Whenever I come across an investment promoter like that, I can’t help but take a second look.

When the development zone’s investment promotion focus was about to shift, he didn’t say a word; by the next meeting, he was already reviewing his experience in recruiting for the new sector.

When the “Management Committee + Company” model was rolled out, he didn’t even look up—he just carried on with his work, completely unfazed by the possibility of being phased out.

He possesses a set of fundamental skills that I admire to the point of envy—skills as fierce as those of a wild beast: the eyes of an eagle, the speed of a leopard, the ears of a wolf, and the agility of a monkey.

As the great transformation accelerates, he has long since broken away from the starting line and is sprinting at full speed.

Eagle Eyes

Attracting investment requires a deep understanding of corporate investment motives.

Corporate investment decisions are never made lightly; whether it involves registration, site selection, relocation, or capital increases and expansion, there is always thorough consideration behind them.

No matter how well the investment promotion staff may present the industrial park, a company cannot conjure up an investment proposal out of thin air.

Only by understanding a company’s objectives can you target your efforts effectively and seize the initiative.

Conversely, only by thoroughly assessing your own capabilities can you determine whether you can meet the company’s needs.

In other words, you must clarify three key points:

1. What the company needs

2. What you have to offer

3. What are you willing to offer

Let me give you an example.

In an industrial park in central-western China, there is a company, Company A, that specializes in the R&D and production of lightweight automotive materials. The stamping portion of its core manufacturing process has long been outsourced to a company in another region, resulting in very high transportation costs.

However, after conducting on-site research, we discovered that Company B within the development zone is capable of performing die stamping, and Company A is only 5 kilometers away from Company B.

Furthermore, Company B possesses electrophoresis and injection molding capabilities—services in high demand among many enterprises in the development zone.

The development zone highlighted these hidden strengths as key advantages to attract investment, and has successfully attracted five related projects, with the new materials and automotive parts industry clusters growing steadily.

Therefore, when attracting investment, thorough preparation is essential: one must understand the company’s investment motives and, more importantly, have a clear grasp of one’s own capabilities.

Only then can you strike with precision at the right moment.

The Speed of a Leopard

High-quality projects are always a scarce resource.

Many industrial parks have similar geographical conditions and industrial layouts to yours. How can you make companies view you more favorably and show you greater preference?

In addition to the eagle’s eye, you must also possess the leopard’s speed.

We once assisted a major health food company with site selection. The company wanted to invest 50 million yuan in Henan to secure a foothold in the market.

Compared to major projects worth hundreds of millions, billions, or even tens of billions of yuan, this project seemed rather modest.

However, one industrial park took this project very seriously. Every time the local deputy county-level leader received feedback from the company, he would immediately instruct the project manager to expedite the preparation of materials.

Whenever the company reported that the project was progressing a bit slowly, this official would personally travel to the company’s headquarters with the latest updated materials to discuss the matter face-to-face. Others said he was making a mountain out of a molehill.

The government’s sincerity and efficiency won over the company.

In addition to the 50 million yuan project, the company also decided to locate a 1 billion yuan tertiary industry integration project here.

It wasn’t until this news broke that many other regions began to regret not having provided timely feedback to the company.

When engaging in investment promotion, one must adopt the company’s perspective to connect with them. In the fierce market competition, a company’s survival depends on speed. By spotting market shifts, reacting swiftly, and making quick decisions—staying one step ahead—is the only way to maximize profits.

Investment promotion staff must keep pace with the company’s speed.

The Wolf’s Ears

Let’s revisit the earlier example.

It’s not that many localities are incapable of providing rapid feedback; rather, when they see that the investment amount is modest, they don’t prioritize it as highly.

We won’t comment on this “focus on the big, let the small go” approach. But if you look closely, you’ll see that in the past two years, companies have continuously invested in multiple major projects in regions like Jiangsu, Anhui, Beijing-Tianjin-Hebei, and Shandong.

When entering a populous province like Henan, they would never settle for a mere 50 million yuan project and call it a day.

The ability to discern information is like “a wolf’s ears.”

It not only helps investment promotion staff uncover hidden gems but also serves as an “early warning” for potential risks.

The 2020 “Hongxin” incident is still fresh in our minds.

The project claimed to invest 128 billion yuan to catch up with 3nm process technology, but it eventually stalled, its capital chain broke, and the local government had to take it over entirely.

Additionally, companies like Decode Semiconductor and Angyang Microelectronics all presented PowerPoint presentations to local governments, painting rosy pictures, labeling their projects as “China’s Core,” and heavily promoting them as capable of “filling domestic gaps.” They then rushed into production only to ultimately end in failure.

These chaotic developments were not the original intention; local governments initially hoped to seize the opportunities presented by the rapid growth of emerging industries and establish high-quality local industries.

However, attracting investment does not mean indulging investors.

Background checks must be airtight.

By strengthening planning and layout, refining policy frameworks, establishing preventive mechanisms, and ensuring all parties fulfill their responsibilities—using “a wolf’s keen sense of hearing” to scrutinize projects—we can nip risks in the bud.

The Agility of a Monkey

For some projects, investment promotion staff may have been following up for a year or two, yet the companies remain indecisive.

When you call, the project lead stammers and says to wait a little longer. After a period of silence, you later discover that the company has secretly signed a contract with another industrial park.

Why did negotiations fall through when things had progressed this far?

It cannot be ruled out that some companies have lengthy decision-making processes, especially for major decisions like site selection and investment.

But more often than not, it comes down to the investment promotion team’s lack of negotiation skills.

Negotiation is a game of strategy.

When you sit down at the negotiating table, the goal is to reach a final agreement. The process is simply a matter of give and take. Both sides approach the discussion with a cooperative mindset, putting their cards on the table.

Some investment promotion staff are quite straightforward in negotiations; if a specific demand of the company cannot be met, the project is immediately shelved. In reality, you cannot be certain whether the company is truly unwilling to budge or is intentionally setting high demands to gain more room for maneuver during negotiations.

“Haggling” is nothing to be ashamed of; on the contrary, it is an important skill that many people lack.

For example, if you notice the other party places great importance on a particular clause, you can make a concession on that point in exchange for a larger concession from them on other issues.

To put it bluntly, you can’t catch a wolf without sacrificing the lamb.

Business development professionals must be as agile as monkeys—whether running across the ground, leaping from tree to tree, or swinging on vines—they must secure that peach.

Therefore, there is no such thing as a project that cannot be closed.

If there is, just negotiate a few more times and try different approaches.

So, how do those investment promotion professionals—who seem never to worry and are never left behind—achieve this?

The answer lies in their actions.

Major shifts are accelerating—please prepare early and burst out of the starting blocks like a wild beast.