Archives: China Business

China compliance ChecklistWith the last quarter of the year approaching and China increasing its scrutiny of foreign businesses operating in China, now seems like the right time to talk about what such businesses (WFOEs, joint ventures, representative offices) should be doing to protect themselves on the compliance front.

Let me start by saying that if you have familiarized yourself with the applicable Chinese laws and your business has done its utmost to comply with those laws, the odds of your company getting into legal hot water in China are low. My firm has helped countless foreign companies deal with China compliance failures, and very rarely have we concluded that our client was singled out for no good reason. Even when our client had done nothing wrong, we could still understand why the Chinese government had initially thought otherwise.

On top of this, the foreign companies we represent have become much savvier in realizing the need to remain in compliance. It has truly been years since any of our clients have excused their non-compliance by claiming that “everyone is doing it.

But what exactly should you be doing now to ensure that you are in compliance with Chinese laws? The following is a basic list.

Corporate Compliance. Are your company’s activities still covered by the scope of business used during registration? If you registered as an import/export company and you now own a factory, you should make some changes. Is your business in a different location from that listed on your business license? That requires a change also. Is the the person listed as your company’s legal representative still with your company and still the person you want in this position? What about the general manager? The supervisor? Have there been any changes to the parent company?

Employment Compliance. China’s employment laws are complicated, localized, and pro-employee. Make sure you have appropriate written employment agreements with ALL of your employees in China, domestic and foreign. Review and update your employee manual (a/k/a Employer Rules and Regulations). Review and update all other employment-related documents, from offer letters to severance agreements and everything in between. Make sure you otherwise stay in compliance: are all of your non-Chinese employees’ work permits and residence permits up-to-date? Have you secured approval from the local labor bureau for any employees under a non-standard working hours system? Have you secured all necessary renewals for such employees? Are you paying into the appropriate social insurance accounts for each employee?

Tax Compliance. It is essential to engage a competent local accounting firm. Your accountant must of course understand Chinese tax law, but they should also have at least a rudimentary understanding of your home country’s tax laws as well. For instance: make sure your transfer pricing is current and accurately reflected in your contracts and that your profit margins are high enough to keep China’s tax authorities at bay.

IP Compliance. We constantly get calls from foreign companies doing business in China that have let their China IP registrations fall into disorder (or never organized their IP in the first place). Even if you registered everything appropriately when you first came to China, have you kept up with newer products/services or brands? Are you registering design patents before you release your products? Are you keeping sufficient evidence of trademark use to fend off a non-use cancellation? Have you properly drafted and registered any trademark license agreements? Are you taking full advantage of the Chinese trademark system?

Contract Compliance. Many foreign companies do business in China in a way that makes it all but impossible for them to enforce their contractual rights. Do you have written agreement with all your major sources and clients? Are you using a lawyer to draft your design/manufacturing/licensing/purchase/etc. agreements? Are these agreements in Chinese? Enforced under Chinese law?

Spend the time now on the above to avoid having to spend a lot more time later.


China Lawyer
Intentional sharing is fine; unintentional sharing isn’t.

Use your China contract and China’s sophisticated and fair and relatively cheap (yes, those are the right descriptions) to clarify who owns what in China. Who owns your product design? Who owns your software? Who owns your IoT device? Who owns your molds and tooling? Who owns your trademark when you license it out? If you don’t have the appropriate contract in place, the answer will be the Chinese company (not you), way more often than not. Too many times I have had to inform Western companies that they have unknowingly relinquished ownership of XYZ to their Chinese counter-party and now we just need to try to try to limit that damage as much as possible.

We are constantly writing about the need to clarify “ownership” in China but always from the perspective of who we are: China lawyers. Today, while reading Seth Godin’s Blog, I had an aha moment regarding ownership in China. But let me digress just a bit.

I am a huge fan of Seth Godin, such that it would not be an overstatement to say that he has influenced my law firm. I must have read his missive, Small is the New Big, at least twenty times. We even used to post it on our website, we thought it so important. And his overall theme of always always always (no matter what) being truthful to your clients, is yet another constant Godin theme we try to embody. I regularly read Godin’s excellent blog, but more for my own law firm business than for China Law Blog ideas.

But Godin’s post today, entitled, Joint Ownership, is just so China relevant and so clear that I have to quote it:

Before you create intellectual property (a book, a song, a patent, the words on a website, a design) with someone else, agree in writing about who owns what, who can exploit it, what happens to the earnings, who can control its destiny.

This is sometimes an uncomfortable conversation to have, but it’s far worse to have it later, after the thing you’ve created has been shown to have value.

It’s almost impossible to efficiently split a soup dumpling after it’s been cooked…

As someone who spends a huge chunk of his time trying to split the IP soup dumpling after it has been cooked, I vehemently agree. As is true of so much in law, doing it right from inception costs around one tenth as much and is around ten times more likely to succeed than trying to fix things later.

China Due Diligence
China Due Diligence: Sherlock required

Every few months, one of our China lawyers will get an email from a company seeking to buy our due diligence checklist (as though we have just one) for their (usually not described) deal in China. My pat response is usually something like the following:

We don’t have just one due diligence checklist for China because the due diligence we recommend always varies depending on all sorts of factors, including the nature of the deal, the value of the deal, the industry of the parties, and even what we know about the parties before we conduct any due diligence. The location of the parties also can be important.

Though we do use our previous due diligence checklists in formulating due diligence checklists for current deals, we never just re-use an old one for a new deal. For this reason, we are not willing to sell any of our due diligence checklists because the risk of their not working well for you are just too high and we do not want our law firm name in any way attached to what could very well turn out to be inadequate due diligence. Not to mention that I find it nearly impossible to believe that anyone without a huge amount of China legal and business experience could appropriately use a due diligence checklist even if it does perfectly fit the deal.

If you want to see what I mean about how important it is to tailor your due diligence to the China situation at hand, I urge you to read a just completed three part series on China partner due diligence best practices over at the Health Intel Asia Blog. Go here for Part 1, here for Part 2 and here for Part 3. Ben Shobert — a true expert on China senior care — wrote this three part series to set out due diligence “best practices” when dealing “with real estate developers, property management companies, or institutional investors” in the senior care industry.

Ben begins by listing out the following as the most important factors you should consider and then he provides a massive (yet no doubt too general to apply perfectly to your specific situation):

  • Financial ability of the partner to execute.
  • Reputation of the partner.
  • Relationships in the locality where development will take place.
  • Experience in real estate development or investing.
  • Track record in development – residential, mixed use, etc.
  • Track record in developing senior housing.
  • Commitment to senior housing vs. senior housing as a way to acquire land use rights.
  • Dedicated development team.
  • Dedicated senior housing team – familiarity with development and operational issues.
  • Long term investment horizon – commitment to operating senior housing vs. build and sell.
  • Common strategic vision for their involvement in the industry.
  • Experience dealing with foreign partners.

