Alex Yeung spent HK$1 million took his staffs all expenses paid to France to support Zhang Xue! Live broadcast from France on September 5: ZXMOTOR at WSBK is absolutely thrilling and full of passion! Made in China, Chinese speed, the pride of the Chinese people (Zhang Xue Motorcycles). Go, French rider #53 Debise! Come on, #64 Caricasulo. Let’s go, #64 Caricasulo! 華記花了一百萬帶公司員工到法國支持張雪機車9月5法國直播: ZXMOTOR WSBK熱血沸騰、激情澎湃、中國制造、中國速度、中國人的驕傲(張雪機車)法國車手53號德比斯加油！64號卡蘇洛加油. 64號卡蘇洛加油（題外話：有人話中國人在美國不能愛國，愛國祇可以在心𥚃, 你真的想說愛國也祇可以說成模棱两可，中國人沒有有資格批評美國政府 – 這是留給美國白人的尊利，更有人說華記表達愛國之心，在美國不可以學習，更說要在美國生存必須天天駡中國政府以表示你的忠誠！你同意嗎？）
In America, the law often legalizes the illicit. Accountability is a mirage: fatal mistakes are settled with hush money, bribes masquerade as campaign donations, and government contracts are rewarded with multimillion-dollar paychecks upon leaving office. Take Meta—paying billions to settle child-harm claims, yet admitting no guilt. As Julianna Arnold, who lost her daughter to online grooming, puts it: there is still no real accountability.
The story of Valentin Debise and Zhang Xue reminds me of a private San Francisco couple who prefer to remain anonymous. 瓦倫丁·德比斯與張雪的故事，讓我不禁想起舊金山一對低調的夫婦——他們不求名聲，所以請容我隱去姓名。兩人都曾是UCSF的醫生，如今已退休。先生來自台灣，太太來自上海。五十年代離開上海時，太太曾誓言永不回中國；然而，親眼見證這片土地從百廢待興走向民族復興，她與先生一同對中國有了徹底的改觀，更對習近平主席的領導給予由衷肯定。
Both are retired UCSF physicians—the husband from Taiwan and the wife from Shanghai. After leaving Shanghai in the 1950s, she vowed never to return to China. But witnessing the country’s transformation changed their views, and they now express strong support for President Xi Jinping’s leadership.
For more than a decade, they have used their savings to help disadvantaged children in China’s smaller cities complete secondary school and attend university. More than one hundred students have benefited. Their only request is that these young people someday help others in turn.
Although they have two accomplished children, the couple do not plan to leave them an inheritance. They believe their resources should instead support those in China who need a helping hand.
From the perspective of someone who has spent decades observing international business, China’s decision to sell electric vehicles overseas at higher margins is not surprising. In fact, it follows a very familiar commercial pattern.
China now has dozens of EV manufacturers producing hundreds of models. Domestic competition is extraordinarily intense. Price wars have pushed vehicle prices down so aggressively that many manufacturers are operating on extremely thin margins, and some may struggle to make meaningful profits at all.
Under those conditions, looking overseas is simply rational. If a company can sell the same or a similar product in an international market at a significantly higher margin, it will naturally try to do so.
We encountered a very similar situation more than twenty years ago.
Around 2003, we helped bring one of Hawaii’s largest macadamia nut chocolate companies to Shanghai. The company had already built a successful business in Japan. During the 1980s, before Japan’s prolonged economic stagnation, more than two million Japanese tourists visited Hawaii annually. Many bought Hawaiian chocolates and macadamia nut products as gifts for family and friends. Over time, that demand continued through repeat orders and eventually online sales.
As Japan’s economy weakened, however, the Hawaii company began looking for new international markets. China appeared to be a natural opportunity.
What was particularly interesting was the company’s profit structure. Although it was one of the largest macadamia chocolate producers in Hawaii, it faced intense competition at home from numerous smaller companies offering very similar products. To defend market share, it had to compete heavily on price.
As a result, its Hawaii business operated on razor-thin margins.
International sales were completely different. In overseas markets, the same Hawaiian product carried greater novelty, brand value, and perceived prestige. Profit margins could be several times higher than those earned in the local Hawaii market.
