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There have been some changes in investment promotion. On the front lines are master’s degree holders from the Chinese Academy of Sciences, PhDs from “Double First-Class” universities, and researchers returning from abroad. Armed with their academic backgrounds and industry insights, they engage in investment promotion, sit at the negotiating table, and approach corporate decision-makers. Behind this lies professional competence that has been steadily elevated. Highly Educated Talent on the Front Lines of Investment Promotion If we look at several cities, we can observe a common trend: the front lines of investment promotion are becoming increasingly “academic” and “scholarly.”
With less than two years remaining until the full “withdrawal from the platform,” some urban investment companies have fallen into the trap of “transforming for the sake of transformation.” While their approach may appear to comply with regulatory requirements, it actually lacks the ability to generate its own revenue. Once their official status is stripped away, the question of how to survive becomes an unavoidable challenge. The vast majority of urban investment companies ultimately point to “market-oriented investment promotion” as the answer. Yet this is precisely what urban investment companies have been least adept at over the past few decades. Urban Investment Companies’ Exit from Platform Roles: Transformation Must Not Be Short-Sighted The “exit from platform roles” for urban investment companies is not the end goal, but merely the first step toward accelerating reform.
Without EUV lithography machines, Huawei’s “Tao’s Law” is rewriting the rules of the chip industry. A few days ago, a “bombshell” was dropped on the global semiconductor industry. He Tingbo, a Huawei director and president of the company’s semiconductor business group, officially unveiled “Tao’s Law.” This was not just an ordinary technical presentation, but a complete rewriting of the rules. After this wave of market activity, how much does it actually have to do with attracting investment?
When it comes to investment promotion, finding projects is the most fundamental task—and also a daily headache. Some investment promoters worry that they have no projects at all and don’t know where to look. Others worry that while there are plenty of projects, few are a good fit; after sifting through them for ages, there are only a handful worth pursuing. At the core of both situations lies the same issue: the process of finding suitable projects isn’t efficient enough. Investment Promotion Network provides investment promotion professionals with a new tool—one that makes finding suitable projects faster and more accurate, while also ensuring that every connection gradually builds into a long-term network asset.
When it comes to attracting investment, old maps won’t lead to new paths. When it comes to project matching, old tactics won’t win new battles. The second stop of the “Evolving Investment Promotion Networks: Adapting with Resilience” tour has concluded in Chengdu. Those in attendance were all professionals who have been on the front lines across the country. Where do you find projects? How do you evaluate them once identified? How do you follow up after matching? Even before the closed-door session began, investment promotion professionals were already exchanging ideas. Here, they shared their challenges, spoke candidly, and banded together to find ways to break through the impasse. By evolving to overcome obstacles and embracing change with resilience, they uncovered opportunities for cooperation through pragmatic dialogue.
Recently, the State Taxation Administration made a public statement. It emphasized that addressing the "invoice-driven economy" cannot be done through a simplistic "one-size-fits-all" approach. Without conducting actual verification, authorities should not simply suspend or restrict companies’ invoice issuance or reduce their invoice quotas. Local governments engaged in investment promotion now face a dilemma: they must strike a balance between two conflicting demands. They need to eliminate inflated figures without inadvertently harming compliant businesses; they must correct performance metrics without damaging the business environment. The true test lies in the wisdom of local governments to adopt “tailored approaches” in their investment promotion efforts.
Investment promotion in Southwest China has never been easy. As the Chengdu-Chongqing Economic Circle accelerates its development, regions across the area are competing fiercely for projects, enterprises, and industrial chains. On one hand, the “15th Five-Year Plan” is in its opening sprint; with tasks piling up, there is no room for delay. On the other hand, investment promotion channels are limited, and after making the rounds, few companies have been successfully contacted. In terms of investment promotion, project matching has reached a critical juncture of “evolution.” The 2026 Investment Promotion Network Closed-Door Exchange will make its second stop in Chengdu. On May 21, in a small-group setting with in-depth interaction, we will gather with investment promotion directors and park managers to discuss and share insights on the most challenging issues together.
In early May, Suzhou is lush and green. Here in Suzhou, a Bay Area gathering spanning thousands of miles has taken place. “Writing a New Chapter for Suzhou · Converging for Mutual Success”—the Xinhui District 2026 (Yangtze River Delta) Industrial Investment Promotion Conference was successfully held. The Xinhui District Party Committee and District Government have established a platform here to foster cooperation and attract new opportunities. Here, industrial opportunities from the west bank of the Pearl River met with an enthusiastic response from Yangtze River Delta enterprises eager to seize opportunities in the Greater Bay Area. This was not merely a promotional event, but a mutual endeavor characterized by industrial complementarity, shared value, and mutual confidence.
The artificial intelligence industry has entered a period of rapid growth. Attracting computing power investments has become a popular strategy for local governments to develop their digital economies. However, utilization rates remain below 30%, while operating costs continue to rise. In some regions, blind bandwagoning, subsidy one-upmanship, and the disguised construction of computing facilities have triggered a race to the bottom in computing power investment. Just last week, Xinhua News Agency specifically warned against this “race to the bottom in computing power investment,” directly pointing to the short-sightedness of local development strategies. The fact that the central government has personally stepped in to sound the alarm speaks volumes. It is time to hit the brakes on this computing power race.
The prospects for local development hinge on the officials responsible for investment promotion. It comes down to whether they dare to face problems head-on, are willing to set aside their egos, and are capable of getting things done effectively. Though blunt, these words pinpoint some of the issues plaguing local development. In regions that successfully attract businesses, the government’s work style serves as the “golden calling card” for investment promotion. Without exception, these regions have taken their approach to the extreme in three key areas: understanding, attitude, and action. Awakening to Reality: Breaking Free from Self-Indulgent Planning When it comes to attracting investment, the first step is to resolve local issues.
Zhang Xue’s motorcycle has gone viral nationwide. The phrase “not a single penny” has taken social media by storm. After being taken out of context and widely circulated, this statement quickly sent ripples through public opinion. However, a deeper issue has come to the surface. When the government supports businesses, does “giving money” really have to be the only way? This question touches on the core of a paradigm shift in the concept of attracting investment. Now is the time to redefine what it means for the government to support businesses. The best support is letting go; the best environment is fairness; and the best competition is determined by the market.
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?
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