Investment
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The trend for globalization of high-tech industries has gained momentum during the last few years. In particular, the Asia Pacific region has become an increasingly important market for U.S. high tech companies. What investors, both the public market and VCs, look for now are companies with revenue growth and a clear path to profit. The challenge for technology companies and investors is to define the roadmap to weather through the current downturn and build strength to grow when the market returns. The companies that will succeed are the ones that are close to the market, with the ability to produce their products at a reduced cost.

China, with its mass population, is undeniably an enormous market. It not only presents a broad customer base for the high-tech industry, but also an attractive low-cost manufacturing center. There is no doubt that Greater China is a lucrative region to ride the next wave of high-tech industry growth. We all want to capture this golden opportunity. How do we address this huge consumer market? How do we fully utilize the emerging labor support to lower production costs? For venture capitalists, how do we find legitimate ways to get return on our investments?

Taiwan is now China's leading trade partner and investor. Over 25 percent of Taiwan's exports are headed to China, according to the latest official statistics. With its geographic proximity, a well-established technology and business support infrastructure, as well as a common language and similar culture background, Taiwan is well positioned as a gateway to the China. In addition, Taiwan has built a well-recognized capital market in the past three decades. This highly liquid capital market is the best support for the high-tech industry as well as VC players.

In this session, Katherine Jen, a veteran venture capitalist, will lead the audience through her strategy in the quest for the next wave of high-tech industry growth and identify the key success factors.

About the Speaker

Katherine Jen is the managing partner of AsiaTech Management, LLC, a venture capital firm investing in the Silicon Valley and Asia. Katherine's successful venture capital career began in the early eighties. During her two decades in the Ministry of Finance in Taiwan, Katherine ran a $3 billion government investment fund, instrumental in the founding of successful high-tech companies such as TSMC and Moses-Vitelic. She also served on the TSMC board of directors from 1989-1993.

Katherine was one of the pioneers in Taiwan's VC industry. She led many key initiatives in venture capital legislations, including the adoption of the first Venture Capital Act in Taiwan. She helped establish the first group of venture capital funds in Taiwan, including Hotung Ventures, H&Q Asia and Walden International Taiwan (IVCIC). In addition, she founded the venture capital firm Genesis Venture in Taiwan and successfully raised its first fund. As a leader in the Taiwan financial industry, she served on the board of International Commercial Bank of China (ICBC), the largest commercial bank in Taiwan.

Based on the belief that Silicon Valley technologies can find much broader markets if they are combined with the efficient manufacturing industry in Asia, she founded AsiaTech and raised its first fund in 1997. Today, with operations in the Silicon Valley and Taiwan, AsiaTech manages three funds with strong backing from Asian-based manufacturing companies, commercial and investment banks, and government.

Philippines Conference Room, Encina Hall, Third Floor, Central Wing

Katherine Jen Managing Partner AsiaTech Management LLC
Seminars
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David G. Victor
Nadejda M. Victor
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Since the fall of communism, the U.S. and Russia have been searching for areas for mutually beneficial cooperation. While oil has historically taken center stage, David and Nadejda Victor argue that diplomats should consider nuclear energy as well.

Since the Iron Curtain came crashing down, American and Russian diplomats have been searching for a special relationship between their countries to replace Cold War animosity.

Security matters have not yielded much. On issues such as the expansion of Nato, stabilising Yugoslavia and the war in Chechnya, the two have sought each other's tolerance more than co-operation. Nor have the two nations developed much economic interaction, as a result of Russia's weak institutions and faltering economy. Thus, by default, "energy" has become the new special topic in Russian-American relations.

This enthusiasm is misplaced, however. A collapse of oil prices in the aftermath of an invasion of Iraq may soon lay bare the countries' divergent interests. Russia needs high oil prices to keep its economy afloat, whereas US policy would be largely unaffected by falling energy costs. Moreover, cheerleaders of a new Russian-American oil partnership fail to understand that there is not much the two can do to influence the global energy market or even investment in Russia's oil sector. The focus on oil has also eclipsed another area in which US and Russian common interests could run deeper: nuclear power. Joint efforts to develop new technologies for generating nuclear power and managing nuclear waste could result in a huge payoff for both countries. These issues, which are the keys to keeping nuclear power viable, are formally on the Russian-American political agenda, but little has been done to tap the potential for co -operation. Given Russia's scientific talent and the urgent need to reinvigorate nuclear non-proliferation programmes, a relatively minor commitment of diplomatic and financial resources could deliver significant long-term benefits to the United States.

