The move by Nanjing Automobile Corporation to set up a factory in the US shows the company's ambition to be a global automotive player.
The American public's love affair with the MG brand could also prove the making of the Oklahoma venture, according to Peter Cooke, KPMG professor of automotive industry management at Nottingham Business School.
"This is the classic behaviour of a global automotive player. If you want to be a global player these days you have to have sites in North America, Europe and Asia," said Prof Cooke.
"The common wisdom is also if you are assembling in a local market, that gives you market share, because people regard you as a local player."
The strong brand of MG would make it attractive in America again, Prof Cooke added. "The MG brand has been damaged by the MG Rover collapse, and this is probably the last time it could be relaunched again in America.
"But in America the MG name is still powerful for sports cars and niche cars. Of course they will have to produce something special."
Nanjing Automobile would have to work hard to make sure the new vehicles passed the federal safety standards which eventually led to the MGB being withdrawn from sale in 1980.
Nanjing will rely heavily on the expertise of major suppliers to meet global quality, emissions and safety standards. MG, short for Morris Garages, got its start in 1923 building sporty versions of Morris economy cars.
The first MGs came to the United States in volume in 1947 and began the British sports car craze. They were sold at US dealerships until 1980.
Oklahoma would prove attractive to NAC because of subsidies which would be available from the American government, while it also had a good location in the centre of the US.
Prof Cooke said: "Support could come below the line in the form of of training and support or direct grants to attract them in. The European carmakers like BMW and Mercedes have set up in the Deep South, and the Japanese have set up factories on the West Coast.
"For the Chinese to establish a factory in the centre like this would make logistic sense. Ardmore is situated on a river, so it could ship the components in the finished cars out easily.
"Transporting cars around the world can be very expensive, there is a lot of dead air in containers."
Ardmore's central location would make it easy to move the cars to the major markets on the east and west coasts of America, while the workers would not be as unionised as those around the traditional car making heartland in Detroit.
Land would be relatively cheap in the wide open spaces of Oklahoma, while there would be a ready trained workforce with tyre giant Michelin already established in the town. Ardmore could also provide a route for Nanjing to begin exporting into Mexico and South America and ultimately Africa.
But the company would have to beware of any anti-Chinese backlash from consumers as economic competition between the two countries and American indebtedness to China grows.
Prof Cooke said: "They are going to need a dealership network, that is the most critical part. But some of the established players may allow them to piggyback off their showrooms to increase the throughput."