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CCG持续关注国际关系议题,推动中国与全球化的发展,积极开展国际交流,充分发挥智库“二轨外交”作用,在巴黎和平论坛、达沃斯世界经济论坛、慕尼黑安全会议等重要国际政策与意见交流平台上组织分论坛、边会、圆桌会议、晚宴等活动,促进国际政商学界对话,凝聚共识;CCG积极与各国政界、智库界、工商界开展“二轨外交”活动,每年常态化赴多国调研与交流,促进中外关系攸关方互动,保持与多国政策圈层的沟通渠道。
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王辉耀:如何打造中国特色智库人才“旋转门”
文 | 中国与全球化智库(CCG)主任王辉耀 在美国,智库与政府间存在一种特殊的人才交换通道——“旋转门”。思想者与行动者、学者与官员通过“旋转门”机制实现身份转换,在一定程度上沟通了学界与政界、思想与权力,实现了两者的相互渗透。一方面,智库人才进入政府任职,从政策研究者转变为政策制定者,增强了智库对国家政策的影响力;另一方面,智库大量吸纳政府离任官员,成为高级人才的蓄水池和引力场,提升了智库政策研究的质量。 中国智库同样面临人才流通问题。中办、国办印发的《关于加强中国特色新型智库建设的意见》指出,要“推动党政机关与智库之间人才有序流动,推荐智库专家到党政部门挂职任职”。据此,应逐步打造中国特色的“旋转门”机制,促进党政机关与智库之间的人才双向流动。 今天,我国已有部分优秀研究人员由体制内智库进入政府工作,部分离任官员进入智库从事研究或顾问工作。但这种“旋转门”机制并不完善,政府和智库间尚无法实现真正的人才双向流转。主要表现在两个方面:一方面,到智库工作的政界人士多为退休官员,且即使是退休官员,包括大使、参赞这类国际化人才,也大多进入各种协会机构,只有很少一部分选择进入智库。另一方面,由于现行公务员制度限制,由智库或学界进入政界的机会比较小,少量成功案例几乎都是党政智库人才到政府部门任职,社会智库等则极少有人才直接到政府部门任职的情况。 如何打造中国特色智库人才“旋转门”?特提出如下建议: 试点探索,逐步建立政府官员与智库学者间的轮换、挂职机制。选取与智库研究关联度较大的相关政府部门作为智库学者挂职锻炼或借调工作的试点,把部分关键职位在一定时限内提供给智库学者。同时,选择符合一定条件的智库作为交流试点,选拔相关岗位的政府官员到智库担任访问学者等研究职务。这样可以极大增进智库与政府间的理解与沟通,有助于培养具有学术素养的政策制定者和熟悉政策制定过程、更加务实的智库学者。对于成功的试点经验,可探索将其制度化,并加以推广。 建立健全政府和智库、学界、企业间的人才流转机制。改进公务员聘任政策,规范聘任人员的选拔方式、标准、程序和任期,完善保障措施,鼓励和吸纳社会优秀人才到政府部门任职,向政府输送新鲜血液。同时,逐步建立健全公务员等体制内人才向智库、学界、企业流转的制度和法律体系,完善相关保障措施。 创新智库运营机制,避免智库建设行政化。党政干部,特别是退休的政府高官到智库任管理职务,在提升智库对政策把握水平的同时,也可在一定程度上提升智库的公众影响力。智库应一方面吸纳符合条件的党政干部任职,一方面切实创新运营机制,避免智库建设的行政化色彩,同时明确边界,规范党政干部向智库管理者和研究者转型,更好地发挥他们的优势。 打造国际人才“旋转门”。随着对全球治理的参与日渐深入与广泛,我国对国际化人才的需求愈加突出。应创造条件鼓励和支持政府机构、智库与国际组织间的人才流转,广泛邀请符合条件的海外华人华侨、港澳台人才、归国留学人员和外国专业人士加入智库。有条件的地区,可以从公共部门的个别专业岗位开始探索吸纳国际人才,提升公共治理的国际化水平。同时,还可以通过交流、实习、挂职、专家顾问等方式加强向各类国际组织输送人才,在国际规则制定过程中发出更多中国声音、注入更多中国元素,维护和拓展我国利益。 充分发挥前外交官员的专业优势,推动智库“二轨外交”。西方国家通过“旋转门”进入智库的离任官员,其重要作用之一是推动了智库的“二轨外交”。中国也需要在更加广泛、更加深入的国际交流中与其他国家加深相互理解。应促进前外交官员、前商务参赞等富有经验的国际化人才向智库流转,充分发挥这一群体具有全球视野、熟悉海外情况、了解外交工作的专业优势。文章刊于《光明日报》,2016年10月19日
2016年10月20日 -
【Knowledge@Wharton】Wang Huiyao : How Should China Change Its National Brand?
