The emails started pouring in on April 9, the day President Donald ref=”dofollow” data-ga-onclick=”Inarticle articleshow link click#Tech#href” target=”_blank” href=”https://economictimes.indiatimes.com/panache/panache-people-101/donald-trump/profileshow/79057526.cms”>Trump‘s 145% tariff on Chinese imports took effect. Clients were canceling orders for toys from ref=”dofollow” data-ga-onclick=”Inarticle articleshow link click#Tech#href” href=”https://economictimes.indiatimes.com/topic/huntar” target=”_blank”>Huntar Company Inc.’s factory in Guangdong Province, ref=”dofollow” data-ga-onclick=”Inarticle articleshow link click#Tech#href” href=”https://economictimes.indiatimes.com/topic/china” target=”_blank”>China. But Huntar CEO Jason ref=”dofollow” data-ga-onclick=”Inarticle articleshow link click#Tech#href” href=”https://economictimes.indiatimes.com/topic/cheung” target=”_blank”>Cheung, 45, had already halted production at the 600,000-square-foot facility in Shaoguan. He saw the tariff for what it was: an existential threat to his company, which manufactures educational toys bound for the shelves of ref=”dofollow” data-ga-onclick=”Inarticle articleshow link click#Tech#href” href=”https://economictimes.indiatimes.com/topic/walmart” target=”_blank”>Walmart and Target, like Learning Resources Inc’s Numberblocks, which help teach kids…
