Asia Business Quotes

I think I screamed. She certainly did. I started to walk away, she followed. We continued to scream at each other. We were in the middle of a busy square. People stopped to look at us. A lot of people. I wonder now what they thought. That Jin-Ae was my wife? My lover? Surely not an ambitious employee haranguing her boss!

It’s April 2006. It’s a Saturday. I’m walking through a market in Seoul, Korea, having a very public screaming match with a young Chinese-Korean woman whom I have recently promoted to Asia-Pacific Regional Manager. Despite the promotion, she is not happy. I think she wants my job. Right now, I’d happily give it to her if it would shut her up and calm me down. If I’d wanted a screaming match, I could have stayed at home; no, correct that, I’ve never had a domestic dispute as loud and unpleasant as this is turning out to be.

A true revolution of values will soon look uneasily on the glaring contrast of poverty and wealth. With righteous indignation, it will look at thousands of working people displaced from their jobs with reduced incomes as a result of automation while the profits of the employers remain intact, and say: “This is not just.” It will look across the oceans and see individual capitalists of the West investing huge sums of money in Asia, Africa and South America, only to take the profits out with no concern for the social betterment of the countries, and say: “This is not just.” It will look at our alliance with the landed gentry of Latin America and say: “This is not just.” The Western arrogance of feeling that it has everything to teach others and nothing to learn from them is not just. A true revolution of values will lay hands on the world order and say of war: “This way of settling differences is not just.” This business of burning human beings with napalm, of filling our nation’s homes with orphans and widows, of injecting poisonous drugs of hate into the veins of peoples normally humane, of sending men home from dark and bloody battlefields physically handicapped and psychologically deranged cannot be reconciled with wisdom, justice and love. A nation that continues year after year to spend more money on military defense than on programs of social uplift is approaching spiritual death. America, the richest and most powerful nation in the world, can well lead the way in this revolution of values. There is nothing to prevent us from paying adequate wages to schoolteachers, social workers and other servants of the public to insure that we have the best available personnel in these positions which are charged with the responsibility of guiding our future generations. There is nothing but a lack of social vision to prevent us from paying an adequate wage to every American citizen whether he be a hospital worker, laundry worker, maid or day laborer. There is nothing except shortsightedness to prevent us from guaranteeing an annual minimum—and livable—income for every American family. There is nothing, except a tragic death wish, to prevent us from reordering our priorities, so that the pursuit of peace will take precedence over the pursuit of war. There is nothing to keep us from remolding a recalcitrant status quo with bruised hands until we have fashioned it into a brotherhood.

Minding his own business had been his motto living in a strange foreign country with a world-recognized social issue of failing morals.

Ancient politicians talked incessantly about morality and virtue; our politicians talk only about business and money. One will tell you that in a particular country a man is worth the sum he could be sold for in Algiers; another, by following this calculation, will find countries where a man is worth nothing, and others where he is worth less than nothing. They assess men like herds of livestock. According to them, a man has no value to the State apart from what he consumes in it. Thus one Sybarite would have been worth at least thirty Lacedaemonians. Would someone therefore hazard a guess which of these two republics, Sparta or Sybaris, was overthrown by a handful of peasants and which one made Asia tremble?

Never Underestimate. Just as in any other negotiation, watching before acting is as important as listening before speaking. It's doubly important in China, however, where customs are time-honored and breaches of protocol not so quickly forgiven.

After taking a step outside, I looked around the busy street and sighed. Everyone was rushing to be somewhere as I stood alone with my to-go box.

Europe is made of history, America of philosophy, Asia of prosperity, and Africa of opportunity.

Introducing non-copy-protected software into this kind of an environment may be the single most boneheaded thing that American business has ever done in its long history of stepping on rakes in Asia.