Wang Huiyao, President of CCG.Few are as qualified as Huiyao Wang to analyze China’s future. He is the founding director of the Center for China and Globalization (CCG), a Chinese think tank on global talents, returnees and migration, and he has also been a Ministry of Foreign Trade and Economic Cooperation official. Today Wang is a senior fellow at the Harvard Kennedy School, among other activities. Ahead of his October visit to speak at the Wharton Nation Brand Conference, Wang spoke with marketing professor David Reibstein about the best future course for Chinese business and the nation’s brand.Wang Huiyao: How Should China Change Its National Brand? | Knowledge@WhartonDavid Reibstein: What is the Center for China and Globalization and its mission?Huiyao Wang: The Center for China and Globalization (CCG) is the largest independent think tank in China. We have been established almost nine years now, and we are lucky that we are ranked by the University of Pennsylvania’s Think Tank and Civil Society Program as 110th out of the top think tanks in the world, No. 7 in China and the No. 1 for independent think tanks in China. We’re fairly large and have almost 100 people in research and on staff. We have several locations in China, including Beijing, Shanghai and Guangzhou.The mission for the CCG is to become a bridge and a platform for the exchange of scholars and researchers and policymakers and the business academic community, in terms of strengthening the process of China and globalization. Also, its mission is to serve better the policy community, both in China and the outside world. We want to be a bridge and focus particularly on the globalizing of the talent and the enterprises, and the migration between China and other countries.Reibstein: You have been a consultant to many global companies such as GE, Siemens, ABB, Westinghouse, Mitsubishi, and so on. And I’m assuming you have worked with them to better connect them with China. But you have also been responsible for numerous Chinese firms going global. Is that the primary responsibility of the center?Wang: Yes. CCG hosted a large conference in Zhejiang Province, which just concluded the G20 Summit there. We had people from several hundred countries to talk about globalized enterprise in the contemporary world — basically how to invest in China and invest globally. We are having another conference called China Outbound Forum, which will have several hundred Chinese firms come regarding Chinese investment overseas. So, our center does involve a lot of exchanges and also promoting the cooperation between Chinese enterprises, multinationals, foreign enterprises and Fortune 500 companies. We do involve quite a bit of business exchanges and collaborations.Reibstein: Let’s talk about how China is perceived globally and how you’re trying to promote the image to better attract businesses to China, as well as acceptance of China’s businesses overseas. China is well known for its low-cost manufacturing. But I’m curious about what other characteristics you think should be better understood about China outside of China.Wang: That’s a very good question, thank you. I think since China has opened up, gradually the image of China, particularly for Chinese enterprises, has changed a lot. In the past, 30 years ago, all businesses in China were state-owned enterprises. Now, at least half of the enterprises are privately owned. That’s probably the image that China should show the world, that China is not only a country with state-owned enterprises but with a very vibrant and actively rigorous private sector as well.“Thirty years ago, all businesses in China were state-owned enterprises. Now, at least half of the enterprises are privately owned. That’s probably the image that China should show the world.”For example, the private sector employs about 70% of the Chinese workforce. Multinationals and foreign enterprises have employed over 60 million to 80 million of the labor force at one point in time. I think there are a lot of good stories that should be told. For example, Wal-Mart, one of the biggest companies in the United States, is in China producing $20 billion a year of different products that are made in China that keep consumer prices low in the U.S.I think the dialogue and the communications between Chinese companies and outside foreign companies sometimes are less well understood. When a Chinese company is buying a company in the U.S., sometimes it would be regarded as negative. But some are good examples. For example, we know that the U.S. government in recent years has been calling for Made in the U.S.A., and trying to attract back the manufacturing sector. We know that some U.S. companies and government officials have come to China. We know that one of our friends, a company like Fuyao Glass, one of the largest auto glassmakers in China and probably one of the largest in the world, now has invested $600 million in the United States. Now they have several factories in the United States, making all the glass for the American industry.Examples like that should be well talked about and the story should be told so that they have a better understanding. They come to the United States, they begin to create jobs, they begin to offer employment, they’re going to generate income. I think this kind of a story on both sides, like Wal-Mart being one of the biggest foreign employers in China, is really good. The globalization benefits both countries, both countries’ people and the companies. I think in order to promote image, maybe those stories should be well told and explained.SPONSORED CONTENT:Reibstein: Wal-Mart is an interesting story. By the way, I should let you know that my first time going to China was 1981.Wang: Oh, that’s very early.Reibstein: It’s very early. I’ve got all sorts of stories I could share about that, but I’ll do that when you’re here in the U.S. But I know that Wal-Mart got into China fairly early. I find Wal-Mart a really interesting example because when they were operating before going into China, their trademark was that all of their products were made in America. Then they dropped that. Obviously, they get a large number of products from China. But if I think about a global brand for a company, it becomes very difficult because within the United States they’re known as very low price. But in China, Wal-Mart is not the lowest-priced retailer.Wang: That’s right.Reibstein: It’s interesting how they have a different image within China than they do in the United States and elsewhere in the world. I suspect that’s true for the brand China itself. Since you mentioned Made in the U.S.A. as something that at least our current political candidates have been bandying around, there was the Made in China campaign that has been advertised quite broadly. Do you have any thoughts about that particular campaign, whom it was really targeted toward and whether it’s been successful?