Por Phil Hantman

En el final de 2005 que decidíamos comenzar una fábrica a producir nuestros el propios diseñó los recursos educativos para las escuelas primarias. ¿Sabía que él sería difícil - pero cómo difícilmente podría estar?

Todo comenzó cuando nuestro Shenzhen basó los fabricantes de nuestros productos propio-diseñados de la educación, movido a un sitio más barato unas cinco horas desde la frontera de Hong Kong.

Calidad y producción muertas literalmente durante la noche.

Después de 1 año de procurar conseguir la acción decente de ellos y casi de perder a mis clientes en el proceso, la decisión fue tomada para intentar y para actuar independientemente. Mi agente inglés y su esposa china localizaron las premisas para mí en Shenzhen. Hong Kong basó a ingeniero que había trabajado para los fabricantes anteriores y se había ido después de que el movimiento, fuera reclutado de funcionar la fábrica.

¿Qué podía ir tan mal?

¡Todo!

En primer lugar - llevó por siempre el sistema para arriba el registro del negocio y cuando consiguió instalado era incorrecto. No podíamos conseguir una licencia de la exportación.

En segundo lugar, sin un documento del registro del negocio no podríamos abrir una cuenta bancaria. Tan ningún dinero no se podía transferir adentro a China para comprar el equipo o para pagar salarios. Por cuatro meses el efectivo era llevado a través de la frontera de HK para pagar salarios y a trabajadores de la construcción etc.

Thirdly - when the account was finally opened we were allocated a bank to deposit our capital injection - a legal requirement for start up companies in China. Problem was - once in the account it is very difficult to get it out again. 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