Multitudes are now turning to Christ in all parts of the world. How unbearably tragic it would be, though, if the millions of Asia, South America and Africa were led to believe that the best we can hope for from the Way of Christ is the level of Christianity visible in Europe and America today, a level that has left us tottering on the edge of world destruction. The world can no longer be left to mere diplomats, politicians, and business leaders. They have done the best they could, no doubt. But this is an age for spiritual heroes-a time for men and women to be heroic in faith and in spiritual character and power. The greatest danger to the Christian church today is that of pitching its message TOO LOW.

Countless aid organizations and governments are convinced that they know what poor people need, and invest in schools, solar panels, or cattle. And, granted, better a cow than no cow. But at what cost? A Rwandan study estimated that donating one pregnant cow costs around $3,000 (including a milking workshop). That’s five years’ wages for a Rwandan.17 Or take the patchwork of courses offered to the poor: Study after study has shown that they cost a lot but achieve little, whether the objective is learning to fish, read, or run a business.18 “Poverty is fundamentally about a lack of cash. It’s not about stupidity,” stresses the economist Joseph Hanlon. “You can’t pull yourself up by your bootstraps if you have no boots.”19 The great thing about money is that people can use it to buy things they need instead of things that self-appointed experts think they need. And, as it happens, there is one category of product which poor people do not spend their free money on, and that’s alcohol and tobacco. In fact, a major study by the World Bank demonstrated that in 82% of all researched cases in Africa, Latin America, and Asia, alcohol and tobacco consumption actually declined.20

At a meeting of business leaders from India and Southeast Asia in Kuala Lumpur in 2005, the secretary general of the ASEAN, Ong Keng Yong, introduced Dr Singh as ‘the world’s most highly qualified head of government’. A standing ovation followed.

A true revolution of values will soon cause us to question the fairness and justice of many of our past and present policies. On the one hand we are called to play the good Samaritan on life’s roadside; but that will be only an initial act. One day we must come to see that the whole Jericho road must be transformed so that men and women will not be constantly beaten and robbed as they make their journey on life’s highway. True compassion is more than flinging a coin to a beggar; it is not haphazard and superficial. It comes to see that an edifice which produces beggars needs restructuring. A true revolution of values will soon look uneasily on the glaring contrast of poverty and wealth. With righteous indignation, it will look across the seas and see individual capitalists of the West investing huge sums of money in Asia, Africa and South America, only to take the profits out with no concern for the social betterment of the countries, and say: “This is not just.” It will look at our alliance with the landed gentry of Latin America and say: “This is not just.” The Western arrogance of feeling that it has everything to teach others and nothing to learn from them is not just. A true revolution of values will lay hands on the world order and say of war: “This way of settling differences is not just.” This business of burning human beings with napalm, of filling our nation’s homes with orphans and widows, of injecting poisonous drugs of hate into veins of people normally humane, of sending men home from dark and bloody battlefields physically handicapped and psychologically deranged, cannot be reconciled with wisdom, justice and love. A nation that continues year after year to spend more money on military defense than on programs of social uplift is approaching spiritual death.

The general economic growth of the quarter of a century that followed World War II not surprisingly created many illusions. In the West, people thought that they had found in Keynesianism the definitive solution to the problem of crises and unemployment. It was thus thought that the world had entered into an era of perpetual prosperity and definitive mastery of the business cycle. In the socialist world, it was also thought that the model formula for even higher growth had been discovered which enabled Khruschev to announce victoriously that by 1980 the USSR would have overtaken the united States "in every domain." In the third world of Africa and Asia, the national liberation movements which had seized political independence, also had a battery of prescriptions which, in a mix of capitalist and socialist recipes, in doses that varied from case to case, would enable these movements to overcome "underdevelopment" in "interdependence.