“Fuyao Glass, one of the largest auto glass makers in China and probably one of the largest in the world, now has invested $600 million in the United States.”Wang: I’m not too familiar with that. But I think that one thing about Made in China is that there are also image and brand changes. In the past, Made in China meant cheaper — maybe quality-wise not really very good, but affordable. But now Made in China is trying to change that into also meaning quality and good service. I think there’s another sense, too. For example, all the big automakers from the United States are in China. They’re selling probably more cars in China than in the United States. So now Made in China can be a good example. Now you have all those big brands made in China and mostly selling in China as well.Reibstein: Let me sort of tiptoe on what might be a delicate subject. The notion of Made in China might have translated to not necessarily the highest quality, not necessarily reliable. What is being done to try and change some of that image?Wang: One of the things that could be utilized is that we have so many American companies in China, like Microsoft, GE, GM or Ford. GM cars are now made in China, and Ford cars made in China are really of a very good quality. Microsoft has several research centers outside the United States. There’s a center in Beijing. It’s probably recognized by Microsoft as one of the best in the world that they have utilized the R&D talent and and there are a lot of good products out of China. I think Wal-Mart has opened more Sam’s Stores now in China.There are a lot of things that are made in China that are of good quality. I think that the story can probably be better told by those U.S. companies regarding their products. This is probably one of the things that China hasn’t realized. But if you really tell the story of these Fortune 500 companies that are coming to China and Made in China, and then we can demonstrate the products are of good quality, that can help change the image.Reibstein: I have no doubt that there are some great products that are made within China, and the quality of many of the examples you just mentioned are excellent. But I’m wondering how China is trying to capitalize on that. I suspect that those companies that are making their products in China tend not to promote that very much because of this legacy reputation. What can be done to overcome that?Wang: I think there are probably several ways to tackle that. First, I think the domestic companies really need to do a good job of the design of the brand and making them understood outside China. For example, Lenovo used to be called Legend. They changed their brand and redesigned their logos.We often see in the United States and other international television, the spokesperson or the local representative of Chinese companies is from China most of the time. Just like multinationals do in China, they hire local Chinese. They have a Chinese base in China, and then people felt they are part of the companies that belong here. Whereas in the United States, you probably don’t see that. You see a lot of Chinese representing Chinese companies. Maybe it’s a good idea to have Americans representing Chinese companies, so that like the Japanese have done, you can see a Toyota ad and you don’t see a Japanese talking there, you see an American representing Toyota. That could be the same method that the Chinese companies can adopt to tell the better story and explain better the quality and the product.Reibstein: One of the examples you just mentioned is Lenovo. I believe Lenovo today is the largest PC provider in the world. They could have selected a name that was very Chinese sounding. I often joke that the name Lenovo almost sounds Italian. It’s not, I think, the best ambassador for brand China. I think it is a great example of a company that’s doing exceedingly well with a great product, but I don’t know if it’s carrying the brand China on its shoulders.Wang: Well, they had a Chinese name in the past, Lianxiang. They’d been using that for quite some time, but they changed to their English name to reflect an international market. In the past, their old English name was Legend. But there were several brands already associated with Legend. I guess they wanted to try to demonstrate maybe innovative, novo, new. Like you said, a little Italian, a little French or European style stuff. But that’s a good example that they used that English name before they embarked on this internationalization of the company.Reibstein: But I’m worried about trying to help bring brand China up and who is carrying that banner. I’m wondering if there are any lessons that could be learned from Japan. At one point, Made in Japan had some baggage with it, as well as we could think about Made in South Korea. But the companies that we could think of, like I know you have worked with Mitsubishi, that is a very Japanese-sounding name. Samsung and Daewoo, both of those are not English sounding names. I’m wondering if there are some lessons for China that could be learned from Japan and from South Korea.Wang: I think there are really good lessons to learn from them. And I think sometimes it’s difficult to change the name. But to make the name, even in its own language, whether it’s in Korean or in Japanese, when they’re translating it into English, it’s at least pronounceable. That’s probably important. If a Chinese name is too difficult to pronounce, maybe it’s good to change into a pronounceable name, like Lenovo.“In the past, Made in China meant cheaper — maybe quality-wise not really very good, but affordable.”The second thing I think is that they could use the English alphabet. For example, TCL, one of the largest TV producers in China, or BYD, one of the largest battery and automakers in China for clean energy, is also using the letters of the English alphabet. Those are trying to suit the market. But I think the other thing is that when they do the ads, when they do the brand promotion, when they do the image, they should really use a lot of local representatives. I can give you a good example. At one time, they had an advertisement in Times Square. They flash all [famous] faces from China. But for the audience in the Western world, they don’t know this particular figure or that particular figure….Reibstein: What do you think China’s global image will be in 10 years?Wang: I think we see that China’s image is really changing quite rapidly; probably every decade there’s a big shift. For example, when World War II was finished, we saw the Western companies going global, multinationals emerging. Then in 1964, when the Tokyo Olympics happened, Japanese embarked on globalization. And in 1988, when the Seoul Olympics happened, Korean companies started the globalization and going global. In 2008, the Beijing Olympics happened and Chinese companies started going global. For the last ten or 20 years, we’ve seen China surpass Germany, surpass Japan, and now it’s quite compatible with the U.S. with still some years to catch up on the GDP side. But maybe in 10 years’ time, China will be the largest GDP country in the world. I think China has to really project its image as friendly for the climate now that China has just signed in Paris the climate change agreement with the U.S. We hope that we have maybe a clean and better China, and a more globalized China in 10 or 15 years’ time.We see China has half a million students studying in foreign countries every year. About 300,000 went to the United States and account for about one-third of the foreign students in the United States. China now is the largest country with 110 million people traveling around the world, spending $100 billion outside China. I think the purchasing power, their GDP and their industrial processes will continue.But I think what may be more important is the soft power. China has to match the soft power with the high power they acquire. What I really hope in the next 10, 20 years is that China should gain soft power, gain its compatible global image that other reputable countries have, try to be big stakeholders of this international family and play a more active role to maintain, strengthen and upgrade the global government system. I think there are a lot of things to expect.From Knowledge@Wharton, Oct 17, 2016
2016年10月19日 -
Wang Huiyao: How Should China Change Its National Brand? | Knowledge@Wharton
