--Sameh El-Shahat, President China-i Limited

Almost four decades have passed since the triggering of the Reform and Opening Up Process (ROUP) and one would be excused for thinking that the Chinese Dream has already taken place. Hundreds of millions of Chinese citizens have been lifted out of poverty and many of them have joined the urban middle classes. The standard of life of most Chinese people is immeasurably better than it was in the 1970s and food coupons, still a feature of life even in the1980s, are a thing of the past. China's economy has acted as the world's other engine, salvaging the global economy when the main Western engine came close of imploding a few years ago. Chinese companies, once known for mass producing low quality products, are now trying to move up the value chain, wishing to offer not only higher quality products, but also services. While China's dream-like and unprecedented growth and its positive impact on the lives of day to day life may have been tempered by social inequalities and environmental costs, the overall effect has been very beneficial and has taken China's economy to that of second in global ranking after the United States. No mean feat for a country that faced starvation on more than one occasion since the foundation of New China in 1949.

Yet, it is my proposition that the next forty years will be even more crucial to China than the last 4 decades. Growth over the coming period will be significantly less than the Chinese economy has been accustomed to. On a personal level, incremental returns from future growth to and impact on personal lives of Chinese citizens will be measurably lower. That means that the current and coming generations will be living with a "growth deficit" with less potential for easy money or easy jobs. Chinese leaders will need to find a new narratives to deal with this growth deficit and manage the expectations of their own populations. The "Chinese Dream" as spelled out by President Xi is indeed very timely because it arrives at the right moment in the development of China as the entire country undergoes a paradigm change away from "quantity" and more towards "quality". Chinese leaders have been emphasizing that they are willing to live with lower growth so long it was a better quality, more socially and environmentally balanced growth. This is very wise and commendable as the Chinese economy matures and enters the next phase of its evolution. This new national project very much fits with Chinese culture where the emphasis on balance and harmony is very much part of the genetic code of the historical Chinese polity. China is in many ways going back to its traditional roots of moderation, but in order to effect such a mind change it needs to prepare its own people.

The Chinese Dream, becomes a way of harnessing the energy of the Chinese people and mobilizing and channelling it towards a cohesive national vision of revival, not only in pure economic terms, as naturally was the case in the first forty years of growth, but increasingly in values- and image-based terms based around sustainability and harmony. The Chinese Dream becomes a powerful tool of values and ideas that can help the Chinese people continue their growth in a manner that is at once positive and also more sustainable. This means new ways of talking and dealing with the people. Chinese people expect certain things from their leaders like strength and vision, but the new generations have also been brought up on a diet of information that is both media- and internet-heavy with its pervasive social networks. The Chinese Dream may well mean new ways for the CPC to reach to its own people and guide them through the transition from higher growth to the new period of more sustainable growth. New tools and new forms of communications will need to be developed. The Chinese Dream, in practical terms, will rely heavily on the identification and implementation of such tools, such as new and invigorated values-based narratives.

On the international scene, The Chinese Dream will mean nothing less than helping Chinese companies achieve what has eluded them so far, namely the creation of successful brands that would allow them to become more profitable by moving up the value chain and keeping more of the creative and manufacturing value for themselves.

Brands are not logos and they are not business plans, they are they ability to speak to people's emotions and values through products and services. They are a bond of quality and trust that both intangible and yet the most valuable asset a company can have. Nothing is more powerful or valuable than dream than can be shared with others. One of the main criticisms levelled at Chinese products and services is that, while many are efficient, of good quality and price, they "do not make people dream". Our research has shown that consumers and stakeholders both in China and abroad, need to know that Chinese companies have values that they can associate themselves with in terms of life-enhancing brands and are willing to pay more for them. Until Chinese companies can share values, the return on their investments will not be optima. A Chinese Dream, or may be an aspect of THE Chinese Dream is needed.

China is a very rich country in terms of values, ideas and creativity that can be shared with the world, but Chinese companies are still too young to have mastered the art of communications and emotional outreach. But now their need for growth spurs them to find new and innovative ways to increase their profit. The Chinese economy is in a state of deep interdependence with the global economy. Chinese companies can no longer prosper by doing business in the old way. To add more VALUE, Chinese companies need to communicate more VALUES. They need to be able to convince and inspire people. Chinese companies also need to find a more Chinese-based and sustainable business model that can truly benefit them. The overwhelming majority of Chinese companies have found that, as they grew, aping Western business models no longer benefited them much. IN many cases, it actually harmed them. Not only is the Western business model not suited to Chinese culture and management style, but it is also based on a formula that is no longer working. The last financial crisis has shown that weaknesses of the Western financial model. The Chinese Dream, in practical terms, may for example mean the creation of Chinese-values-inspired business models, and Corporate Social Responsibility strategies for Chinese companies working abroad. This is much needed by Chinese companies as they face increasing issues in Europe, the US, Asia and Africa. There is much talk of the concept of "Shared Value", but it is really not new. It has been part of Chinese culture for centuries. The Chinese Dream need not go far to find tools and inspiration. It need only delve into the traditions of the Chinese people and adapt ideas and philosophies to the modern era.

It is my proposition that the Chinese Dream, while the dream of the Chinese people themselves for their own revival, can also have very positive impacts on foreigners through their interactions with Chinese actors abroad, foremost amongst which are Chinese companies, usually the first interaction which most foreigners have with China. The more Chinese companies hone a Chinese "Business" Dream that is beneficial to them, their Chinese customers, and their foreign stakeholders, the more China itself benefits. This mean the creation of new tools of research, analysis and communication, both for governmental and corporate actors.

About China-i Limited

China-i is a risk management advisory company which provides a range of tailored services to Chinese businesses which ensure successful cross border transactions as well as resolution of international and domestic reputational risk issues. We believe that the challenges faced by Chinese companies going abroad are in large part caused by the underestimation of the broad spectrum of risks attached to their investments. Our company specialises in helping Chinese companies and investors identify, manage and mitigate risks associated with their international investments. We deal with both traditional financial risks, as well as new stakeholder risks that arise from Chinese companies emerging into markets with no historical familiarity with Chinese business methods or culture.

Our company addresses these issues by providing solutions to mitigate against both financial and non-financial risks unique to activities by Chinese companies abroad. We do this through our unique assessment of political, cultural and commercial risk facing our Chinese clients to create effective strategies that allow them to thrive in any situation. Our successful track record is due to our proven proprietary risk-management strategies, as well as the unrivalled experience of our teams. We carry out extensive research in markets where China operates.

We have offices in China, UK, Italy and Egypt, with a representative office in South Africa.

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