The world’s first commercial railroad opened for business in 1830, in Britain. By 1850, Western nations were criss-crossed by almost 25,000 miles of railroads – but in the whole of Asia, Africa and Latin America there were only 2,500 miles of tracks. In 1880, the West boasted more than 220,000 miles of railroads, whereas in the rest of the world there were but 22,000 miles of train lines (and most of these were laid by the British in India).5 The first railroad in China opened only in 1876. It was 15 miles long and built by Europeans – the Chinese government destroyed it the following year. In 1880 the Chinese Empire did not operate a single railroad. The first railroad in Persia was built only in 1888, and it connected Tehran with a Muslim holy site about 6 miles south of the capital. It was constructed and operated by a Belgian company. In 1950, the total railway network of Persia still amounted to a meagre 1,500 miles, in a country seven times the size of Britain.

Over the past 30 years, approximately 300 million people have moved into China’s middle class. And according to the OECD Development Centre, the forecast is for another 200 million people to move into the middle class by 2026. This means the Asia Pacific region, which in 2009 represented 18% of the world’s middle class, will reach 66 percent by 2030. Let’s repeat that. Over the next 15 years, Asia will go from 20 percent to 66 percent of the world’s middle class. At the same time, the developed markets of North America and Europe, which held a combined 54 percent of the global middle class in 2009, are forecast to drop to only 21 percent by 2030. Basically, follow the money. Asia’s middle class consumers are the future. Learn Mandarin.

It's clear: North Korea is a total sham. Officially, it outlaws private business, but in the shadows it lets it thrive. Since there are hardly any markets, merchants warehouse their Chinese products at home and sell them to their neighbors and acquaintances. This farce is the only thing preventing the bankruptcy of the North Korean state and the pauperization of its citizenry.

Yet as one senior administration official noted to me, 'People who blithely say that we'd win a trade war because China obviously couldn't sustain the damage caused by cutting off their goods are just naive and silly.' Any significant trade restrictions the United States imposed on China would swiftly lead to an equally harmful retaliation on the United States. That is why the most effective lobbyists against tariffs on Chinese goods are American companies that buy from China, do business in China, or have ventures with Chinese firms. So as Obama's outburst [of 'I need leverage!' to staff on a visit to Asia in 2011] underscored, the form of leverage threatened most often by Washington politicians looking for an easy applause line actually offers little leverage at all.

Some equestrians were involved in the potentially lucrative business of provincial taxation, thanks to another law of Gaius Gracchus. For it was he who first arranged that tax collecting in the new province of Asia should, like many other state responsibilities, be contracted out to private companies, often owned by equestrians. These contractors were known as publicani – ‘public service providers’ or ‘publicans’, as tax collectors are called in old translations of the New Testament, confusingly to modern readers. The system was simple, demanded little manpower on the part of the Roman state and provided a model for the tax arrangements in other provinces over the following decades (and was common in other early tax raising regimes). Periodic auctions of specific taxation rights in individual provinces took place at Rome. The company that bid the highest then collected the taxes, and anything it managed to rake in beyond the bid was its profit. To put it another way, the more the publicani could screw out of the provincials, the bigger their own take – and they were not liable to prosecution under Gaius’ compensation law. Romans had always made money out of their conquests and their empire, but increasingly there were explicitly, and even organised, commercial interests at stake.

But the remarkable thing about the beetles was their sensitivity to all the grammar and directives and slogans and even unstated desires of the ant world, which they learned to manipulate. They first memorized the proper antenna-vibration and foreleg-tap which the ants themselves used to request food. The poor workers, busy going here and there and back again all day and never getting a chance to think, automatically assumed that these fearsome strangers had been authorized by the Central Committee since they knew the password, and so they regurgitated a drop or two of fruit juice on cue, much the same as when one is traveling across Europe or Asia on the train and a person in uniform requests one’s passport, one’s ticket, takes them away, and comes back, or else does not come back, having sold them; a badge and a superior manner can obtain anything in this world.