Wang Huiyao, President of CCG.Few are as qualified as Huiyao Wang to analyze China’s future. He is the founding director of the Center for China and Globalization (CCG), a Chinese think tank on global talents, returnees and migration, and he has also been a Ministry of Foreign Trade and Economic Cooperation official. Today Wang is a senior fellow at the Harvard Kennedy School, among other activities. Ahead of his October visit to speak at the Wharton Nation Brand Conference, Wang spoke with marketing professor David Reibstein about the best future course for Chinese business and the nation’s brand.Wang Huiyao: How Should China Change Its National Brand? | Knowledge@WhartonDavid Reibstein: What is the Center for China and Globalization and its mission?Huiyao Wang: The Center for China and Globalization (CCG) is the largest independent think tank in China. We have been established almost nine years now, and we are lucky that we are ranked by the University of Pennsylvania’s Think Tank and Civil Society Program as 110th out of the top think tanks in the world, No. 7 in China and the No. 1 for independent think tanks in China. We’re fairly large and have almost 100 people in research and on staff. We have several locations in China, including Beijing, Shanghai and Guangzhou.The mission for the CCG is to become a bridge and a platform for the exchange of scholars and researchers and policymakers and the business academic community, in terms of strengthening the process of China and globalization. Also, its mission is to serve better the policy community, both in China and the outside world. We want to be a bridge and focus particularly on the globalizing of the talent and the enterprises, and the migration between China and other countries.Reibstein: You have been a consultant to many global companies such as GE, Siemens, ABB, Westinghouse, Mitsubishi, and so on. And I’m assuming you have worked with them to better connect them with China. But you have also been responsible for numerous Chinese firms going global. Is that the primary responsibility of the center?Wang: Yes. CCG hosted a large conference in Zhejiang Province, which just concluded the G20 Summit there. We had people from several hundred countries to talk about globalized enterprise in the contemporary world — basically how to invest in China and invest globally. We are having another conference called China Outbound Forum, which will have several hundred Chinese firms come regarding Chinese investment overseas. So, our center does involve a lot of exchanges and also promoting the cooperation between Chinese enterprises, multinationals, foreign enterprises and Fortune 500 companies. We do involve quite a bit of business exchanges and collaborations.Reibstein: Let’s talk about how China is perceived globally and how you’re trying to promote the image to better attract businesses to China, as well as acceptance of China’s businesses overseas. China is well known for its low-cost manufacturing. But I’m curious about what other characteristics you think should be better understood about China outside of China.Wang: That’s a very good question, thank you. I think since China has opened up, gradually the image of China, particularly for Chinese enterprises, has changed a lot. In the past, 30 years ago, all businesses in China were state-owned enterprises. Now, at least half of the enterprises are privately owned. That’s probably the image that China should show the world, that China is not only a country with state-owned enterprises but with a very vibrant and actively rigorous private sector as well.“Thirty years ago, all businesses in China were state-owned enterprises. Now, at least half of the enterprises are privately owned. That’s probably the image that China should show the world.”For example, the private sector employs about 70% of the Chinese workforce. Multinationals and foreign enterprises have employed over 60 million to 80 million of the labor force at one point in time. I think there are a lot of good stories that should be told. For example, Wal-Mart, one of the biggest companies in the United States, is in China producing $20 billion a year of different products that are made in China that keep consumer prices low in the U.S.I think the dialogue and the communications between Chinese companies and outside foreign companies sometimes are less well understood. When a Chinese company is buying a company in the U.S., sometimes it would be regarded as negative. But some are good examples. For example, we know that the U.S. government in recent years has been calling for Made in the U.S.A., and trying to attract back the manufacturing sector. We know that some U.S. companies and government officials have come to China. We know that one of our friends, a company like Fuyao Glass, one of the largest auto glassmakers in China and probably one of the largest in the world, now has invested $600 million in the United States. Now they have several factories in the United States, making all the glass for the American industry.Examples like that should be well talked about and the story should be told so that they have a better understanding. They come to the United States, they begin to create jobs, they begin to offer employment, they’re going to generate income. I think this kind of a story on both sides, like Wal-Mart being one of the biggest foreign employers in China, is really good. The globalization benefits both countries, both countries’ people and the companies. I think in order to promote image, maybe those stories should be well told and explained.SPONSORED CONTENT:Reibstein: Wal-Mart is an interesting story. By the way, I should let you know that my first time going to China was 1981.Wang: Oh, that’s very early.Reibstein: It’s very early. I’ve got all sorts of stories I could share about that, but I’ll do that when you’re here in the U.S. But I know that Wal-Mart got into China fairly early. I find Wal-Mart a really interesting example because when they were operating before going into China, their trademark was that all of their products were made in America. Then they dropped that. Obviously, they get a large number of products from China. But if I think about a global brand for a company, it becomes very difficult because within the United States they’re known as very low price. But in China, Wal-Mart is not the lowest-priced retailer.Wang: That’s right.Reibstein: It’s interesting how they have a different image within China than they do in the United States and elsewhere in the world. I suspect that’s true for the brand China itself. Since you mentioned Made in the U.S.A. as something that at least our current political candidates have been bandying around, there was the Made in China campaign that has been advertised quite broadly. Do you have any thoughts about that particular campaign, whom it was really targeted toward and whether it’s been successful?