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Assessing the results of a blog
Saturday, December 31st, 2005

I’ve been trying to figure out how to measure the success of a blog. Here is where I come out…

Goal

It seems to me that part of the success of the blog is determined by what the blog is supposed to do.

Some people are using blogs to get contacts with new potential business.

Others are using blogs to build relationships with or provide value to customers/potential customers.

A third group may be trying to change the way things are currently being done. And there are probably other motives as well.

Metrics and Measuresment

If one is blogging to get new potential customers, success might be measured by the number of people contacting them about business opportunities.

If one is trying to build relationships with or provide value to customers/potential customers, feedback would be important.

If one is trying to change the way something is done, maybe having people say that the blog made them think would be a sign of success.

Blogging Strategy

There are a couple different strategies, or so it seems to me.

One can blog about everything. If one has a lot of friends who know one, this can work. It may appeal to other people, as well, if it is interesting.

A second strategy seems to be to have a tiny focus for the blog and to use the blog to build a niche. A lot of people suggest this strategy. If one has a specific niche, this strategy can be interesting. One would probably expect fewer readers in this strategy though.

Metrics

The temptation is to use revenue as the metric for a business blog.

At the end of the day, revenue might be a good metric to use. That said, there are a lot of intervening factors that point one in other directions.

Posted in Achieving Goals, Solving Problems | No Comments »



Why parents should make kids pay for their education
Saturday, December 31st, 2005

A growing number of parents are saving for their children’s educations, rather than their own retirement. This is a bad idea from all perspectives.

Underfunding Retirement

People are underfunding for retirement as it is. Because no one knows exactly how much is needed, it is difficult to predict how much one needs to save. What does retirement look like for you? At what age do you plan to retire? These two questions give you enough information to create a model either in conjunction with a website or, better still, in conjunction with financial advisors.

Diversification

By the way, I don’t advocate saving retirement money in a bank account. Save it in something that has a likelihood of appreciating in value. Money in bank accounts is safe from the risk of loss, but incredibly vulnerable to the risk that inflation will reduce its purchasing power.

In a bank, retirement savings might earn 2% to 5%. In stocks, one might earn 200%, or lose it. The Dow was down 0.5% for 2005, which isn’t too bad in light of the high cost of energy. And, my little “piggy bank” just swelled by 15% or so during 2005. That’s the power of investing in something that one is comfortable with and “letting it ride.” Of course, I could have done better. And I could have done a whole heck of a lot worse. As Jim Bobo, a judge in West Texas, used to say, “pigs get fat and hogs get slaughtered.”

Relying on Children

People may be relying on their children as a source of retirement funding. Realistically, that is going to be a very risky proposition. Children will have their own families to support, their own lives to lead, and their own priorities. Relying on children to fund one’s retirement creates yet another sandwich generation where children are pulled between needs of their parents, and their own needs.

One may have to rely on children for help in retirement. It seems to me that relying on children should be one’s final answer, not one’s opening position.

It seems to me that being forced to pay for much of one’s own education is a form of “tough love.” I speak from experience on this, by the way.

Personal Experience

I cleaned more toilets, changed more beds, waited more tables, picked tomatoes until my hands were brownish-green from the plants, and husked enough corn to feed an army to pay my way through college. From age eight until I graduated from high school, I worked my ass off! and school didn’t suffer either! Before school. After school. On weekends. During holidays. Now, it may not be popular and it certainly wasn’t a lot of fun. (There were rewards because it was a lot of fun to meet people who were different from me.)

Education was my path out. It was my escape. And it was a lot of fun. So, I threw myself into learning. Even today, I’m driven to learn new things, to expand my knowledge, to develop my understanding.

My undergraduate education was primarily paid for by the money I’d saved as a child. With every dime I spent, I thought of the work that had gone into earning that dime. There was no way that I was going to waste that money. Rather than being quiet in class, I spoke out, challenged instructors to help me understand, asked questions, and threw myself into learning. Sometimes I struggled. And, I’m grateful that I did. Life throws things at each of us, and it doesn’t always seem fair. That said, the fact that things weren’t given to me made me a better student, and a better person.

The enthusiasm that I took to learning is the same enthusiasm that I bring into the work environment. And this is good. By seeing the hard work that goes into manual labor, I have a greater appreciation for both what manual laborers do and for being out of that environment.

Siksyou National Forest
A picture taken in the area where I grew up by my brother, Tom.

