to entering the China market reflects a general consensus that “getting it right” in China is one of the most important positioning exercises ...

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About the Authors

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pp. xii-xiii

Sree Kumar is a Director of Sreekumar Siddique & Co, an international research and consulting firm. In his varied career, he has been a development economist, management consultant, design engineer, R&D manager, and geophysical engineer in the oil and gas industry. ...

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1. Singapore’s China Trajectory

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pp. 1-28

China has become an important manufacturing base in the global production network, producing consumer goods, electronics, technologyintensive products and low-value added merchandise such as garments, textiles, leather goods and the like. This importance and position in the global economy began in the early 1990s ...

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2. What Business People Say

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pp. 29-64

Singapore-China business relations can be viewed through various lenses. Macro-statistics tell one story. They highlight two trends. First, (the obvious) that Singapore’s trade and investment with China is increasing at a rapid rate, and looks set to continue to increase. Second, as is natural when one compares a country with a population of 1.3 billion, ...

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3. Learning from Experience

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pp. 65-76

Singapore has now had over two decades of experience in operating in China. In the initial period up to 1990 investments were mainly through small-scale, family and ancestral networks. The lessons learnt then continue to colour the views of the smaller private sector entrepreneurs ...

Notes

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pp. 77-78

Bibliography

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pp. 79-80

Appendices

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pp. 81-92

Index

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pp. 93-99