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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?
    At the end of the day, attracting investment is a competition for talent. It’s easy to put up a sign promoting market-oriented investment promotion, but developing the right people is where the real challenge lies. With the new year underway, it’s worth starting by focusing on building the capabilities of our team.
    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.
    In 2026, the term “vote-buying economy” was frequently mentioned. This unprecedented crackdown serves as a comprehensive test of the government’s governance capabilities, performance-oriented approach, and development philosophy. How can we strike the optimal balance between curbing corrupt practices and ensuring development?
    The local two sessions serve as a window into the regional economy. A review of the government work reports reveals an increasingly clear roadmap for investment promotion. As we stand at the beginning of the 15th Five-Year Plan, what key signals have been sent?
    In recent days, local two-session meetings have been held in rapid succession. The “pledges” to boost the economy and attract investment have been passed down through the ranks, landing on the desks of platform companies. The more critical the situation, the more platform companies are expected to step up and shoulder the burden. Yet the reality is heartbreaking: just when they were ready to prove themselves, they find themselves caught in a tug-of-war between administrative requirements and market forces.
    Shortly after the start of the year, the Guangdong Investment Promotion Bureau and a delegation of Guangzhou-based companies traveled north to “knock on doors” and engage in industrial exchanges and matchmaking with representatives of central state-owned enterprises (SOEs). A wave of cooperation between central and local governments is sweeping through China’s largest economy. According to incomplete statistics, at least 25 central SOEs (including subsidiaries) registered new operations in Guangdong over the past year. Why do central SOEs prefer Guangdong as they expand their presence?
    This year, an increasing number of regions have begun to adopt scenario-based investment promotion. This involves identifying relevant scenarios, publishing lists of opportunities, and connecting with businesses. Behind this approach lies a shift in the logic of investment promotion: the focus is no longer merely on seeking projects, but on identifying “scenario opportunities” within local development. Essentially, this is about creating “testing grounds” for innovative technologies and matching cutting-edge products with their target markets.
    As the year draws to a close, the most important meetings have concluded. The concept of “adapting to local conditions” has been given top priority. When it comes to attracting investment, the last thing we need is a disconnect from reality. It is all too common to see projects that start with great fanfare only to fizzle out just as quickly. Different regions bear different strategic missions.
    When it comes to attracting investment, one cannot ignore the fiscal “purse strings.” Local finance departments are well aware of this. In the context of investment promotion, the “purse strings” must be spent wisely to yield the greatest return. Only when industries cluster, supply chains extend, enterprises grow, and employment expands will fiscal revenue increase.
    In the blink of an eye, there is less than a month left in 2025. For local governments, it is essential not only to keep pace with trends but also to identify their comparative advantages. After conducting research across multiple regions nationwide and analyzing local case studies, we found that three key dimensions are fundamental: industrial foundation, absorption of commercial space, and incentives for investment promotion management as well as the professionalism of the team.
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