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Complex battle between Trump White House and China heats up

(BUSINESS NEWS) Corporate espionage, midterm election meddling, intellectual property theft, cybercrimes, and more plague the relationship between China and America.

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President Trump vs. China

Recent news of corporate espionage from China highlights the current administration’s focus on America’s relationship with the Eastern nation — but is substantive change possible?

Amazon’s denials of allegedly compromised security highlights the Trump administration’s increasingly hardline stance on China over the last two years. Tariffs on billions of dollars worth of Chinese goods have escalated into a trade war between China and America (regardless of what the White House calls it). The reason cited? National security.

President Trump has even recently claimed Chinese interference in the midterm elections. “They do not want me or us to win because I am the first president ever to challenge China on trade,” he said. “We are winning on trade. We are winning at every level.”

Yet despite the President championing his tough policies against China, cybersecurity experts say that Chinese cyber-attacks on American interest are higher than ever.

Crowdstrike, a global cybersecurity firm, ranks China as the current number one state sponsor of cybercrime, ahead of Russia, Iran, and North Korea respectively.

While the Trump administration is half right (Chinese spies are a real threat to American business), comparing China’s cyber attacks to Russia’s is ill-informed. While Russian hackers by all accounts are attempting to destabilize American socio-political norms, China’s hacking attempts are both more subtle and more economic-focused. Chinese hackers commit corporate espionage, stealing companies’ intellectual property and trade secrets.

It’s the difference between cyber-terrorism and cyber-intellectual-property-rights-infringement. Criminal apples compared to economic oranges.

Take the case of American Superconductor (AMSC), a Massachusetts-based energy technology company. After creating proprietary power management software for wind turbines, AMSC began a partnership with Sinovel, the largest Chinese wind turbine manufacturer. This partnership turned out to be a ruse on Sinovel’s part. Through corporate espionage, Sinovel created their own wind turbines with stolen AMSC software. This loss of revenue cost AMSC an estimated billion dollars in market value, forcing the company to lay off two-thirds of its workforce — roughly 600 of 900 employees.

But in the cases of both AMSC and Amazon (whose tech was allegedly used to spy on American citizens and government operations), it was American companies who sought out the Chinese manufacturers first. Trump’s tariffs make doing business with China more difficult, yet companies are continuing to go to China for their manufacturing needs regardless. China has a manufacturing workforce of about 80 million people, roughly double the population of California. In 2011, China manufactured 90 percent of the global PC market.

Take the iPhone, for instance. The Chinese factories that assemble the iPhone are massive. Just one can employ up to 350,000 people and produce about half a million iPhones a day (that’s 350 iPhones per minute). These kind of manufacturing statistics just aren’t realistically possible anywhere else, yet they’re the statistics modern international companies demand.

Trump is championed by his base as a businessman. Placing hard sanctions against a global manufacturing hub like China risks his base turning on him. Treasury Secretary Steven Mnuchin, whose department would implement the sanctions, has already opposed any further sanctions against China going forward.

Any American company going into business with China for their manufacturing needs to know the risks involved.Click To Tweet

Yet somehow despite these risks, American companies can’t seem to resist the siren song of cheap manufacturing costs. Until another manufacturing powerhouse nation can grow to compete with China (or until short-term profit is outweighed by long-term security) American business interests will most likely continue to be stymied by Chinese cyber-theft for the foreseeable future.

James M Lane, AINS was born into this world without his consent an ornery 60 year old man with a full beard. He has worked in the insurance industry for the last half decade, and was a foreign language preschool teacher for years before that. He writes horror in his spare time. Follow him on Instagram for deliberations on pro wrestling and beards.

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Business News

Walmart delays the launch of its Amazon Prime competing service

(BUSINESS NEWS) Walmart+ is being delayed once again, but the service has yet to be cancelled. Will it be another flop?

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Walmart+ Amazon

Walmart+, the supposed Amazon Prime alternative of the century, has been delayed from launching until further notice. This marks the second delay of the year.

Vox reports that the Amazon Prime competitor was initially supposed to launch in the first quarter of 2020, but Walmart pushed the release back to July due to Coronavirus concerns. Now, Walmart+ doesn’t have a definitive launch date–indecision that’s easy to chalk up to both the ongoing pandemic and trepidation regarding profitability in an Amazon-dominated world.

Amazon Prime, a service which runs customers $119 per year, has well over 100 million members in the United States; that works out to at least one member in a little over 80 percent of households here. Between its ubiquitous nature and the fact that Amazon Prime members are more inclined to use Amazon frequently than non-Prime members, it isn’t hard to see why a premium Walmart subscription seems a little redundant.

But Walmart doesn’t see it that way. “Walmart executives have hoped the program would strike a balance of being valuable enough that customers will pay for it, while boasting different enough perks from Amazon Prime so that there aren’t perk-by-perk comparisons,” Vox posits. At $98 per year, Walmart+ would include things like same-day delivery, gas discounts, line-skipping, a dedicated credit card, and potentially even a video streaming service.

While there are some clear parallels between Amazon Prime and Walmart+, one can attribute those to convenience rather than imitation. People seem to enjoy having extra streaming options as a perk of Prime, so for Walmart+ to include something similar wouldn’t exactly be inappropriate.

The largest obstacle to Walmart+’s success in a post-Coronavirus world probably won’t have much to do with brand loyalty, but the fact remains that Amazon’s value is so far above and beyond Walmart’s that people who regularly use Amazon Prime aren’t likely to make the switch–and, as mentioned previously, the sheer number of people who have a Prime membership is high enough to be concerning to Walmart executives.

