Shenzhen / Performance consulting
Bottom line: “We have a Shenzhen office” solves half the problem. Ask: in the first 90 days, how many on-site days and which meetings? Four pitfalls we see in Guangming, Bao’an, Nanshan performance projects.
Pitfall 1: Office ≠ embedded
Sales stresses Shenzhen HQ; advisors visit once a month, KPI v3 still does not align leadership. Fix: contractual on-site cadence with operations and finance reviews.
Pitfall 2: Logo cases, wrong scale
Template from a giant group on a RMB 1B plant — new product KPIs misfit. Fix: one anonymized case at your revenue band, numbers they can explain.
Pitfall 3: Performance and pay split
“Review is review, pay is pay” — managers ignore scores. Fix: cup KPI plus pay structure in one program.
Pitfall 4: Scorecard delivery, no pilot
Large plants need trial BU, staged sign-off — especially pre-IPO compliance and incentive design.
Before you sign
| Pitfall | Your check |
|---|---|
| Office ≠ on-site | Visits / month: ___ |
| Wrong scale case | Case revenue band: ___ |
| Pay not linked | Bonus tied to score: Y/N |
| No pilot | Trial in contract: Y/N |
Two fails — walk regardless of price.
Verify a consultant · Five performance pitfalls · Shenzhen hub
Liu Xinzhen · XieChunQiu Management Consulting · Shenzhen
