Durch Nannette Ripmeester

Obgleich moderne Zeiten schnell innerhalb der Städte von China anziehendes hohes sind, die Wurzeln dieser alten und komplizierten Kultur ist zu verstehen wesentlich, wenn man dort Geschäft tut. Im Teil II `Geschäft China' Nannette Ripmeester in genau betrachten tuend einige der kulturellen Nuancen Ihre expats in der China Notwendigkeit, bewußt zu sein.

Als Dutch Jenny van Baden besichtigtes China für einen Feiertag von ihrer expat Position in Taiwan sie durch die faszinierenden Entwicklungen im Land angeschlagen wurde. „Wenn Sie aus Shanghai für eine Woche heraus sind, konnten ein neues Gebäude oder eine Landstraße vor Ihrem Fenster oben geknallt haben, wenn Sie zurückkommen,“ sie sagt.

Obgleich moderne Zeiten schnell innerhalb der Städte von China anziehendes hohes sind, „ihre Geschichte zu verstehen ist wesentlich, den Chinesen und die Weise zu begreifen, die sie reagieren auf Sachen.“ sagt van Baden, der für ASML in Shanghai arbeitet. Lesen Sie den Rest „des erfolgreichen Geschäfts in China (Teil II)“ oder geben Sie eine Anmerkung bekannt

Die anhaltende weite Verbreitung des Fälschens in China ist nicht nur ein Problem Gesetz, aber eins auch von Durchführung. While China’s laws and regulations conform to the agreement on trade-related aspects of intellectual property rights (TRIPS) and other widely accepted international principles, certain parts of China’s protection mechanism have proven ineffective. Common examples are the high standards for criminal liability of counterfeiters, the high burden of evidence to prove bad faith registrations, and the difficulty to prove damages in civil proceedings…

Read the rest of Protection vs. Enforcement: Where to start your China IPR Strategy?” or post a comment >>

Tax and regulatory issues

By Nick Debnam & George Svinos, KPMG

The process of importing, distributing and selling luxury goods in China raises further challenges for companies, including a number of difficult questions regarding tax treatment, customs duty, logistics and the transfer of intellectual property.

Customs duty, import VAT and consumption tax can all be charged on luxury goods imported into China. The ability of brands to mark up their goods at dramatic premiums can also prove difficult to explain to tax authorities when the time comes to file income tax returns. Companies producing or trading luxury items need to understand how to avoid unnecessary or overlapping burden of tax and other duties. For example, VAT and business tax should in theory be mutually exclusive, since both are turnover taxes. Read the rest of “Luxury Brands in China: Part V” or post a comment

Having a meaningful footprint in China has become a strategic imperative for multinational companies from around the world. The attraction is China’s seemingly insatiable demand for products, services, capital and technology. George D. Martin, partner and chair of the Faegre & Benson China Practice, sees the current acquisition boom in China as the logical culmination of foreign investment trends that he first observed when practicing in Shanghai in the mid-1990s. Martin expects this M&A trend to continue. But in the years to come, he advises, it won’t be just foreign companies on the buy-side of cross-border M&A deals involving China.

China’s accession to the World Trade Organization (WTO) in 2001 opened new sectors to foreign investment and eliminated many restrictions on structuring those investments. As a result, joint ventures that were in vogue among early China investors waned. Read the rest of “Dealmaking in China: Getting In on the Action” or post a comment

By Mona Chung

China has become a synonym for future business growth. It is the business nirvana of the 21st century. It is the place to be. Companies are scrambling to get a share of the action. Not a day passes without some company making an announcement of an investment in their future which involves China.

Their reason for this scramble is the expectation of gaining vast increases in shareholder value. Reported performance would suggest that these expectations are difficult to realise. Anecdotal evidence would suggest that decreases in shareholder value rather than increases in shareholder value should be the expectation. Why is this? One reason for this is poor marketing performance. Comparing companies that have been successful with those that have not suggests that better preparation directed at understanding the market context, marketing operating requirements (this includes marketing management) and their surrounding culture would have seen fewer red faces at senior management level and less red ink at shareholder level. Read the rest of “Marketing-China and Getting it Right” or post a comment