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Chinese Sausages

May 30 Update:

“China is a fat, unhealthy kid. Its ignorant friends in the west encourage it to keep eating the same stuff in order to “maintain growth”. Sadly, this encouragement might mean that China will stick to its non-viable development model and never grow up.”

Drorism

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Chinese accounting sausages.

There are just some things that are too good to be true.  Campaign promises, true love and Chinese #’s are just a few of these things.  Other example’s include: US Government numbers, supplier’s “true costs,” protein content, lead paint verifications, auto safety standards.

While you may not want to look under the hood, if it’s your money being spent in China you’d better look.  And look with a microscope too.

Here are some common ways that we’ve seen people massage numbers in China (probably the same in other places too, but we’re talking about China).

1. Kickbacks. Everybody is doing it!  If you don’t pay for everything yourself, your probably paying for someone else “bonus.”  A friend of mine, a security official for Wal-Mart in China, told me that “you wouldn’t believe how many people are running [kickback] scams.”  He told me a couple of stories and concluded, “It’s absolutely everywhere.”

2. Exaggerated costs.  Unless you have a decent idea of the market prices of the raw materials and labor costs for your product you’re going to get hit here.  Without some competing bids to give you a benchmark, at least, you’ve got no clue what your items should cost.  Comparing costs in your home market with buying in China is like comparing apples to oranges (not commodities, of course).  You need to know local costs (via competing bids and research into local materials prices.

3. Additional costs. This is what you get charged for if you don’t get a detailed bid from your vendors.  When each part of the price is broken out you can compare what each price from each bidding supplier really is costing you.  There will almost always be fees and expenses included into each product.  Many are legitimate, but some are not.   You can’t know this, though unless you have a detailed costs list.

4. Double billing. This happens quite often for fees and licenses that have already been paid.  We also see it in costs for transportation (that was already included in a billing) or for packaging.  If an item is not specifically listed out in the invoice then you’ll likely see an invoice for it later.  Usually these “new” invoices are presented at strategic times, like when other projects are ready to ship and could be held up.

5. Unnecessary licenses/taxes/fees. This is a tough one–if you don’t know China, and the specific province and city that your supplier is working in, you can have both legitimate and illegitimate “official” fees applied to the invoice once production is completed.  Be sure to ask others (other suppliers, other buyers, lawyers, etc.) to find out if the fees you’re being asked to pay are legitimate.

6. Testing fees. Charges for tests that never happened are all too common.  One of the most common ploys is for a supplier to send documents in Chinese–assuming that anything with a stamp will pacify you (especially if you can’t read it).  Another version of this is to send real testing documents for previously products/materials.  Another version is to send altered versions of real documents–old tests with new dates, for example.

7. Hostage payments. One of things that happens often in China is suppliers to over promise and under deliver.  Often suppliers think that if they’ve exported before they can do it again.  Domestic suppliers, even if they ship exclusive to overseas clients, don’t always understand the reasoning behind specific standards or requirements.   We have suppliers come back to us all the time saying, “Wow! You really are going to be that strict.”  If you’ve been really picky on QC, for example, suppliers my be really angry or unsettled about the deal and ‘request’ payments earlier than previously agreed to.  Often hurt feelings, insecurity about product approval or ability to pay will be covered by a ‘request’ to pay before anything leaves the factory.  Another version is paying for outstanding balances on other projects before shipping completed production.

8. Cost increases. Anytime that you have extended production times, for whatever reason (legitimate or not), you can expect factories to ask for additional fees.  (If the delays are your fault you can bank on these fees being invoiced to you.)  Excuses for extra fees include: storage fees, exchange rate changes, changes in materials costs, increased labor costs–many of these are legitimate, but all of them all the time are not.

9. Unnecessary middlemen (front companies). Often there will be multiple levels of buyers in between the raw material provider and the factory.  And sometimes a dizzying number of people between the supplier and the buyer too.  Sometimes these really do provide a necessary service–QC, distribution, packaging.  Sometimes there are a net work of salespeople that “sell” the product to themselves by passing it through another company (real or fake) just to mark it up.  Two things that always amaze me about these types of “companies” are the amazingly small margins that they are willing to take and how many different companies can be involved in any single deal.

