LEADER 05324nam 2200661 a 450 001 9910790570703321 005 20200520144314.0 010 $a1-118-46905-4 010 $a1-118-63826-3 010 $a1-118-46904-6 035 $a(CKB)2550000001112832 035 $a(EBL)1359769 035 $a(OCoLC)857278104 035 $a(SSID)ssj0001055684 035 $a(PQKBManifestationID)11537944 035 $a(PQKBTitleCode)TC0001055684 035 $a(PQKBWorkID)11014147 035 $a(PQKB)10328735 035 $a(Au-PeEL)EBL1359769 035 $a(CaPaEBR)ebr10753415 035 $a(CaONFJC)MIL512712 035 $a(CaSebORM)9781118469057 035 $a(MiAaPQ)EBC1359769 035 $a(EXLCZ)992550000001112832 100 $a20130909d2013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aDue diligence in China$b[electronic resource] $ebeyond the checklists /$fKwek Ping Yong 205 $a1st edition 210 $aSingapore $cWiley$d2013 215 $a1 online resource (384 p.) 225 0$aWiley corporate F & A 300 $aDescription based upon print version of record. 311 $a1-118-46906-2 311 $a1-299-81461-1 320 $aIncludes bibliographical references and index. 327 $aDue Diligence in China: Beyond the Checklists; Copyright; Contents; Preface; Acknowledgments; Chapter 1: The Business Landscape in China; Macro and Structural Domains; From Planned Economy to Market Economy; Rising Income Inequality; Compensation Schemes in China; Corruption in China; U.S. Foreign Corrupt Practices Act; China's Own FCPA; Fraud; Company-Specific and Corporate Culture Issues; Conducting Due Diligence in China versus Western Countries; Conclusion; Notes; Chapter 2: Due Diligence in China; Due Diligence for Different Types of Deals 327 $aPrivate Equity and Mergers and Acquisition Due DiligencePre-IPO Due Diligence; Levels of Due Diligence; Initial Due Diligence; Advanced Due Diligence; Full Due Diligence; Key Considerations; Motivations for the Deal; Identify the Specific Element Wanted in the Deal; Identify Potential Synergies and Liabilities; Establish the Value of the Target; Identify Deal Breakers; Organization of Due Diligence Process; Stages of Due Diligence; Intensity of Due Diligence; The Due Diligence Team; Independence of Vendor Due Diligence; Reasons for Poor Due Diligence; Selection of Service Providers 327 $aLack of ResourcesRushing the Deal; Poor Planning; Overdependence on Checklists; Poor Risk Mitigation; Poor Alignment of Interests; Reverse Takeovers; Dispute between SEC and CSRC; Conclusion; Notes; Chapter 3: Financial Due Diligence; Financial Due Diligence Checklist; Major Differences between China and Developed Countries; The Approach; Information Collection Process; Sales; Cost of Sales; Expenses; Cash; Other Payables and Other Receivables; Fixed Tangible and Intangible Assets; Accounting Information Systems; Tax Issues and Preferential Tax Policies toward Hi-Tech Enterprises 327 $aOther Local PoliciesInternal Controls Systems; Important Points to Note; Conclusion; Notes; Chapter 4: Operational, Commercial, Legal, and Other Due Diligence; Operational Due Diligence; Management and Employees; Information Technology Systems; Business Operations; Supply-Chain Management; Commercial Due Diligence; Industry Outlook; PEST Analysis; Legal Due Diligence; Setting the Right Attitude and Mentality; Uncovering Potential Liabilities; Intellectual Property Protection (IP); Management of Company Stamps; Balanced Scorecard (BSC); How to Predict Bankruptcy-Altman Z Scores and Gearing 327 $aOptional ChecklistsHuman Resource Due Diligence; Sales and Marketing Due Diligence; Culture Due Diligence; Environmental Due Diligence; Conclusion; Notes; Chapter 5: Beyond the Checklists: Founder and Management; Founder Management Root; The Founder Background Check; Other Business Holdings; Multiple and "Missing" Identities; Personal Life of the Founder; Guanxi (Relationship); Due Diligence on More Than One Founder; Summary of Background Check: SWOPEST and Tri-Background; The SWOPEST Framework; The Tri-Background Venn Framework; Conclusion; Notes; Chapter 6: Beyond the Checklists: Hard Facts 327 $aFace-to-Face Meetings 330 $aA plain-English guide that demystifies the business landscape in China from a due diligence point of view Due diligence is crucial to any business deal, and, thankfully, due diligence research has come a long way over the years. What used to be a cumbersome, time-consuming process has been standardized and systemized with generally accepted auditing frameworks and tools, such as the all-important auditing ""checklists."" But when it comes to doing due diligence in China, with its opaque regulatory system and byzantine accounting standards, all bets are off. In this book an acknowledge 410 0$aWiley Corporate F&A 606 $aNegotiation in business$zChina 615 0$aNegotiation in business 676 $a338.709 700 $aYong$b Kwek Ping$0889315 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910790570703321 996 $aDue diligence in China$93869201 997 $aUNINA