In ancient times, those who mastered the Thirty-Six Stratagems were assured of victory on the battlefield. For business developers, learning and applying these strategies and tactics is the key to achieving exceptional results. Conversely, a single misstep can lead to total failure. So, how can one utilize the “Thirty-Six Stratagems” to ensure an unbeatable position?
01 Follow the Leader
The "leading horse" can be viewed as a leading enterprise, and attracting such companies requires a long-term vision. Examples of leading enterprises driving an entire industry are now commonplace. The more components involved and the longer the industrial chain, the more pronounced the leading enterprise’s driving force becomes. Localities can identify leading enterprises based on their own industrial foundations, focusing on finished products or core components related to their local industries. The type of leading enterprise a region needs depends on its industrial chain. It is worth noting that, when it comes to neighboring provinces and cities, regions should play to their strengths and avoid their weaknesses; even if developing the same industry, they should at least pursue a strategy of differentiated development. As for when a region needs a leading enterprise, it can be sought from the very beginning, or it can be brought in after a certain foundation and scale have been established to drive and elevate the entire sector. However, when it comes to leading enterprises in niche sectors, the key lies in having a thorough understanding of the target industry.
02 Strengthening Foundations
Compared to attracting leading enterprises from outside, cultivating local leaders is more effective in expanding industrial influence. “Foundation” represents capital, infrastructure, industrial cultivation, and the development environment; “sources” refer to local “seed” enterprises with potential for growth and development. Therefore, local governments should create an industrial ecosystem to help and support local enterprises in growing stronger. Many enterprises have taken root and sprouted locally, growing into towering trees; numerous leading enterprises are directly linked to local brands, such as Hangzhou—Wahaha and Inner Mongolia—Yili. Although these enterprises may not match the strength and influence of Fortune 500 companies, we must not focus solely on superficial economic data; the value of these enterprises or product brands contributes significantly to the local economy. For underdeveloped regions, local specialty products are often in their early stages, and supporting industrial infrastructure has yet to take shape. Due to poor foundational conditions, attracting leading enterprises from outside is difficult, creating a classic “chicken-and-egg” dilemma. Rather than waiting passively for leading enterprises to come knocking, it is better to encourage the development of local enterprises. Attracting "external" investors is aimed at rapid local development, while supporting "local" businesses is about building a trump card for the region’s signature industries. Far from being contradictory, these two approaches are synergistic and complementary.
03 Follow the Vine to Find the Melon
As long as the investing enterprise possesses genuine strength and determination, local authorities should “keep one eye on the present while looking toward the future.” First, identify what “fruits” the enterprise itself bears, then trace the vine to gather its own industrial support ecosystem. This approach makes “tracking” the direction of the next “vine” far more targeted. In today’s market economy, the economic development of any enterprise is inseparable from its supporting industrial chain.The finer the division of labor within an industrial chain, the greater the value added, and the longer the chain becomes. As market competition intensifies, only by bringing related enterprises into closer collaboration can a synergistic force be formed. Consequently, the industrial agglomeration effect emerges. Dell once proposed the “983” requirement—what does “983” mean? It means that 98% of orders must be delivered within three days. Without closely integrated suppliers, this would be impossible to achieve. It is clear that only by breaking through geographical constraints and clustering enterprises engaged in production along the same industrial chain can an industrial cluster stand the test of time. When making investments, most enterprises typically start with small initial investments to test the waters—a common risk-management strategy. If local authorities fail to take these small investments seriously or mistakenly believe these enterprises do not value the local area, they will miss out on attracting the “big fish” that follow.