10. Flat out lies. Maybe everything here falls into this category already, especially if you’re being really strict.  But sometimes it’s just worse than others.  We’ve had suppliers make up stories to get more money than what was contracted and use every conceivable method known to man–all of the above, begging for money for their children, money for personal car or house payments and even flat out extortion.  I was told once that if I didn’t back off on enforcing QC standards that the factory would talk to the govt about getting my visa revoked.

The best defense is, of course, a good offense.  The keys to not getting snookered include: knowing your market, getting bids from competing suppliers, doing your research on wages, licenses, taxes and personally participating in as much of the process as possible.  Double checking on all invoices and using different people for various sensitive portions of the purchase process will help too.

Of course all of these “mystery meats” are in every country.  And, to be honest I’d take the Chinese versions right now over the ones the US is putting out.  The US brand is not only filled with shit, but the packaging looks crappy too!  At least China will keep buying (or not selling off) the US sausages so we’ve put off the day of reckoning for at least the next 4 years, which is really the ultimate (political) goal, right?

Chinese Branding and Perception

This is a collection of random thoughts about the Perception of China through Chinese Brands from both inside and outside of China.

First, China as a final destination.  This is about business opportunities, or maybe it isn’t.  If you had less than 30% of your foreign exchange students and over seas professionals returning home, would that be a good thing or a bad thing?  For China, 30% the highest number they’ve had since they started letting people out in the 80’s.  And it’s only this high because of predictions that more will be coming back due to the current recession.  (All numbers are from a Straits Times paper article last Sunday, that I couldn’t find online.  Sorry).

My question then, is this: If capitalism is irresponsible (Mr. Hu’s words) and the US/EU is the Great Satan (Islamic and communist propaganda) and the Chinese economy and culture are the end all beat all of life thus far on earth (general attitude in China), why are an overwhelming majority of Chinese who leave NOT coming back?  Even my wife, who is Chinese, plans on “ending up” in the US, not China eventually.

I know, you’re thinking, “What a loaded question!”  But I’m really curious as to the answers.   Remember, I left the US and live in China, albeit temporarily (10 years and counting…).   I think that the better business opportunities (for me) are here, not back home.  So really, what’s the draw of the West for educated Chinese?

Another, less loaded question about Chinese power abroad.

There has been a lot of news lately about the Chinese increasing ability to project power abroad, both militarily and socially.  And while the military question doesn’t really even need to be asked until China can transport a significant number of people/equipment farther away than an adjoining country or permanently scare the US patrol boats off the coast of Hainan, the social question is, I think relevant.  Or can they actually do something about North Korea (which only even exists because of China)?

How many people in (pick your home country) can name 10 Chinese brands and know where to buy them?  (To be fair, I doubt I could name 10 English, 10 French or brands either.  But I’m not thinking that any of these countries are going to become world military or social leaders (again) either.)  Ten Japanese or Korean brands, no problem.  Maybe even 10 German brands.  1 Canadian brand?  Nope.

When I was last in the US in March, I decided to see what Chinese brands I could find in Salt Lake City Utah.  Nothing scientific, just a conscious decision to make notes in my phone as I shopped and was out in public for two weeks.  This is what my ‘research’ turned up: Lenovo (barely), Haier, LG, and Tsingtao Beer–yes, even in Utah.  (I am also aware of COSCO and Changhong, TCL and Galanz in much of the electronics and white goods that I saw.)  That’s it.  Any one else not living in SEA seeing any more?

From a good Businessworld online article:

“The World Bank says that more than 30,000 Chinese firms have invested more than $35 billion in over 50 countries, and China’s top five domestic brands are already worth more than $15 billion. Fiona Gilmore, the editor of Brand Warriors, predicts that in ten years at least one of the world’s top 10 brands will be Chinese.