The above is about 15% of the information Ben advocates securing from your China senior care partner> I list it not merely to give you some flavor of how complicated it is to tailor your China due diligence to your specific deal. If you read the remaining half of Ben’s initial post and his two subsequent posts I am sure you will be convinced as to why no off the shelf checklist can be adequate.

For more on what is involved in China due diligence, check out the following.


China attorneysTen years ago, our China lawyers probably wrote around one product sales agreement a year for our Western clients selling their products or services into China. These days with Chinese companies having become serious consumers of Western products and services, we probably write one a month. The below is an email from one of our China attorneys to a client, written to gather up sufficient information to create a first draft of a product sales agreement for the sale of a product from an American company to a host of Chinese automobile companies.

I am running this email (long after the fact and stripped of any identifiers) because it addresses many of the key points you should be thinking about if you are selling into China. The below email is to a client that was selling its products into China, but much of the email is relevant to those selling products into China as well.

Please find below an outline of a PRC product sales agreement with questions designed to provide me with the information required to draft the document.

The first step for drafting a sales agreement for China is to deal with the basic sales terms. The terms for customization and cooperative design can come later. For this reason, the outline and questions below apply only to sales of your_____________ product [customized for each buyer] and your other standard product from your China catalogue. Please consider the questions below and provide answers where you can. I will draft a sales agreement based on your answers. Where you do not have an answer, I will either a) insert a standard provision or b) provide for resolution by a separate document.

If you have questions or need further clarification about any of these items, please email me or arrange for a phone conference.

  • Product. How do you identify the Product? Do you simply use a catalogue part number? Or do you provide specifications? Or do you use some combination of these two? For __________, do you do any customization of the product, or are all sales straight from your line?
  • Price terms. How do you work with prices? Are your prices based on your catalogue price, or do they vary for each of your Chinese customers? How do you deal with price changes? That is, for how long are your prices effective? Do you have the right to raise prices at any time?
  • Payment terms. What are your standard payment terms? Do you require an upfront deposit? When is payment due and upon submission of what documents? How do you typically respond when a Chinese customer requests a variation from your normal terms?
  • Shipping Terms. What are your standard shipping terms? Does your pricing include freight, insurance and similar? Do you use a standard shipping term such as Ex Works or FOB or DDP?
  • P.O. Processing and acceptance procedures. How do you work with purchase orders? How many days do you allow for processing and acceptance? What happens when you do not formally accept a purchase order in writing? Without acceptance, is the PO considered to have been rejected? Are you required to accept all purchase orders submitted, or do you have the right to reject POs?  If you have the right to reject a purchase order, are there limitations to this right, and if so, what are they?
  • Scheduling and Timing. How do you deal with scheduling regarding timing and quantity of shipments? In our experience, some China buyers do not want to be tied down to any sort of schedule, while others want to tightly schedule both quantity and time of delivery. Still others want to treat their arrangement as a “requirements contract,” meaning they are not obligated to purchase anything from you, but you are obligated to fill all of their orders, no matter how unreasonable in terms of quantity or timing.
  • Facility, subcontractors and component suppliers. Do your China buyers have the right to inspect your manufacturing facility? Do they have the right to limit what manufacturing facility you can use for their products? Do they have any grounds for blocking you from using any subcontractors? Do they have the right to approve your component suppliers? Are they able to review and approve a bill of materials?
  • Packaging and labeling. Does your quoted price include packaging? What are your company specific policies concerning packaging and labeling of your products? How do you respond if a customer makes specific requests concerning packaging and labeling? Do you ever custom package and label? That is, do you ever package, label and mark using the name and logo of your China customer?
  • Molds and tooling. Are customer designed/customer owned molds and tooling used in your producing your_________ products? If yes, please describe.
  • Quality Control. How do you normally work with your China buyers in terms of quality control for your products? For example, do your buyers have the right conduct inspections and/or QC tests in your facility? How do you deal with special requests for quality control procedures from your customers. What form of testing or inspection do you use (if any) to confirm that your products conform to QC standards upon delivery to a customer? Are your buyers permitted to delay acceptance and payment for product until after they have conducted their own QC inspection and testing
  • Warranty. Do you have a standard warranty? If yes, please provide. If you do not have a standard warranty, PRC standard seller warranty terms for products similar to yours are generally as follows:

a. Seller warrants product will meet specifications for a period of one year from delivery to buyer.

b. Warranty remedy is as follows:

1.  For general warranty claims, remedy is limited to either a refund of the purchase price or the seller repairs or replaces the defective item at no cost to the buyer.

2.  If the defect rate exceeds 3% in any specific time period (Epidemic Failure), seller is additionally liable for the direct costs of dealing with the failure.

3. The seller is not liable for consequential damages of any kind.

Your buyers are likely going to want pretty much the “opposite” warranty; they will want you to be liable for all damages, direct or consequential, of any kind.

  • Warranty service. There are two types of warranty service:

a. For defects identified at the factory, before the product is incorporated into a manufactured item.

b.  For defects identified in the field, in a manufactured product that fails while in the possession of a third party purchaser.

What are your procedures for dealing with warranty claims in both situations? Note that for b), the most common approach is for the buyer to be responsible for dealing with the claim and for the seller to provide an appropriate reimbursement.

  • General service. What form of service/training do you provide in connection with the product? What service manuals or other written material do you provide in connection with the product? What other service do you provide in connection with the sale of the product?
  • Intellectual property. What registered intellectual property (if any) is used in the sale of the product: trademark, logo, design patent, utility patent? Will any buyer IP (such as buyer trademark and/or logo) be used with the product? Do you have proprietary (copyright) package designs that you will use? Will you use buyer package designs? Will you exchange any information with buyers that should be treated as confidential information by your buyers? Will you require the buyer to identify your product/trademark in the sale of their product? That is, when a special product like the _________ is used, it is sometimes required that the buyer identify that item in their description of their own product. For example, intel often requires this on computers sold in the U.S.
  • Dispute resolution. Since you are operating in China with Chinese entities, for dispute resolution we normally provide for litigation in the PRC People’s Court in the district where the defendant is located. Note that this particular client had a China WFOE through which it was making the bulk of its China sales. Many of our clients that sell their products or services into China do so from the United States or from Canada or from Australia or from Europe and our dispute resolution analysis for them might be very different. There is no one-size-fits-all dispute resolution clause.
  • Other special matters. If there are other matters you think we should be addressing for your products, please specify.
China attorneys
Oh, but it can and it does.