The portraits were intended to parade their fellows like specimens in a zoo. Yet at the same time most show the castizos, mestizos, and mulattos dressed sumptuously, moving happily about their daily business, tall and robustly healthy each and every one. Looking at the smooth, smiling faces now, one would never know that on the streets of the cities where they were painted these people were scorned for their very diversity. One would also never know that the casta paintings were not diverse enough—not a single one portrayed New Spain’s Asian population, by far the biggest outside Asia. SHOOK-UP

The world’s first commercial railroad opened for business in 1830, in Britain. By 1850, Western nations were criss-crossed by almost 40,000 kilometres of railroads – but in the whole of Asia, Africa and Latin America there were only 4,000 kilometres of tracks. In 1880, the West boasted more than 350,000 kilometres of railroads, whereas in the rest of the world there were but 35,000 kilometres of train lines (and most of these were laid by the British in India).6 The first railroad in China opened only in 1876. It was twenty-five kilometres long and built by Europeans – the Chinese government destroyed it the following year.

It shouldn't be here. This sedge grass is decorative bullshit he imported from Northern Asia. The lab spent two years modifying it to slot into our ecosystem, all so that the mountain would literally smell of honey. Terra di latte e miele, she said, mockingly. Thank god my father went into business, not poetry. He's far too much of a romantic. I laughed, incredulous at this portrait of my stiff employer, and Aida reddened. It is romantic, if you think about it. He planted the grass for my mother. She's one of those Catholic Koreans, painfully devout. You know. The promised land, Canaan, found after forty years of wandering the desert. The land of milk and honey.

You think of travellers as bold, but our guilty secret is that travel is one of the laziest ways on earth of passing the time. Travel is not merely the business of being bone-idle, but also an elaborate bumming evasion, allowing us to call attention to ourselves with our conspicuous absence while we intrude upon other people’s privacy – being actively offensive as fugitive freeloaders. The traveller is the greediest kind of romantic voyeur, and in some well-hidden part of the traveller’s personality is an unpickable knot of vanity, presumption and mythomania bordering on the pathological. This is why a traveller’s worst nightmare is not the secret police or the witch doctors or malaria, but rather the prospect of meeting another traveller.

It worked. At the beginning of the first century AD, there were hardly any monotheists in the world. Around AD 500, one of the world’s largest empires – the Roman Empire – was a Christian polity, and missionaries were busy spreading Christianity to other parts of Europe, Asia and Africa. By the end of the first millennium AD, most people in Europe, West Asia and North Africa were monotheists, and empires from the Atlantic Ocean to the Himalayas claimed to be ordained by the single great God. By the early sixteenth century, monotheism dominated most of Afro-Asia, with the exception of East Asia and the southern parts of Africa, and it began extending long tentacles towards South Africa, America and Oceania. Today most people outside East Asia adhere to one monotheist religion or another, and the global political order is built on monotheistic foundations.

Shortly after he had dispatched his “letter of tears,” Paul’s fortunes plummeted to a new low. Claudius’s last years had been clouded by court intrigues, and in October 54, he was poisoned by his wife and succeeded by Nero, his adopted seventeen-year-old son. The accession of the new emperor was hailed with relief and joy and an empire-wide resurgence of the imperial cult. But Rome was in trouble: The Parthians threatened the eastern frontier and there were uprisings in Judea. Scapegoats were needed, and Marcus Junius Silanus, governor of Asia, was murdered by Nero’s agents on suspicion of treason and, in a roundup of local malcontents, Paul was imprisoned in Ephesus. Luke, always the champion of Rome and reluctant to admit that Paul was ever regarded as an enemy of the empire, tells us nothing of this. Instead, he claims that Paul’s mission in Ephesus came to an end after a riot in the Temple of Artemis, when the silversmiths who crafted figurines of the goddess accused him of putting them out of business by undermining the cult.24

businesses that could benefit from the way networks behave, and this approach yielded some notable successes. Richard came from a different slant. For twenty years, he was a ‘strategy consultant’, using economic analysis to help firms become more profitable than their rivals. He ended up co-founding LEK, the fastest-growing ‘strategy boutique’ of the 1980s, with offices in the US, Europe and Asia. He also wrote books on business strategy, and in particular championed the ‘star business’ idea, which stated that the most valuable venture was nearly always a ‘star’, defined as the biggest firm in a high-growth market. In the 1990s and 2000s, Richard successfully invested the money he had made as a management consultant in a series of star ventures. He also read everything available about networks, feeling intuitively that they were another reason for business success, and might also help explain why some people’s careers took off while equally intelligent and qualified people often languished. So, there were good reasons why Greg and Richard might want to write a book together about networks. But the problem with all such ‘formal’ explanations is that they ignore the human events and coincidences that took place before that book could ever see the light of day. The most

