Nanshan case in Chinese greenfield investment a translation homework, please help check it~~ I just want to know whether there are many mistakes or awkward expressions…you know, Chinese students a

qingsha

Nanshan case in Chinese greenfield investment a translation homework, please help check it~~ I just want to know whether there are many mistakes or awkward expressions…you know, Chinese students all master in using Chinglish n late 2012, a $160 million, 600,000-square-foot aluminum extrusion manufactory was put into operation in Lafayette, Indiana. The factory belongs to a Chinese company: Nanshan Group. This programme, from building to operating taking about two years and a half, is the first greenfield investment(GI) in the US from Chinese metal companies. Nanshan takes the investment a strategic move rather than just a quick money-maker. The program finally settled in Indiana in the centre of America, which is quite active in attracting foreign capital. Similarly, a group of traditional big manufacturing states now are also sparing spare no effort to win Asian capital. To this extent, Nanshan’s case provides a good view of Chinese GI in the US. Obviously, GI is simpler than M&A, while Chinese investments in the US tend to be (in the form of) M&A recently. Disputes arising from mergers with Chinese companies can be avoided in GI, as the latter concerns the local people, the factories, assets, and more fundamentally, jobs. These are tangible benefits to the community. But GI also has its own challenges. Nanshan soon realised that, even after the company has settled down and created jobs and built new factories, it should continue to learn, and to learn fast. Because after investing, it should get accustomed to the US market and then start competing. Nanshan is such a company—go to learn something before expect anything. Firstly, it was forced to learn how to compete in a market with top technology. Secondly, it realised that a deep pocket itself can’t bring a company success. Lastly but maybe most importantly, it has not gained experience only on technology, but also on administration and human resources from the US. And these interwoven experience and lessons have formed a feedback loop, and finally have had influence on its parent company’s managing, operating and training back in China.

Nov 28, 2014 12:58 PM

Corrections · 1

Nanshan case in Chinese greenfield investment a translation homework, please help check it~~

I just want to know whether there are many mistakes or awkward expressions…you know, Chinese students all master in using Chinglish

In late 2012, a $160 million, 600,000-square-foot aluminum extrusion factory started operating in Lafayette, Indiana. The factory belongs to a Chinese company: Nanshan Group. This programme, which took two years and a half to complete from building to operating taking, is the first greenfield investment (GI) in the US made by a Chinese metal company.
Nanshan considers the investment a strategic move rather than just a quick money-maker. The program finally started in Indiana, in central America, which is quite active and attracting foreign investors. Similarly, a group of traditional big manufacturers is also sparing no effort to win Asian capital.
To this extent, Nanshan’s case provides a good overview of Chinese GI in the US.
Obviously, GI is simpler than M&A. However, the Chinese investments in the US tend to take form of M&A recently. Disputes arising from mergers with Chinese companies can be avoided in GI, as the latter concerns the local people, the factories and influence the assets, and more fundamentally - the job market. These are tangible benefits to the community.
But GI also has its own challenges.
Nanshan soon realised that, even after the company has settled down and created jobs and built new factories, it should continue to learn, and to learn fast. Having made the investments, it should get accustomed to the US market and then start competing.
Nanshan believes that you should learn before you start having any expectations.
Firstly, it was forced to learn how to compete in a market with top technology. Secondly, it realised that a deep pocket itself can’t guarantee success. Last but not least , it has not gained experience from the US only in the field of technology, but also in administration and HR.
And these interwoven experiences and lessons have formed a feedback loop, and finally have influenced the way company is its parent managed, the way it operates and trains people back in China.

Well done! It's all very clear and I've only made a few corrections where necessary (where I believe it was necessary). However, I do not have the original text so I can't be sure I haven't gone too far in my improvements.

Keep up the good work ^^

November 29, 2014

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