Asian Business Essay! (Looking for a professional business major writer ONLY)
AN ISLAND STATE
TAIWAN: YANGTZE RIVER VALLEY HUB
ANOTHER “MIRACLE”
ANOTHER PROBLEM LEFT OVER BY HISTORY
TAIWAN ASIAN TRADE 1989 $46.6 BILLION
TAIWAN ASIAN TRADE 2010
$328.5 BILLION
TAIWAN BUREAU OF TRADE STATS
Taiwan-Mainland trade
Sheet1
| "BUSINESS SYSTEMS" | BUSINESS SYSTEMS TAIWAN | ||||
| SINGAPORE | HONG KONG | THE STATE | DEVELOPMENTAL | ||
| TOP DOWN | |||||
| THE STATE | TOP DOWN | 1C2S | |||
| DEVELOPMENTAL | REGULATORY | ||||
| DIRECTIVE | DIRECTIVE | ||||
| INTERVENTIONIST | NON-INTERVENTIONIST | EDUCATION | HIGH | ||
| EDUCATION | HIGH | HIGH | INVESTMENT | BANKS | |
| LONG TERM | |||||
| INVESTMENT | BANKS | BANKS | |||
| GOVT | FAMILY | OWNERSHIP | FAMILY | ||
| FIRM RELATIONS | NETWORKS | ||||
| OWNERSHIP | FAMILY | FAMILY | |||
| FIRM RELATIONS | STATE | HONGS | CORP GOV | FAMILY | |
| NETWORKS | |||||
| CORP GOVERNANCE | FAMILY | FAMILY | SOCIAL CAPITAL | HIGH | |
| STATE | |||||
| SOCIAL CAPITAL | HIGH | HIGH | |||
| PAROCHIAL | INTERNATIONAL | ||||
| BUSINESS SYSTEMS TAIWAN | |||||
| THE STATE | DEVELOPMENTAL | ||||
| TOP DOWN | |||||
| EDUCATION | HIGH | ||||
| INVESTMENT | BANKS | ||||
| LONG TERM | |||||
| OWNERSHIP | FAMILY | ||||
| FIRM RELATIONS | NETWORKS | ||||
| CORP GOV | FAMILY | ||||
| SOCIAL CAPITAL | HIGH |
BEST US OPPORTUNITIES
A sophisticated, price-sensitive market
IPR, bureaucracy the main US business issues
Electronics Industry Production/Test Equipment (EIP)
Computer Services & Software (CSV/CSF) •
Overseas Travel and Tourism (TRA) •
Industrial Chemicals (ICH)
•Education (EDU)
•Medical Devices & Supplies (MED) •
Electrical Power Equipment (ELP)
•Pet Products (PET) •
Telecommunications Equipment (TEL) •
Information Security Services (SEC) •
Sporting Goods (SPT)
•Pollution Control Equipment (POL)
•Pleasure Boats/Accessories (PLB) •Books (BOK) •Apparel (APP)
TAIWAN AS A CASE STUDY IN STRATEGIC AMBIGUITY
DOES US “RECOGNIZE” OR “ACKNOWLEDGE”
“ONE CHINA?”
JIANG ZEMIN’S 8 POINTS and HU JINTAO’S 4 POINTS
“ONE COUNTRY, (1, 2, OR 3) SYSTEMS”?
3 NO’S AND THE TRA?
“ANTI-SUCCESSION LAW” - TO BLOCK INDEPENDENCE,
NOT COERCE UNIFICATION
BUT ON TAIWAN….
ECONOMIC MIRACLE: up from poverty
POLITICAL MIRACLE:
From martial law to democracy
The DPP
The “new” KMT
IDENTITY: CHINESE OR TAIWANESE?
US ROLE: TAIWAN RELATIONS ACT
IS TAIWAN THE 21ST CENTURY’S
“CZECHOSLOVAKIA”?
