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Management article
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Reference no. 89614
Authors: Alan M Webber
Published by: Harvard Business Publishing
Published in: "Harvard Business Review", 1989

Abstract

In 1979, Geoff Parker leads U.S.-based Thurmond Textiles into China. In 1985, after a false start or two, his factory finally begins making shirts. In 1988 Parker opens discussions with officials over plant expansion. Then the events of summer 1989 leave Parker asking "What is our China strategy now? After ten years was it all a mistake?" Seven authorities on China - A.J. Robinson, Portman Overseas; Wan Runnan, Stone Group; Virginia Ann Kamsky, Kamsky Associates; David Chang, David Chang and Associates; Sidney Jones, Asia Watch; Chi-Ning Liu, Hewlett-Packard; and Sumio Takeichi, Mitsubishi Corp. - consider Thurmond''s alternatives.

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Abstract

In 1979, Geoff Parker leads U.S.-based Thurmond Textiles into China. In 1985, after a false start or two, his factory finally begins making shirts. In 1988 Parker opens discussions with officials over plant expansion. Then the events of summer 1989 leave Parker asking "What is our China strategy now? After ten years was it all a mistake?" Seven authorities on China - A.J. Robinson, Portman Overseas; Wan Runnan, Stone Group; Virginia Ann Kamsky, Kamsky Associates; David Chang, David Chang and Associates; Sidney Jones, Asia Watch; Chi-Ning Liu, Hewlett-Packard; and Sumio Takeichi, Mitsubishi Corp. - consider Thurmond''s alternatives.

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