Posted in About Coleen Davis, Business Trends | No Comments »



Surprises are bad in business
Friday, December 30th, 2005

Some people enjoy surprises. In business, surprises are bad.

Suppose that you are talking to Joe who provides janitorial services for your company. Imagine that Joe says, “I know that I told you it was going to cost $200,000? Well…” What are you conditioned to expect?

Imagine you get a call from your largest customer, Sally, who starts the conversation with, “I just finished meeting with our CFO and found out that our budget has been cut.” What comes next?

Experience suggests that you will have better business relationships if you keep the other party in the loop as issues arise so that the other party, whether your customers and suppliers are not surprised.

No surprises

Posted in Business Tips, Planning Tips | 2 Comments »



ACORN is critical to building diverse teams
Friday, December 30th, 2005

In Generations at Work, Ron Zemke, Claire Raines, and Bob Filipczak discuss the concept of ACORN (p 156-159).

ACORN stands for:

Accommodate employee differences
Create workplace choices
Operate from a sophisticated management style
Respect competence and initiative
Nourish Retention

The focus was a work situation with a leadership perspective in mind.

Application to Sourcing and Team Building

That said, the same tips apply in the context of any team. Here are a few ideas for how one can do this from a strategic sourcing perspective…

Accommodating differences: find out what matters to each client and each supplier.

Creating workplace choices:
be flexible in working with each client and each supplier; allow the engagement to drive the process, rather than pushing it in any particular direction; take time to get to know clients and suppliers.

Operate from a sophisticated management style: tailor monitoring of performance to the situation; make appropriate exceptions from the policy; think about matching suppliers and clients as well as introductions; balance bottom line results with human needs; earn trust from both clients and supliers.

Respect competence and initiative: match suppliers, clients, and projects so that they are set up for success; help each participant when issues arise.

Nourish retention: find suppliers that are aligned with the overall direction and help them grow the business; if a client is unhappy, work within the company to try to find the person a home.

Posted in Business Tips, Team Building | No Comments »



Loyalty
Thursday, December 29th, 2005

In this blog, I talked about leaders leaving when it is in the best interest of their organization.

Suppose that your boss was making the wrong decision, what would you do? If your customer was headed in the wrong direction, would you say anything? If your supplier was missing the mark, what would you do?

If one steps up and speaks up, one can be part of the solution in each of these cases. If one steps back and shuts up, one is part of the problem. The choice is up to each of us. When we make that choice, no matter our decision, we must be prepared to pay the piper.

It seems to me that loyalty means that one steps up, speaks up, and is prepared to pay the piper.

It seems to me that being a leader isn’t about being popular. It is about being effective and allowing others to do so as well. In many cases, the leader will be popular. From time to time, the leader will confuse the heck out of everyone as well.

Posted in Leadership | No Comments »



Contract law, the “rule of law” and Guanxi - doing business in Hong Kong and the People’s Republic of China - Part 5
Wednesday, December 28th, 2005

This is part 5 of the reprinting of an article written based on research and a trip to China in 2000. This part continues the discussion of contract laws in China and the United States. Please consult appropriate advisors. This is especially important when doing business in a foreign jurisdiction. Go here for part 1 of the article.
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Breach of contract

In the United States, if a party commits a substantial breach of contract, the non-breaching party generally has several options. Options include terminating the agreement, suspending performance of the agreement until the breach is corrected, waiving the breach with or without requiring further assurances of subsequent performance, invoking liquidated damage provisions, seeking specific performance of the agreement, or continuing to perform under the agreement while instituting legal action against the party who ahs breached the agreement. As discussed below, the Contract Law differs significantly from the typical provisions found in the United States.

Under the Contract Law, a party may suspend its performance if the other party is obligated to perform first and it appears that the other party will be unable to perform (Contract Law 1999 at Article 68). In the United States, it does not matter who has the obligation to perform first. If it reasonably appears that the other party will not be able to perform its obligations under a contract governed by one of the fifty states, the other party can suspend its performance. Under the Contract Law, the party with the obligation to perform first must do so despite knowledge that the other party will not be able to perform its obligations. As a practical matter, this suggests that individuals drafting agreements under the Contract Law need to pay close attention to the contract provisions regarding the parties’ obligations and the relative order of performance.

