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    When investment promotion targets are assigned to state-owned enterprise platforms, the first thing that appears is a task list: how many companies to engage, how many leads to generate, and how many projects to advance. Once the goals are broken down, the team quickly gets into the swing of things. But for decision-makers, assigning targets to departments is only the first step in deploying the task. Investment promotion by state-owned enterprise platforms involves far more than just project matching. It requires determining the right industrial direction, understanding corporate needs, coordinating capital instruments, and identifying who will take over once a project is implemented.
    There’s a well-known adage in the investment promotion industry: good projects never wait. Projects can come knocking at any moment, but it takes a year or more to build a professional investment promotion team. This time lag has become a weak point for many counties’ investment promotion efforts. Qingyang County’s response was to stay one step ahead of the projects by first recruiting and training the right people. The “Running Ahead” Industrial Pioneer Training Camp, which recently concluded, was precisely this strategic first move. It featured 100 young officials, a 10-day intensive training program, and four rounds of selection, with county leaders evaluating the participants and entrepreneurs putting them through their paces.
    According to data from ChinaVenture, as of the end of 2025, district- and county-level funds accounted for 44% of the total number of government funds nationwide. However, due to financial constraints, the capital size of these funds represented only 11.3% of the total. Accounting for nearly half of the total number but only 10% of the total capital—this is the true picture of government funds at the county level. Some time ago, a document issued by the General Office of the State Council quietly caused a stir in investment circles. The “Guiding Opinions on Strengthening Supervision, Preventing Risks, and Promoting the High-Quality Development of Private Equity Funds,” commonly known as the General Office’s “Document No. 54.”
    A few days ago, the Ministry of Commerce, the National Development and Reform Commission, and the Ministry of Finance jointly issued the “Action Plan for Stabilizing, Promoting, and Optimizing Foreign Investment,” which consists of 15 measures across five areas. Today, draft amendments to the Government Procurement Law and the Bidding and Tendering Law were jointly submitted to the Standing Committee of the National People’s Congress for initial review. This marks the first time these two laws, which have been in effect for more than 20 years, have been amended simultaneously. Earlier, on June 16, at a symposium chaired by Zheng Zhejie, Director of the National Development and Reform Commission, the issue of “regulating local investment promotion activities” was raised, and this was discussed in the context of deepening the development of a unified national market.
    Recently, the State Taxation Administration made a public statement. It emphasized that addressing the "invoice-driven economy" cannot be done through a simplistic "one-size-fits-all" approach. Without conducting actual verification, authorities should not simply suspend or restrict companies’ invoice issuance or reduce their invoice quotas. Local governments engaged in investment promotion now face a dilemma: they must strike a balance between two conflicting demands. They need to eliminate inflated figures without inadvertently harming compliant businesses; they must correct performance metrics without damaging the business environment. The true test lies in the wisdom of local governments to adopt “tailored approaches” in their investment promotion efforts.
    The artificial intelligence industry has entered a period of rapid growth. Attracting computing power investments has become a popular strategy for local governments to develop their digital economies. However, utilization rates remain below 30%, while operating costs continue to rise. In some regions, blind bandwagoning, subsidy one-upmanship, and the disguised construction of computing facilities have triggered a race to the bottom in computing power investment. Just last week, Xinhua News Agency specifically warned against this “race to the bottom in computing power investment,” directly pointing to the short-sightedness of local development strategies. The fact that the central government has personally stepped in to sound the alarm speaks volumes. It is time to hit the brakes on this computing power race.
    The prospects for local development hinge on the officials responsible for investment promotion. It comes down to whether they dare to face problems head-on, are willing to set aside their egos, and are capable of getting things done effectively. Though blunt, these words pinpoint some of the issues plaguing local development. In regions that successfully attract businesses, the government’s work style serves as the “golden calling card” for investment promotion. Without exception, these regions have taken their approach to the extreme in three key areas: understanding, attitude, and action. Awakening to Reality: Breaking Free from Self-Indulgent Planning When it comes to attracting investment, the first step is to resolve local issues.
    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?
    Over the course of a month, the “Straight Talk” column in the Liaoning Daily published a series of short commentaries. Though each piece was brief—just a few hundred words—they were direct and cut straight to the heart of the matter. The more I read, the more I realized they highlighted common issues faced by most localities. Many regions are grappling with similar challenges regarding the business environment, the work ethic of officials, and development philosophies. The commentary ranges from how to conduct consultation meetings and field visits to how to establish a proper view of political achievements and cultivate Party spirit. This high-frequency, high-density series of articles serves as a systematic “collective health checkup” for investment promotion officials. This “health report” also holds up a mirror for localities to reflect on and examine their own investment promotion efforts. On the surface, these are issues of work style. Let’s start with
    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.
    Since 2019, Yuanqi Forest has begun to build its own factories across the country, and has already built factories and put them into production in Chuzhou, Anhui Province, Zhaoqing, Guangdong Province, Xiqing, Tianjin Province, Xianning, Hubei Province, and Dujiangyan, Sichuan Province, etc. This article will be based on the analysis of the national site selection trend of Yuanqi Forest. This article will be based on the analysis of the national site selection trend of Yuanqi Forest, precipitation and summarize the attraction highlights of Tianjin (location, market), Taicang (industrial "addition"), Zhaoqing (supporting support), for reference.
    Chatting with old friends, he exclaimed to do more than ten years of investment parks, to put it bluntly is to do "make friends" art. Expanding the investment circle of friends, is to do entrepreneurs reach, the accumulation of contacts and resources is the key. How to reach the intention of enterprises, how to establish a direct connection with enterprise decision makers, is the starting point, but also the key.01 The first step of investment promotion: reach investment is not a one-shot deal, but based on trust, demand and value of long-term interaction. In the process of investment promotion, the most difficult thing is not to dig out the demand, but to establish a relationship of trust. "You can't do it by casting a wide net. It is the right solution to put limited energy into the truly valuable relationship network....
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