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    There’s a common phenomenon within business development teams. Newcomers, after working for a while, often struggle to identify what companies are looking for. While veteran team members have plenty of experience, their approaches were developed through trial and error in the past. Business development managers understand that with targets being pushed down year after year, relying solely on a few key veterans isn’t sustainable. They want to systematically develop their teams but can’t find a practical training program. So, what is the best way to effectively improve professional capabilities in business development?
    As the new year begins, everything is renewed. “First meetings of the new year” are being held in rapid succession across the country, and investment promotion efforts have officially kicked off. The key to success in investment promotion this year lies in choosing the right tools and methods.
    Recently, the term “performance evaluation” has been appearing frequently. From the central government to local authorities, it is mentioned at virtually every meeting. After the Spring Festival, it was emphasized once again at the “first meeting” of major economic provinces. We are currently at a critical juncture as the 15th Five-Year Plan gets underway. Unless this “thorn” of misalignment is removed, the problems in investment promotion will remain difficult to resolve.
    The list of the “Top 100 Districts with Investment Potential Nationwide” was recently announced. Xuanzhou District has once again made the list, marking its fifth consecutive year on the ranking. What makes this city in southeastern Anhui so attractive to investors?
    At the 8th China International Import Expo, however, the scene was bustling with activity. Business developers were darting between booths, busy exchanging business cards and discussing projects with companies. Companies are also assessing our professionalism; if we can’t keep up with the conversation or miss the point, their interest wanes significantly, making it difficult to move forward with future collaborations. So, how should we approach these conversations?
    In investment promotion efforts, the method of land supply significantly impacts the efficiency of project implementation. With the gradual rise of emerging industries, traditional, one-size-fits-all land supply models can no longer meet the diverse production needs of enterprises. On the one hand, the fixed-term land grant model lacks the flexibility to adapt to corporate investment and production cycles, leading to a certain degree of land resource idleness. On the other hand, inadequate mechanisms for project entry and exit make it difficult to phase out old projects and bring in new ones, thereby undermining the flexibility and efficiency of investment promotion efforts.
    A new round of reforms has officially begun. The central government has designated 10 regions to serve as pilot areas. The core focus of this initiative is the market-based allocation of factors of production. This encompasses not only traditional factors such as land, labor, and capital, but also new factors such as data, computing power, and airspace. At the local level, the goal is to allow the market to determine resource allocation rather than relying on administrative measures.
    Here’s the big news: the list of China’s Top 500 Private Enterprises has been released. Compared to previous years, this year’s list is brimming with “new” entries. For business developers, reviewing the list isn’t just about checking rankings—it’s about keeping a close eye on these new developments. The real key is: how do you pick up on the signals, identify the critical factors, and pinpoint the emerging trends?
    Currently, investment promotion is undergoing a profound transformation. Shenzhen, Hangzhou, and Guangzhou have successively announced zero-rent policies, focusing on projects with high potential and technological barriers. The Yangtze River Delta region has adopted coordinated legislation, emphasizing collaboration over competition, and established a collaborative division of labor system featuring “Shanghai R&D + Jiangsu core components + Zhejiang smart solutions + Anhui manufacturing.” Amid the nationwide surge toward building a unified market, regions across the country are seeking to adapt to these changes.
    Recently, and a few investment promotion people chat, we all lamented that "the wind has changed". Investment transparency has been pulled up, can no longer rely on "digging". Instead of busy grabbing the wind, looking for big projects, we should look to the local fit with the "potential stock". Under the new rules, around the investment reflection how, what adjustments have been made?
    Investment promotion, both to abide by the rules, but also will act. The spirit of the central eight provisions, is a red line, must be observed. Investment work, dealing with enterprises, building trust, no contact, obviously does not work.
    Recently, DJI spent 2.287 billion yuan to acquire nearly 16,000m² of land in Shenzhen. At the same time, China's top ten drone companies also have their own "strategic expansion" action. In February of this year, the world's leading eVTOL manufacturer Yihang Intelligence, which was previously rooted in Guangzhou, expanded its strategic territory and set up a new project in Hefei. Chengdu is located in the focus on industrial drones, vertical and horizontal shares, in January this year, selected the site in Shaoxing, Zhejiang Province, the Yangtze River Delta manufacturing base officially put into production.
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