A party is entitled to terminate the contract if the other party fails to perform its major obligations within the agreed time and refuses to perform within a reasonable time after the other party urges the performance (Contract Law 1999 at Article 94). In the United States, parties insisting on performance according to the timeline may simply include provisions that define material breaches and specify that “time is of the essence.” These provisions allow contracts to be terminated immediately if the services or items are not provided by the due date (and time, if applicable) due to circumstances beyond the buyer’s control.

The Contract Law allows for punitive damages. (Id. at Article 114). Punitive damages generally are not legally available under US laws. Exceptions sometimes exist for bad faith or fraud by a party to the contract.

The Contract Law views specific performance as the major remedy for breach of contract (Jianhua, Khong and Yu Guanghua 1999 at 29). In contrast, specific performance is viewed in the United States as an extraordinary remedy and, as such, is only available if on other remedy would be able to make an innocent, but injured, party whole.

Conclusion

In the United States, we often assume that other countries have the same general standards for ethics, consumer protection, health, and other standards that one finds in the United States. In short, we assume that the results in other jurisdictions would be very similar to what we find in our home states. In many cases such assumptions are wrong. The biggest lesson to be learned from the tour of China and Hong Kong as well as the research for this paper is that such assumptions, at best provide an incomplete picture. At worst, such assumptions really do make “asses of you and me.” These assumptions can cause financial losses, criminal liability, or worse.

Contracts that are illegal in Montana may be illegal in Hong Kong. Agreements that are supported by public policy in California, may not pass muster in Chan An. Provisions that are lawful in New York, may not hold water in Beijing. The same is true for business activities as well. Business activities that are legal in the United States may be illegal in China. Judgments, settlements, and court orders may be unenforceable in China. Feedback suggests that local authorities may not enforce China’s national laws. Investors and firms in the United States should examine the situation carefully before investing and they should consult appropriate legal and business advisors.

If one had the option of investing in Hong Kong or investing in China, Hong Kong is likely to more closely resemble the United States’ standards for business conduct. That said, for businesses that rely on imports and exports, Hong Kong is a smaller marketplace. Still, Hong Kong’s infrastructure, laws, and transportation may be superior to what one would find in other parts of China.

It appeared that Hong Kong residents were financially better off than the residents in China. The majority of residents of Hong Kong did not appear to be well as well off as individuals living at the poverty line in the United States. The high cost of living in Hong Kong would affect individual’s ability to purchase goods and services. Extensive research is necessary before a company decides to enter the Hong Kong or Chinese market.

Bibliography

Black’s Law Dictionary (5th ed.). West Publishing Company (1979).

Chen, Min. Asian Management Systems. Routlege (1995).

Contract Law of the People’s Republic of China. Adopted and promulgated by the Second Session of the Ninth National People’s Congress (March 15, 1999). Translated by John Jiang and Henry Lui at http://www.cclaw.net/laws%20Regulations/Chinese Contract_Law.txt.

Folsom, Ralph and W. David Folsom (ed.). International Business Agreements in the People’s Republic of China. Kluwer Law International Ltd. (1996).

Foreign Commercial Service - American Embassy Beijing. China Commercial Brief Vol. 2, No. 29 at 2 (March 20, 2000).

General Principles of the Civil Law of the People’s Republic of China at http://www.quis.net/chinalaw/prclaw27.html (January 1, 1987).

Howson, Nicholas C. “When the Center Doesn’t Hold” The China Business Review 8-12 (Jan.-Feb. 1995).

Jianhua, Zhong and Yu Guanghou. “China’s Uniform Contract Law: Progress and Problems” 17 UCLA PAC. L.J. 1 (Summer, 1999).

Johnson, Vincent. “America’s Preoccupation with Ethics in Government” 30 ST. MARY’S L.J. 717 (1999).

Mo, John S. “The Code of Contract Law of the People’s Republic of China and the Vienna Sales Convention,” 15 AM. U. INT’L L. REV 209 (1999).

Rosen, Daniel H. Behind the Open Door: Foreign Enterprises in the Chinese marketplace Institute for International Economics (1999).

U.S. & Foreign Commercial Service. Contact China (1999).

U.S. Department of State. FY 2000 Country Commercial Guide: Hong Kong (1999).

U.S. Embassy - China: Economic Section. Part I: China 1999 Investment Climate. http://www.usembassy-china.org.cn/english/economics/991014a.html (1999).

U.S. Embassy - China: Economic Section. China Economic Indicators at http://www.usembassy-china.org.cn/english/economics/991020.html (July 23, 1999).