What’s the best thing you’ve done in your work and career? In business decision-making, certainly one of your highlights was licensing your computer operating system to IBM for almost no money, provided you could retain the right to license the system to other computer manufacturers as well. IBM was happy to agree because, after all, nobody would possibly want to compete with the most powerful company in the world, right? With that one decision, your system and your company became dominant throughout the world, and you, Bill Gates, were on your way to a net worth of more than $60 billion. Or maybe you’d like to look at your greatest career achievement from a different angle. Instead of focusing on the decision that helped you make so much money, maybe you’d like to look at the decision to give so much of it away. After all, no other person in history has become a philanthropist on the scale of Bill Gates. Nations in Africa and Asia are receiving billions of dollars in medical and educational support. This may not be as well publicized as your big house on Lake Washington with its digitalized works of art, but it’s certainly something to be proud of. Determining your greatest career achievement is a personal decision. It can be something obvious or something subtle. But it should make you proud of yourself when you think of it. So take a moment, then make your choice.

Linnaeus divided the genus Homo into two species, Homo sapiens (man) and Homo troglodytes (ape), and divided Homo sapiens into four natural varieties—H. sapiens americanus, H. sapiens europaeus, H. sapiens asiaticus, and H. sapiens afer—linked to the four known regions of the world, America, Europe, Asia, and Africa. He color-coded the subspecies red, white, yellow, and black and assigned each a set of physical, personality, cultural, and social traits. Linnaeus was influenced by the classical concept of the Great Chain of Being described by Saint Thomas Aquinas, which placed everything in the universe—from stones to angels—in a grand hierarchy established by God. At the pinnacle of beauty and intelligence Linnaeus placed H. sapiens europaeus: “Vigorous, muscular. Flowing blond hair. Blue eyes. Very smart, inventive. Covered by tight clothing. Ruled by law.” H. sapiens americanus, according to Linnaeus, was “Ill-tempered, impassive. Thick straight black hair; wide nostrils; harsh face; beardless. Stubborn, contented, free. Paints himself with red lines. Ruled by custom.” Linnaeus described H. sapiens asiaticus as “Melancholy, stern. Black hair; dark eyes. Strict, haughty, greedy. Covered by loose garments. Ruled by opinion.” And at the bottom, he placed H. sapiens afer: “Sluggish, lazy. Black kinky hair; silky skin; flat nose; thick lips; females with genital flap and elongated breasts. Crafty, slow, careless. Covered by grease. Ruled by caprice.” Here lies the origin of the color scheme for mankind American children still sing about in Sunday school: red, yellow, black, and white.