The day before yesterday, I wrote a long post (with a long title), China, The World, Greed, Cognitive Dissonance, The Best and the Brightest, and Why People Seem to Encourage/Almost Enjoy Getting Scammed, on why people are so susceptible to getting scammed. My thesis is that once someone has convinced themselves that the deal is lucrative, they have a hard time convincing themselves that it might be a scam. I concluded that post by promising a part two describing how to avoid getting scammed. This is that part two and it too is going to be quite long, so please bear with me.

The first thing to avoid getting scammed is to have the right attitude, and that means you must question and doubt EVERYTHING. Why would a legitimate Chinese company in Shenzhen contact you for an oil and gas deal when you are just a school teacher in Vermont? And why would an oil and gas company be located in Shenzhen anyway (it’s possible, but not likely)? Why is a Chinese company contacting me out of the blue to make a $3 million purchase of my widgets when there are 3,000 other widget companies and when we’ve never previously made a sale for more than $30,000? How can this Chinese company charge $11 per widget when everyone else is charging at least $22? And after you have compiled your list of questions and doubts, do not pay a penny (other than perhaps to your own investigator) to anyone until you truly have compelling answers to all of your questions.

One of the classic tactics of a scammer when asked tough questions is to give complicated and convoluted answers. And then when you even hint at wanting an answer you can understand, the scammer seeks to paint you as an idiot and/or a bad person for not trusting them. Do not fall for either. Chinese companies spend weeks, sometimes months, conducting due diligence on their potential counter-parties and your doing the same will be viewed by legitimate Chinese companies as a sign of your savvy and your intelligence, not as a sign of any moral failings. As for your being made out to be an idiot, well just remember how you will feel like much more of an idiot after you are scammed than if you prevent a scam. Oh, and if you don’t understand how the business or the deal is going to operate, that, standing alone — fraud or no fraud — is a great reason for you to just walk away.

The second key to not getting scammed when dealing with a China company is to make sure you are actually dealing with a China company. Though our percentage estimates vary, all of the China lawyers in my firm estimate that at least half the time when a Western company is scammed by a “Chinese company,” the company is either not Chinese at all (oftentimes they are from Nigeria) or they are not a company at all because they have never actually registered with the Chinese corporate authorities. This means that just confirming you are dealing with a real registered Chinese company will lower your chances of getting scammed.

In China Due Diligence. The Most Basic Things To Do. I set out the following basics for how you can determine whether you are dealing with a legitimate Chinese company.

The first thing you do is ask the Chinese company to send you a copy of its business license. Do not be afraid to do this. Chinese companies do this all the time. If the Chinese company refuses to send this to you, walk away.

You then have someone fluent in Chinese and with knowledge about Chinese business licenses examine the one that you have been sent.

Our China attorneys typically look for the following:

To determine whether it is real or not. This is done by comparing the information on the business license provided with the corresponding information on the relevant Chinese government website — usually the local State Administration for Industry and Commerce (SAIC). If the business license you have been provided is fake, you walk away.

To see when the company was formed. We like to compare what the real business license says against what we were told (by email or whatever) and also what the Chinese company says on its English language and its Chinese language website. If different years are given in different places, we get suspicious and we ask more questions.

To see where the company is located. We like to compare this against both what we were told (by email or whatever) and also against what the Chinese company says its English language and its Chinese language website. If there are different addresses in different places, we get suspicious and we ask more questions.

To see what the scope of the Chinese business is, as listed on its registration. If the scope is “consulting” and our client thinks it will be ordering five million dollars of widgets from a factory, we get really suspicious. Looking at the scope is a good (though not always fool-proof) way to determine whether you are dealing with a manufacturer or a broker.

To see the amount of registered capital. If the amount is too low, the odds are good that it is not a manufacturer. If the amount is really high, the odds are good that this is a big company. Note that this information is not going to be as commonly listed in the future.

Lastly, you should go visit the Chinese company or send someone you truly trust to do so.

Doing the above is not nearly enough due diligence for big deals, but it is a relatively fast, relatively cheap way to at least get some sense about the Chinese company with which you are thinking of doing business and it oftentimes will be enough to let you know whether or not you even wish to conduct additional due diligence or just walk away.

In China Business Due Diligence, I went into a bit more depth on some of the basics that should be undertaken to prevent fraud, and I listed out the following:

Construct your own fraud scenario. Ask yourself how the Chinese company could have staged everything it has shown you. Did it switch the factory signs before you arrived, so that it looks like it owns the factory, rather than someone else? Did it paint the old machinery to look new? Is the person with whom you are speaking really a PwC accountant, or just someone paid $100 to pose as one? We have encountered fake factories, fake Chinese lawyers, fake documents, fake accountants, fake foreigners, fake owners….

Focus on the operations. Look carefully at the Chinese company’s operations. Why does the company have only 100 boxes in storage when it claims to be selling 5,000 widgets a week? How can the company make 5,000 widgets a week with only enough of x material to make 100 total? Why did the company have a completely different set of employees on the same day and time two weeks apart? It pays to visit two or three (or more) times — a good fraudster can put on a show, but they are unlikely to be able to do it the same way each time. Watch for the subtle differences.

Get the official records yourself. Use your own people to get the Chinese company’s official corporate records from the official Chinese government sources. Though doing this is neither inexpensive nor easy, information gleaned from the official government records can often be helpful. Then compare the official records with the documents the Chinese company gave you. This is key.

Take company-provided introductions with a grain of salt. Speak with your target Chinese company’s vendors, neighbors, employees, and customers, especially those you find on your own. When talking with people to whom your target Chinese company has introduced you, take everything that is said with a grain of salt. It is not difficult for an unscrupulous company to buy someone’s loyalty for the duration of a meeting or a phone call and this sort of thing goes on all the time. And again, do you really know whether these people are as claimed? We love sending our own people to just hang out around the Chinese company for a week or two as it is amazing what they can learn just by watching and by talking with employees and others in the vicinity.

Speak with the Chinese company’s competitors. Competitors with real businesses can and usually will tell you about their competitors, but, of course, any information gleaned this way should be taken with at least a bit of salt as well.

Do not delegate. Use your own trusted network to gather information on your potential Chinese counter-party. If you don’t have such a network, get one. If you can’t get one, don’t do the deal.