Most of this growth has been focused in South-east Asia, but Chinese firms are increasingly penetrating the highly valuable and highly competitive US market.

The message seems clear – Chinese companies are determined to become global players. Indeed, China’s leaders say they aim to have 10 Chinese companies in the Fortune 500 list of the world’s largest firms by 2010.”

So the perspective questions here are these:

First, is this ability to sell volume but not successfully create brand awareness good for China?  Does moving tons and tons of goods with a reputation for bad quality in the world market help any brand from China?  What’s the general opinion of anything “made in China” in or out of China?

Second, I’m of the opinion that China would rather have the “face” that comes of having recognizable Chinese brands than the profit that comes from successful businesses.  The govt funding for these few big players would confirm that, in my mind at least.  Is this a sustainable business model—will these unprofitable brand names be around in 20 years?

So then third, which of these companies could be “successful” or at least recognizable without direct government ownership/financing (which is not the same as tax breaks that all major brands get from their home countries)?  And then doesn’t imply that companies from China really are “made in China” and deserve the bad rap?

And fourth, which of these companies are leaders in R&D or innovation in their fields?  The implication being, can sales of follow on products alone sustain high international rankings or recognition?

I read in a report from the Shanghai auto show last month that while there are quite a few Chinese auto makers striking out into foreign markets there are two steep mountains to overcome before any of them see any success.  The first being “the made in China” brand name.

SIDE NOTE: The fallout from the melamine milk fiasco last year is affecting even auto sales abroad.  Do you realize what a big deal that is?!  Did the California pistachio recall affect your perception of Dodge this last month.  No.  Of course it didn’t’.  Will pig flu make you think twice about buying Mexican avocados?  No.  But in China—everything is China.  This is the unintended consequence of tying everything back to history and nationalism.  Everyone and every brand in China all rise and fall together.  Well, not everyone, but you know what I mean.

And the second being the inability of Chinese auto manufactures to attract top talent and the subsequent inability to lead out, innovate and be creative.  The lack of international level talent is really limiting the Chinese at home and in the US and the EU markets.  Like the China market forcing foreign brands to adapt, Chinese brads must adapt to the various world markets they enter into—but without R&D, they just can’t (unless they can copy what’s already been done).

For more on these very questions (I read this after I wrote the post), see this great interview Tom Doctoroff gave.  Interestingly, the Businessworld article and the Doctoroff interview and 4 other articles under the Google search “Chinese brands in the US” are blocked in SZ (at least they’re blocked in my house, my office and Starbucks).

But, then again, if you question China’s ability to project its might abroad, there is this: “We have become a province of China.”

A couple of final shots at why there are not more Chinese brads despite the size/influence of the Chinese economy.  First, the Chinese economy is not as big as the US or Japan so for me to compare them is a bit unfair to begin with.  There really shouldn’t be as many.  Second, while there may not be a large number of identifiable Chinese brands because there are so many unidentifiable ones.  Let me explain.  China is so huge and there are so many regional players and so many factories outsourcing labor for “technically” foreign brands that they just keep the entire visible Chinese presence in the world market repressed.  Third, the idea of independent brands is still in its infancy in China.  As noted above, even the current Chinese world players are heavily invested in by the Beijing govt.  Capitalism in China, as we see it now, is at most 30 years old this year.  They haven’t had the time to build yet.

But capitalism in the US is 200 years old and Washington DC now heavily invests in autos, banks, insurance and many other global US brands, so who knows?!

Sourcing in Tough Economic Times–Details! Part II

China Success Stories asked me to flesh out the outline of the Global Sources presentation that I posted a couple weeks or so ago on this blog.  They’ve split it up into two parts and posted the first half last week.  Here is part one.  And here is Part II.

Managing the Dragon, by Jack Perkowski BOOK REVIEW

This is a great story book with a moral at the end, to boot!   Managing the Dragon is a this-is-how-I-did-it style book with little hidden lessons found in hundreds of small tales and personal experiences.  It’s a timely read and a useful tool for anyone coming to China.  And there is a very good blog by the same name that updates Jack’s current status too!

