Gmin, with due respect, GNBT and NGIO mgmt are wel

Gmin, with due respect, GNBT and NGIO mgmt are well aware of these things and that is why they structure the deals the way they are structuring them. GNBT is much more like Microsoft in this scenario as evidenced by their holistic approach involving multiple Chinese companies and task force to execute it. If you engage in partnering in China with the assumption that you will engage in the operational aspect and not just a royalty/commission, it is likely the company will not be successful and in the example in the article, it is possible that the IP was weak and was bound to be innovated upon.

NGIO is setting up a successful collaboration with strong partners. NGIO/GNBT in partnering over their multiple platforms is providing value to the partnership and the companies in China will likely own those assets for use in China which removes the motivation to steal technology and creates a bond. It also puts the bonus on them to execute well in their market.

I believe NGIO/GNBT is building strong alliances and structuring them in a way where the behaviors that will make them successful will align the interests well.