Co-blogger, Steve Dickinson, wrote a post, entitled, Three Keys to Spotting a Fraudulent Chinese Company, describing some of the things he looks for to determine the legitimacy of a Chinese companies listed on foreign stock exchanges for investors that have retained Steve because they are concerned about the value of their investment. Steve’s first step in these situations is to determine whether the Chinese entity is an empty shell. If the Chinese entity is an empty shell, then there is no value in China to protect and further analysis of the company is a waste of time. Steve describes this analysis as follows:

I have done this research so many times that I have developed a three step test to determine whether a Chinese company is a fraud. I take a look at the annual or quarterly report of the Chinese company and if it meets these three tests, it is virtually certain to be a complete fraud, with no operations, no assets and no funds in the bank.

The three indicia of fraud are as follows:

1. The company has a large amount of cash in the bank. I often see supposed cash holdings greater than 50% of the company’s annual gross revenues. Interest rates at Chinese banks are very low and legitimate Chinese companies do not usually keep large amounts of their cash in interest bearing bank accounts. Usually the supposed large cash account is accompanied by bogus explanations explaining why the Chinese entity is unable to repatriate the funds to its investors as dividends. Later investigation usually reveals that these funds were never actually deposited in the bank. That is, these large deposit accounts are simply falsified. The odd thing is that auditors will normally verify that the accounts are real. Once the fraud has been exposed, I have asked auditors what they did to verify the account. They usually state that they relied on reports from the management of the company. In China, the only way to verify the authenticity of a bank account is to arrive at the bank unannounced and look at the computer screen while standing BEHIND the counter as the clerk makes an unplanned query. Virtually no bank in China will allow this, which means that audit verifications of Chinese bank accounts are typically of no value.

2. The company reports profit margins in excess of 30%. I often see fake companies report profit margins of 50%. Doing business in China is difficult and I have never seen a legitimate Chinese company with profit margins even approaching this level, not even state owned monopoly companies. These high margins are then the explanation for why the company has so much free cash; they are so profitable they are printing money. The claim is that they have some unique product or some technical monopoly. In my experience, these claims are never true, as just a few minutes of careful thought would reveal.

3. The company is formed as a VIE (variable interest entity) when it is operating in a business sector where foreign investment is not restricted and the VIE structure is not required. A VIE is required only when a foreign invested company intends to operate in a restricted sector such as the Internet. This is why Baidu, Sina, and AliBaba are organized as VIEs. But most Chinese business sectors are open to foreign investment. When a company that operates in manufacturing or retail sales chooses to organize as a VIE, there is typically only one reason: the organizers are planning to commit fraud against the foreign investors.


I cannot resist closing out this post by talking about how to avoid getting caught in what I see as perhaps the most common, most insidious scam of all: The China bank switch scam. This is the scam where someone hacks into either your computer or that of your Chinese counter-party and then sends you an invoice (and you actually do owe the money) directing you to make payment to a bank account held by the scammer, not by your Chinese counter-party. In How to Conquer China Payment Scams I discuss this scam in more detail and advocate engaging in the following actions to prevent it from happening to you:

1. Get to know your suppliers who speak English (if you don’t speak Chinese) and get your supplier’s landline phone numbers as that cannot be hacked. Call if you have any concerns.

2. Get your supplier’s bank account information in advance and ask them to refer to “bank account information document” on their invoices, rather than listing out full bank details every time.

3. Ask your suppliers to fax you their invoice and make sure the sending fax number belongs to your supplier’s company.

4. Do a first small wire to confirm the account.

5. Have a special procedure for confirming the company name. Note also “that paying a Chinese company in mainland China is safer for you” than paying them overseas, be it Hong Kong, Taiwan or anywhere else.

6. Have a special procedure for confirming bank account changes. “Follow the same procedure as point 5, but also call several people in the company. They will understand your attitude if you tell them you are worried about the “different bank account scam” — they are also a victim when it happens to their customers.

7. Have an internal procedure for confirming all payments over a certain amount.

Anyone have any additional scam prevention tips? If so, please share them in your comments below.



China lawyersStick with me as the title of this post will eventually become clear — sort of.

So I just read a long and really good Reuters article by Engen Tham and Carolyn Cohn, entitled, How British firms built a pyramid scheme in China that lost millions. Had I written the article, I would have given it the title I have given this post, but then a lot fewer people would have read it.

The article is about a massive (how massive is yet to be determined) scam that used a London address to convince Chinese investors to invest millions into what now appears to have been a wholly fake currency hedge fund:

A London address helped draw Chinese investors to EuroFX. But the venture was not regulated in the UK. It was a scam that flourished in the gaps between national systems.

The scammers encouraged investment in EuroFX, a great sounding company name but a company that in fact may never even have existed. Needless to say, the scammers made the company look great by, among other things, using a prestigious London address and by printing “full-colour Chinese brochures, seen by Reuters, which predicted fat returns”:

For an investment of $10,000, investors could expect a return of 6 percent a month. For $100,000, that climbed to 12 percent. A few months later, a separate EuroFX product offered up to 16 percent to anyone who invested $250,000.

The brochures boasted that EuroFX had 13 years’ experience in foreign exchange trading.

In fact, there was no company called “EuroFX.” Its brochure said EuroFX was a brand name for Euro Forex Investment Ltd. This was a dissolved company that an Australian businessman, Bryan Cook, had bought only the month before, according to Eurofinanzza, the company formation agent which arranged the transaction.

The mere fact that the company was run by Europeans was enough for many of its Chinese investors:

He invested 800,000 yuan ($120,000), he said. He did not understand foreign exchange, but believed the scheme was regulated: “I trust Europeans not to lie to me.”

Other Chinese investors who put money into EuroFX also told Reuters they did so because Euro Forex Investment Limited was a company registered in Britain. They assumed it was regulated by Britain’s financial authorities.

It was not.

As someone who has been doing international law for adeades I have seen way more than my share of scams. Scammers love conducting scams that cross borders because merely crossing a border can usually increase confusion stemming from a lack of knowledge regarding language, culture, and regulation.

Now for the Best and the Brightest/ cognitive dissonance part. When I was in college, I read David Halberstram’s The Best and the Brightest as part of an international politics course. Wikipedia does an excellent job at distilling the book in the following one paragraph:

The Best and the Brightest (1972) is an account by journalist David Halberstam of the origins of the Vietnam War….The focus of the book is on the erroneous foreign policy crafted by the academics and intellectuals who were in John F. Kennedy’s administration, and the disastrous consequences of those policies in Vietnam. The title referred to Kennedy’s “whiz kids”—leaders of industry and academia brought into the Kennedy administration—whom Halberstam characterized as arrogantly insisting on “brilliant policies that defied common sense” in Vietnam, often against the advice of career U.S. Department of State employees.

In my class, our professor used the book as a platform for discussing the relevance of cognitive dissonance theory to politics. Cognitive dissonance theory is the following:

Leon Festinger (1957) proposed cognitive dissonance theory, which states that a powerful motive to maintain cognitive consistency can give rise to irrational and sometimes maladaptive behavior.