“Fuyao Glass, one of the largest auto glass makers in China and probably one of the largest in the world, now has invested $600 million in the United States.”Wang: I’m not too familiar with that. But I think that one thing about Made in China is that there are also image and brand changes. In the past, Made in China meant cheaper — maybe quality-wise not really very good, but affordable. But now Made in China is trying to change that into also meaning quality and good service. I think there’s another sense, too. For example, all the big automakers from the United States are in China. They’re selling probably more cars in China than in the United States. So now Made in China can be a good example. Now you have all those big brands made in China and mostly selling in China as well.Reibstein: Let me sort of tiptoe on what might be a delicate subject. The notion of Made in China might have translated to not necessarily the highest quality, not necessarily reliable. What is being done to try and change some of that image?Wang: One of the things that could be utilized is that we have so many American companies in China, like Microsoft, GE, GM or Ford. GM cars are now made in China, and Ford cars made in China are really of a very good quality. Microsoft has several research centers outside the United States. There’s a center in Beijing. It’s probably recognized by Microsoft as one of the best in the world that they have utilized the R&D talent and and there are a lot of good products out of China. I think Wal-Mart has opened more Sam’s Stores now in China.There are a lot of things that are made in China that are of good quality. I think that the story can probably be better told by those U.S. companies regarding their products. This is probably one of the things that China hasn’t realized. But if you really tell the story of these Fortune 500 companies that are coming to China and Made in China, and then we can demonstrate the products are of good quality, that can help change the image.Reibstein: I have no doubt that there are some great products that are made within China, and the quality of many of the examples you just mentioned are excellent. But I’m wondering how China is trying to capitalize on that. I suspect that those companies that are making their products in China tend not to promote that very much because of this legacy reputation. What can be done to overcome that?Wang: I think there are probably several ways to tackle that. First, I think the domestic companies really need to do a good job of the design of the brand and making them understood outside China. For example, Lenovo used to be called Legend. They changed their brand and redesigned their logos.We often see in the United States and other international television, the spokesperson or the local representative of Chinese companies is from China most of the time. Just like multinationals do in China, they hire local Chinese. They have a Chinese base in China, and then people felt they are part of the companies that belong here. Whereas in the United States, you probably don’t see that. You see a lot of Chinese representing Chinese companies. Maybe it’s a good idea to have Americans representing Chinese companies, so that like the Japanese have done, you can see a Toyota ad and you don’t see a Japanese talking there, you see an American representing Toyota. That could be the same method that the Chinese companies can adopt to tell the better story and explain better the quality and the product.Reibstein: One of the examples you just mentioned is Lenovo. I believe Lenovo today is the largest PC provider in the world. They could have selected a name that was very Chinese sounding. I often joke that the name Lenovo almost sounds Italian. It’s not, I think, the best ambassador for brand China. I think it is a great example of a company that’s doing exceedingly well with a great product, but I don’t know if it’s carrying the brand China on its shoulders.Wang: Well, they had a Chinese name in the past, Lianxiang. They’d been using that for quite some time, but they changed to their English name to reflect an international market. In the past, their old English name was Legend. But there were several brands already associated with Legend. I guess they wanted to try to demonstrate maybe innovative, novo, new. Like you said, a little Italian, a little French or European style stuff. But that’s a good example that they used that English name before they embarked on this internationalization of the company.Reibstein: But I’m worried about trying to help bring brand China up and who is carrying that banner. I’m wondering if there are any lessons that could be learned from Japan. At one point, Made in Japan had some baggage with it, as well as we could think about Made in South Korea. But the companies that we could think of, like I know you have worked with Mitsubishi, that is a very Japanese-sounding name. Samsung and Daewoo, both of those are not English sounding names. I’m wondering if there are some lessons for China that could be learned from Japan and from South Korea.Wang: I think there are really good lessons to learn from them. And I think sometimes it’s difficult to change the name. But to make the name, even in its own language, whether it’s in Korean or in Japanese, when they’re translating it into English, it’s at least pronounceable. That’s probably important. If a Chinese name is too difficult to pronounce, maybe it’s good to change into a pronounceable name, like Lenovo.“In the past, Made in China meant cheaper — maybe quality-wise not really very good, but affordable.”The second thing I think is that they could use the English alphabet. For example, TCL, one of the largest TV producers in China, or BYD, one of the largest battery and automakers in China for clean energy, is also using the letters of the English alphabet. Those are trying to suit the market. But I think the other thing is that when they do the ads, when they do the brand promotion, when they do the image, they should really use a lot of local representatives. I can give you a good example. At one time, they had an advertisement in Times Square. They flash all [famous] faces from China. But for the audience in the Western world, they don’t know this particular figure or that particular figure….Reibstein: What do you think China’s global image will be in 10 years?Wang: I think we see that China’s image is really changing quite rapidly; probably every decade there’s a big shift. For example, when World War II was finished, we saw the Western companies going global, multinationals emerging. Then in 1964, when the Tokyo Olympics happened, Japanese embarked on globalization. And in 1988, when the Seoul Olympics happened, Korean companies started the globalization and going global. In 2008, the Beijing Olympics happened and Chinese companies started going global. For the last ten or 20 years, we’ve seen China surpass Germany, surpass Japan, and now it’s quite compatible with the U.S. with still some years to catch up on the GDP side. But maybe in 10 years’ time, China will be the largest GDP country in the world. I think China has to really project its image as friendly for the climate now that China has just signed in Paris the climate change agreement with the U.S. We hope that we have maybe a clean and better China, and a more globalized China in 10 or 15 years’ time.We see China has half a million students studying in foreign countries every year. About 300,000 went to the United States and account for about one-third of the foreign students in the United States. China now is the largest country with 110 million people traveling around the world, spending $100 billion outside China. I think the purchasing power, their GDP and their industrial processes will continue.But I think what may be more important is the soft power. China has to match the soft power with the high power they acquire. What I really hope in the next 10, 20 years is that China should gain soft power, gain its compatible global image that other reputable countries have, try to be big stakeholders of this international family and play a more active role to maintain, strengthen and upgrade the global government system. I think there are a lot of things to expect.From Knowledge@Wharton, Oct 17, 2016
2016年10月19日 -
【亚太日报】黄日涵、徐磊祥:解除“紧箍咒”对缅甸意味什么?
