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It's basic due diligence to make sure that whenever a foreign entity acquires a controlling interest in a U.S. company that national security isn't threatened.

U.S. companies rely on the European market for more than half of their global foreign profits.

You are slowly developing some multinationals of your own. We certainly hope that some of them will look in this direction when they look for opportunities because the progress of Southeast Asia is important to China, just as China's progress is important to us.

I believe mutual respect for one another and cooperation should be the basis for relationships with foreign nations.

While foreign competitors, French or Japanese or German, merrily bid for contracts abroad, American companies find themselves tangled in a web of legislation designed to express disapproval, block trade in certain commodities, or perhaps deny resources to disfavored or hostile regimes.

Multinationals are more sensitive to public pressure because they have bigger brand names, and they have made commitments to be environmentally sensitive. Chinese firms are not used to this kind of pressure yet.

I see the level of sophistication and knowledge about business growing dramatically. Several decades ago, only a few companies thought about international business.

In an era of global value chains, worldwide sourcing and the never-ending search for new markets, we must be careful to avoid the proliferation of regional standards. A multilateral approach holds wider benefits for more actors.

I believe a relationship with a country is simply bound to the interests of two countries and not by personal issues.