On the surface, energy co-operation seems a wise choice. Russia is rich in hydrocarbons and the US wants them. Oil and gas account for two-fifths of Russian exports. Last year, Russia reclaimed its status, last held in the late 1980s, as the world's top oil producer. Its oil output this year is expected to top eight million barrels per day and is on track to rise further. Russian oil firms also made their first shipments to US markets last year - some symbolically purchased as part of US efforts to augment its strategic petroleum reserve. In addition, four Russian oil companies are preparing a new, large port in Murmansk as part of a plan to supply more than 10 per cent of total US oil imports within a decade.

Meanwhile, the US remains the world's largest consumer and importer of oil. This year, it will import about 60 per cent of the oil it burns, and the US Energy Information Administration expects foreign dependence will rise to about 70 per cent by 2010, and continue inching upwards thereafter. Although the US economy is much less sensitive to fluctuations in oil prices than it was three decades ago, diversification and stability in world oil markets are a constant worry.

War jitters and political divisions cast a long shadow over the Persian Gulf, source of one-quarter of the world's oil. In Nigeria, the largest African oil exporter, sectarian violence periodically not only interrupts oil operations but also sent Miss World contestants packing last year. A scheme by Latin America's top producer, Venezuela, to pump up its share of world production helped trigger a collapse in world oil prices in the late 1990s and ushered in the leftist government of President Hugo Chavez. Last year, labour strikes aimed at unseating Mr Chavez shut Venezuela's ports and helped raise prices to more than US$ 30 (HK$ 234) a barrel. Next to these players, Russia is a paragon of stability.

The aftermath of a war in Iraq would probably provide a first test for the shallow new Russian-American partnership. Most attention on Russian interests in Iraq has focused on two issues: Iraq's lingering Soviet-era debt, variously measured at US$ 7 billion to US$ 12 billion, and the dominant position of Russian companies in controlling leases for several Iraqi oilfields. Both are red herrings. No company that has signed lease deals with Saddam Hussein's government could believe those rights are secure. Russia's top oil company, Lukoil, knew that when it met Iraqi opposition leaders in an attempt to hedge its bets for possible regime change. (Saddam's discovery of those contacts proved the point: he cancelled, then later reinstated, Lukoil's interests in the massive Western Kurna field.)

Russian officials have pressed the US to guarantee the existing contracts, but officials have wisely demurred. There would be no faster way to confirm Arab suspicions that regime change is merely a cover for taking control of Iraq's oil than by awarding the jewels before a new government is known and seated.

Of course, the impact of a war on world oil supply and price is hard to predict. A long war and a tortuous rebuilding process could deprive the market of Iraqi crude oil (about two million barrels a day, last year). Damage to nearby fields in Kuwait and Saudi Arabia could make oil even more scarce. And already tight inventories and continued troubles in Venezuela could deliver a "perfect storm" of soaring oil prices.

The most plausible scenario, however, is bad news for Russia: a brief war, quickly followed by increased Iraqi exports, along with a clear policy of releasing oil from America's reserves to deter speculators. A more lasting Russian-American energy agenda would focus on subjects beyond the current, fleeting common interest in oil. To find an area in which dialogue can truly make a difference, Russia and the US should look to the subject that occupied much of their effort in the 1990s, but that both sides neglected too quickly: nuclear power.

With the end of the Cold War, the two nations created a multi-billion-dollar programme to sequester Russia's prodigious quantities of fissile material and nuclear technology. The goal was to prevent these "loose nukes" from falling into the hands of terrorists or hostile states.

The Co-operative Threat Reduction programme also included funds to employ Russian scientists through joint research projects and academic exchanges.

Inevitably, it has failed to meet all its goals. In a country where central control has broken down and scientific salaries have evaporated, it is difficult to halt the departure of every nuclear resource. Nor is it surprising that US appropriators have failed to deliver the billions of dollars promised for the collective endeavour. Other priorities have constantly intervened, and Russia's uneven record in complying with arms control agreements has made appropriation of funds a perpetual congressional battle. Various good ideas for reinvigorating the programme have gone without funding and bureaucratic attention - even in the post-September 11 political environment, in which practically any idea for fighting terrorism can get money.