No one is going to be able to do what Jack did, but that doesn’t hurt the value of the book.  A “smaller” more employee perspective is in another book, Mr. China, by Tim Clissold (my review here).  The two books really should be read together.  Tim worked for Jack and many of the stories in each book are told from a different perspective in the other book.  Tim can speak Chinese but isn’t a businessman.  Jack is the opposite.  Both apparently like to drink. A lot.

The only thing that I really I didn’t like was the attitude that what Jack was doing was unique.  In terms of $, yea, there probably aren’t many other people that will ever do this.  But as he starts out, there are thousands of people with the same experiences.  The attitude that “I’m the first one here” and “No on has ever done this before” got a little old.  He’s not unique, he’s not first, and hundreds of thousands of others, overseas Chinese for hundreds of years, have done similar things but with less exposure.  But since he doesn’t speak Chinese Jack just didn’t bother to hire someone to look them up.  Not to mention all the foreigners that were here before Jack (many of whom he hired!).  The story is really great, but Jack’s a bit more than willing to throw people under the bus that he realized (after the fact) were not his best hiring decisions.

General perceptions of Jack and his experience:

*Jack knows business, but not China (at the start), and he has enough money to fail and keep going until he gets it right.  I’m not sure if the point of this is that business is business everywhere or that if you have deep enough pockets and a good head you will eventually get it right.

*You can crack any market with the right connects (and enough money).  Jack had connections that no one (without that much money) else will every have access to.

*You too can probably figure out the right things to do if you take two well-funded years off to research first.  Most people can’t duplicate what he did.  But you can still learn from the experience.

*Managing in China is going to be more difficult than anyone every imagines.

Other more practical lessons:
•    You can never really do anything in China unless you have control of the management.
•    China changes constantly and quickly
•    China (markets) is fragmented because of size (among other reasons).
•    Chinese markets and foreign buyers in China want better quality, butter prices and better service than they can usually find local.
•    Everything is hard, but nothing is impossible.
•    Chinese factories were (and many still are): “sprawling, state-owned… dirty, not well lit… with too much work in process inventory… highly vertical [and] did everything, but nothing very well.”
•    “If China is important, get your best people there.  Whether they have China experience or speak the language is beside the point.”
•    “I believe that specific industry, product, or technical knowledge should be weighted more heavily than China experience.”
•    First domestic MBA in ’91.  This means that no local educated MBA has more than 15 years experience.  For individuals, this isn’t such a big deal.  But for entire industries (and entire countries!) the effects are staggering.
•    Management is the biggest challenge in China.
•    Chinese managers know China better than foreigners probably ever will!
•    Taking the time to build quality managers is always worth it.
•    Nothing is what it seems.
•    Trust and experience are the keys to by-in/success.

Jack is a good writer, has great experience, teaches great lessons and the book is easy to read and apply.

More of the same, congratulations.

1. Government stimulus monies are going to SOE’s and not the private sector.  And FDI is down too.  Way down.  Which means even less for the private sector.

2. “Counterfeiting is illegal” is just not understood here–you’ve been warned (again).  Best line: “But some doubt much will change until China graduates from manufacturing goods to designing them, and has more to lose than gain [by enforcing copyright laws now].”

3. The Yuan is set to be the new world standard?  How does that jive with the facts that it’s manipulated by a very non-transparent regulatory system with a non-competitive, over regulated and insolvent national banking system and most of the currency reserves are soon to be worthless as the US dollar inflates?   Does this make sense to anyone?

4. And finally, local gov does well.  Governor Huntsman of Utah will be the next Ambassador to China.  Should be good for UT; and his Chinese is very good.  He was the ambassador to Singapore in the 80’s and he’s an up and coming Republican (RINO, actually) so Obama picking him is shrewd politically.  Here’s more:  Politico, Fallows, Roll Call and The APMy wife and I spoke with him at a dinner a couple of years ago.  Maybe now my in-laws can get a visa to go on summer holiday to Salt Lake City.

huntsman