Phil Hantman

На конце 2005, котор мы решили начать фабрику произвести наши конструировал воспитательные ресурсы для начальных школ. Я знал оно был трудно - но как крепко смог он быть?

Оно все начало когда наше Shenzhen основало изготовления наших собственн-конструированных продуктов образования, после того как оно двинуто к более дешевому месту некоторые 5 часов от граници Hong Kong.

Качество и продукция буквальн умерли всю ночь.

После 1 года пытать получить пристойный шток от их и почти терять моих клиентов в процессе, решение было сделано для того чтобы попытаться и go it alone. Мое английское вещество и его китайский супруга обнаружили местонахождение предпосылки для меня в Shenzhen. Hong Kong основало инженера работал для ранее изготовлений и выходил после того как было завербовано движение, руководить фабрика.

Так было в состоянии пойти неправильно?

Все!

Firstly - оно приняло forever к комплекту вверх зарегистрирование дела и когда оно получило установленным вверх было неправильно. Мы были неспособны получить экспортная лицензия.

Secondly, без документа зарегистрирования дела мы не смогли раскрыть счет в банке. Настолько никакая деньг не была в состоянии быть перенесена внутри к Китаю для того чтобы купить оборудование или оплатить зарплаты. На 4 месяца наличные деньги носились через границу от HK для того чтобы оплатить зарплаты и работников конструкции cEtc.

Thirdly - когда учетом были окончательно после того как он раскрын мы был размещан крену для того чтобы депозировать нашу прописную впрыску - легальное требование для начинает вверх компании в Китае. Проблема находилась - раз в учете, котор очень трудно получить его вне снова. 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