However, for customers who frequently shop at Walmart or live in relatively rural areas, Walmart+ doesn’t seem like a bad gig. It isn’t Amazon Prime, to be sure–but that’s the point.

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Business News

What COVID-19 measures do workplaces have to take to reopen?

(BUSINESS NEWS) Employers can’t usually do medical screenings – but it’s a little different during a pandemic.

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COVID-19 temp gun

Employers bringing personnel back to work are faced with the challenge of protecting their workforce from COVID-19. The Center for Disease Control (CDC) and the Equal Employment Opportunity Commission (EEOC) have issued guidelines on how to do so safely and legally.

Employee health and examinations are usually a matter of personal privacy by design through the American’s with Disabilities Act. However, after the World Health Organization declaration of the coronavirus as a pandemic in March, the U.S. EEOC revised its guidance to allow employers to screen for possible infections in order to protect employees.

Employers are now allowed to conduct temperature screenings and check for symptoms of the coronavirus. They can also exclude from the workplace those they suspect of having symptoms. The recommendations from the CDC also include mandatory masks, distant desks, and closing common areas. As the pandemic and US response evolves, it is important for employers to continue to monitor any changes in guidance from these agencies.

Employers are encouraged to have consistent thresholds for symptoms and temperature requirements and communicate those with transparency. Though guidance suggests that COVID-19 screenings at work are allowed by law, employers should be mindful of the way they are conducted and the impact it may have on employer-employee relations.

Stanford Health Care is taking a bold approach by performing COVID-19 testing on each of its 14,000 employees that have any patient contact. They implemented temperature scanning stations at each entrance, operated by nurses and clinicians. The President and CEO of Sanford Health Care said, “For our patients to trust the clinical procedures and trials, it was important for them to know that we were safe.”

Technology is adapting to meet the needs of employers and identify symptoms of COVID-19. Contactless thermometers that can check the temperature of up to 1,500 people per hour using thermal imaging technology are now on the market; they show an error margin of less than one-tenth of a degree Fahrenheit. COVID-19 screening is being integrated into some company time-clocks used by employees at the start and end of each shift. The clocks are being equipped with a way to record employee temperatures and answers to a health questionnaire. Apple and Google even collaborated to bring contact tracing to smart phones which could help contain potential outbreaks.

Fever, coughing, and difficulty breathing are the three most common symptoms of COVID-19. Transmission is still possible from a person who is asymptomatic, but taking the precautions to identify these symptoms can help minimize workplace spread. This guidance may change in the future as the pandemic evolves, but for now, temperature checks are a part of back to work for many.

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Business News

Technology that may help you put the “human” back in Human Resources

(BUSINESS NEWS) Complicated application processes and disorganized on-boarding practices often dissuade the best candidates and cause new hires to leave. Sora promises to help with this.

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employee hiring

Even in a booming economy, finding the right applicant for a role can be a drawn-out, frustrating experience for both the candidate and the hiring manager. Candidates submitting their resume to an automated HR system, designed to “seamlessly” integrate candidates into their HRIS accounts, face the interminable waiting game for feedback on whether they’re going to be contacted at all.

Ironically, this lack of feedback on where a candidate stands (or even if the resume was received at all) and a propensity for organizations to list roles as “Open Until Filled”, overwhelms the hiring manager under a mountain of resumes, most of which will not be reviewed unless there is a keyword match for the role. And if they do somehow manage to see the resume, studies indicate that in less than 10 seconds, they’ll have moved on to the next one.

The problems don’t end there, however. Once the candidate and hiring manager have found one another, and the HR team has completed the hire, the dreaded phase of onboarding begins. During the first few days of a new job, a lack of effective onboarding procedures—ranging from simple tasks like arranging for technology or introductions to a workplace mentor—can be the cause of a significant amount of employee turnover. Forbes notes that 17% of all newly hired employees leave their job during the first 90 days, and 20% of all staff turnover happens within the first 45 days.

The reason, according to Laura Del Beccaro, Founder of startup Sora, is that overworked HR teams simply don’t have the bandwidth to follow up with all of those who are supposed to interact with the new employee to ensure a seamless transition experience. Focusing on building a template-based system that can be integrated within the frameworks of multiple HRIS systems, Sora’s focus is to set up adaptable workflow processes that don’t require the end-user to code, and can be adjusted to meet the needs of one or many employee roles.

In a workplace that is becoming increasingly virtual, out of practicality or necessity, having the ability to put the “human” back in Human Resources is a focus that can’t be ignored. From the perspective of establishing and expanding your team, it’s important to ensure that potential employees have an application experience that respects their time and talent and feedback is provided along the way, even when they might not be a fit for the role.

Take for example the organization who asked for an upload of a resume, then required the candidate to re-type everything into their HRIS, asked for three survey responses, an open-ended writing task, a virtual face-to-face interview, *and* three letters of reference—all for an entry-level role. If you were actually selected for an in-person interview, the candidate was then presented with another task that could take up to two hours of prep time to do—again, all for an entry level role.

Is that wrong? Is it right? The importance of selecting the right staff for your team can’t be overstated. But there should be a line between taking necessary precautions to ensure the best fit for your role and understanding that many of the best candidates you might find simply don’t want to participate in such a grueling process and just decide to move on. There’s a caveat that says that companies will never treat an employee better than in the interview process and in the first few weeks on the job—and that’s where Sora’s work comes in, to make certain that an employee is fully supported from day one.

Bringing on the best to leave them without necessary support and equipment, wondering at the dysfunction that they find, and shuffled from department to department once they get there creates the reality and the perception that they just don’t matter—which causes that churn and disconnect. Having your employees know that they matter and that they’ll be respected from day one is a basic right—or it should be.

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