According to Festinger, we hold many cognitions about the world and ourselves; when they clash, a discrepancy is evoked, resulting in a state of tension known as cognitive dissonance. As the experience of dissonance is unpleasant, we are motivated to reduce or eliminate it, and achieve consonance (i.e. agreement).

As someone who is constantly contacted by people in the midst of being defrauded, I have become convinced that much of the time it is their efforts to achieve cognitive consistency that leads to their becoming scammed. They so much want to believe that they have entered into a good deal that they rationalize everything that should be telling them to get out. Sadly, this drive for cognitive consistency becomes stronger the deeper one has dug themselves into the deal. The more one has already spent, the more one wants to believe that they have not just flushed away their money and the more willing they are to ignore key indicators that they have.

And it is bad. When I first started practicing international law and would get contacted by people who I strongly suspected were being defrauded I would flat out give them my opinion on this, without charging them a thing. But after doing this maybe twenty times and getting nothing but anger back in return maybe nineteen times, I started clamming up. The final straw was the following:

Some 66 year old farmer from rural Missouri sent me an email of his drop-dead gorgeous Russian “girlfriend” of about 22 years old who was on her way to Missouri to marry the farmer. But she was being held up at the airport because the Russian authorities were requiring her to put up a $15,000 bond to make sure that she would eventually return to Russia. The farmer asked me if this made any sense to me and I immediately told him that it did not make any sense at all and that his girlfriend was scamming him. The farmer then accused me of being jealous of him because he was marrying such a gorgeous woman and that the scam was clearly being perpetrated by the Russian authorities, not his girlfriend.

Now when I get these, I am far far more circumspect and my usual response is that for us to be able to help, we need to be paid x dollars to conduct our own due diligence. And here’s the thing: on the rare occasions when these people do pay us for the due diligence and our due diligence (pretty much every time) shows that they are being scammed, they believe us. What’s the difference? They have a stake in believing us because they paid us. In other words, it takes a countervailing cognitive consistency desire to overwhelm the previous one.

Just a few weeks ago a medical doctor wrote me attaching what at first glance looked to me to be a fake Chinese government document and he asked whether the Chinese government charges a $15,000 fee for X. My response was that I didn’t know whether that particular branch of the Chinese government charges a $15,000 fee for X but I very much doubted it. I then said that we would be happy to check that out for him at our regular hourly rates but that at first glance the document he sent me looked like a fraud and I was concerned that he might be getting scammed. His response was to essentially question my abilities as a China lawyer for not knowing off the top of my head what some (obscure) government agency charges for some (obscure) action and to essentially demand that I make up for my ignorance by telling him who he can talk to who actually knows these things. I very nicely suggested he should keep trying with other China attorneys. Cognitive dissonance.

The following are representative of some of the scams our international lawyers have seen over the years:

  • Company documents showed a subsidiary in the Marshall Islands, yet always spelled the country as Marshal Island. It had no such subsidiary. Why would a company not know how to spell one of its locations correctly? I mean, come on.
  • Company claimed to have a multi-million dollar account at a non-existent bank. It was a bank in Australia and five minutes on Google revealed the bank did not exist. We did the search because we thought the banks’ name (an Ocean not contiguous with Australia) was very strange for a bank allegedly in Australia.
  • Company claimed to have a branch office in a particular city, yet its documents on that branch office (including supposed government documents) put that city in the wrong province. Again, come on.
  • Company claimed to be bringing in twice as much product as physically possible on a particular ship. When I first saw the amount of product involved I thought “this must be a massive ship.” I then thought, gosh, I didn’t realize Cambodia had ships of this size. So I spent about five minutes checking out this particular ship on the Internet and quickly realized it was not nearly large enough to carry the cargo it claimed it had carried.
  • Company claimed to have been shipping out product on a particular ship that did not exist during the first few years when the product was allegedly being shipped.
  • Company claimed to have won an IP lawsuit in a country’s Supreme Court (they produced the Supreme Court’s decision and everything), but there had never been such a case. Had a lawyer friend check this out in the applicable country (Russia).

Saw a judgment from a federal judge in Florida and the order struck me as funny. So I did a search on the judge and learned there was no such judge in the court listed on the order.

A year or so ago, a company sent me some documents to get an estimate from us on what we would charge to represent it on a deal. Within ten minutes I wrote back saying that we would not be interested in representing it on the deal because I thought that the alleged Chinese company was a scam and we did not want to in any way participate in it. I instead suggested that this company retain us to conduct basic due diligence on the company to determine its bona fides. The potential client (who no doubt had dollar signs in its eyes) seemed a bit offended and sought to challenge my suspicions of fraud. My response to his challenge (with some key identifiers changed) was as follows:

I spent less than ten minutes looking at just the proposed contract you sent me and from that one document and in that short amount of time I noticed the following:

If a company is named China, it is almost always huge. Massive. Very unlikely that sort of company would have reached out to you out of nowhere for a $350,000 order when there are so many other potential sellers in other countries (including within China) it could have contacted. This makes no sense.

The Chinese company with this name is in the X business. Why would a company in the X business be looking to buy Y product? This makes no sense.

The bank is in Shenzhen. The company is in Shandong Province. It would be like you in Nashville using a small bank in Seattle for your banking. This makes no sense.

Your contract is not a contract at all. Standing alone, this is not a sign of fraud but it does not make sense for a large company (which this company purports to be) to send out a document like this because it is not even close to being a real contract.

After the American company got over its anger at my questioning their deal (which they saw as the start of something really really big), they had us conduct due diligence on the Chinese company and the situation and within a week, they too were convinced they were being scammed. No deal, but no massive losses either.

So what’s the trick to not getting scammed? Stay tuned for part 2.

Doing Business in ChinaI hate to beat a dead horse (and I’m not going to compare China’s Olympic basketball team to a dead horse), but I am fascinated by the discussion that has ensued from my earlier post excoriating China’s Olympic basketball team and asking what business conclusions we can draw from them — if any.