THE TAIWAN DILEMMA
分久必合，合久必分
Anything long divided will surely unite,
and anything long united will surely divide
US-PRC-TAIWAN: A DEADLY EMBRACE
PROBLEMS OF DEFINITION: WHAT IS “THE STATUS QUO”?
PROBLEMS OF NATIONALISM: CHINA, TAIWAN
PROBLEMS OF IDENTITY: WHAT IS “CHINESE”
PROBLEMS OF IDEOLOGY: “UNIFICATION”
PROBLEMS OF “STRATEGIC AMBIGUITY”
PROBLEMS OF THE ECONOMY
-See “Globalization & The Future of the Taiwan Miracle” by Berger & Lester, in “Precis” Spring 2005, pp 11-13 http://web.mit.edu/cis/Publications/MIT_Precis_spring_2005.pdf
TAIWAN AS A CASE STUDY OF “THE 4 BASIC QUESTIONS”
RULE: TERRITORIAL INTEGRITY If PRC accepts Taiwan self-determination, then what about Tibet, Xinjiang, etc?
GREATNESS: PRC REGIME LEGITIMACY
TRANSFORMATION: TAIWAN A MODEL?
DEALING WITH THE OUTSIDE WORLD: IS TAIWAN A DOMESTIC OR INTERNATIONAL ISSUE? US seen as perpetuating Taiwan’s “separatism”
JZM: “We shall try our best to achieve the peaceful reunification of China since Chinese should not fight Chinese. We do not promise not to use force. If used, force will not be directed against our compatriots in Taiwan, but against the foreign forces who intervene in China’s reunification and go in for ‘the independence of Taiwan’.”
ACER: STAN SHIH – Visionary
HTC: A BRAND!
Uni-President: from flour mill to food giant
UNI-PRESIDENT
AN ASIAN FIRM ADAPTING TO STRATEGIC
ENVIRONMENTAL SHIFTS
FROM TO
GOVT PUSH MARKET PULL
IMITATION INNOVATION
NATION BUILDING MARKET BUILDING
KNOW WHO KNOW HOW
HOW DID UNI-PRESIDENT MEET
THE CHALLENGES POSED BY GLOBALIZATION:
BUILDING ECONOMIES OF SCALE
HANDLING CROSS-BORDER COORDINATION
INNOVATATING TO SERVE DIFFERENT MARKETS
CREATING AND SHARING KNOWLEDGE
Moving from “international” to “global”
The criticality of knowledge--competitive
advantage based on “systems”, not “assets”
DEALING WITH HR ISSUES
Legacies…old ways of doing business
“New blood”
LEVERAGING OPPORTUNITIES
“Arbitrage” PEST
UNI-PRESIDENT
Start-up…leveraging govt. policies
Alliances?
Diversification? (noodles, drinks, stores, etc.)
China strategy? (leveraging govt. policies again)
What is UPEC doing with its China JVs?
- UPEC beyond China….
- Hong Kong?
- Thailand
- Indonesia
- HR issues?
HOW DID UNI-PRESIDENT MEET
THE CHALLENGES POSED BY GLOBALIZATION:
BUILDING ECONOMIES OF SCALE
HANDLING CROSS-BORDER COORDINATION
INNOVATATING TO SERVE DIFFERENT MARKETS
CREATING AND SHARING KNOWLEDGE
Moving from “international” to “global”
The criticality of knowledge--competitive
advantage based on “systems”, not “assets”
DEALING WITH HR ISSUES
Legacies…old ways of doing business
“New blood”
LEVERAGING OPPORTUNITIES
“Arbitrage” PEST
UNI-PRESIDENT
Start-up…leveraging govt. policies
Alliances?
Diversification? (noodles, drinks, stores, etc.)
China strategy? (leveraging govt. policies again)
What is UPEC doing with its China JVs?
- UPEC beyond China….
- Hong Kong?
- Thailand
- Indonesia
- HR issues?
UPEC lessons?
- Going from a traditional model to a strategic model
- Need to adjust for PEST
- Need for “rational” organization