Russia has opened nuclear waste encapsulation and storage facilities near Krasnoyarsk, raising the possibility of creating an international storage site for nuclear waste. This topic has long been taboo, but it is an essential issue to raise if the global nuclear power industry is to move beyond the inefficiencies of small-scale nuclear waste management.

Russia should also be brought into worldwide efforts to design new nuclear reactors. The global nuclear research community, under US leadership, has outlined comprehensive and implementable plans for the next generation of fission reactors. The Russian nuclear programme is one of the world's leaders in handling the materials necessary for new reactor designs. Yet Russia is not currently a member of the US government-led Generation IV International Forum, one of the main vehicles for international co-operation on fission reactors and their fuel cycles. Top US priorities must include integrating Russia into that effort, endorsing Russia's relationships with other key nuclear innovators (such as Japan), and delivering on the promise made at last summer's G8 meeting of leaders of the world's biggest economies - to help Russia secure its nuclear materials.

For opponents of nuclear power, no plan will be acceptable. But the emerging recognition that global warming is a real threat demands that nations develop serious, environmentally friendly energy alternatives. Of all the major options available today, only nuclear power and hydroelectricity offer usable energy with essentially zero emissions of greenhouse gases.

Neither government should be naive about the sustainability of this endeavour. Russia is not an ideal partner because its borders have been a sieve for nuclear know-how and because its nuclear managers are suspected of abetting the outflow. Thus, plans for nuclear waste storage, for example, must ensure that they render the waste a minimal threat for proliferation. The US must also be more mindful of Russian sensitivity to co-operation on matters that, to date, have been military secrets.

Another difficult issue that both nations must confront is Russia's relationship with Iran. A perennial thorn in ties, Russia's nuclear co -operation with officials in Tehran owes much not just to Iranian money but to the complex relationship between the two countries over drilling and export routes for Caspian oil. This link to Iran cannot be wished away, as it is rooted in Russia's very geography. Any sustainable nuclear partnership between the US and Russia must develop a political strategy to handle this reality.

The world, including the US, needs the option of viable nuclear power. Yet Russia's talented scientists and nuclear resources sit idle, ready for action.

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This seminar is part 5 of SPRIE's 5-part series on "Greater China: Entrepreneurial Leaders."

With China's fast growth pace, the build-up of its communication network is one important factor to ensure continuous growth. However, with the gloomy economy in the rest of the world, China's service providers are adjusting their investment strategy. Understanding the dynamics in the Greater China region will help capture market opportunity.

Mr. Gwong-Yih Lee is a distinguished entrepreneur, leader, and visionary in the emerging telecom market. Currently, he serves as a senior director of Global Solutions at Cisco Systems. Prior to Cisco, Mr. Lee was founder and chairman/CEO of TransMedia Communications, Inc. Acquired by Cisco in 1999 at the value of approximately $500 million, TransMedia builds products that capitalize on the opportunities created by the convergence of data, voice, and video. In 1999, TransMedia was selected as "Best of Breed" startup by the industry's top venture capitalists.

In May 1987, Mr. Lee founded Digicom Systems, Inc., a company devoted to high-speed modern communications applications in both software algorithms and hardware. Digicom has developed, manufactured, marketed, and supported a full continuing line of high speed communications products and was acquired by Creative Technology, Ltd. In 1994, prior to Mr. Lee's founding Digicom Systems, he held positions as a senior engineering manager with Silicon Valley firms including Anderson Jacobson, Racal-Datacom, and Cermetek Microelectronics.

Mr. Lee received a bachelor's degree from National Chiao-Tung University in Taiwan and a master's degree in electrical engineering from New York State University.

Philippines Conference Room, Encina Hall, Third Floor, Central Wing

Gwong-Yih Lee Senior Director and General Manager Cisco Systems
Seminars
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This seminar is part 2 of SPRIE's 5-part series on "Greater China: Entrepreneurial Leaders."

From a venture capital investor's perspective, what are the key opportunities and challenges of doing business in China in the current environment? Why? How is China's emerging private equity investment industry? What are the major differences between "home-grown" Chinese private equity firms and foreign capital firms? Bobby Chao will address these questions, based on personal experience gained over the past twenty years.