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...the centrality of competitiveness as the key to growth is a recurrent EU motif. Two decades of EC directives on increasing competition in every area, from telecommunications to power generation to collateralizing wholesale funding markets for banks, all bear the same ordoliberal imprint. Similarly, the consistent focus on the periphery states’ loss of competitiveness and the need for deep wage and cost reductions therein, while the role of surplus countries in generating the crisis is utterly ignored, speaks to a deeply ordoliberal understanding of economic management. Savers, after all, cannot be sinners. Similarly, the most recent German innovation of a constitutional debt brake (Schuldenbremse) for all EU countries regardless of their business cycles or structural positions, coupled with a new rules-based fiscal treaty as the solution to the crisis, is simply an ever-tighter ordo by another name. If states have broken the rules, the only possible policy is a diet of strict austerity to bring them back into conformity with the rules, plus automatic sanctions for those who cannot stay within the rules. There are no fallacies of composition, only good and bad policies. And since states, from an ordoliberal viewpoint, cannot be relied upon to provide the necessary austerity because they are prone to capture, we must have rules and an independent monetary authority to ensure that states conform to the ordo imperative; hence, the ECB. Then, and only then, will growth return. In the case of Greece and Italy in 2011, if that meant deposing a few democratically elected governments, then so be it. The most remarkable thing about this ordoliberalization of Europe is how it replicates the same error often attributed to the Anglo-American economies: the insistence that all developing states follow their liberal instruction sheets to get rich, the so-called Washington Consensus approach to development that we shall discuss shortly. The basic objection made by late-developing states, such as the countries of East Asia, to the Washington Consensus/Anglo-American idea “liberalize and then growth follows” was twofold. First, this understanding mistakes the outcomes of growth, stable public finances, low inflation, cost competitiveness, and so on, for the causes of growth. Second, the liberal path to growth only makes sense if you are an early developer, since you have no competitors—pace the United Kingdom in the eighteenth century and the United States in the nineteenth century. Yet in the contemporary world, development is almost always state led.

Sinclair James - English Communication Language in Asia Is English Language a Hindrance to Communication for Foreigners in Asia? One of the hesitations of westerners in coming to Asia is the language barrier. True, Asia has been a melting pot of different aspects of life that in every country, there is a distinct characteristic and a culture which would seem odd to someone who grew up in an entirely different perspective. Language is one of the most flourishing uniqueness of Asian nations. Although their boundaries are emphasized by mere walls which can be broken down easily, the brand of each individual can still be determined on the language they use or most comfortable with. Communication may be a problem as it is an issue which neighboring countries also encounter on each other. Message relays or even simple gestures, if interpreted wrongly can cause conflicts. Indeed, the complaints are valid. However, on the present day number of American and European visitors and the boost in tourism economies, language barriers seem to have been surpassed. Perhaps, the problem may not even exist at all. According to English Language Proficiency Test (ELPT) and International English Language Testing System (IELTS), Asian countries are not altogether illiterate in speaking and understanding the universal language. If so, there are countries which can even speak English as fluent as any native can. Take for example the Philippines. Once in Manila, the country’s capital, you will find thousands of individuals representing different nationalities. The center for business growth in the country, Business Process Outsourcing (BPO) has proven the literacy of the people in conversing using the international language. Clients from abroad prefer Filipinos in dealing with customers concern since they can easily comprehend grasp and explain things in English. ELPT and IELTS did not even include the Philippines in the list of the top English speaking nations in Asia since they are already considered one of the best and most fluent in this field. Other neighboring Asian countries also send their citizens to the Philippines to learn English. With a mixture of British and American English being used in everyday conversations, the Philippines has to be considered to be included in the top 5 most native English speakers. You may even be surprised to meet a young child in Manila who has not gone to school or mingled with foreigners but can speak and understand English. Singapore, Indonesia, Malaysia and most Asian countries, if indeed all, can also easily understand and speak English. It seems that the concern for miscommunication has completely no basis and remains a groundless issue. Maybe perhaps, those who say this just want to find a dumb excuse? Read more at: SjTravels.com