解除“紧箍咒”对缅甸意味什么?作者:黄日涵,中国与全球化智库(CCG)一带一路研究所所长;徐磊祥,万里常安海外风险研究院研究员;美国总统奥巴马7日发布行政命令,宣布美国终止实施针对缅甸的《国家应急法》,并由此解除针对缅甸的相关制裁措施。美国财政部也在当天发表声明,终止实施针对缅甸的《国家应急法》后,美国财政部监管下的针对缅甸的经济和金融制裁措施将不再有效。这表明美国放开了对缅甸长达20多年的经济制裁。美国对缅甸的制裁始于1997年克林顿政府,当时缅甸正处于军政府统治时期。由于缅甸军政府对昂山素季的持续打压,美国对缅甸的制裁也在逐步升级。从克林顿到小布什,美国对缅制裁法案也从禁止美国投资,进入“缅甸资源的经济发展领域”,不断扩大到禁止从缅进口产品、冻结缅政府在美资产、禁止到缅投资和向缅提供贷款及技术援助等,可以说,美国给缅甸的“紧箍咒”是越拴越紧。美国之所以一步步收紧对缅制裁,除了缅甸国内因素之外,更多是美国对自身国家利益的考虑。缅甸连接东南亚和南亚,毗邻中国,地缘位置非常重要。美国希望缅甸建立一个符合西方价值观的亲美政权,从而服务于它全球战略的需要。而且,冷战结束后,美国迫切想扩张势力范围,巩固霸权地位。在这一大背景下,缅甸军政府显然不符合美国推广其国际战略的需要,经济制裁就成为美国促使缅甸国内政局转变的重要工具。2015年缅甸大选后,昂山素季领导的民盟取得胜利,美国政府认为这是在缅甸成功推行民主价值观的优秀案例。今年4月,民盟上台执政,美国加快了放下“大棒”的速度,从5月开始逐步放松对缅制裁,到9月昂山素季访美之时,奥巴马明确放出了将全面解除对缅甸制裁的信号。缅甸民盟领导人昂山素季。数据图片众所周知,奥巴马政府上台后推出了“亚太再平衡”战略,企图拉拢中国周边国家和地区以遏制中国的发展。此番美国终止对缅甸的经济制裁,与其说是因为缅甸民主进程的推进,还不如说美国是企图通过解除经济制裁来进一步拉拢缅甸,使缅甸民盟政府能够在外交政策上更多地倾向美国。从目前的情况来看,美国解除对缅甸制裁的靴子何时落地仍未可期。而奥巴马任期即将结束,此时出台这项政策,无外乎是想为自己留下“政治遗产”。当然,也是替民主党助选,为希拉里加油添分。毋庸置疑,美国解除制裁,对于缅甸经济发展来说,将是一针“强心剂”。由于美国长期制裁,加上缅甸国内电力匮乏、基础设施落后,缅甸经济长期以来发展比较缓慢。如果这次美国解除经济制裁能够得到切实履行,缅甸国际经济环境将大为改善。其实缅甸拥有不错的天然禀赋,国内自然资源丰富、劳动力充沛低廉,随着制裁的解除,国际投资将会纷至沓来。基础设施落后,经济发展缓慢的缅甸。数据图片目前,有许多人担忧美国解除经济制裁会使缅甸的外交政策更加亲美,然而这一论断在笔者看来有点多虑。一方面,缅甸长期以来一直奉行不结盟的外交政策,倒向美国的可能性并不大。另一方面,从昂山素季领导的民盟上台以来,中缅关系一直保持较为良性的发展,中缅高层互动频繁。缅甸新政府的外交政策也在日渐成熟,对于民盟政府而言,在中美之间寻求平衡,在大国之间寻找共识,将逐渐成为缅甸执政团队的共识,而这一认知将会持续相当长的时间。俗话说“远亲不如近邻”,发展中缅关系的主动权毕竟在中缅两国手中,“任他风吹浪打,我自闲庭信步”。文章选自亚太日报,2016年10月11日
2016年10月18日 -
【澎湃新闻网】李显龙访澳提升战略关系,每年派近两万新加坡士兵赴澳训练
据《联合早报》10月13日报道,当地时间12日,新加坡总理李显龙对澳大利亚进行国事访问,并受邀在澳大利亚议会发表演讲,成为获此待遇的第12位国家领导人。 在演讲中李显龙声称,新澳均“视美国为良性力量,在促进亚洲的和平与稳定上扮演重大角色。”他同时也表示,中国是新澳两国的最大贸易伙伴,双方“希望同中国加强合作,也支持中国在区域内扮演建设性角色。” 除此次演讲之外,李显龙此访最重要的成果是与澳大利亚成功达成了关于“澳新全面战略伙伴关系协定”的四项配套协定。李显龙称,澳新此次达成的协定将把两国带到一个新的里程碑。 英国《国际商业时报》11日报道显示,这四项协定中最重要的是一项关于防务合作的谅解备忘录,允许在未来25年内,每年有不超过18,000名新加坡士兵在澳大利亚进行多达18周的训练。 据报道,尽管新加坡士兵赴澳训练已经是一个长久以来的传统,但此前每年只有约6000名新加坡士兵在澳受训。此次达成的这一耗资约17亿美元的项目将极大拓展两国防务合作的规模。 近年来,新加坡不断加强与美国的盟友联系,而有关其在中国南海问题上的表态频频成为媒体关注的焦点。就在两周前(9月底),李显龙对日本进行为期四天的访问。期间,他就南海问题声称,新加坡在南海存在“关键利益”。 8月初访美期间,李显龙还就所谓的南海“仲裁案”表达强有力的支持立场。 就在10月12日刚刚结束的香山论坛上,新加坡国防部长黄永宏通过中国媒体表示,新加坡将“关注中国如何在南海问题上,就军事和民用船舶通行建立规则”。 在10月11日中国与全球化智库(CCG)举办的一次研讨会上,北京大学国际关系学院教授、CCG特邀高级研究员翟崑对澎湃新闻记者表示,面临地区形势的急剧变化,新加坡变得异常“纠结”,既希望将美国的力量越来越多地引入到东南亚地区,又希望贯彻并保持自己独立的外交理念,这可能将增加新加坡和中国之间在政治、外交和安全方面的的“摩擦”。 但与此同时,新加坡通过在重庆开设政府间合作项目,参与到渝新欧国际铁路联运大通道之中,成为全世界唯一一个既参与“丝绸之路经济带”、又参与“21世纪海上丝绸之路”的国家,在中国的对外经贸合作战略中发挥着重要作用。 翟崑认为,在这种“政经分离”的局面下,中方需要进行相当程度的努力,才能既维护自己的核心利益,又在开展国际经贸合作时,最大程度地发挥新加坡的重要作用。文章选自澎湃新闻网,2016年10月13日