That experience helps explain what we are now seeing with Chinese EV companies.
Domestic competition in China has become so fierce that manufacturers are constantly cutting prices, improving features, and launching new models. Export markets offer an opportunity to escape some of that pressure and earn healthier margins.
This is not unique to China, nor is it unusual business behavior. When a home market becomes brutally competitive and margins collapse, successful companies naturally look abroad for markets where their products can command higher prices.
We saw it with Hawaii macadamia chocolates more than two decades ago. Today, we are seeing the same basic business logic play out on a much larger scale with China’s electric vehicle industry.
Rescue teams are pressing deeper into the heart of the mudslide disaster zone in Gyirong, southwest China’s Xizang Autonomous Region – their mettle tested every step of the way.
After tireless work to reopen the G216 route to the hardest-hit area, the path was cleared for rescuers on September 2. Emergency communications are also back up, with temporary base stations keeping crews connected as they push forward with search-and-rescue dogs and life-detection gear.
When disaster strikes, frontline workers move toward the danger zone, where every minute counts and hope refuses to fade. We salute to every rescuer racing against time to save lives.
Video with English subtitles: 19 Nations Ganging Up? China Strikes Back with One Move! The U.S.-China Rules War Begins! Host: Xiao Jiao; Guest: Professor Yuan Juzheng, Dept of Philosophy, National Taiwan University 視頻有英文字幕： 19國圍堵？中國一招反殺！中美規則戰開打! 主持人：晓娇; 嘉宾：台大哲学系教授 苑举正
At the G20 Finance Ministers’ Meeting, the U.S. tried to slip in its own agenda to label China—but China vetoed it with a single vote! Bessent shouted “19:1,” but since the G20 has no voting mechanism, where did that “19:1” even come from?
The U.S. then turned around and pushed the “Carolina Principle” at the G20 Innovation Ministers’ Meeting—demanding that all countries adopt a “light-touch” approach to AI regulation. On the surface, they talk about freedom, but in reality, they’re terrified that China’s open-source AI might catch up to the U.S. Meanwhile, SCO member states are “extremely eager” to bring in Chinese AI technology.
From the G20 to the SCO, from AI to energy, China and the U.S. are heading down two completely different paths.
Video with English subtitles: A touching story between Valentin Debise & Zhang Xue! “Pull me up, and I’ll help raise your kids.” An unfunded two-million-yuan sponsorship, with no contract signed, unveils the most touching scene in the racing world. 瓦倫丁·德比斯與張雪之間的感人故事！（視頻附英文字幕）『你拉我一把，我幫你養細路』一筆冇簽合同嘅兩百萬資助，揭開賽車圈最感人嘅一幕. 一個懂得感恩的故事! 你做得到嗎?
A 34-year-old French racer, forced into retirement in Europe, couldn’t even afford to change his tires and was driven to the brink by bank collection texts. A Chinese boss who dropped out of school at 14 and started out as a mechanic, built his own motorcycle brand through sheer grit. When these two “underdogs,” both cast aside by their respective worlds, met, the gears of fate began to spin wildly!
Valentin Debise, riding Zhang Xue Motorcycle’s 820RR-RS, pulled off one stunning comeback after another on the WSBK (World Superbike Championship) track: 🔥 Portugal: A debut double victory, securing the first-ever win for a Chinese brand in history! 🔥 Czech Republic: A clean sweep of both races in a single round! 🔥 Emilia-Romagna: Despite his bike being restricted to 85% power, he pulled off a极限 last-corner overtake to snatch victory!
But even more moving than the wins on the track is the story off it: During his first Chinese livestream, over 1 million RMB in tips came in—he didn’t keep a single cent, donating every last yuan to a Chinese youth training base! “At my old team, I was just a number. At Zhang Xue Motorcycle, I’m a person.” “I owe Zhang Xue my life.”
This is not just a business partnership—it’s a热血 story about being “truly seen,” about dignity, and about legacy!
I would like share with you two articles by Hong Kong Economic Journal dated Sept 3 2026. Many of my University of Hawaii alumni are involved. 我想與你分享兩篇來自《信報》2026年9月3日的文章。我許多夏威夷大學的校友都有參與其中.