As each German and Italian and Frankish nobleman arrived in Constantinople with his own private army, ready to cross over the Bosphorus Strait and face the enemy, Alexius had demanded a sacred oath. Whatever “cities, countries or forces he might in future subdue . . . he would hand over to the officer appointed by the emperor.” They were, after all, there to fight for Christendom; and Alexius Comnenus was the ruler of Christendom in the east.1 Just as Alexius had feared, the chance to build private kingdoms in the Holy Land proved too tempting. The first knight to bite the apple was the Norman soldier Bohemund, who had arrived in Constantinople at the start of the First Crusade and immediately became one of the foremost commanders of the Crusader armies. Spearheading the capture of the great city Antioch in 1098, Bohemund at once named himself its prince and flatly refused to honor his oath. (“Bohemund,” remarked Alexius’s daughter and biographer, Anna, “was by nature a liar.”) By 1100, Antioch had been joined by two other Crusader kingdoms—the Kingdom of Jerusalem and the County of Edessa—and Bohemund himself was busy agitating the Christians of Asia Minor against Byzantium. By 1103, Bohemund was planning a direct attack against the walls of Constantinople itself.2 To mount this assault, Bohemund needed to recruit more soldiers. The most likely source for reinforcements was Italy; Bohemund’s late father, Robert Guiscard, had conquered himself a kingdom in the south of Italy (the grandly named “Dukedom of Apulia and Calabria”), and Bohemund, who had been absent from Italy since heading out on crusade, had theoretically inherited its crown. Alexius knew this as well as Bohemund did, so Byzantine ships hovered in the Mediterranean, waiting to intercept any Italy-bound ships from the principality of Antioch. So Bohemund was forced to be sneaky. Anna Comnena tells us that he spread rumors everywhere: “Bohemond,” it was said, “is dead.” . . . When he perceived that the story had gone far enough, a wooden coffin was made and a bireme prepared. The coffin was placed on board and he, a still breathing “corpse,” sailed away from Soudi, the port of Antioch, for Rome. . . . At each stop the barbarians tore out their hair and paraded their mourning. But inside Bohemond, stretched out at full length, was . . . alive, breathing air in and out through hidden holes. . . . [I]n order that the corpse might appear to be in a state of rare putrefaction, they strangled or cut the throat of a cock and put that in the coffin with him. By the fourth or fifth day at the most, the horrible stench was obvious to anyone who could smell. . . . Bohemond himself derived more pleasure than anyone from his imaginary misfortune.3 Bohemund was a rascal and an opportunist, but he almost always got what he wanted; when he arrived in Italy and staged a victorious resurrection, he was able to rouse great public enthusiasm for his fight against Byzantium. In fact, his conquest of Antioch in the east had given him hero stature back in Italy. People swarmed to see him, says one contemporary historian, “as if they were going to see Christ himself.”4

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.

Eight months [after 9/11], after the most intensive international investigation in history, the head of the Federal Bureau of Investigation informed the press that they still didn't know who did it. He said they had suspicions. The suspicions were that the plot was hatched in Afghanistan but implemented in Germany and the United Arab Emirates, and, of course, in the United States. After 9/11, Bush II essentially ordered the Taliban to hand over Osama bin Laden, and they temporized. They might have handed him over, actually. They asked for evidence that he was involved in the attacks of 9/11. And, of course, the government, first of all, couldn't given them any evidence because they didn't have any. But secondly, they reacted with total contempt. How can you ask us for evidence if we want you to hand somebody over? What lèse-majesté is this? So Bush simply informed the people of Afghanistan that we're going to bomb you until the Taliban hand over Osama bin Laden. He said nothing about overthrowing the Taliban. That came three weeks later, when British admiral Michael Boyce, the head of the British Defense Staff, announced to the Afghans that we're going to continue bombing you until you overthrow your government. This fits the definition of terrorism exactly, but it's much worse. It's aggression. How did the Afghans feel about it? We actually don't know. There were leading Afghan anti-Taliban activists who were bitterly opposed to the bombing. In fact, a couple of weeks after the bombing started, the U.S. favorite, Abdul Haq, considered a great martyr in Afghanistan, was interviewed about this. He said that the Americans are carrying out the bombing only because they want to show their muscle. They're undermining our efforts to overthrow the Taliban from within, which we can do. If, instead of killing innocent Afghans, they help us, that's what will happen. Soon after that, there was a meeting in Peshawar in Pakistan of a thousand tribal leaders, some from Afghanistan who trekked across the border, some from Pakistan. They disagreed on a lot of things, but they were unanimous on one thing: stop the bombing. That was after about a month. Could the Taliban have been overthrown from within? It's very likely. There were strong anti-Taliban forces. But the United States didn't want that. It wanted to invade and conquer Afghanistan and impose its own rule. ...There are geostrategic reasons. They're not small. How dominant they are in the thinking of planners we can only speculate. But there is a reason why everybody has been invading Afghanistan since Alexander the Great. The country is in a highly strategic position relative to Central Asian, South Asia, and the Middle East. There are specific reasons in the present case having to do with pipeline projects, which are in the background. We don't know how important these considerations are, but since the 1990s the United States has been trying hard to establish the Trans-Afghanistan Pipeline (TAPI)from Turkmenistan, which has a huge amount of natural gas, to India. It has to go through Kandahar, in fact. So Turkmenistan, Afghanistan, Pakistan, and India are all involved. The United States wants the pipeline for two reasons. One reason is to try to prevent Russia from having control of natural gas. That's the new "great game": Who controls Central Asian resources? The other reason has to do with isolating Iran. The natural way to get the energy resources India needs is from Iran, a pipeline right from Iran to Pakistan to India. The United States wants to block this from happening in the worst way. It's a complicated business. Pakistan has just agreed to let the pipeline run from Iran to Pakistan. The question is whether India will try to join in. The TAPI pipeline would be a good weapon to try to undercut that.

