Op-ed: The China tour is a failing playbook for Apple, Tim Cook, and every CEO.

• In recent decades, Western business leaders, including Apple CEO Tim Cook, have visited China to strengthen their market presence and consumer base.
• The resurgence of American corporate titans attempting to navigate a complex geopolitical environment is indicated by the Apple CEO's effusive overtures and statements of commitments to China.
• It's an outdated playbook, writes China policy expert Dewardric McNeal.

Recently, there has been an increase in U.S. CEOs traveling to China in an attempt to gain advantage and establish a presence. This practice, exemplified by high-profile interactions such as Apple CEO Tim Cook's public declarations of support and commitment to China, demonstrates that American corporate leaders believe the approach can still be successful. However, this strategy is outdated and will ultimately fail.

In a challenging geopolitical climate, particularly for tech companies embroiled in a high-stakes competition between the U.S. and China, it may make sense to express admiration for China. This strategy is grounded in a long-standing history of success. For many years, the formula has been straightforward: appear, demonstrate respect, and commit to significant investment in China, and in return, anticipate access to the perceived vast markets and manufacturing capabilities.

Tim Cook's recent trip to China, where he made promises of increased investment and expanded research and development facilities, demonstrates the effectiveness of this established strategy. Cook's portrayal of China as "vital" to Apple, along with his admiration for the country's advanced manufacturing capabilities, reflects the mindset of this engagement plan.

In the past, when China required Boeing and Boeing did not face the current set of issues, its CEOs frequently interacted with China, aiding in securing significant aircraft orders. A significant moment occurred in 2011 when then-CEO Jim McNerney visited China, resulting in substantial deals for Boeing that sparked a fierce competition for orders between Boeing and Airbus. This trip highlighted the importance of high-level CEO engagements in fostering long-term business relationships and deals in China.

In the early 1980s, Volkswagen established its first joint venture in China, which was a successful engagement. This strategic move granted Volkswagen a first-mover advantage and set a precedent for foreign direct investment in China, demonstrating the potential benefits of early and often CEO engagement.

The approach that has been used is no longer effective in today's era of intense competition, geopolitical tensions, technological rivalries, and a changing global economic landscape. CEOs who continue to rely on this strategy will see diminishing returns, especially under Xi Jinping's leadership.

Despite frequent high-level visits and engagements, tech companies like Google have faced increasing regulatory challenges and fines in China, highlighting the limitations of corporate diplomacy, particularly for the technology sector. The turning point came long ago, with Google's high-profile exit from China in 2010, despite previous attempts by its CEOs to engage with Chinese authorities. The challenges faced by Google underscore the complexities of operating in China under its stringent regulatory environment, regardless of adroit high-level CEO diplomacy.

The Facebook case illustrates how CEO Mark Zuckerberg went to great lengths to win over China by immersing himself in Chinese culture and business practices. He even learned Mandarin and used it during public appearances and meetings in China. However, despite his efforts, Facebook remains blocked in China due to the government's strict control over the internet and social media, and its support for domestic platforms like Weibo and WeChat.

In this current climate, Tim Cook's efforts to go all out will not yield long-term benefits. While the Apple CEO is following textbook corporate diplomacy, the issue lies in the fact that China now has its own powerful alternatives to foreign companies. This makes the traditional playbook less effective in advancing the interests of foreign businesses over the long term, as the landscape has significantly changed since companies like Volkswagen and Boeing first popularized the high-flying CEO visit to China strategy.

Despite Cook's efforts, Apple's sales in China are declining due to domestic competition, security concerns about foreign hardware and software, and a growing nationalistic and patriotic consumer base. The success of domestic champions like Huawei, supported by the government, highlights a market that is becoming increasingly resistant to foreign dominance.

Aligning with China's market and technological ambitions may provide short-term benefits, but companies risk being caught in the crossfire of the escalating trade and technology wars between the U.S. and China. This battleground, marked by efforts to control emerging technologies with potential military applications, presents a dangerous terrain for companies caught between nationalistic policies and their own global market aspirations.

In China, where Xi is determined to transform the market dynamics and achieve technological supremacy, the risks are more complex and prevalent. The pride associated with domestic technological achievements, such as Huawei's breakthroughs and the global reach of platforms like TikTok, AliExpress, and Shein, underscores a burgeoning sentiment of economic and technological nationalism. This landscape poses a significant challenge for foreign firms trying to maintain, grow, or align themselves with China's economic and technological future growth while also satisfying their governments, markets, and domestic consumers.

The continued reliance on old strategies by CEOs visiting China reveals not just a failure to adapt but a potential underestimation of the shifting dynamics at play. To succeed in the Chinese market, CEOs must adopt a new approach that combines strategic engagement with China, rigorous de-risking, and diversification efforts. This strategy acknowledges the potential benefits of the Chinese market while preparing for the volatilities, uncertainties, and increased competition by China's own companies and global brands, as well as the geopolitical turbulence that creates great challenges for the foreign CEO traveling to China.

To ensure a more resilient and adaptive strategy, CEOs who must travel should engage in a hard-nosed discussion with Chinese leadership, including Xi Jinping and Premier Li Qiang, about concrete policies, policy clarifications in a highly muddled policy environment, and actions that safeguard foreign business interests. This dialogue is not just for immediate operational clarity but is a foundational step towards a more resilient and adaptive strategy.