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How is global financial crisis reshaping Chinese and world politics, finance, banking, trade and outsourcing? How to profit from rising Chinese trade, yuan and stock market? How do over a half million international companies make profits in China? How to do investing, travel, trade inside China? Get real investigations from a timely book. <!--break--> Get onground knowledge and analysis from business and investment guide book: China’s Global Reach Borderless Business, National Competition, Politics, and Globalization (book excerpts) by George Zhibin Gu Afterword China, United States and Global Development by Andre Gunder Frank Part IV China’s Reform at Home: The Unfinished Task SUMMARY (1). Today, China’s fundamental problem remains with an unlimited bureaucratic power still in place. Despite all the changes, this basic issue has yet to resolved. The key difficulty behind it is that China has not had any real opportunities to change the old political structure from the very basics. For ages, China’s government bodies are all self-appointed. In truth, this self-appointed government has been a self-sever who has had unlimited ways to squeeze on the society and people. The squeezing role was pushed to the very extreme in the Mao era. Even today, it remains very much unchanged. Under the bureaucratic design, the entire society, economy, and people were made to serve the government. This was done partly through state monopoly of all economic sectors. In the Mao era, the government controlled and ran all banks, factories, mines, farms, and shops. Furthermore, this system was designed against free flows of humans, ideas, and goods. For example, people were banned to travel. However, this bureaucratic system immediately led to poverty and chaos. The current reform aims to get out the old mess. Allowing private sector to exist is one most significant change. But political and institutional reforms have been extremely slow, which continue to create vast problems. (2). Moreover, this bureaucratic framework has eliminated a well-defined ownership and modern legal system. As a result, banks and state companies are without true owners and true protectors. In addition, there is vast confusion as to the rights and wrongs in the marketplace. In particular, building professional standards and modern organizations is next to impossible. (3). The very basic motive of Beijing to initiate the current reform is to gain more power, not less. Consequently, the government only does what benefits itself other than the nation. For example, true state sector reform demands a complete separation of bureaucracy from the business sphere, but this has not happened so far. Consequently, countless state companies are in distress now. (4). In this era, China has gained a much more liberal environment. People’s power is on the rise. Still, it has happened more by accident than design. Most old restrictions remain in place. Worse still, corrupt officials constantly employ the unlimited state power for personal gain. They prey on people, especially the poor, all the time; and (5). Despite all the changes, the supreme state power has yet to be truly challenged. Without dumping the unlimited bureaucratic power, there is no way to establish a modern society based on law. But under an increasingly open environment, all the key issues gain new light. [...] CONTENTS Introduction Three New Lessons Growing Up in China Going International Returning Home This Small Book The Big Picture Acknowledgments Part I China as a New Global Theater 1. Ambitions of Foreign Multinationals in China Today’s Versions of Columbus and Magellan International Rush Why Are They Here? Why China? One Big Factory-Market More Sectors, More Players 2. The Business of China Is Business! “Empty Talk Destroys Prosperity!†Foreign Bankers Spouses and Children Welcome! 3. Creation of a Global Manufacturing Center Unexpected Contributors Arrival of Indian Companies A Crowded Market Galanz: the Manufacturer of the World Convenient Settings Future Trends 4. The Ultimate Driving Force: Explosive Consumption Unexpected Development Impressive Outcome Continued Consumption Surge 5. Sharp Rise of Private Sector One U.S. Banker’s Discovery 40 Million New Businesspeople Rural and Urban Entrepreneurs Buttons Create a New Industrial Town Jinjiang, Fujian: Biggest Exporting Center for Sport Shoes Low-End Players 6. All Players Are Important Competing International Players Auto Market International Banks International Listings Consumer Views Part II Global Interactions, Business Dealings, and Job Transfers 7. Learning - A Big Industry Demand for