It’s not uncommon for a project you’ve been working on for a long time to ultimately come to nothing.

When a project is “snatched away” in such situations, it inevitably “fails to get off the ground”...

Looking back at this year, the “investment recruitment wave” arrived earlier than usual. Snatching projects from under others’ noses seems to lack a certain “aggressiveness.”

Now it’s all about the “race against time”—who isn’t a “backpacker” on the road to attracting investment?

Rather than wait for the other party to back out, we set off immediately. Whether we wait or lie in wait, if we can’t meet during the day, we make time at night.

When it comes to the “end-to-end” process of investment promotion, every region is trying to “carve out” its own path—and it’s no easy feat.

Focusing on frontline investment promoters, the road ahead is long and arduous... We catch a glimpse of their struggles through their iron will, silver tongue, keen hearing, swift feet, and resilient stamina.

Iron Will: Taking the Initiative

Early birds catch the worm; before their annual leave is even over, this year’s investment promotion “ducks” have already dived into the spring tide...

I recall a few particularly memorable posts in my social media feeds:

The New Year decorations hadn’t even been taken down yet, and the investment promotion team was already here.

Wherever they went to pay New Year’s calls, entrepreneur friends were discussing projects—it felt different.

Wherever airfare discounts are the lowest and restaurants and hotels are the busiest, that’s where the investment hotspots lie.

It’s clear that this “proactive campaign” to attract investment has already taken the lead.

But who isn’t facing a tough battle when it comes to attracting investment?

In less than ten days, I’d used up a 1,500-minute calling plan. Just to schedule a single meeting with a company, I had to make seven or eight phone calls.

After nearly two hours of back-and-forth on the phone, I still couldn’t allay the company’s concerns. After all, faced with market uncertainty, businesses are investing with greater caution.

This year, competition for overseas investment promotion is equally fierce. It has become routine for those dispatched abroad to make international calls at 2 or 3 a.m. to discuss cooperation.

To secure a single face-to-face meeting—not counting WeChat exchanges—it took over 50 phone calls of persistent persuasion just to build trust. Suddenly, a sense of relief washed over me.

Behind these investment achievements lie countless instances of setting out with high hopes only to return disappointed, of waiting on the sidelines, and of learning from being turned away. Waiting for hours outside a company’s doors just to secure a 20-minute conversation is a routine part of an investment promoter’s life.

Especially in the height of summer, a week’s absence can darken one’s complexion by several shades. But a tan is just a tan; despite repeated schedule changes and shifts in the company’s attitude toward local investment, it’s still a case of perseverance finally paying off.

In the first half of the year, investment enthusiasm rebounded. For investment promoters, it was better to bake under the sun for a few days than to sit in the shade—sitting still felt like a restless torment, a source of immense anxiety.

Sometimes, telling the truth is quite difficult. On one hand, it’s like a fish drinking water—only the fish knows whether the water is cold or warm; on the other, it’s a matter of seeking answers from all sides—knowing both oneself and the other. When these two perspectives collide, sparks can fly at any moment.

Straight Talk: Speaking the Truth

Take a moment to reflect: what really matters in investment promotion today?

In a word: the speed at which we resolve a company’s investment concerns. Otherwise, projects that are practically in the bag will be “snatched” away.

Seize the “golden five minutes” to quickly provide preliminary solutions addressing the company’s concerns regarding investment location.

From the company’s perspective, the local investment advantages are largely similar; what matters most is analyzing and breaking down the key issues.

Last year, a Guangdong-based company was expanding production. Upon hearing the news, we sent materials inviting them to visit our region. But we were a step too late—the company’s first choice was Anhui.

Having missed the initial opportunity, we shifted our focus to addressing the company’s pain points head-on to gain the upper hand. How did we do it?

The company’s biggest concern was recruitment. Although labor costs were significantly lower than in Guangdong, the efficiency of skilled workers was less than a quarter of that of Guangdong workers. When all costs were factored in, wouldn’t the company actually be losing money?

Especially when the other party raises concerns, you absolutely cannot respond with “I can’t make that decision” or “I don’t have the authority to say that.” After working in investment promotion for a long time, you realize there are very few projects with high compatibility; success ultimately depends on frontline investment promoters “speaking honestly” to turn the situation around.

Recently, Shanghai has proposed a new investment promotion philosophy known as the “Three Focuses, Three Non-Focuses”: “Focus on business model rather than tax revenue; focus on potential rather than profitability; focus on the team rather than credentials.”

In other words, Shanghai’s approach to attracting businesses is no longer limited to established, successful companies but also includes promising startups still in their growth phase. Following inertia, some localities ignore practical realities and operate by the book.

What is particularly difficult to guard against is being “blinded” by the explosive growth of individual projects, leading to lowered entry barriers for companies in the sole pursuit of attracting investment.