That post made it to reddit, here, where some truly interesting comments were made. The comments started out applying my incredulity at the lack of smoothness and teamwork to soccer:

  • I’ve got to echo his point on football (soccer). Playing football with Chinese players is such a frustrating experience. Nobody makes movement off the ball, looks for space or anticipates anything you want them to do. And usually when you pass to a player they will just try to do everything themselves and try and get the individual glory.
  • Second this [the above comment]. Every team has one player who is LIHAI and the aim is solely to get him the ball and let him try to dribble through the entire opposition team. Twenty times a game. And then he gets through once and scores and he is LIHAI. I’m average at best at soccer, and out of shape, but me and a small group of ragtag expats run rings around almost every team we play. The only time we got schooled was 5 Korean uni kids who are ultra fit and have a mean passing game.
  • I remember once I joined a group of guys to play. The one in the Arsenal shirt seemed to be the captain:
    “What’s your name?” “Genius”
    Genius was very much the player described [in the comment] above, except he wasn’t actually that good.
  • Sounds like they should be forced to play netball until they master teamwork (in netball you can’t run with the ball, only pass)
  • Sounds somewhat familiar. I occasionally join the evening pickup games at the local public stadium. Thing is, none of the people I see there have had any actual coaching growing up. Tactically they’re all over the place even though they try (we’re most often 10-12 players to a team). It’s just weird as hell seeing the left fullback suddenly attempting to be a striker and even weirder on the ensuing counter, nobody seems to be realising the left side is totally open. I’m not exactly 18 anymore so I don’t really care. It’s funny though, that even in Saturday pub/pick up games in the parks back home, you’d be getting a massive chewing out for something like that 🙂
    Oh, reminds me: We have a couple thousand Burmese in this city so sometimes they get to the field first. I’ve played with them once or twice and it’s really quite different. First of all, the teams they make have clear leaders telling everyone off if you’re out of position and they take it a lot more serious -in the good way.

Then a discussion regarding Chinese food ensued:

  • Is the food in general even all that great nowadays? It used to be for sure, but most of the Chinese food restaurants I end up trying in Shanghai nowadays are disappointing to say the least.
    There’s still a lot of great places to eat, but I just feel that more and more stores are being opened by people who have no interest in the food they’re serving.
  • Yeah. Is this off topic? I’ve had the same feeling in my lowly 2nd tier big city. There’s endless chains being opened where all of the business aspects are on point (iPad ordering, great social marketing, good decoration, theming, staff doing a reasonable job, play areas for kids or whatever) and then the food itself is average and boring. Shit ingredients, lazy cooking, boring menus. There’s much less of those kind of random, poorly decorated but exceptional food restaurants around.

Then someone analogized the way the team played to the way Chinese employees act:

  • Reminds me of some of the meetings in my company. No passion. Everyone has a rehearsed role, nobody steps out of line (or anywhere for that matter) and nothing really moves. It’s just dull.

And then a few people questioned my methodology (I didn’t even realize I had a methodology, but okay)

  • I don’t rate this guy’s methodology. If I judged the USA by its Basketball teams the aftermath of Hurricane Katrina would have been totally beyond prediction.
  • yeah this is a stupid article, well at least its a clickbait headline.
  • That is a hell of a rant for a single fucking ball game.

I realize I can be attacked for attacking a team for one game, but in my defense, I would not have done so if I believed there were any chance that the team might play differently under other circumstances. I saw too many Chinese players literally step out of the way when an opponent was driving against them to believe that they are capable of ever playing tough.

I also found the following two comments to our original post interesting:

  • I think there are a number of good points raised here overall about the mentality that I see generally in China – Guangzhou, Guangdong. Again, generalizing of course, but lack of creativity or uniqueness is a real issue. Every liquor store in our area, for example, sells exactly the same liquor. By the way, many (90%+) Chinese play basketball on the playground the way he described it above. I do disagree on the food stores, however. I don’t know what food stores Mr. Harris frequents while here, but in Guangzhou, I see a ton of mediocrity (with few exceptions), average-low quality, and repetitiveness across stores, and I don’t see the “creativity” and the delicate touch he mentions. I really don’t. And, one of the more expensive restaurants in our area that tries to emulate a 4 or 5 course meal in France or the US etc. just really lacked the final delicate touch that would separate them any other restaurant trying to do the same or is going for 4 stars. They have a saying – Cha bu duo – which effectively means “it’s good enough” that is used quite frequently.
  • Australia and China are neck and neck in the medal count, although that will change I suppose. But Australia has 2% of China’s population, i.e. less than Shanghai. China has more middle class people than our entire population. It is the system baby.

I promise this will be the last post on this topic, but does anyone have any more thoughts? Any commonalities between how China plays basketball and what it takes to do business in China?

UPDATE: A friend of mine who spent 10+ years in China and has been doing business with China for at least twice that long, sent me the following by email, requesting anonymity:

  • Renato Canova from Italy is the top distance running coach (marathon) in the world. He has worked in Africa for years training Kenyans and Ethiopians. He had a lot of success in Italy before that. The Chinese sports federation hired him on a three year contract to fix their men’s and women’s distance running programs. He quit after the first year, saying that he could not change the Chinese system. He said that “they just would not do anything I told them to do.” This sounds typical to me. On basketball, the answer is really easy: no team sports for the Chinese. Everyone hates everyone else and cannot play on a team. The situation is really bad now in the error of the single Child families. The result: fabulous weightlifters but no soccer, no basketball, no baseball/softball and not even any volleyball any more. Ask anyone who tries to run a technical/science R&D project in China: impossible.

Netflix in ChinaLast Friday, Alibaba felt the need to formally dispel market rumors that it would be investing in Netflix. Such “nothing to see here” announcements are almost as common on the business pages as in the sports pages, and I draw no conclusions about what the two companies may have been planning.

But it did get me thinking about Netflix and China. I see Netflix as a fantastically innovative company that, like Amazon, continually (and usually correctly) anticipates where the market is going. It’s sometimes hard to remember that Netflix began as an upstart rival to Blockbuster Video and that Blockbuster could have purchased Netflix for $50 million in 2000.

Netflix has not entered the Chinese market, though, and unless it changes its business strategy or China changes its approach to regulating content and Internet streaming, it probably  will not be doing so soon. A January piece in Wired suggested that if Netflix were willing to spend billions and make concessions to the Chinese government, it might be allowed in, but this misses the point. China is getting more restrictive regarding internet content, not less, and it is simply not possible for a foreign-owned company to do in China what Netflix does in the rest of the world.

The Chinese government has made clear that longstanding rules prohibiting foreign control of online publishing (including streaming) will be broadly interpreted and strictly enforced. Apple’s iTunes Movies and iBooks Store and a premium Disney streaming channel were yanked offline in April, with no return in sight. And you can find any number of stories about China clamping down on foreign content. As of July 1, China imposed strict regulations on the number of foreign-inspired reality shows on the air. Over the past couple years, scripted television programs ranging from NCIS to The Good Wife to The Big Bang Theory have been taken offline with the flimsiest of rationales. (If you are ever stuck for a conversation topic with a Chinese person under the age of 30, start talking about The Big Bang Theory. It has replaced Friends as the show that every college student in China has seen multiple times and uses as a cultural touchstone for understanding America.) And we haven’t even gotten to the new television censorship rules that forbid depictions of (among other things) drinking, smoking, adultery, violence, homosexuality, and the occult.