2016年10月18日 -
创新体制机制 释放人才红利——中国海归创新创业峰会
2016年10月12日,中国海归创新创业峰会举行。来自人才问题研究领域的8名国内外知名专家学者,围绕我国人才工作发展历程、如何强化人才工作等问题作了主旨演讲,并进行了圆桌研讨。 十八大报告首次提出建立具有国际竞力的人才制度优势,凸显了人才工作的国际化特征。中国与全球化智库(CCG)主任、国务院参事王辉耀认为,“十三五”期间,我国要加快从人口红利向人才红利转变,聚天下英才而用之。在全球范围吸引高层次人才的同时,还要想办法留住他们,将其作用最大化。这就需要为他们提供可充分发挥才能的平台,以及适宜的硬软件环境。此外,还需要尝试实行更开放的移民政策,提供更多减免税率、方便签证和简化手续等便利。 谈及对我市人才工作的意见建议,王辉耀表示,德州融入京津冀协同发展后,尤其需要国际化人才,特别是海归人才,他们可以利用外向型企业这一平台,在服务业、高新技术产业等领域发挥极大作用。要借鉴外地人才工作的好经验、好做法,出台更有针对性的人才新政,多方面拓宽引进人才的渠道,打破体制内外人才流动的壁垒,提升人才驱动力。 中组部人才局原副巡视员、中国国际人才专业委员会副会长胡建华认为,制度聚才具有稳定性、长期性、根本性,当今世界各国的人才竞争根本上是制度层面的竞争。必须构建与时代需求相适应、具有国际竞争力的人才制度。为此,中央出台了《关于深化人才发展体制机制的改革意见》,旨在管理体制上减政放权,扩大用人单位自主权,冲破束缚人才发展的制度藩篱及思想观念障碍,加快构建科学规范、运行高效的人才发展制度体系,从而进一步形成具有国际竞争力的人才制度优势,达到建设人才强国的目标。首先,做到有国际化视野,选拔人才时要立足全球,放眼世界;其次,要有国际化思维,思想不能封闭保守,要与世界同步;再次,人才政策要与国际接轨,努力让人才流动没有障碍。 参与圆桌研讨的中国国际经济交流中心信息部部长、研究员、教授徐洪才表示:“作为全球第二大经济体,中国的发展转型要放眼世界,延揽国际化人才。当前,中国最缺的不是人才,而是使用人才的机制,这就对当前的人才管理体制机制提出挑战。要加大改革创新力度,着力破除制约人才发展的思想障碍和制度藩篱,打破束缚人才发展的条条框框,最大限度激发人才创新创造活力。”
2016年10月17日 -
洪明基:不忘初心,追求人生成功
理事简介洪明基,CCG常务理事,香港洪氏集团有限公司董事会副主席、合兴集团控股行政总裁。 既然决定创业就要坚持、坚持、再坚持。要吃苦、要学习、还要总结。通往成功的要素是决心、恒心、事业心;善于观察、善于思考、善于总结。——洪明基 洪明基总裁在回顾集团近百年历史中谈到,合兴发展靠的是良心经营,从食用油开始,围绕与食品有关的行业开展了食品加工、零售、连锁餐饮以及房地产、轻工、互联网、金融投资等。从一开始的人无我有、人有我优、人优我转做人家做不了的,填补市场空白;别人跟上来了怎么办?就必须提高保障品质,继续巩固佔领市场;别人的品质也跟上来了,便转到市场的空白点去,寻找新机会。因此,合兴集团经历四次成功的业务扩展延伸。第一次转型 :从香港为主的工厂转为内地建厂投产;第二次延展:从制造产品发展成为工贸结合的企业经营超级市场;第三次延展:从商超转变为以连锁餐饮零售为主的现代服务业务;第四次延展:由餐饮企业发展成资本投资和资本管理为主的互联网企业,亦成立以互联网为依托的外送服务和金融投资。 洪明基先生分享他在内地创业的20几年商旅历程最核心的经验与体会。他说,既然决定创业就要坚持、坚持、再坚持。要吃苦、要学习、还要总结。通往成功的要素是决心、恒心、事业心;善于观察、善于思考、善于总结。合兴和我今天的财富和成功,靠的是什么?答案是靠社会、靠员工、靠合作伙伴,还要有一颗感恩的心。合兴在香港有开展了三十几年的“狮球唛教育基金”为香港乃至全球培养了上千的社会精英,在内地已设立了“北京香港青年交流与发展基金”继续为香港、北京挖掘、支持、鼓励有志青年一代追求梦想,成长为新一代领袖人物。 洪明基特别关注青年人的发展创业问题,他关注青年人的发展和成长已成为他生活工作的一部分,在和青年人交往的过程中,洪明基特别强调他在创业过程中的挫折和教训。他提到在社会高速发展的今天,在创业过程当中要避免哪些弯路,是目前大众创业万众创新的本质问题。青年有理想有抱负,也应该要有良好的心态和准备,要想成为一个成功的创业者或者已经走在创业之路的,大家有个基本共同点就是不甘于平庸,要不负青春年华,这是非常好的信念,当有自己的理想,制定好自己的目标,为实现我们的理想而奋斗。洪明基觉得这个理想的结果不单单只是赚钱这么简单,赚钱只是结果之一,只要能实现自我的理想,能够让创业人的商业模式在市场上被接受,钱就自然而然来了。成功的创业者是整个社会上最稀缺的资源,在不同的阶段,通过年轻一代持续努力创新、不同创造这个世界才能改变,青年是改变社会及社会进步的重要力量。洪明基先生热心公益事业,捐助贫困学生 在洪明基二十多年的创业过程当中,有两个词是他的座右铭:一个是守正,另一个是出奇。