learn how to collaborate with its Chinese partner,” says Train. “Emerson has been in China with a supporting infrastructure to help them get started.”

“If you are starting to do business in China, the first thing you should do is build an infrastructure,” adds Rockwell’s McDermott. “You’ll need to hire some employees and sign up channel partners. Then you’ll need a supply base.”

The important thing is to build relationships, says McDermott. “Rockwell has been in China and the rest of Asia for a while. We can help customers find partners, original equipment manufacturers and distributors. Dealing multi-nationally requires a lot of collaboration between the automation supplier and customer for success.”

Kevin Bolen, chief marketing officer of Waltham, Mass.-based globalization and outsourcing supplier Lionbridge, figures India is an easier place for American companies to do business than is China, because so many people in India speak English. “China also has more bureaucracy,” he adds, “and you need joint ventures with Chinese companies to succeed there.”

Another problem in both countries is turnover, Bolen says. “A company looking to locate a small office there may have trouble retaining people. Skilled people are looking for advancement, so Lionbridge’s 350 employees in China and 1,200 in India provide a critical mass that helps retain employees.”  

For more information, search keywords “ China” and “ competitive” at www.automationworld.com.