Education A Top School International Involvement 8. The Officials’ Global Reach Officials Lead the Way Guangdong versus Inland Abolishing Bureaucratic Tricks International First New York versus Beijing 9. “Capital Is Not Enough†No Shortcuts Two Lessons to Remember Volkswagen versus Beijing Jeep “Capital Is Not Enough†Ericsson’s Seven Mistakes Bashing Carrefour 10. Global Job Transfers One International Question Hiring by Foreign Multinationals New Era of Global Job Transfers Job Worries around the World Hiring by Chinese Players Global Job Transfers: China versus India Part III China’s New International Experiences 11. Price, Price, Price A Chinese Edge GE in China Japan’s Global Efforts Cisco versus Huawei Microsoft in China Global Price Reductions 12. When Can Chinese Companies Become Global? Weakness at Home Foreign Observations Low Benefits for China State Banks: “The Troublemakers†A Long Way to Go 13. Chinese Multinationals Some Sizable Chinese Companies Buying Into International Markets Overseas Operations Creating More Partnerships 14. Bringing Foreigners In Trade Fairs Industrial Parks Foreign Acquisitions Part IV China’s Reform at Home: The Unfinished Task 15. Problems Outpacing Solutions The Ownership Issue State Assets and Death on the Nile “Two Pockets of the Same Jacket†Lack of Weapons and True Owners 16. How Can a Man Still Wear Baby Clothes? Credit Crisis and Banking Problems The Richest Man in Shanghai Corruptive Partnerships 17. Crises of State Sector Rapid Changes in the Managerial Class Hiring Foreign Managers Long Live Competition! Reform Difficulties Painful Layoffs Government Trimming 18. When Can China Achieve Meaningful Restructuring? A Saturated Market Difficulties for a Rational Order The CEO in China and Elsewhere Who Is Responsible for Wealth Creation? Buying Parties Ready? Need for Greater Determination 19. Employment Traps Resident Permits Lives of the Migrants Employment Difficulties for Other Groups Death of a College Graduate 20. Bureaucratic Tails Tails Everywhere Lucky International Players “The Red Building†Part V Globalization in Light of History 21. An Unbroken Circle? The British Isles as a Global Center China’s Missed Opportunities The U.S. Way: Dumping Losers Expansion and Wealth Creation, Past and Present 22. Universal Companies and Global Expansion Bigger and Bigger Multinationals First Strategy: A Strong Home Base Second Strategy: Creating a New Form of Dominance Third Strategy: A True Global Reach China’s Participation in the World Economy 23. More on the Circle Who Has Affected Globalization the Most? First Factor: Japan’s Global Reach and Retreat What Is Going On in Tokyo? South Korea: Glories and Bubbles Second Factor: Asia’s Financial Crisis Third Factor: The World Trade Organization Unexpected Developments Global Development Orbit 24. How Does China Achieve Sustained Growth? A Great Paradox Effective Government, Different Role The Big Picture A New Model Getting Out of the Box A New World Order Afterword: China, United States and Global Development by Andre Gunder Frank Notes ABOUT THE AUTHOR George Zhibin Gu is a journalist/consultant based in Guangdong, China. A native of Xian, he obtained education at Nanjing University in China and Vanderbilt University and the University of Michigan in the United States. He holds two MS degrees and a Ph.D. from the University of Michigan. For the past two decades, he has been an investment banker and business consultant with a focus on China. His work focuses on helping international businesses to invest in China and the Chinese companies to expand overseas. He has worked for Prudential Securities, Lazard, and State Street Bank, among others. He generally covers mergers and acquisitions, joint ventures, venture capital, business expansion, and restructuring. Also, he is a journalist focusing on China in relation to global development. His articles or columns have appeared in Asia Times, Beijing Review, The Seoul Times, Financial Sense, Gurus Online, Money Week, Online Opinion, Asia Venture Capital Journal, and Sinomania, among others. He is the author of three additional books, China Beyond Deng: Reforms in the PRC (McFarland, 1991), China and New World Order: How Entrepreneurship, Globalization, and Borderless Business Reshape China and World (Fultus, 2006), and Made in China: Players and Challengers in the 21st Century (English edition forthcoming; Portuguese edition, Centro Atlantico, 2005). He is a member of World Association of International Studies hosted by Stanford University.
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safe_value (String, 10591 characters ) <p>How is global financial crisis reshaping Chi...