The only way I can see Netflix entering the Chinese market is with a Chinese partner that takes on full responsibility for the content and the delivery of such content. Which is not much different than just finding a Chinese distributor, as Netflix already does with its original programs like House of Cards. 

Netflix can take solace in one thing, however; China’s new rules on foreign television programs require that the government review an entire season before a single episode can be shown online. Looks like everyone’s getting on the bingewatching bandwagon.

China business
China basketball: Where is the Joy?

I am convinced I can understand about 50% of a country by going into five of its grocery stores and by watching five basketball games of its best players. I have a friend who is a dancer and she says she can understand a country by watching its people dance. I’m guessing piano players would say the same thing. I realize this is massive generalizing, but….

So I watched the U.S.-China Olympic basketball game last night and waited a day to write this, so as to calm down a bit. But before I talk basketball, let me first talk soccer, a sport I know very little about.

Many many years ago, a friend living in China  emailed me the link to an Economist Magazine article, entitled, “Why China Fails at Football,” along with a note saying the following:

China is never going to get its act together in football and for the same reasons, it’s never going to get its act together in the big picture either. They play football like they do everything else. Selfishly and by rote. That works fine for factory work, but when it comes to innovation, it’s worthless.

The Economist article also did not shy away from using soccer as a metaphor for China as a whole:

Solving the riddle of why Chinese football is so awful becomes, then, a subversive inquiry. It involves unravelling much of what might be wrong with China and its politics. Every Chinese citizen who cares about football participates in this subversion, each with some theory—blaming the schools, the scarcity of pitches, the state’s emphasis on individual over team sport, its ruthless treatment of athletes, the one-child policy, bribery and the corrosive influence of gambling. Most lead back to the same conclusion: the root cause is the system.

It saw the soccer problem as stemming from a top-down system that is good for individual sports, but not team sports:

So whatever ails Chinese football, it is not a lack of passion from the country’s leaders. If anything, the opposite may be the problem. China’s Party-controlled, top-down approach to sport has yielded some magnificent results in individual sports, helping China win more Olympic gold medals in Beijing in 2008 than any other country. But this “Soviet model” has proven catastrophically unsuitable for assembling a team of 11 football players, much less a nation of them.

Modern Lei Feng (an expat who has lived in China for as long as I can remember) wrote his own China sucks at soccer, what does that mean, many years ago as well. It was entitled, “Whither Chinese Soccer?” and it is no longer on the internet, but it was too good not to use here as well. In this post, MLF also speculates on why China is unable to field a world class soccer team and he attributes China’s soccer shortcomings to six things, including the following two:

The Education System. “The dog eat dog nature of the Chinese education system is unbelievable. From a young age, kids must go from the “right” elementary school to the “right” junior high to the “right” high school if they have a prayer of getting into the “right” college. The concept of “playtime” doesn’t exist for most kids, they get out of school (later than in most places in the world) and then go home to study or to an after school program. They don’t have time to kick a ball around and their parents would be unhappy if they caught them using their time in such a frivolous manner. There are no grass roots weekend youth soccer programs like you find in the US, but even in the few that do exist, expat kids are in the majority. Among some in the middle/upper class in China, who’ve been educated and/or spent a lot of time abroad, there is a growing looseness and allowing their kids more time to be kids, but they often will only choose a single activity and those tend to be something along the lines of golf or hockey, a more “exotic” sport that makes their kid unique among his peers. The large size of China’s population, the reason why so many people think it should be so easy to find 11 decent soccer players, also hurts it, with so many young people competing for a finite number of university spots, an hour or two kicking a ball around is seen as a waste of time.”

Soccer Can’t Be Taught. ‘The sports China excels in, ping pong, badminton, diving, weightlifting, etc., are all sports that are focused on a repetitive motion. Practicing the same motions 1,000 times a day, day in day out will perfect your skills and lead to success. Soccer doesn’t work that way, it isn’t possible to “teach” the game in the same way. Players need to be creative, anticipating not only what the opponent will do but what their teammates will do, and everyone needs to work together as a team, not just 11 individuals. In China, more often than not, the team’s play a rigid form of soccer, lacking the creativity and the flair you see elsewhere in the world, and when players display that flair, it often fails because teammates don’t expect it. Young Chinese talent needs to go overseas to train and play against other people, to build up that mental database of different ways to play and different systems.”

During the last Olympics, I wrote on why China has no good basketball point guards:

But I feel compelled to discuss one thing I have noticed in watching the Olympics and that is that China’s basketball team does not have a single point guard worth a damn and I have to wonder why.

Is it further evidence of the shortcomings of a planned economy? Does China pull out the great athletes for other sports, leaving only tall people for basketball?

Is it further evidence of a lack of innovation or take-chargedness (I know I am making up this word, but it works) in China? Great point guards have to be willing to innovate and take the heat. Is the coaching so tough that no player is willing to step up?

The Heart of Beijing blogger has wondered the same thing, citing this line from an AP story: “China has more than a billion people, but there’s not an elite point guard among them.”

But after watching China’s basketball team last night, I feel as though all of the above is too kind. If I were the coach of that team, I would thank Yi Jianlian and then I would quit. Right in the middle of the Olympics. I mean, why even bother trying when your players are so bad, so clueless, so passive, and so un-caring. Now I know this was just one game, but I can tell you that if Bobby Knight had been coaching them, he would at minimum, screamed at them for a minimum of twelve hours after the game.

Let me get the good things out of the way first and then talk about the rest. Yi Jianlian scored around 25 points and he hustled and he looked like a player out there. I attribute this 100% to the fact that he played in the NBA for 4-5 years before washing out as just another mediocre 7-footer. And yes, people, this is clearly the best China basketball has to offer.

Now on to the rest.

I remember watching Women’s professional basketball maybe 30 years ago and thinking that with only two or three exceptions, the players — though tremendous athletes and tough as nails — looked like volleyball players playing basketball. They did not look as though they had grown up as basketball junkies, hooping a minimum of two hours every single day. They lacked that sort of flow.

Fast forward to 2004, when my eldest daughter started playing high school varsity basketball with Roosevelt High School in Seattle, which was back then a basketball powerhouse (this link is to a trailer foran  award winning documentary on that team — China’s team would do well to try to emulate the hustle seen in just these three minutes). By that time, almost all the high schoolers, female and male, looked like they had been playing basketball their whole lives.