04 "Befriend the Distant, Attack the Near"
"Befriend distant partners" involves exchanging information, experience, and project resources. During the Warring States period, the State of Qin employed this brilliant strategy to defeat the other six states one by one and unify China. Today, in investment promotion activities, the successful application of the "befriend distant partners, attack nearby rivals" strategy will directly determine whether local investment promotion can seize the initiative. When collaborating with other cities and institutions, investment promotion entities should establish connections at every level—from regions to industrial parks to specific industries—ensuring one-on-one, point-to-point engagement to achieve the objectives of “making friends far away.” It is also worth noting that the investors targeted through “making friends far away” should be technology-intensive enterprises. Wherever new markets emerge, such enterprises will take root; wherever new customers appear, they will naturally expand. "Near-attack" is about competition, but ultimately aims for mutual promotion. In investment promotion, we cannot avoid the issue of competition; only through competition can we identify gaps. From large-scale policy support and preferential treatment to the development of local industries, sectors, and even individual enterprises, favorable growth opportunities must be actively pursued. Therefore, a competitive mindset should be present in every investment promotion effort.
05 Turning the Tables
Word-of-mouth marketing is the most effective—yet the most difficult to achieve—level in marketing. A customer’s firsthand account is often more persuasive than a salesperson’s own promotion. When attracting investment, if local businesses are well-served, entrepreneurs will “step forward” to promote the region’s investment advantages. Letting the enterprise’s attitude speak for itself is, to a certain extent, a form of “turning the tables.”
Clearly, the success of this “turning the tables” approach hinges on whether local investment promotion services are thorough and whether investors are satisfied. In this context, enterprises already operating locally serve as “vectors”; the local government must have a clear and precise understanding of project scale, investment status, and position within the industrial chain, and effectively leveraging these businesses is a critical step. Furthermore, this model should serve as a supplement to investment promotion efforts, not a complete reliance.The process of introducing, negotiating, and finalizing projects still requires the full participation of the investment promotion department; under no circumstances should intermediaries overstep their bounds and take over these responsibilities.
06 Building Momentum Through Steady Accumulation
Today, some localities invest significant effort in investment promotion, even taking on tasks that others should handle, yet their success rates remain stagnant. Where exactly does the problem lie? In reality, success in any endeavor is not guaranteed simply by covering all bases; doing so merely ensures a passing grade. To achieve excellence, one must go above and beyond what other regions do.
There is more than one factor influencing the success or failure of investment promotion. A single phone call, a single report, or a single approach to problem-solving can lead to a celebratory toast between the host city and the investor. Equally, it can render all the preliminary efforts in vain. In essence, these details may be the final spark that brings 90°C water to a boil, or they may simply become the straw that breaks the camel’s back.Investment promotion is like the Olympic gymnastics team competition—it’s all about the highest total score. To win the team gold medal, every gymnast’s performance is crucial, and the details directly determine the final outcome. In other words, only through sustained effort can one achieve a breakthrough. For some investment destinations, doing every single thing well may not be that difficult; what is far more challenging is consistently doing every single thing well over the course of several years—or even decades. If a project slacks off midway, it could mean that all previous efforts have been in vain.
07 Bridging the Past and the Future
The spontaneous relocation or migration of enterprises is the result of the invisible hand of the market economy. As the governing body, the government should also leverage artificial regulation and guidance to work with the trend, enabling developed regions to assist underdeveloped ones and achieve coordinated development across the entire region or even the broader regional economy. Economic cooperation between different regions, industrial alignment, and joint development of industrial parks are practical manifestations of such macro-regulatory measures.By leveraging common ground in industries, capital, and technology, factors of production flow from developed to less developed regions, with guidance at the front end and reception at the back end. There is economic complementarity between the two regions: for instance, the advantage of developed regions in attracting investment lies in their concentration of business operators and comprehensive supporting infrastructure, making them suitable for corporate headquarters; whereas the advantage of less developed regions is the low cost of production factors, leading many enterprises to choose to establish production bases there. As developed regions adjust their industrial focus, they need to "make room for new growth" by phasing out enterprises that no longer align with their industrial development direction. Furthermore, due to scarce land resources, developed regions can no longer meet the expansion needs of investing enterprises; cooperation with less developed regions can compensate for this weakness.