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<p>How is global financial crisis reshaping Chinese and world politics, finance, banking, trade and outsourcing? How to profit from rising Chinese trade, yuan and stock market? How do over a half million international companies make profits in China? How to do investing, travel, trade inside China? Get real investigations from a timely book.</p> <!--break--><p>Get onground knowledge and analysis from business and investment guide book: China’s Global Reach </p> <p>Borderless Business, National Competition, Politics, and Globalization (book excerpts) </p> <p>by George Zhibin Gu </p> <p>Afterword<br /> China, United States and Global Development<br /> by Andre Gunder Frank </p> <p>Part IV<br /> China’s Reform at Home: The Unfinished Task </p> <p>SUMMARY </p> <p>(1). Today, China’s fundamental problem remains with an unlimited bureaucratic power still in place. Despite all the changes, this basic issue has yet to resolved. The key difficulty behind it is that China has not had any real opportunities to change the old political structure from the very basics. </p> <p>For ages, China’s government bodies are all self-appointed. In truth, this self-appointed government has been a self-sever who has had unlimited ways to squeeze on the society and people. The squeezing role was pushed to the very extreme in the Mao era. Even today, it remains very much unchanged. </p> <p>Under the bureaucratic design, the entire society, economy, and people were made to serve the government. This was done partly through state monopoly of all economic sectors. In the Mao era, the government controlled and ran all banks, factories, mines, farms, and shops. Furthermore, this system was designed against free flows of humans, ideas, and goods. For example, people were banned to travel. However, this bureaucratic system immediately led to poverty and chaos. </p> <p>The current reform aims to get out the old mess. Allowing private sector to exist is one most significant change. But political and institutional reforms have been extremely slow, which continue to create vast problems. </p> <p>(2). Moreover, this bureaucratic framework has eliminated a well-defined ownership and modern legal system. As a result, banks and state companies are without true owners and true protectors. In addition, there is vast confusion as to the rights and wrongs in the marketplace. In particular, building professional standards and modern organizations is next to impossible. </p> <p>(3). The very basic motive of Beijing to initiate the current reform is to gain more power, not less. Consequently, the government only does what benefits itself other than the nation. For example, true state sector reform demands a complete separation of bureaucracy from the business sphere, but this has not happened so far. Consequently, countless state companies are in distress now. </p> <p>(4). In this era, China has gained a much more liberal environment. People’s power is on the rise. Still, it has happened more by accident than design. Most old restrictions remain in place. Worse still, corrupt officials constantly employ the unlimited state power for personal gain. They prey on people, especially the poor, all the time; and </p> <p>(5). Despite all the changes, the supreme state power has yet to be truly challenged. Without dumping the unlimited bureaucratic power, there is no way to establish a modern society based on law. But under an increasingly open environment, all the key issues gain new light. </p> <p>[...] </p> <p>CONTENTS<br /> Introduction<br /> Three New Lessons<br /> Growing Up in China<br /> Going International<br /> Returning Home<br /> This Small Book<br /> The Big Picture </p> <p>Acknowledgments </p> <p>Part I China as a New Global Theater </p> <p>1. Ambitions of Foreign Multinationals in China<br /> Today’s Versions of Columbus and Magellan<br /> International Rush<br /> Why Are They Here?<br /> Why China?<br /> One Big Factory-Market<br /> More Sectors, More Players </p> <p>2. The Business of China Is Business!<br /> “Empty Talk Destroys Prosperity!â€<br /> Foreign Bankers<br /> Spouses and Children<br /> Welcome! </p> <p>3. Creation of a Global Manufacturing Center<br /> Unexpected Contributors<br /> Arrival of Indian Companies<br /> A Crowded Market<br /> Galanz: the Manufacturer of the World<br /> Convenient Settings<br /> Future Trends </p> <p>4. The Ultimate Driving Force: Explosive Consumption<br /> Unexpected Development<br /> Impressive Outcome<br /> Continued Consumption Surge </p> <p>5. Sharp Rise of Private Sector<br /> One U.S. Banker’s Discovery<br /> 40 Million New Businesspeople<br /> Rural and Urban Entrepreneurs<br /> Buttons Create a New Industrial Town<br /> Jinjiang, Fujian: Biggest Exporting Center for Sport Shoes<br /> Low-End Players </p> <p>6. All Players Are Important<br /> Competing International Players<br /> Auto Market<br /> International Banks<br /> International Listings<br /> Consumer Views </p> <p>Part II Global Interactions, Business Dealings, and Job Transfers </p> <p>7. Learning - A Big Industry<br /> Demand for Education<br /> A Top School<br /> International Involvement </p> <p>8. The Officials’ Global Reach<br /> Officials Lead the Way<br /> Guangdong versus Inland<br /> Abolishing Bureaucratic Tricks<br /> International First<br /> New York versus Beijing </p> <p>9. “Capital Is Not Enoughâ€<br /> No Shortcuts<br /> Two Lessons to Remember<br /> Volkswagen versus Beijing Jeep<br /> “Capital Is Not Enoughâ€<br /> Ericsson’s Seven Mistakes<br /> Bashing Carrefour </p> <p>10. Global Job Transfers<br /> One International Question<br /> Hiring by Foreign Multinationals<br /> New Era of Global Job Transfers<br /> Job Worries around the World<br /> Hiring by Chinese Players<br /> Global Job Transfers: China versus India </p> <p>Part III China’s New International Experiences </p> <p>11. Price, Price, Price<br /> A Chinese Edge<br /> GE in China<br /> Japan’s Global Efforts<br /> Cisco versus Huawei<br /> Microsoft in China<br /> Global Price Reductions </p> <p>12. When Can Chinese Companies Become Global?<br /> Weakness at Home<br /> Foreign Observations<br /> Low Benefits for China<br /> State Banks: “The Troublemakersâ€<br /> A Long Way to Go </p> <p>13. Chinese Multinationals<br /> Some Sizable Chinese Companies<br /> Buying Into International Markets<br /> Overseas Operations<br /> Creating More Partnerships </p> <p>14. Bringing Foreigners In<br /> Trade Fairs<br /> Industrial Parks<br /> Foreign Acquisitions </p> <p>Part IV China’s Reform at Home: The Unfinished Task </p> <p>15. Problems Outpacing Solutions<br /> The Ownership Issue<br /> State Assets and Death on the Nile<br /> “Two Pockets of the Same Jacketâ€<br /> Lack of Weapons and True Owners </p> <p>16. How Can a Man Still Wear Baby Clothes?<br /> Credit Crisis and Banking Problems<br /> The Richest Man in Shanghai<br /> Corruptive Partnerships </p> <p>17. Crises of State Sector<br /> Rapid Changes in the Managerial Class<br /> Hiring Foreign Managers<br /> Long Live Competition!<br /> Reform Difficulties<br /> Painful Layoffs<br /> Government Trimming </p> <p>18. When Can China Achieve Meaningful Restructuring?<br /> A Saturated Market<br /> Difficulties for a Rational Order<br /> The CEO in China and Elsewhere<br /> Who Is Responsible for Wealth Creation?<br /> Buying Parties Ready?<br /> Need for Greater Determination </p> <p>19. Employment Traps<br /> Resident Permits<br /> Lives of the Migrants<br /> Employment Difficulties for Other Groups<br /> Death of a College Graduate </p> <p>20. Bureaucratic Tails<br /> Tails Everywhere<br /> Lucky International Players<br /> “The Red Building†</p> <p>Part V Globalization in Light of History </p> <p>21. An Unbroken Circle?<br /> The British Isles as a Global Center<br /> China’s Missed Opportunities<br /> The U.S. Way: Dumping Losers<br /> Expansion and Wealth Creation, Past and Present </p> <p>22. Universal Companies and Global Expansion<br /> Bigger and Bigger Multinationals<br /> First Strategy: A Strong Home Base<br /> Second Strategy: Creating a New Form of Dominance<br /> Third Strategy: A True Global Reach<br /> China’s Participation in the World Economy </p> <p>23. More on the Circle<br /> Who Has Affected Globalization the Most?<br /> First Factor: Japan’s Global Reach and Retreat<br /> What Is Going On in Tokyo?<br /> South Korea: Glories and Bubbles<br /> Second Factor: Asia’s Financial Crisis<br /> Third Factor: The World Trade Organization<br /> Unexpected Developments<br /> Global Development Orbit </p> <p>24. How Does China Achieve Sustained Growth?<br /> A Great Paradox<br /> Effective Government, Different Role<br /> The Big Picture<br /> A New Model<br /> Getting Out of the Box<br /> A New World Order </p> <p>Afterword: China, United States and Global Development<br /> by Andre Gunder Frank </p> <p>Notes </p> <p>ABOUT THE AUTHOR </p> <p>George Zhibin Gu is a journalist/consultant based in Guangdong, China. A native of Xian, he obtained education at Nanjing University in China and Vanderbilt University and the University of Michigan in the United States. He holds two MS degrees and a Ph.D. from the University of Michigan. </p> <p>For the past two decades, he has been an investment banker and business consultant with a focus on China. His work focuses on helping international businesses to invest in China and the Chinese companies to expand overseas. He has worked for Prudential Securities, Lazard, and State Street Bank, among others. He generally covers mergers and acquisitions, joint ventures, venture capital, business expansion, and restructuring. </p> <p>Also, he is a journalist focusing on China in relation to global development. His articles or columns have appeared in Asia Times, Beijing Review, The Seoul Times, Financial Sense, Gurus Online, Money Week, Online Opinion, Asia Venture Capital Journal, and Sinomania, among others. </p> <p>He is the author of three additional books, China Beyond Deng: Reforms in the PRC (McFarland, 1991), </p> <p>China and New World Order: How Entrepreneurship, Globalization, and Borderless Business Reshape China and World (Fultus, 2006), and Made in China: Players and Challengers in the 21st Century (English edition forthcoming; Portuguese edition, Centro Atlantico, 2005). He is a member of World Association of International Studies hosted by Stanford University.</p>
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