Q: I've heard that getting the first project in China is not all that difficult but after they learn what they want to know from us on one project, it's not uncommon for companies to be told, "Thank you very much -- we'll take it from here." Is that true? What do you suggest we do to achieve sustainability?

A: Although I have heard this lament from a few firms, it seems to be the exception rather than the rule.

As you embark on the building of a long-term client relationship, you need to be sure you understand your client's needs. How can you provide "value-added" services that meet or exceed your client's expectations? The value you offer depends a lot on what type of firm you are and who your client is. For instance, if you are an architect and your client is a developer, you need to understand what the developer needs from you versus what he gets from the local Design Institute (which will typically be doing the production documents). Usually what a Chinese developer is looking for is Western design style, the ability to get the design accepted by the local authorities and your expertise in providing an efficient, sustainable design. If you deliver the expected service on time and within budget, it is likely the project will be the first step in building a long-term relationship.

On the other hand, if your client is a Design Institute, they may have allied with you simply to solve a design problem they have wrestled with in the past and felt that a one-time alliance would give them the knowledge they need for the future. In our experience, such a situation is truly in the minority of project alliances. A more common cause of a "one project, good-bye" experience is that the client didn't receive what he perceived he would get from your involvement. If that's the case, the loss of the relationship falls more on your lack of understanding of what the client really expected from you than from the fact that you are trying to work in China. (Obviously, misunderstanding client expectations can happen to you anywhere in the world.)

Whether you are an architect, constructor, engineer, construction manager or any other part of the building team, the answer to the question is the same. Establish your critical skills to offer, know your client's needs and expectations, and deliver what you promise. The only other thing I can suggest is to really work on building a relationship.

Remember, the Chinese are extremely relationship driven. If you have taken the time to develop a solid relationship, determine what your client truly expects from you, and you meet or exceed the expectations, you should expect to be on your way to forming a long-term relationship.

Thanks to Randolph W. Tucker, P.E., who is executive vice president of The RJA Group Inc., a global fire protection and security consulting firm that has worked on construction projects in more than 60 countries. The RJA Group's Rolf Jensen & Associates Inc. subsidiary has established a representative office in Shanghai and plans to open a second location in Beijing in 2004. He can be reached at rtucker@rjagroup.com.

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