守正的意思是作为企业家要保护这个社会的安定繁荣,还是要努力遵守社会上的主要规则和大道理的;在此基础上,如何通过挖掘整个市场及社会的变革,利用这个先机出奇地吸取重要资源,把握这方面的发展。在他的创业过程中,他认为创业的本质特别重要,他希望更多的企业家通过他们不同的创业人生,启发年轻的创业人,在不同时期和社会环境避免创业弯路,有助于青年人更加顺利从容地发展,洪明基对青年人特别提出三点:第一个是坚持。他说许多青年人一定了解到了创业的辛苦。在大学的时候也都想着创业,不甘寂寞。他比喻说,大学时想象的创业环境,就像是初恋的感觉一样,幻想有一个非常完美的爱情故事,这个爱情故事越完满,以后现实中的感受和体会就越失望以及会各加越失落并产生恐惧。当每个青年人在实际来到社会和商界打拼的时候,各种初入社会的体验和实际感受更像是一场非常不完美的婚姻爱情,如果你把这件事情看得特别完美,抱有很高的期望,而现实与期望有很大差别,感觉无法继续,那么从生活的角度你很快就会离婚或放弃的想法。所以,想作为一个青年创业家,第一步重要的事情是一定要认真了解创业不是一件容易的事,更不是一个儿戏,里面一定有特别多的委屈、特别无奈、需要更多的磨合、耐心和挑战,要想创业者和初入职场人适应和渡过这个阶段,可能在这个过程中要隐忍克服很多东西、摔很多次跟头才能够站立起来。但有了这样的认知及平常心,去坚持目标、坚持理想才会让未来的路走得更容易,当然,每一次的摔倒都要知道你为什么会倒下,当你站起来的时候你才可以继续前行。洪明基还提到他的童年及留学过程是非常美好的,13岁去美国读中学和大学,很享受这个舒服的过程。22岁回国创业落差很大,感觉特别艰难。除了要在陌生的地方创业,还要对社会模式摸索以外,文化上的冲击,生活上的不习惯等等都有许多大的挑战。他在90年代的时候曾经有两次想到放弃,但是后来为了个人的理想,他告诫自己不能放弃不能服输,在家人的鼓励、很多朋友的支持下,他最终坚持了下来,并认识到中国的改革开放给予他很多不同的机会,他一定要通过自己的不懈努力、学习、了解国情、历史、文化以及方方面面的不同寻找共同点,接受各种挑战和不适,做好每一门社会功课。有了坚定的决心和意志信念,面对诸多困难他最终都能迎刃而解、从容面对了。洪明基在北京参加60周年大庆游行活动 在投资方面他还举了这样一个例子,他说在过去两、三年有很多年轻创业者找到他,希望让他投资他们的公司,有些项目他有些犹豫就回绝了,但是在拒绝的背后他还是很关注的,他的关注和犹豫是不知道创业人这个项目的形式,他要了解、要学习,目前可能不完全能做,不代表他不会介入,创业人很多就打了退堂鼓,不再与他联系,不联系他就意味着把他们忘掉了,这个点子或项目就没了。但其实他投了大概十几个不同的项目,有三五个一开始也不是被他特别看好,但是他们会主动跟洪总沟通说服他,“洪总虽然你不准备投我们的项目,但是你作为前辈能不能讲讲我这个项目有什么不对的地方,有什么能进步的地方,对于这样的请求洪明基当然也很乐意接受,提来提去,不断沟通探讨,在互动当中洪明基看到他的商业模式的改善,更重要的是洪明基看到他作为企业家精神上有根本的变化,最后整个模式也改进得完善了许多,是一个基本上可以投资的项目,而这五家公司最终洪明基全部投资了。通过这些案例洪明基觉得坚持良好的沟通是很重要的。 洪明基还强调创业者就是一颗被很多人踩在地上的种子,不管被踩多深,都有能力长成参天大树。困难越大,挑战越大,也就越能成为一个锻炼的机会,而能克服这些困难是成功的关键所在。 回顾自己的创业之路,洪明基说,92年、93年他在中国不同的城市发展,虽然艰苦但相对简单。他的第一个、第二个项目成功了,但这并不好,通过他的非正式统计,在他的朋友圈当中,失败次数越多的朋友做的企业规模越大。一般第一次创业就成功的公司业绩都一般。其实失败是奠定企业成功的关键要素,通过失败王安顺市长颁发首届“京华奖”给洪明基 可以了解到成功的秘诀。通过屡屡战斗可以建立起自己独特的气质与优势,再把勇气放进来,这样的公司未来发展会有机会最为成功!总结多次失败的经验,提升企业的坚毅的战斗力,这样当再去打仗的时候,自然越来越勇敢,越战越精,变成整个战场里的标兵榜样。 在不忘初心,追求成功的人生路上,洪明基将继续前行!人物简介 洪明基,CCG常务理事,香港洪氏集团有限公司董事会副主席、合兴集团控股行政总裁。洪明基1992年毕业于美国南加州大学企业管理专业,而后回到国内投资创业。他长期扎根国内,开始了超过20年的创业创新发展之路,并全面负责洪氏集团在国内投资的经营管理。洪明基先生曾经荣获“中国优秀企业家”、“中国优秀企业形象管理工作者”、“中国特许经营十年发展贡献奖”“北京优秀企业家”“中国餐饮企业优秀企业家”“中国品牌建设十大杰出经理人”等称号,2008年至今连续两届当选为北京市政协委员,2009年被评为最佳雇主,2010年被评为杰出贡献奖和热心公益奖,2014年首届“京华奖”获得者。此外,洪明基先生担任的部分社会职务有:中国人民政治协商会议北京市委员会委员、中华全国归国华侨联合会委员、中国侨商投资协会副会长、中华海外联谊会理事、中国海外联谊会青年委员会副秘书长、北京市海外联谊会副会长、北京青年商会执行会长、北京市外商投资协会副会长、北京香港青年交流与发展基金创始人。文章选自《中国与全球化智库》2016年9月刊总62期,作者为CCG编辑部,转载请注明出处。
2016年10月17日