Some say that it is businesses that have transformed America. In the past, I had only a superficial understanding of this...

When I heard that Shenzhen’s “specialty” is entrepreneurs, and Suzhou’s “specialty” is officials.

Instantly, it all clicked... The two most crucial factors in attracting investment?

At first glance, there are no secrets to the rise of these cities.

The engine of development is respecting the market, respecting enterprises, conforming to market forces, and serving enterprises.

In this way, by fostering a good environment, “birds of a feather flock together”—

An industrial ecosystem takes shape...

What matters most is not what the government does, but what it does not do.

CEO Turns into an “Investment Promoter”

“Now that I own the land use rights, I finally feel at ease,” said Mr. Lin with a smile.

A few years ago, he was running a factory in another city with only a handful of employees—at best, he was just a “sole proprietor.”

At the time, due to certain circumstances, several companies were required to relocate their factories within a short period.

Mr. Lin decided to return to his hometown to invest in a factory... The government’s meticulous service left a deep impression on him.

He recalled, “They assigned a section-level official to act as our ‘personal assistant,’ handling matters with the tax, industry and commerce, environmental protection, and land planning departments. Later, almost all procedures could be handled online, so there was no need to interact with anyone in person.”

It’s worth noting that by year’s end, his account suddenly showed an additional 10 million yuan; upon checking, he discovered it was a government incentive payment.

Upon further reflection, the government didn’t need to deploy a dedicated team or make the company fill out a mountain of forms. We’ve heard plenty about this kind of “invisible government” that doesn’t interfere unnecessarily—but how many have actually put it into practice?

After completing the formalities, General Manager Lin’s business began to thrive, with the government helping him achieve a remarkable turnaround. Even if he isn’t the industry leader, he’s now a key player in the sector.

But the story doesn’t end there. Upon learning that his hometown was undergoing industrial transformation and upgrading, he directly introduced a “big shot” from the electronics and information industry.

The investment promotion team raced against the clock, traveling through the night and conducting research by day, visiting nearly every relevant industrial park in the region to gather valuable investment intelligence.

“I may never hold high office in this lifetime, but if I’m involved in investment promotion, I’m determined to benefit this region.” Mr. Lin saw the tenacity, sense of responsibility, and dedication to the people displayed by the local officials, and was deeply moved.

Competition was fierce across the board—what could his hometown rely on to win? With no blueprints, no industrial policies, and no industry experience—a “three-no” investment promotion campaign—could they really win over enterprises with just a few words and a few pairs of feet? This dilemma left the investment promoters in a bind.

At this point, Mr. Lin threw himself wholeheartedly into the investment promotion effort.

Leveraging his industry connections, he led the investment promotion team to visit three to four companies every day; drawing on his professional expertise, he rigorously reviewed and vetted proposals, rejecting low-end enterprises and those lacking sustainable growth potential; and by fostering upstream-downstream collaboration, he encouraged businesses across the supply chain to band together, pursue efficient and specialized production, and grow stronger collectively.

Ultimately, even business owners from the Pearl River Delta region came around to this “three-no” investment approach.

Behind every enterprise lies a vast market network, and every CEO possesses extensive social connections. Encouraging companies to act as “investment promoters” and leverage their own strengths to attract upstream and downstream partners is precisely one of the most effective approaches to targeted investment promotion.

Government and Business Sing “Three Songs” in Harmony

A while back, I was chatting with several CEOs in the new materials industry. As the conversation unfolded, the topic naturally turned to “government-business relations”...

What constitutes a “comfortable” state in government-business relations? That’s a good question…

Having worked in investment promotion for so long, I’d like to summarize the government-business relationship with these “three songs.”

The first stage is the investment promotion phase.

This phase could be called “Do You Know I’m Waiting for You?” It’s love at first sight for both sides—we wish we’d met sooner. I’m impressed by your project, and you’re impressed by my capabilities. We’ve found common ground and feel the future of our partnership is bright.

The second stage is the project negotiation phase.

This phase could be described as “Sweet as Honey.” Both sides conduct due diligence, uncover the project’s strengths, and frequently express their commitment. Everything seems easy to agree on—all with the goal of “getting the green light” as soon as possible and breaking ground quickly.

The third stage is the project implementation phase.

Once the contract is signed and work begins, we discover that quite a few issues were hidden all along. Here, there’s a half-finished project handed over; there, a plot of land doesn’t meet regulations…

Not only that, but the most terrifying scenario for a company is when a key project—one that was originally agreed upon—suddenly faces a leadership change, and the government’s priorities have shifted. Consequently, the company finds itself on edge, walking on eggshells. To put it in the words of a song: “Will You Still Love Me Tomorrow?”

For companies that have invested hundreds of millions or even billions in a city, changes in urban development strategies are a cause for concern. A change in the local “top leader” implies an adjustment to the city’s development strategy.

Put simply, the development philosophy of the “top leader” is what drives the city’s strategic direction. Changes in urban strategy or policy often pose far greater risks than the projects themselves, leaving businesses with a sense of frustration akin to the proverb: “If the skin is gone, where will the hair attach?”

That said, companies can certainly “vote with their feet.” In a market economy, a company is free to choose where it operates. To attract companies back, there is only one path: improve the investment environment and enhance the business climate.

A "Gold Medal" for Cadre Conduct

A few days ago, a high-profile speech by Ren Gang, Secretary of the Linyi Municipal Party Committee, instantly went viral.

During a break, I was casually scrolling through my social media feed when an entrepreneur shared this speech.

The accompanying caption read: “The conduct of officials is the most important factor in the business environment. Kudos to Linyi.” It reminded me of a line from Ge You in a movie: “Inaction is also a form of corruption.”

Upon reading the speech closely, I realized that “official conduct” was the central focus.

The language was stern.

For instance, Party committees at all levels, along with disciplinary inspection and organizational departments, must take a clear stance on this issue—they must be resolute and decisive, and must not indulge in “good-old-boy” politics. They must overcome formalism and deal severely with officials who feign effort and undermine the greater good.

Decisive action.

First, select and appoint the best candidates as top leaders, and promptly replace those who are unsuitable.

Second, conduct thorough work style rectification campaigns and make full use of accountability as a powerful tool.

It’s a simple truth: blind praise does not equate to true confidence.

The above is indeed incisive. It does not shy away from problems or shield officials.

This is what it means to take responsibility. With such a sense of responsibility, how could the business environment possibly be poor?

Attracting investment and serving enterprises are entirely necessary duties; whether enterprises are satisfied is another matter. It’s like buying a good car: being able to afford the gas is certainly necessary. But having a skilled driver is even more important.

Conclusion

Many of the development miracles seen in various regions are the result of market forces. Policies merely open the door to the market and continue to adapt to it.

It’s like flipping a light switch—the light turns on. But what truly makes the light shine is the electricity, not the switch.

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