Infortúnio no start-up chinês do negócio
Por Phil Hantman
No fim de 2005 que nós nos decidimos começar uma fábrica produzir nossos próprios projetou recursos educacionais para escolas preliminares. Eu soube que ele seria difícil - mas como duramente poderia ser?
Todo começou quando nosso Shenzhen baseou fabricantes de nossos produtos próprio-projetados da instrução, movido para um local mais barato umas cinco horas da beira de Hong Kong.
Qualidade e produção morridas literalmente durante a noite.
Após 1 ano de tentar começar o estoque decent deles e quase de perder meus clientes no processo, a decisão foi feita para tentar sozinho e ir ele. Meu agente inglês e sua esposa chinesa encontraram as premisoes para mim em Shenzhen. Hong Kong baseou o coordenador que tinha trabalhado para os fabricantes precedentes e tinha saido depois que o movimento, foi recrutado funcionar a fábrica.
Assim que podia ir erradamente?
Tudo!
Firstly - fêz exame para sempre ao jogo acima do registo do negócio e quando começou ajustado acima era errado. Nós éramos incapazes de começar uma licença da exportação.
Secondly, sem um original do registo do negócio nós não poderíamos abrir um cliente de banco. Assim nenhum dinheiro não podia ser transferido dentro a China para comprar o equipamento ou pagar salários. Por quatro meses o dinheiro era carregado através da beira de HK para pagar salários e trabalhadores da construção etc.
Thirdly - quando o cliente era aberto finalmente nós foi alocado um banco para depositar nossa injeção importanta - uma exigência legal para enfia acima companhias em China. O problema estava - uma vez no cliente que é muito difícil o começar para fora outra vez. The funds were effectively locked until we approach the bank with a wealth of documentation, including the business registration, company chops and invoices for capital assets.
Fourthly - Just as we had everything in place to transfer our trapped funds out of the allocated capital account into a working account - so we could get on with our business, disaster fell. Our factory manager was travelling to the bank to complete the transfer of the funds. He arrives at the bank as they are closing for lunch. So leaving all of the company’s important documents and original information, on the front seat of his car, he goes for a Big Mac! As you would expect, the car gets broken into and it gets all gets pinched. We end up being held to ransom by some gang of thieves who contact my agent by phone that evening wanting the equivalent of $4000 for the return of the items.
The police were informed and a sophisticated sting operation was set up for the exchange of the items for cash at a deposit box in a supermarket. A policeman posed as the factory manager to collect the first drop - a sample document to show that they actually had the goods.
Maybe it was the fact that the Policeman just looked like a policeman - even in plain clothes, that alerted the thieves. Or maybe it was the fact that he climbed out of his patrol car when he walked to the supermarket - who knows. But our thieves and the documents were never seen or heard from again.
So how can a few documents be so important?
We are talking about the company registration document and the company chops. In China the banking system relies on company chops or stamps to sign all cheques and to make all transactions from the bank.
Signatures are not required. So obviously they are not something you want a thief to get hold of! We had to inform the bank urgently to put a stop on the Chop being used and place a display advert in the local papers declaring that this chop was no longer legal tender.
It then took another three months to replace the stamps and documents so we could eventually start trading and release the funds from the bank. Almost eight months after the company was supposed to have started trading.
So - plain sailing from now on then? Unfortunately not!
The last thing a new factory needs, after such a difficult start, is a go-slow followed by a walk out of 1/3rd of the work force!!!!!
Needless to say 2006 was not a great year for us!
However, after a senior management change the turnaround in the last six months has been remarkable. Now I see production and quality at an extremely high level and I am extremely proud of what has been achieved.
I can finally say that it has been worth it.
Phil Hantman, director of Edtech
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