Bobby Chao began his career as one of the five original founders of Cadence Design Systems. A year after Cadence's successful IPO, Bobby founded Ocron, a leader in Optical Character Recognition (OCR) technology and document management software. Bobby was chairman and CEO of Ocron until Umax Technologies, Inc. acquired it. He then became part of the Umax team serving as senior vice president of marketing in charge of corporate marketing and investment. Bobby was previously general partner for Technology Associates Management Company and has served as chairman and CEO of VA Linux Systems.

Mr. Chao currently serves as chairman of Dragon Venture Inc., a cross-pacific venture capital, consulting, and M&A company, bridging the U.S. and Greater China markets. Portfolio companies focus on telecommunications, Internet infrastructure, Linux, fables IC designs, and EDA. Mr. Chao is currently on the board of several companies and professional organizations.

Mr. Chao holds a B.S. in physics from Taiwan, an M.S. in physics from Georgia State University, and an M.S. in aeronautical engineering from Stanford University.

Philippines Conference Room

Seminars
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This seminar is part 1 of SPRIE's 5-part series on "Greater China: Entrepreneurial Leaders."

For a long time, researchers have asked whether the success of Silicon Valley can be replicated elsewhere. There have been various levels of attempts and various levels of success outside the United States.

Depending on how success is measured, one can draw different conclusions. How do we evaluate Hsinchu Science Park? Have they created innovative products? Have they produced entrepreneurs? How do they stack up to Silicon Valley? What is their competitive edge? As China joins the WTO, what should its strategy be?

On a long-term basis, what are the factors that will drive and deliver sustainable competitive advantages? With changes in global economic conditions, how does one re-evaluate the Silicon Valley model? As China joins the WTO, what should its strategy be? And as China becomes the manufacturer of the world, what is its impact on Taiwan and Silicon Valley?

This talk offers an analysis of experiences in Silicon Valley and Asia in the past twenty years. It also offers some reflections on the model and strategy for Greater China.

Since November 1998, Sha has been a managing partner at Spring Creek Venture, which specializes in early-stage venture investment and business consultation with Internet and infrastructure companies. Sha is currently serving on the board of directors of several start-up companies, including Appstream, Acela, Aduva, E21, LiveABC, Optoplex, Mediostream, and Tom.com.

Sha has extensive experience as a leader of high technology companies. He served as CEO for Sina.com and senior vice president of Commerce Solutions at Netscape Communications. While at Netscape, he served concurrently as president and CEO of Actra Business Systems, a joint venture formed by Netscape and GE Information Services. A company Sha built from scratch, Actra was the first company to focus on business-to-business e-commerce and e-procurement application systems. Prior to Actra, Mr. Sha served as vice president and general manager of business-to-consumer integrated application business at Netscape Communications and vice president of the UNIX Product Division at Oracle Corporation.

In his community service, Sha served as chairman of the Monte Jade West Coast association from 2000-2001. Sha currently is serving as chairman of the Monte Jade Global Association, the premier technology entrepreneur association with twelve chapters in the United States, Canada, Singapore, and Taiwan.

Mr. Sha holds an MS in EECS from the University of California at Berkeley, an MBA from Santa Clara University, and a BS in EE from Taiwan University.

Philippines Conference Room

James C. Sha Managing Partner Spring Creek Venture
Seminars

Today, it is widely recognized that the absence of the rule of law constitutes a critical barrier to economic growth and democractic political development. Increasingly, scholars and policy makers alike are turning their attention toward the concept of economic rights - ranging from broad affirmations of the importance of secure property rights to more particular descriptions of modes of corporate governance - to inform their thinking about growth and development.

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Khaled Abou El Fadl is one of the leading authorities in Islamic law in the United States and Europe who has frequently criticized contemporary Islamic legal interpretation as deviating from its original diversity and moderation. He teaches Islamic Law, Middle Eastern Investment Law, Immigration Law, and courses related to human rights and terrorism. Professor Abou El Fadl's books include: Conference of the Books: The Search for Beauty in Islam (2001); Rebellion and Violence in Islamic Law (2001); Speaking in God's Name: Islamic Law, Authority and Women (2001); And God Knows the Soldiers: The Authoritative and Authoritarian in Islamic Discourse (2nd ed. revised and expanded, 2001) and The Place of Tolerance in Islam (2002).