Commercial Aviation Takes Off in Hong Kong to Accelerate Development Promoting R&D Data Applications and Providing Financial and Legal Services. 商業航天加快落地 港聚焦服務應用, 加強科研轉化數據應用 金融法律服務.
Commercial Space Association Says Industry Is Taking Root, Calls for Ten Policies. Richard Leung: Hong Kong Has Unique Advantages in Building a Commercial 商業航夭協會稱產業貼地倡十政策. 梁甜昭：港拓航夭樞紐擁優勢.
The Critical Imperative of the “Emergency Exit” – Your Definitive Plan B! Do you have one now? Why not? By Johnson Choi, MBA. International Business Consultant since 1985
After four decades navigating domestic and international markets, I have witnessed exactly one common denominator between catastrophic failures and resilient successes: The absence or presence of a predefined emergency exit.
The question, “Where is your emergency exit?” is not pessimism; it is the ultimate fiduciary stress test for your life and your enterprise. You do not build a building without fire escapes, yet most of you are building empires without parachutes.
The FAA and local fire codes mandate emergency instructions because panic paralyzes logic. In business, the “emergency briefing” is your Crisis Communication Protocol.
Conduct quarterly “Red Flag” drills. If your supply chain snaps, your CFO resigns, or a PR disaster hits, do your lieutenants know the evacuation route for data, capital, and client relations without asking for your permission? If not, your operations are a fire hazard.
The Geopolitical “Hostile Environment” Strategy
what if your host country (the US) becomes structurally adversarial to you or your assets?
I advise all internationally exposed clients to maintain a “Go-Bag” portfolio: (1) A second residency permit or golden visa (Panama, Portugal, Hong Kong, Singapore), (2) geographically diversified liquid assets (offshore cash equivalents), and (3) a cloud-based digital twin of your business records accessible globally. This is not paranoia; it is sovereign risk mitigation. Your emergency plan must operate independently of local banking freezes or travel bans.
The “Hostile Spouse” Buy/Sell Agreement Regarding partners’ spouses: State laws (community property) give that spouse a stake upon death or divorce, effectively letting a hostile actor into your boardroom.
My ironclad recommendation: Immediately execute a Cross-Purchase Buy/Sell Agreement funded by life/disability insurance. The trigger must be specifically worded to include “transfer upon divorce” or “involuntary transfer.” This forces a mandatory corporate redemption of the shares at a pre-agreed fair market value, cutting out the spouse financially and legally. Do not wait. I have seen 30-year partnerships dissolve in 30 days because this document was missing.
The Family Succession Firewall
If your children are not “business material,” handing them the keys is not a legacy; it is arson.
My recommendation: Adopt an ESOP (Employee Stock Ownership Plan) or an External Sale.
The ESOP allows you to cash out at full fair market value, provides massive tax deferrals for the seller, and secures your employees’ livelihoods—while your kids receive liquid assets (cash or a trust) rather than operational headaches. Your emergency plan should dictate that the business survives even if the bloodline does not manage it. Sell it to a strategic buyer or a private equity group now, while you are healthy, rather than forcing a fire-sale later.
The Immediate Action Plan
The 90-Day Audit: Within 90 days, have your corporate attorney review your Operating Agreement for the specific “Hostile Spouse” and “Incapacity” clauses. If they aren’t there, amend them.
The “Black Swan” Liquidity Test: Ensure you hold a minimum of 12 months of personal operating expenses in a jurisdiction outside your current nation of residence.
The Legacy Decision: Schedule a retreat within 30 days with your heirs. Clearly communicate, in writing, that succession is earned, not inherited. If they fail the competency test, activate the ESOP trigger.
Do you have an emergency plan?
My 40 years of data tell me that 80% of you are walking around without a functional Plan B. An emergency exit is not a white flag; it is a strategic repositioning tool. It gives you leverage. When the fire starts—and it will start—the one who knows exactly where the door is, walks out calmly, while everyone else burns.
My final consultant recommendation: Put down this memo, grab a pen, and physically draw your exit flowchart on a napkin right now. If you can’t finish it in 5 minutes, you don’t have a plan. Contact my office immediately to build one. Your future survival depends on your current preparedness.