If, after providing policies, land, and other resources, the growth momentum cannot be sustained, it may instead drag down regional economic development, leading to redundant investment and overcapacity.

Ears to the Ground: Gathering Intelligence

In investment promotion, information is the first battle. Where do investors come from? It depends on the promoter’s “keen ears.”

Never go into battle unprepared. No matter where you go, you must read the room: Which major companies are heading there? Which ones have intentions to increase capital, expand production, or invest? Are there any intermediaries who can facilitate connections?

Investment promoters seek project leads and connect with companies through multiple channels, constantly reflecting on their work and striving to do their utmost.

Many companies that are hard to spot are uncovered by investment promoters through their connections in the capital circles.

In the past, major players in the investment circles would visit frontline technology parks. Now, they delve deep into laboratories, factories, and warehouses to identify projects.

Some even go as far as conducting due diligence in farm fields, ports, and mines, knowing every enterprise in their jurisdiction like the back of their hand.

In May of this year, a stand-up comedy video went viral in the venture capital circle: “I learned to drink to snag projects, and I learned to play Duan Dan to raise funds…” Whereas they used to travel to Beijing, Shanghai, Guangzhou, and Shenzhen, they now rush to county towns.

Behind the humor lies a fundamental shift in investment logic. However, just as investment trends evolve, so too do the settings for gathering intelligence.

It used to be industry trade shows, but now it’s a government-enterprise business networking platform—the [Investment Promotion Network Mini Program].

It doesn’t focus on massive project databases; instead, it shares real companies seeking locations. Here, you can directly call a company to initiate your first conversation and gather your investment leads.

If you haven’t yet used the 【Investment Network Mini Program】 to call and contact companies, you should question whether you truly qualify as a frontline investment professional.

Rabbit’s Leg: Chasing Projects

It’s not just the alarm clock that wakes up investment promotion professionals—it’s the projects that haven’t yet materialized.

For every project, we put in the legwork—great projects are earned through hard work on the ground; you won’t attract investment by just sitting in an office.

See the footprints illuminating the city—in just one year, we’ve traversed over 30 regions across more than 10 provinces and municipalities nationwide.

As a “backpacker” on the investment promotion trail, I don’t just sign deals on paper—I make them happen on the ground.

It’s no exaggeration to say that in just five minutes, an itinerary is finalized. We go directly to the site to deal with steel and concrete, accompanying companies to gain a firsthand understanding of the project’s ceiling, floor, walls, and various utility lines and property structures, training ourselves to become “project encyclopedias.”

On one occasion, to ensure a top-tier company could visit the industrial park before boarding their flight, I hosted the executives just before takeoff. Unexpectedly, the company was so satisfied with the park after the tour that they even canceled their subsequent itinerary.

After years of constant travel, I’ve mastered the art of planning my itineraries. Regardless of the distance, my schedule is broken down by the hour for efficient time management. No matter where I go, I always have the right suitcase by my side—carrying it has become a daily workout.

When conducting project visits, I naturally know the routes in frequently visited areas better than taxi drivers. Some projects are located in the suburbs, where there are no buses and no taxis in sight.

Yet I still rely on my instincts to “navigate the entire city.” In the race to secure the latest investment intelligence, I’m constantly racing against the clock, fearing that a single moment’s delay might cause me to miss a valuable lead.

Rubber Waist: Bending Over

During one visit, I discovered that the director of the development zone wasn’t working in an office or meeting room, but in the lobby on the first floor of the Investment Promotion Bureau.

At first glance, this seemed a bit odd. But from a business perspective, making a strong first impression is crucial.

It’s probably just five steps from the entrance of the Investment Promotion Bureau to his desk.

When a company representative visits for the first time and can meet the director of the Investment Promotion Bureau directly, it creates a different impression—this is a manifestation of “flattening the hierarchy” and providing service with a down-to-earth approach.

After setting up operations, some companies may have minor needs they don’t necessarily bring up. However, since there is a distance between the Investment Promotion Bureau and the industrial park, it may not be possible to quickly identify the issues companies are currently facing.

That’s right—investment promotion requires maintaining constant contact with companies. Only then will they think of the local area first when they have new projects.

For some projects, negotiations may not have been finalized at the outset. After the initial meeting, beyond phone follow-ups, taking advantage of nearby business trips to drop by and meet with the company again can help resolve challenges—and may even open new doors and create fresh opportunities.

At the same time, in the process of investment promotion, one must not only be business-friendly but also value business, and even learn from businesses. To work in investment promotion, one must possess both the “keen insight” of an entrepreneur and the “professional expertise” of an investment promoter.

When viewed up close, investment promotion is not merely a “question-and-answer” session, but rather resembles a “heart-to-heart conversation.”