08 Prioritizing and Discarding
Before launching a product to the market, companies typically conduct rigorous analysis on several key questions: Who is the target customer? Where should the product be sold? How should it be sold? These are crucial elements of product positioning, and a similarly clear blueprint is essential for investment promotion: What kind of investors should be attracted to the region? Where should they be sought? How should they be brought in? Crafting this blueprint is akin to a sharpshooter taking aim—the more precise the aim, the higher the probability of hitting the target. Most economically underdeveloped regions aspire to learn from the development experiences of prosperous coastal areas and replicate their successful models—including targeted assistance programs, study tours, and cadre exchanges. However, the results are often less than ideal, as the success formulas of developed regions are difficult to replicate. Some localities focus their investment promotion efforts exclusively on Fortune 500 companies, publicly listed firms, and state-owned enterprises. While attracting such entities would certainly be a boon, it is a rare and elusive opportunity.
09 Leading by Example
Although decision-makers in investment promotion should primarily focus on overall strategic planning and comprehensive management, they often play a decisive role in specific investment matters. Since the time and energy of these decision-makers are highly valuable, the timing of their involvement is particularly crucial. One key factor is the project itself. If an investor has explicitly identified the local area as one of their candidate locations, the decision-maker may personally lead critical negotiations with key investors. Similarly, at critical junctures in project development, the decision-maker should personally intervene to ensure the project’s smooth progress. Another key factor is the investor. Based on investment promotion practices across the country, the role of decision-makers becomes increasingly significant in regions with lower brand recognition, limited investment resources, and less developed economies.
10. The Sword Dance of Xiangzhuang
In the past, there was an investment promotion approach known as “culture sets the stage, economy takes the lead.” Localities leveraged their historical heritage, tourism resources, and cultural influence to attract attention, foster connections through culture, and ultimately promote cooperation. When building cultural brands, local leaders must adhere to certain principles, but they should also seek professional advice on key issues.
For example, some tourist cities, while promoting local traditional culture, have mixed in too many commercial activities. Tourist attractions have turned into shopping malls, and natural and cultural landscapes have become venues for consumption. Although this has yielded certain economic benefits, it has inadvertently weakened their brand. While it is often said that “culture sets the stage and the economy performs the play,” it is culture that attracts attention and builds connections; the performance cannot exist without the stage. Therefore, blurring or reversing the distinction between primary and secondary elements will ultimately result in more harm than good.
11 Going with the Flow
For regions seeking to accelerate economic development and maximize the efficiency of investment promotion efforts, the best approach is to leverage external forces, capitalize on existing trends, and proceed smoothly—much like pushing a boat with the current. The application of this principle in investment promotion can be divided into three levels: In terms of grasping the general direction of policies, local governments must plan ahead, concentrate resources to seize opportunities, and make the most of the valuable window of time when policies are favorable.Among regions eligible for the same policies, the ability of local governments to seize opportunities often determines who can take the initiative and stay one step ahead. In large-scale economic and trade activities, local governments and relevant investment promotion authorities should learn how to capitalize on opportunities to ensure such events serve local economic development to the fullest extent. These activities include specialized and purpose-driven economic and trade conferences, exhibitions, forums, and the like. In specific investment promotion matters, relevant authorities must be adept at identifying and seizing opportunities, and should leverage these opportunities for event marketing to achieve market promotion at the lowest possible cost. Seizing the moment is, in fact, a test of the comprehensive capabilities of governments and investment promotion authorities. The level of ideological awareness, the speed of administrative efficiency, the breadth of information channels, and the degree of market acumen all influence the ability to capitalize on investment opportunities. Therefore, enhancing the comprehensive capabilities of investment promotion departments is more practical than simply waiting for opportunities to arise.