Not so of the China players, most of whom look like they learned how to play not by playing so much but by having studied how to play. No passion. No individuality. No love for the game. No second sense for the game. No toughness. No intensity. Nobody who steps up. No discernible talent. Take away Yi Jianlian and I would swear that a mid-level Pac-12 or ACC team would whoop the China team and good. Who coaches these guys?

Bad defense. Bad offense. This team had the unique ability to both lack any cohesion as a team and yet not really have any one player with the willingness to step into the breach. They played like a high school team early on in a season, before its identity and its player roles have gelled. Just a complete mess. And yet I have little doubt the China team will play this way every game. I also watched the Serbia-Venuezula game and I am confident Serbia would crush China and I would be rooting for Venezuela, which though low on talent and experience, is at least high on enthusiasm and hustle and guts. With a pool of 1.4 billion people, surely we should expect better.

So why is China so mediocre in team sports like basketball and soccer and what significance, if any, does this have in terms of innovation and business in China? Does China run its factories like this? Does China run its tech companies like this? I actually don’t think so, as I am more and more running up against great China manufacturers and great China tech companies, but would I use the word great to describe them if I knew manufacturing or tech operations as well as I know basketball?

Remember though that I started this post by saying that my understanding of a country comes from both basketball and its grocery stores. China food is amazing, incredibly diverse, both creative and traditional, and it is made with real love and passion and dedication and even toughness. Food is a true part of China. Basketball in China is still mostly just an appendage coming from the top down. China’s youth love the NBA so perhaps its next generation of players will be very different. Perhaps someday, it’s basketball will match its food.

China AttorneysWe write about this particular China bank scam every six months or so because it just keeps happening, and in ever greater numbers. The Wall Street Journal did a story on it today, entitled, New Techniques Used to Target Business Email and in the last month alone, our China lawyers have received emails from at least three companies (Two U.S. and one from Spain) that were bilked out of between $46,000 and $270,000.

According to the Wall Street Journal (and this jibes with most of what our China attorneys have seen as well), criminals breaking into email accounts and changing bank-account information to capture payments intended for suppliers:

The increasing prevalence of the schemes has drawn the attention of law enforcement. Attackers who once pretended to be executives directing subordinates to transfer money are using new techniques, including malicious software to break into email systems and redirect the payments, said Rick Alwine, a supervisory special agent with the Federal Bureau of Investigation’s Cyber Division.

“We’re seeing an evolution of business email compromises that started around 2013,” he said.

The number of these bank account email scams is increasing, but what remains the same is that most of these wire-transfer requests are for China and Hong Kong:

In an analysis of 44 recent fraudulent transfers, 84% of the transfers went to accounts in China and Hong Kong where it is more difficult for victims to recover their money, the FBI alert said. The FBI says it has logged nearly 18,000 reports of business email scams since 2013 accounting for $2.3 billion in losses, and complaints about these scams more than tripled last year, compared with 2014.

The Wall Street Journal article does a good job explaining the nature of these scams, but it mostly throws up its hands on how to prevent them and does not discuss at all what its victims can do to try to secure at least some recovery:

SecureWorks says such scams are known in Nigeria as “wire-wire” and are openly discussed in songs and online discussions. A Facebook group calling itself “Wire wire zone” offers to connect scammers with money mules who will transfer funds. “It’s an open bazaar for money laundering,” said Joe Stewart, a director of malware research with SecureWorks.


*    *    *    *

When the buyer sends an order, the scammers step in, ultimately intercepting the seller’s invoice and changing payment instructions before sending it back to the buyer. With the modified invoice, funds are sent to the criminals instead of the seller.

In the U.S., companies are becoming more aware of the risks of email fraud, but Mr. Stewart worries that most businesses aren’t protecting themselves against this newer variation. “True business email compromise is almost invisible to both victim companies involved in the transaction,” he said. “It’s going to take a lot more effort to stop it than a simple reminder to phone the CEO before wiring money on his behalf.


What can you do to prevent it from this scam happening to you? We recommend you do the following:

  1. Get to know your suppliers who speak English (if you don’t speak Chinese) and get your supplier’s landline phone numbers as that cannot be hacked. Call if you have any concerns.
  2. Get your supplier’s bank account information in advance and ask them to refer to “bank account information document” on their invoices, rather than listing out full bank details every time.
  3. Check your bank account every day, maybe even twice a day. If you catch a wire early enough you can sometimes stop it.
  4. Do a first small wire to confirm the account.
  5. Note that paying a Chinese company in mainland China is generally safer for you than paying them overseas, be it Hong Kong, Taiwan or anywhere else.
  6. Have a special procedure for confirming bank account changes with your suppliers.
  7. Have an internal procedure for confirming all payments over a certain amount.
  8. Get an insurance policy that covers computer hacking or fraud.


I have said it before and I will say it again, but this time with the Wall Street Journal to back me up: the bank switch scam is the most common, most pernicious and most difficult to detect international scam of which I am aware, and it just unrelentingly keeps happening. And even though the business relationship is often between a Chinese company and a Western company (though we have dealt with this issue on multiple occasions where there was never a Chinese company involved), the perpetrator of the scam oftentimes is in Nigeria or in some country other than China.

This scam usually involves your regular Chinese supplier asking you to make a payment or payments to a new bank account, though it sometimes can involve your very first payment to a new Chinese supplier. Then even after you make the payment or payments, your China supplier insists you still owe it the full amount (oftentimes with added fees) because it never received your payment. When you explain to your China supplier that you in fact did pay it, your supplier points out that the bank account to which you sent the funds is not theirs and that you still owe the money.

This all happened because your Chinese supplier got hacked, either by someone outside or within the company and you indeed have yet to pay it. Or maybe it was you who got hacked.

What can you do if you have already been victimized? We do the following when retained by a company that has been victimized by this fraud:

1. We determine whether there are any insurance claims to be made. This is usually your best chance of recovering all that you have lost, but do not expect your insurance company (as is often true) to pay without a fight. We help by explaining to the insurance company how these scams happen and why you are entitled to coverage under your policy and we get the Chinese supplier to help as well.

2. We try to get some monetary contribution from your Chinese supplier by letting it know that it was (or might have been) their computer system that the scammer hacked and therefore it should pay at least some of our client’s loss. Much depends on our client’s relationship with its Chinese supplier and on what the Chinese supplier perceives its future relationship with our client will be.

3. We try to determine if there is any chance in recovering anything from the perpetrator. This is a very expensive and time-consuming process and there usually has to be a lot of money involved for it to make much sense. Nonetheless, we find that our at least having run this option to ground helps immensely in dealing with both the Chinese supplier and with our client’s insurance company, neither of whom want to pay anything until they are convinced that we have done all that we can to try to recover from the crooks themselves.

Please, please, please, be careful out there.