Xuanjung, Wang. “Features of the new Contract Law of the People’s Republic of Chin.” httpL//www.eaglelink.com/law-review/w99/wang2.htm.

Zhang, Z. Alex, partner, Dorsey & Whitney LLP (seminar conducted on April 14, 2000 for Our Lady of the Lake University students).

Posted in Business Articles, Cultural Issues | 1 Comment »



Contract law, the “rule of law” and Guanxi - doing business in Hong Kong and the People’s Republic of China - Part 4
Wednesday, December 28th, 2005

This is part 4 of the reprinting of an article written based on research in 2000 and a trip to China. This part continues the discussion of contract laws in China and the United States. Please consult appropriate advisors. This is especially important when doing business in a foreign jurisdiction. Go here for part 1 of the article.
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Hong Kong’s standards

In Hong Kong, the local court system “provides effective enforcement of contracts, dispute settlements and protection of rights…” (U.S. Department of State - Hong Kong 2000 at 61). Hong Kong’s legal system is considered to be “based on the rule of law and the independence of the judiciary” (Id. at 62). Hong Kong has a reputation for combating corruption and, for the last thirty years, there have not been any reports that corruption was an obstacle to foreign direct investment (Id. at 68-69).

China’s Standards

Although China has engaged in a high profile effort to deal with official corruption and has harsh penalties for individuals convicted of corruption, corruption is widespread in China (U.S. Department of State - China at 78). According to surveys of US firms, corruption was viewed as a hindrance to doing business in China. (Id. at 78).

“Although more than 150 major laws and regulations apply to foreign investment, China’s legal and regulatory system remains characterized by a general lack of transparency and inconsistent enforcement” (U.S. Department of State - China 2000 at 75). Guanxi is prevalent in most judicial proceedings (Johnson 1999 at 723). “[T]he party who has the strongest guanxi with the most individuals will have an edge regardless of the strength of his case” (Id. at 723). Part of the reason for guanxi’s power may relate to the individuals serving as judges in China. In 1999, only 66% of China’s judges had completed college and many did not have any legal background (Rosen, Daniel H. 1999 at 208). In addition, China has spotty or absent enforcement of laws and regulations (Rosen 1999 at 222).

Local officials encourage people to circumvent Chinese law. According to Nicholas Howson, “[i]n every province and major municipality of China, foreign investors are being asked by their Chinese partners or local officials to circumvent China’s published laws and regulations” (Howson, Nicholas 1999 at 8 ). At the meeting with Deloitte Touche Tohmatsu on April 20, 2000, tour participants learned that China’s local government officials are promising foreign investors more than the law allows them to provide in order to attract foreign investment. In speaking with the mayor of a zone in Chan An on April 17, 2000, the tour participants were assured that, if their companies wanted to invest, the mayor would take care of everything. In retrospect, it seems as if the mayor was indicating that they had ways to deal with any “problems” that foreign investors might encounter.

China places strong emphasis on resolving disputes through conciliation and consultation, rather than litigation (U.S. Department of State - China 2000 at 69). When it is necessary to use a formal dispute resolution mechanism, the authorities prefer arbitration through Chinese agencies. Some foreign investors have experienced asset striping by Chinese joint venture partners during the course of dispute resolution and China was unwilling or unable to prevent this (Id. at 69). Even when foreign companies won arbitration or a favorable court decision, the local courts where the venture is situated may choose not to enforce the decision.

The contract laws of China and the United States

There are certain basic standards for contracts in the United States and most of the world. These standards include definitions of who can contract and what is required to have a valid contract. This paper will consider the parties’ capacity to contract, the required elements of a contract, warranty provisions, and breach of contract provisions.

Capacity

Individuals must have sufficient maturity, mental capacity, and authority in the United States or the agreements they sign will be invalid. Individuals signing agreements in the United States on behalf of companies must have actual or apparent authority to do so. How do these requirements compare with the corresponding provisions under Chinese law? China generally defines an adult as someone who is at least 18 years old, although this limit can be lowered to 16 or even 10 years old in some cases. (General Principles 1986, Chapter II, Articles 11-12). Under Article 10 of the Contract Law, the parties must have “appropriate capacity” for civil conduct in order to execute an agreements. Some agreements by individuals with “limited civil capacity” are binding (Contract Law 1999 at Article 12-13). Depending on the situation, an individual may be able to contract if the individual is as young as 16 or even 10 years old. In the United States, any child (regardless of age) as well as mentally incompetent individuals can contract for items required for basic survival. To be enforceable, such agreements normally must relate to food, clothing, or shelter. Consequently, the Chinese law and laws in the United States are very similar regarding the capacity to contract.

