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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?
    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.
    The first year sets the tone for the next five; the start determines the outcome. Domestic GPU companies are experiencing a wave of IPOs. This trend has become a major phenomenon in the investment community. Nanjing has been breaking records one after another, drawing significant attention from local governments across the country.
    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.
    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.
    A few years ago, the trend of integrating industrial facilities into urban areas gained significant momentum, with many regions jumping on the bandwagon. Factory buildings grew taller and taller, with a focus on “high floor area ratios.” As the craze subsided, the practical challenges posed by this model gradually came to light. Looking at the current situation, how should floor area ratios be assessed when constructing new factory buildings? Is there still a viable path forward for existing high-floor-area-ratio factory buildings?
    A business development professional once remarked, “Being rejected by companies is the norm; acceptance is the exception.” In such situations, a single misstep can undo all your hard work, rendering the significant time and effort invested earlier a waste. Such cases are far from uncommon; the key lies in how you respond next.
    Have you ever heard this saying during investment promotion efforts: “The higher the official’s rank, the bigger the business they attract”? The meaning is quite straightforward. The higher the rank, the more resources—such as policies, funds, and land—one can mobilize, and the larger the scale and investment amount of the projects that are attracted.Some attribute this phenomenon simply to authority, believing that senior leaders hold more approval and decision-making power, which is why they can secure major projects. However, the real key behind rank lies not in the extent of power or the number of privileges held, but in the value senior leaders bring in terms of resource integration, credibility, and shared vision.
    Having served in Guangdong, Zhejiang, and Jiangsu, he has once again taken the helm in Jiangsu. The ranks of provincial government leaders born in the 1970s have grown by one. Recently, Liu Xiaotao assumed the post of Governor of Jiangsu. His appointment is seen as a crucial step toward Jiangsu’s high-quality development. Standing at this new starting point, can Jiangsu write a new chapter in the “Southern Jiangsu Miracle”?
    Securing a project is never a matter of chance. Hundreds of days a year spent traveling, burning the midnight oil to draft proposals, tracking progress, and running between departments... Perhaps, out of the dozens of projects we engage with each year, only a handful remain in the pipeline by the end. Even when both the government and the enterprise have clear intentions, we may watch helplessly as the company turns and heads to a neighboring province simply because the approval process lagged behind or service details fell short. At other times, while a company is interested in locating locally, an ill-conceived industrial park plan forces us to miss out on the opportunity.We’ve clearly given it our all, so why do we keep missing the mark and struggle to bring projects to fruition? Beyond external factors, we must also look inward for answers.
    In some industrial parks, the investment promotion team ends up taking on property management duties. When a company’s lease expires, it moves out, and the park moves on to recruiting new tenants—only for those new tenants to leave when their leases expire as well. The park becomes like an “empty shell” that can never be filled, trapped in a vicious cycle of “recruiting—losing tenants—recruiting again.” It’s time to rethink the approach to industrial park operations.
    Here’s the big news: the list of China’s Top 500 Private Enterprises has been released. Compared to previous years, this year’s list is brimming with “new” entries. For business developers, reviewing the list isn’t just about checking rankings—it’s about keeping a close eye on these new developments. The real key is: how do you pick up on the signals, identify the critical factors, and pinpoint the emerging trends?
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