这个中国故事描绘了一个真正的考验，蔑视许多希望在中国合作的西方公司 – 他们如何从一个直接的，有用的关系转向制造深刻的信任感？这种情况进一步困扰着西方信仰的含义在中国可能需要混响（Kriz和Flint，2003），而在西方拥有一个知名和富有成果的品牌的看法一般不能保证在东方取得成就（2005年博士） 。因此，西方企业经常吸引中国当地人或商业伙伴，劝勉他们如何最好地探索这个新领土。虽然这些协会可能会鼓励短期业绩，并提供有利可图的报告，但如上述故事强调邓小平和爷爷一样，他们不能代替建立以深刻信任为重点的直接关系。
China’s businesses are different from those which are practiced in the other nations of the world. The primary focus of China’s Business has been the establishment of the business relations with the other countries. This has been the first and foremost culture of the business perspective in China and has been considered as important. The business world has been divided in two parts with countries in the eastern part of the world and the western part. The west is well known for technological innovation, while countries in the east for reasons other than technology, for instance, China is well known for entrepreneurship, Indians for information technology, Japanese for quality, Koreans for manufacturing.
One day a man took his grandson to meet his adolescence companion, Deng Xiaoping, previous Paramount Leader of the PRC. The adolescent youngster was in wonder of Deng and shrouded himself behind his granddad. Astonished by the conduct of his typically amicable and loquacious grandson, the man inquired as to whether he could give the kid an apple from an adjacent apples and oranges dish. The kid rapidly took the apple from Deng’s outstretched hand and instantly started to talk as though he had known Deng all his life. At the point when the man was asked by Deng for what valid reason his grandson had changed his conduct so rapidly, he basically answered that notoriety appears to matter little to youngsters. Deng concurred, recommending that to construct trust it is first important to offer some positive motion. Deng and the granddad then both laughed as they recalled their initially meeting in the play area at their old school in Xiexing. They then concurred that kids likely acknowledge more than most that graciousness requests correspondence and that such activities open the entryway for a relationship develop.
This Chinese tale delineates a real test defying numerous Western firms wishing to work together in China—how would they move from a straightforward, instrumental relationship to manufacture a profound feeling of trust? This circumstance is further entangled by worries that Western meanings of trust may need reverberation in China (Kriz and Flint 2003), and perceptions that having a well-known and fruitful brand in the West does not generally ensure accomplishment in the East (Doctoroff 2005). Accordingly, Western firms oftentimes captivate Chinese local people, or business accomplices, to exhort them on how best to explore this new territory. While such associations may encourage short- term results and give profitable presentations, as the above tale highlights with Deng and the granddad, they are no substitute for creating a direct relationship that is focused around profound trust.