12. Blazing a New Trail
Although there are established best practices for investment promotion that can be emulated, investment promotion entities should not confine themselves solely to these established frameworks. Instead, they should fully tap into their own resources to identify locally unique investment relationships and leads, combining “blazing new trails” with conventional methods to achieve greater efficiency in investment promotion. For most regions, relying on unique personal networks and social connections for investment promotion should serve only as a supplementary measure. Not all enterprises possess the reputation and financial resources—nor the willingness—to dedicate themselves wholeheartedly to their hometown. Therefore, the primary focus of local investment promotion efforts should remain on building a solid foundation through consistent, fundamental work. Furthermore, if a region has already established a favorable investment environment and built a solid industrial foundation, introducing additional resources through personal connections at this stage can yield results far greater than those achieved through relationship-based investment promotion alone.
13 First-Mover Advantage
To a certain extent, “first-mover advantage” refers to “seizing the initiative”—an investment promotion approach rooted in a competitive mindset and manifested through concrete actions. In business competition, seizing the initiative equates to seizing business opportunities. Similarly, in the competition among regions to attract investment, whoever identifies investors first and engages in negotiations with them first gains a competitive edge. If an investment promotion entity can be “one step ahead” in gathering investment information, this time advantage will be invaluable. From initial contact, understanding the situation, gathering feedback, proposing solutions, discussing details, negotiating terms, to finally signing a letter of intent, a skilled investment promotion team can complete this process in as little as a few days, while other regions may not even have time to get involved. If the investment promotion entity can take the initiative in communicating with investors, it will immediately leave a positive impression of strong commitment and high efficiency.
If subsequent negotiations are also successful, the investor will have already developed a sense of认同 toward the information presented by the investment destination. This effectively sets a barrier for latecomers; other investment destinations wishing to compete will have to exert significantly greater effort.
14 Seizing Every Opportunity
Failing to make initial contact with an investor does not mean the opportunity is lost. On one hand, the investment destination that first obtains the information may consider factors such as industry focus and investment targets, and may not necessarily respond positively to the investor. However, if another destination can step in during this critical “vacuum period,” it is highly likely to transform from a “substitute” into the “top choice.” On the other hand, during the investment evaluation process, most companies frequently weigh several candidate options back and forth. Among the final shortlisted candidates, there are always one or two investment promotion entities that have entered the fray midway. As with other commercial competitive activities, investors seek to maximize their benefits and naturally hope to create a multi-party negotiation scenario. Therefore, this “wavering” process also creates opportunities for other investment promotion destinations to intervene. It is evident that the success or failure of investment promotion largely depends on whether the host city can identify and seize such opportunities, transforming them into tangible results. On the surface, this strategy involves competing for client resources, but “seizing every opportunity” remains a form of healthy competition. Host cities with strong information channels and capabilities will stand out, while those lacking such capabilities should proactively bridge the gap.
15. Lying in Wait
Regions that intervene midway in the process are likely to trigger intense competition among regions, and investors will use this to drive down prices from multiple sides, significantly increasing the effort and cost of attracting investment for competing regions. However, if the goal is to improve investment promotion efficiency and reduce costs during competition, “waiting for the right moment” is a strategy worth adopting. "Lying in wait" refers to the investment promotion entity refraining from intervention during the early and mid-stages of a target company’s investment evaluation. Instead, it gathers information about the project behind the scenes until the target company enters the decision-making phase. At that point, the entity makes a decisive move with an overwhelming advantage over competitors, securing the target company’s approval in the shortest possible time and ultimately winning the investment contract. The greatest advantage of this strategy lies in the fact that the investment promotion entity does not expend energy in the initial, repetitive bidding wars for investors.During this period, the investment promotion entity can use the time to gather as much information as possible, refine its local investment promotion plan, and assess the project’s feasibility. Therefore, the three most critical factors are: obtaining accurate intelligence, seizing the optimal timing for entry, and crafting a meticulously tailored, optimized proposal for the investor. These three conditions are mutually reinforcing and indispensable.