Oksenberg, 3rd Floor, Encina Hall South

Khaled Abou Al Fadl Professor of Law Speaker University of California, Los Angeles
Lectures

CDDRL
Stanford University
Encina Hall
Stanford, CA 94305-6055

(650) 723-0676 (650) 724-2996
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Senior Fellow at the Freeman Spogli Institute for International Studies, Emeritus
Graham H. Stuart Professor of International Relations
Senior Fellow at the Hoover Institution, Emeritus
krasner.jpg MA, PhD

Stephen Krasner is the Graham H. Stuart Professor of International Relations. A former director of CDDRL, Krasner is also an FSI senior fellow, and a fellow of the Hoover Institution.

From February 2005 to April 2007 he served as the Director of Policy Planning at the US State Department. While at the State Department, Krasner was a driving force behind foreign assistance reform designed to more effectively target American foreign aid. He was also involved in activities related to the promotion of good governance and democratic institutions around the world.

At CDDRL, Krasner was the coordinator of the Program on Sovereignty. His work has dealt primarily with sovereignty, American foreign policy, and the political determinants of international economic relations. Before coming to Stanford in 1981 he taught at Harvard University and UCLA. At Stanford, he was chair of the political science department from 1984 to 1991, and he served as the editor of International Organization from 1986 to 1992.

He has been a fellow at the Center for Advanced Studies in the Behavioral Sciences (1987-88) and at the Wissenschaftskolleg zu Berlin (2000-2001). In 2002 he served as director for governance and development at the National Security Council. He is a fellow of the American Academy of Arts and Sciences and a member of the Council on Foreign Relations.

His major publications include Defending the National Interest: Raw Materials Investment and American Foreign Policy (1978), Structural Conflict: The Third World Against Global Liberalism (1985), Sovereignty: Organized Hypocrisy (1999), and How to Make Love to a Despot (2020). Publications he has edited include International Regimes (1983), Exploration and Contestation in the Study of World Politics (co-editor, 1999),  Problematic Sovereignty: Contested Rules and Political Possibilities (2001), and Power, the State, and Sovereignty: Essays on International Relations (2009). He received a BA in history from Cornell University, an MA in international affairs from Columbia University and a PhD in political science from Harvard.

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As Secretary of the Technology, Trade, and Commerce Agency, Lon Hatamiya advises the governor and the legislature on all matters related to international business, serving as the voice of California's private sector in the State Cabinet. Appointed by Governor Gray Davis in 1999 and confirmed unanimously by the State Senate, Secretary Hatamiya is the first Asian-American to hold a cabinet-level position in California history. As the state's primary promoter of economic development, he directs numerous programs stimulating economic activity for international trade and investment, and under his leadership the Agency added the Division of Science, Technology, and Innovation, focusing on R&D and the commercialization of new technologies. Prior to his appointment as secretary, Mr. Hatamiya served as administrator for the Foreign Agricultural Service in the United States Department of Agriculture (USDA). He holds a degree in economics from Harvard University, and JD and MBA degrees from the University of California, Los Angeles.

The Oksenberg Room, Third Floor, Encina Hall, South Wing

Lon Hatamiya Secretary Speaker California Technology,Trade and Commerce Agency
Workshops
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(Excerpt) China is becoming the workplace of the world, so we are increasingly told. Jeffrey Garten, dean of the Yale School of Management, writes, "Will China's importance to global manufacturing soon resemble Saudi Arabia's position in world oil markets?" And the world economy might "soon become dangerously vulnerable to a major supply disruption [in China] caused by war, terrorism, social unrest, or a natural disaster" (Business Week, June 17, 2002).

Its growth in manufacturing is impressive. Manufactured goods exports rose during the 1990s at a 15 percent annual rate to about $220 billion in 2000. On one estimate, China now makes 50 percent of the world's telephones, 17 percent of refrigerators, 41 percent of video monitors, 23 percent of washing machines, 30 percent of air conditioners, and 30 percent of color TVs. Many companies in the United States, Japan, Taiwan and elsewhere are moving operations there. Jobs are shrinking in Mexico's factories as work shifts to China. The building space of foreign contract manufacturers grew from 1.6 million square feet in June 1999 to 5 million square feet two years later.

The causes are China's opening to the world; its abundant supply of cheap, competent labor (with wage rates 5 percent of those in the United States or Japan and one-third of Mexico's--and no trade unions); a high savings/capital formation rate; and an influx of direct investment that brings technology with it. Moreover, there are still around 300 million workers in low-income, primary producing sectors, largely agricultural, that is a reserve pool of labor for industry. ...

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International Economy
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Henry S. Rowen
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