Investment
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During the past few years, significant economic growth, together with mature talent and huge market potential, have attracted a larger number of entrepreneurs and venture investment to create a high-tech start-up fever in China. While the outcome of these new enterprises in terms of business success and financial return are still unclear, the recent economic downturn in the United States has further fueled this trend. As a participant of venture investment activities in China during the past two years, Dr. Chwang will take a candid look at the opportunities and challenges of private entrepreneurship in China. He will discuss the interactive dynamics of this new growth in the Greater China region. He will examine the Silicon Valley influence on this phenomenon and the pros and cons of applying the Valley's model in China.

Ronald Chwang is the chairman and president of Acer Technology Ventures (ATV) America. Dr. Chwang initiated the Acer venture investment activities in North America with the launch of a $40 million "Acer Technology Venture Fund" in 1997. Subsequently, ATV's investment scope was further expanded after the successful formation of the second fund, a $260 million "IP Fund One", in May 2000, together with new investment activities in key regions of the Asia Pacific.

Dr. Chwang currently serves actively on the board of a number of ATV's portfolio companies such as Reflectivity, iRobot, and OctaSoft. He also serves on the board of the following public companies: Silicon Storage Technology Inc. in Sunnyvale, California, Acer Laboratories Inc. ,and Ambit Microsystems Corp. in Taiwan.

From 1992 to 1997, Dr. Chwang was president and CEO of Acer America Corporation. Under his leadership, Acer America's revenue grew from $200 million to $1.44 billion. Dr. Chwang has been with Acer since 1986, serving in various executive positions leading business units engaged in ASIC products, computer peripherals, and Acer-Altos server system. Before joining Acer, Dr. Chwang worked for several years in development and management positions at Intel in Oregon and Bell Northern Research in Ottawa, Canada. Dr. Chwang received his B. Eng. Degree in Honors Electrical Engineering from McGill University in Montreal, and his Ph.D. in EE from the University of Southern California.

Philippines Conference Room

Dr. Ronald Chwang Chairman and President Acer Technology Ventures
Seminars
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Following the successful migration of semiconductor foundries business to Taiwan, IC design houses are now flowing to Asia. As a result, the opportunities for venture capital investments in Greater China are increasing. Based on on-the-ground experience gained during the past ten years dealing with high-tech venture businesses between Silicon Valley and Asia, Jesse Chen will share his unique perspective on the changing dynamics of risks, timing, business sectors etc. for optimizing investments in the high tech industry in Greater China.

Jesse Chen is managing director of Maton Venture. Maton is a global venture with strategic investors and VC partners from the U.S., Europe, Japan, and Taiwan. Launched in October 1997, Maton now has thirty-two portfolio companies across Semiconductor, Communication, Software and other Information Technology industries. As of December 2002, three have gone public and five have been acquired. Jesse currently serves as board member for eleven companies.

Before Maton, Jesse co-founded BusLogic, Inc. in 1988 and served as CEO and president until it was acquired in 1996. BusLogic designed and marketed ASIC, Board and Software for the computer storage industry. Under Jesse's leadership, BusLogic achieved twenty-two quarters of consecutive growth and profitability, yielding BusLogic's first investor more than sixty times return of investment within six years. BusLogic is now part of IBM.

Jesse also served as chairman of the Global Monte Jade Science and Technology Association from 1998 to 2000 and served as Chairman of Monte Jade West from 1997 to 1998. Monte Jade has more than one thousand high tech corporate members throughout North America and Asia and more than fifty are public companies.

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

Jesse Chen Managing Partner Maton Venture
Seminars
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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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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
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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
Paragraphs

(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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This presentation analyzes the factors influencing South Asian entrepreneurial expansion in the UK and the validity of conventional wisdom, which attributes South Asian business success to cultural factors. It suggests that entrepreneurial growth depends on human capital factors like education and prior experience, the investment of personal savings at start-up and breaking away from a management strategy bound by immigrant culture. At the same time, strengthening links with one's country of origin has a positive impact on growth. The findings have implications for aspiring entrepreneurs and for policy makers and agencies that aim to encourage the growth of South Asian and more generally, immigrant ethnic minority entrepreneurship. Dr. Basu has a background in economics, international finance and management. She holds a doctorate in economics from the University of Cambridge. Dr. Basu's research interests include migration and ethnic entrepreneurship, small firm growth, decision-making and economic adjustment of enterprises. Her current research interests focus on immigrant entrepreneurship and the role of the family in immigrant business development. She has published papers in several leading international refereed journals.

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

Anuradha Basu Senior Lecturer in Entrepreneurship and Management and Director Centre for Entrepreneurship, School of Business, University of Reading UK
Paragraphs

Foreign banks have long faced difficulties in attempting to enter certain Japanese financial markets. This is due partly to regulatory practices and partly to specific Japanese socioeconomic conditions, for instance the system of relationship banking. While retail banking is still a sector in which almost no foreigners have been able to succeed, some foreign financial institutions have been able to gain market share in investment and wholesale banking.

Today, Japanese financial markets offer a bizarre playing ground for foreign competitors.On the one hand, overdue reforms, deteriorating stock markets, and shockingly bad ratings should scare many foreigners away from making commitments to Japan's markets. On the other hand, it is just these problems and the dissatisfaction with the Japanese banking sector, as well as an increasing division of the Japanese economy into large global players and small domestic companies, that might help a few strong foreign banks with superior global capabilities overcome their liability of foreignness. Indeed, we assume that improved market opportunities for foreign banks in Japan are related to a fundamental lack of global capabilities on the part of Japanese financial institutions, despite their pronounced advantages as local players. In contemplating the future of foreign financial institutions in Japan, we propose three scenarios. Japan is often compared with Great Britain, where the term "Wimbledon effect" was coined after deregulation of Britain's financial markets--the "Big Bang"--resulted in the acquisition of many British banks by foreign companies. (The analogy refers to the fact that although Britain provides the world's foremost arena for tennis at Wimbledon, the winners of the Wimbledon tournament tend to be foreign players.) The Wimbledon effect would predict that market deregulation will strengthen the financial center but lead to asituation in which markets are dominated by foreign banks. Focusing on investment banking, our paper examines whether Japan faces the same developments as did Great Britain, whether the Wimbledon effect is a plausible scenario for Japan, and whether the analogy between the two financial centers is suitable.

The two other scenarios are strong positions of foreign-Japanese joint ventures ("mixed double") and the continuing dominance of Japanese financial-service providers ("home run").While domination by foreign financial institutions has come to pass in Britain, its BigB ang has at the same time boosted London's position as a financial center. However, in this paper we will explain why Japan's case is different from the situation in the British financialmarkets. Not only is market domination by foreigners in Japan an effect that cannot be expected in the medium run, but Tokyo's domestic orientation distinguishes it from so-called global centers such as London and New York and makes it highly vulnerable in the current situation. Japan's long-lasting economic problems, Tokyo's historical lack of a greater region it has served as a financial center, and an increasing need for globally competitive financial services by large international Japanese corporations cast doubt on the future status of Tokyo as a leading financial center.

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Shorenstein APARC
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