Uncle Barney owns and is the key sales contact of an outdoor furniture business. His principal supplier is Bing Fabric Manufacturing Company, a publicly listed company in China. Barney and Bing have been in talks about some collaboration to ensure that Bing gets paid in a timely fashion and increased sales opportunities in Canada. Barney is interested in preferential pricing manufacturing.
Barney also plans on retiring in 5 years when his daughter graduates from medical school. Barney and Bing are at the cusp of an agreement where Barney would sell part of his company to Bing, whereupon he would be hired as Bing’s executive director of North American sales and marketing for 4 years, after which Bing will buyout Barney and he can retire. The parties have almost completed the due diligence for the purchase and are keen to proceed but have reached a bit of an impasse. Barney is obviously concerned about making sure that he will continue to have a job for the next 4 years (as those medical school bills are high). Being a public company in China, Bing’s owners insist that the choice of law and jurisdiction for all transactions have to be Chinese law. Also, because Bing is a public company, all disputes must be submitted to confidential arbitration in China.
Barney heard that you are taking a Business Law course at Yorkville University and wants your advice. How should he structure his transaction with Bing? What are the risks for him to be subject to Chinese law and Chinese arbitration? In any case, what alternative plan might he propose?
Question - Barney heard that you are taking a Business Law course at Yorkville University and wants your advice. How should he structure his transaction with Bing?
Answer - As Barney and bing has agreed to sell only part of the company to Bing, which means he can request that the part of company which is sold to Bing will be subject to law in China, however the company which is yet to sold still holds primary ownership with Barney should follow the law of Canada as owner of the company lives in Canada, with a specific clause a that the decision to sell remaining part of company will still with Barney and his decision in this regard will be final and can’t be questioned in rule of law Canada and China.
Question - What are the risks for him to be subject to Chinese law and Chinese arbitration?
Answer - As he is not citizen of China, obviously he is subject to some risk which may or may not be direct impact him but the case.
Further in case any such dispute arise in future he will need to always travel to China to present his point which will call for extra cost in terms of travelling and hiring a local lawyer which Berney might able to bear.
Question - In any case, what alternative plan might he propose?
Answer - In order to avoid any issues, he can recommend that if company wants that rule of China jurisdiction should only apply than, they have to issue bond which should be legally enforceable by rule of Canada where they will agree that they will employ Berney for 4 years and will appropriate remunerate him and in case company wish to terminate his employment before this time, than they have to pay all salary that is remaining for the period of the employment with all such benefits that he should have received if he was on employment.
Uncle Barney owns and is the key sales contact of an outdoor furniture business. His principal...
Uncle Barney owns and is the key sales contact of an outdoor furniture business. His principal supplier is Bing Fabric Manufacturing Company, a publicly listed company in China. Barney and Bing have been in talks about some collaboration to ensure that Bing gets paid in a timely fashion and increased sales opportunities in Canada. Barney is interested in preferential pricing manufacturing. Barney also plans on retiring in 5 years when his daughter graduates from medical school. Barney and Bing are...
What was Novartis ́ main challenge in managing talent in China? Novartis case . Global Talent Management at Novartis I do not know how to post the PDF case? cloud you tell me how to give the case Sourcing Talent Globally The company was actively involved in sourcing talent from increasingly dispersed locations. Managers were encouraged to keep an updated list of leadership talent. In addition, the company 7 708-486 Global Talent Management at Novartis had recently expanded its hiring...
Is there one universal way for a MNC to motivate its employees around the world to exert maximum effort and be accountable for their results? case: Global Talent Management at Novartis I do not know how to give you the whole case Sourcing Talent Globally The company was actively involved in sourcing talent from increasingly dispersed locations. Managers were encouraged to keep an updated list of leadership talent. In addition, the company 7 708-486 Global Talent Management at Novartis had...
Questions 1. 20-3. Identify the key advantage of each of the six candidates. Identify their key limitation. Rank- order the candidates, from the most to least qualified, for the position of Managing Director of TCT India. 2. 20-4. What operational and personal challenges might the person you recommend encounter if named managing director? 3. 20-5. What steps would you recommend your preferred candidate take to manage those challenges? 4. 20-6. What are the pros and cons of posting a foreign...
As a digital retailer,how does
alibaba provide value to Chinese consumers ? whit sets of values
are unique to the chinese market?
Given that alibaba does not own or distribute any of the
merchandise exchanged on its sites, describes what factors had to
develop for the company to succeed.
Analyze Alibaba's business model relative to all the different
forms of digital and online marketing covered in this chapter.
Can alibaba succeed in countries outside of China? Why or why
not?...
THE CIPUTRA GROUP: SHAPING THE CITY IN ASIA “If you have the will, and the spirit, and you have confidence, you follow up with forecast, all will happen.” Mr. Ciputra Mr. Ciputra, founder of the Ciputra Group, looked back on his long career as one of Indonesia’s most prominent entrepreneurs. As a developer in the real estate sector, he had provided modern and comfortable spaces for millions of Indonesians to live, recreate, shop and work. Ciputra’s courage, vision and expertise...
THE CIPUTRA GROUP: SHAPING THE CITY IN ASIA “If you have the will, and the spirit, and you have confidence, you follow up with forecast, all will happen.” Mr. Ciputra Mr. Ciputra, founder of the Ciputra Group, looked back on his long career as one of Indonesia’s most prominent entrepreneurs. As a developer in the real estate sector, he had provided modern and comfortable spaces for millions of Indonesians to live, recreate, shop and work. Ciputra’s courage, vision and expertise...
Please read the article and answer about questions. You and the Law Business and law are inseparable. For B-Money, the two predictably merged when he was negotiat- ing a deal for his tracks. At other times, the merger is unpredictable, like when your business faces an unexpected auto accident, product recall, or government regulation change. In either type of situation, when business owners know the law, they can better protect themselves and sometimes even avoid the problems completely. This chapter...
On September 25, 2012, Japanese camera and medical equipment maker Olympus Corporation and three of its former executives pleaded guilty to charges related to an accounting scheme and cover-up in one of Japan’s biggest corporate scandals. Olympus admitted that it tried to conceal investment losses by using improper accounting under a scheme that began in the 1990s. The scandal was exposed in 2011 by Olympus’s then-CEO, Michael C. Woodford. As the new president of Olympus, he felt obliged to investigate...
On September 25, 2012, Japanese camera and medical equipment maker Olympus Corporation and three of its former executives pleaded guilty to charges related to an accounting scheme and cover-up in one of Japan’s biggest corporate scandals. Olympus admitted that it tried to conceal investment losses by using improper accounting under a scheme that began in the 1990s. The scandal was exposed in 2011 by Olympus’s then-CEO, Michael C. Woodford. As the new president of Olympus, he felt obliged to investigate...