In the United States, issues relating to capacity normally relate to whether the individual executing the contract has authority to do so on behalf of a third party or an organization. There are two types of authority, actual authority and apparent authority. The concept of actual authority relates to situations in which the third party or organization has specifically granted the individual authority to speak for the third party or organization. Most of the time, questions relate to apparent authority. Unless the party trying to enforce the agreement knows the person does not have actual authority to enter into the agreement, if a reasonable person would have felt that the person signing the agreement was authorized to do so on behalf of the organization or third party, the organization or third party is bound by the agreement in most cases.(The organization or third party may have a cause of action against the person found to have apparent authority, but this will not eliminate the requirement that it fulfill the agreement.) China appears to have similar concepts (Id. at 48-49).

The difference between Chinese law and the norm in the United States regarding capacity is found in the context of companies and other “legal persons.” A “legal person” is an entity that has capacity for civil rights and civil conduct (General Principles at Article 36). To qualify as a legal person, the organization must be established in accordance with the law; possess the required assets; have its own name, organization, and premises; and be civilly liable independent from any other organization or individual (General Principles at Article 37). According to Z. Alex Zhang, corporations in China must specify the scope of their business and obtain approval for the scope from relevant authorities. In the United States, corporations generally do not have to limit the scope of their businesses to any area. While corporations must file certain documents with government in order to be created, this is primarily an administrative requirement. In the United States, if the paperwork is in the appropriate format and contains the prescribed information, the document must be accepted and filed.

Elements of a contract

Normally, a valid contract in the United States requires offer, acceptance, and consideration. The Contract Law requires that offers be specific, definite, and result in a binding obligation upon acceptance (Contract Law 1999 at Article 14). Chinese law allows offers to be withdrawn or revoked in most cases. It also allows the acceptance requirement to be satisfied by notification or behavior (Id. at Article 22). Each of these provisions is, on its face, similar to the provisions commonly found in the United States. The differences between the laws one generally finds in the United States and the Contract Law relate to the depth with which issues are addressed. Since China uses a code system instead of a common law system like the United States, the Contract Law includes considerable detail relating to each element of a contract.

In the United States, most agreements can be oral. A written agreement is generally required if the contract cannot be performed within one year or the transaction fits into certain categories (such as real estate sales or consumer credit). Likewise, the Contract Law allows oral agreements in most situations (Id. at 10). In both countries, it is generally best to have a written agreement so that there is no question regarding the scope of the agreement and in order to prevent misunderstandings.

Warranties

In the United States, there are two important warranties that courts imply in commercial transactions, unless the parties have waived the warranties. The first warranty is called the “warranty of fitness for particular purpose.” This warranty arises when the seller knows at the time of the contract what the buyer intends to do with an item and that they buyer is relying on the seller’s skill or special knowledge regarding the suitability of the item. The explicit or implied warranty given by the seller in such a situation is that the items are suitable for the uses that the buyer intends. The second warranty is called the “warranty of merchantability.” This warranty means that the items meet the contract specifications, are suitable for the ordinary purpose of such items, are adequately contained, packaged, and labeled, and conform to the information published by the seller (Black’s 1979 at 1423).

China did not explicitly adopt either a warranty of fitness for particular purpose or merchantability. The closest statement in the Contract Law to these warranty provisions is found in Article 62. Article 62 uses industry standards to measure performance when quality provisions are unclear. However, there are at least two risks associated with this approach. First, it provides little guidance to the parties on what is required or acceptable. One of the reasons that contracts rely on the laws of particular states or countries is that laws have been tested so parties know what is required. In specifying jurisdictional law that applies to a particular contract, the parties are able to avoid certain procedural burdens (in case litigation arises) and to obtain certainty about the standards that will be used to judge their performance. However, there is insufficient history for the parties to know what “industry standards” will be applied by Chinese courts. It might be an international industry standard, Chinese industry standards, or even the industry standards of another country. Consequently, the term “industry standards” does not provide the parties with sufficient guidance to identify the source of the standards that will be applied.

Part 5 discusses breach of contract, and contains the conclusion and bibliography for the article.

Posted in Business Articles, Cultural Issues | 1 Comment »