Services
Use the research depth the decision requires
A current question may require a focused session, a sector dossier, meeting preparation or a preliminary company assessment. The scope follows the decision, the evidence needed and the people who will use the output.
Quick route
Which need points to which service?
A China Strategy Session is not a compulsory first purchase. When the required scope is already clear, sector, company and meeting-preparation work may be commissioned directly.
01
China Strategy Session
Decision problem
There is a live question involving Türkiye and China, but the decision, evidence threshold or appropriate research scope is not yet clear.
Typical questions
- What decision are we actually trying to make?
- Which explanations are supported, and which remain assumptions?
- What evidence could materially change the current view?
- What must be verified before further action?
- Is a sector dossier, company assessment or meeting-preparation brief necessary?
Use cases by client group
International organisations
Define the China dimension of a decision involving Türkiye.
Turkish organisations
Frame a China-related issue for an English-speaking board, investor or transaction team.
Chinese organisations
Clarify an early market-entry, investment, partnership or institutional question involving Türkiye.
Typical outputs
Short pre-session brief · Preparation research · 90-minute structured session · Defined decision question · Key uncertainties · Priority verification steps · Two-page assessment note · 3–5 priority recommendations
Delivery logic
The written note is normally delivered within 48–72 hours after the session. Timing may change where source access or the agreed scope requires additional work.
Scope limit
The session does not replace a detailed sector dossier, company assessment, legal review or transaction-specific due diligence.
02
China Sector Dossier
Decision problem
A decision depends on how policy, competition, production, investment, supply chains, market access and company strategy interact in a defined sector or product group.
Typical questions
- What is the policy and regulatory direction in the defined sector?
- Which companies have a durable capacity, technology or financing advantage?
- How are Chinese firms entering Türkiye or using Türkiye within a wider production strategy?
- How do Turkish and Chinese companies interact in a defined third-country setting?
- Which EU or US rules materially reshape the Türkiye–China decision?
- Which scenarios and early-warning indicators should management track?
Use cases by client group
International organisations
Assess how Chinese competition, investment or regulation affects a sector decision in Türkiye.
Turkish organisations
Prepare an English-language sector or competitor assessment for boards, shareholders or international partners.
Chinese organisations
Examine a sector, production, market-entry or positioning decision involving Türkiye.
Typical outputs
Executive summary · Sector and policy map · Company comparison · Competition and investment analysis · Regulatory implications · Scenarios · Early-warning indicators · Verification priorities
Delivery logic
A typical dossier is 8–12 pages and generally requires 2–3 weeks, depending on scope, source access and the number of companies or jurisdictions included. It may be commissioned as a bespoke dossier or offered as a non-exclusive catalogue report where applicable.
Scope limit
EU, US or third-country material is included only where it answers the defined Türkiye–China decision question. The dossier does not imply general advisory coverage of those jurisdictions and does not replace legal, tax, sanctions or compliance review.
03
China Delegation & Meeting Preparation
Decision problem
A meeting may involve the correct organisation but the wrong assumptions about authority, incentives, institutional context or what should be verified afterwards.
Typical questions
- Which institutions and legal entities do the participants represent?
- Who can speak, who can negotiate and who can decide?
- What objectives and constraints are likely to shape the meeting?
- Which questions should be asked, and which assumptions should be avoided?
- What should be independently checked after the meeting?
Use cases by client group
International organisations
Prepare for meetings with Turkish or Chinese institutions and companies.
Turkish organisations
Prepare for meetings with Chinese ministries, local governments, companies, investors or prospective partners.
Chinese organisations
Prepare for meetings with Turkish ministries, municipalities, organised industrial zones, business associations, companies, suppliers or prospective partners.
Typical outputs
Counterpart and institution summary · Participant profiles · Authority map · Institutional context · Meeting objectives · Decision-relevant question set · Assumptions to avoid · Post-meeting verification list · Optional oral briefing
Delivery logic
A typical engagement includes a 6–10-page preparation dossier and a 60-minute briefing. It is ideally commissioned at least 10 working days before the meeting; shorter timelines depend on scope and source availability.
Scope limit
The service does not include commercial representation, arranging privileged access, negotiating on the client’s behalf or acting as an intermediary between the parties.
04
Preliminary Chinese Company Assessment
Decision problem
A shareholder list or a public company description does not by itself explain corporate identity, effective control, state and Party connections, related entities, regulatory exposure or the commitments that require further verification.
Typical questions
- What is the company’s full registered identity?
- How do legal ownership and effective control differ?
- Which state, Party, local-government or industrial-policy relationships are material?
- Which subsidiaries, overseas structures or project vehicles are relevant to the decision?
- What do publicly available financial and regulatory signals establish?
- Which documents and specialist reviews are still required?
Use cases by client group
International organisations
Assess a prospective Chinese partner, supplier, contractor, investment target or competitor connected to Türkiye.
Turkish organisations
Examine a Chinese company before a partnership, procurement, investment, incentive or competitive decision.
Chinese organisations
Assess a Chinese company or consortium participating in a Türkiye-related decision. Related Turkish counterparty and institutional research may be scoped separately where required.
Typical outputs
Corporate identity · Ownership and effective-control map · State and Party connections · Financial and regulatory signals · Subsidiaries and relevant overseas entities · Public red flags · Unresolved uncertainties · Verification checklist
Delivery logic
A typical preliminary assessment is 8–12 pages and generally requires 2–3 weeks, depending on corporate complexity, source access and the number of related entities.
Scope limit
This is a preliminary, publicly sourced assessment. It does not replace legal, financial, tax, sanctions, compliance or formal due-diligence review. A standalone Preliminary Turkish Company Assessment is not offered as a canonical service. Turkish counterparty or institutional research may be defined separately within a suitable engagement.
Working process
From decision question to delivery
- 01
The decision, users and timing are defined.
- 02
The smallest sufficient scope, source base and access needs are identified.
- 03
Deliverables, timing and fee are set out in a one-page proposal.
- 04
Early findings or material uncertainties are raised where the engagement requires them.
- 05
The final output and any agreed management briefing are delivered.
Scope and fee are provided in a one-page proposal following an initial assessment and introductory call.
Next step
You do not need to choose the service before making contact
Share the decision question and the output you need. Where the scope is suitable, a 20-minute introductory call will be arranged, followed by a one-page scope and fee proposal.