I think the biggest impacts on marketing for Australia in the future will be the ability to understand and meet the needs of Asian consumers

This book should never have happened. If it wasn’t for the most bizarre and twisted sequence of events involving a diverse array of people it wouldn’t have. Let us explain. If someone we, the authors, had wanted to impress - a publisher, say, or a book reviewer - had asked us how it had emerged, we could have come up with all kinds of things to establish our credentials for writing it. But they would have been only a small part of the story of how it came about, and not the interesting bit either. The truth is much more human and fascinating - and it also gets to the heart of the book and shows how networks really work. Greg has always been fascinated by ‘network theory’ - the findings of sociologists, mathematicians and physicists, which seemed to translate to the real world of links between people. Early in his professional life at Auto Trader magazine in Canada he got to see an extraordinary network of buyers and sellers in operation. Later, when he became a venture capitalist - someone who invests in new or young companies, hoping that some of them will become very valuable - he applied what he’d learned. He invested in businesses that could benefit from the way networks behave, and this approach yielded some notable successes. Richard came from a different slant. For twenty years, he was a ‘strategy consultant’, using economic analysis to help firms become more profitable than their rivals. He ended up co-founding LEK, the fastest-growing ‘strategy boutique’ of the 1980s, with offices in the US, Europe and Asia. He also wrote books on business strategy, and in particular championed the ‘star business’ idea, which stated that the most valuable venture was nearly always a ‘star’, defined as the biggest firm in a high-growth market. In the 1990s and 2000s, Richard successfully invested the money he had made as a management consultant in a series of star ventures. He also read everything available about networks, feeling intuitively that they were another reason for business success, and might also help explain why some people’s careers took off while equally intelligent and qualified people often languished. So, there were good reasons why Greg and Richard might want to write a book together about networks. But the problem with all such ‘formal’ explanations is that they ignore the human events and coincidences that took place before that book could ever see the light of day. The most

In sales and marketing, if you run a big business in Europe or the United States, you and your employees need to understand that the world market of the future will be growing primarily in Asia and Africa, not at home.

Castro’s revolution, with all of its supposedly good intentions, put a stop to the growth of Havana. Of course it put an end to the Mafia controlling the casinos and entertainment, but for them it was a minor setback. They just packed their bags and went to Las Vegas where they expanded and developed “The Strip!” Batista and his followers fled Cuba for the Dominican Republic, Europe and South Florida. Many Cubans lost everything they had but others fled taking their wealth with them. The upheaval in 1959 marked the beginning of austerity for this former freewheeling city. The communistic de-privatization of all businesses, along with the embargo imposed by the United States, created a serious decline in Havana’s economy. The constant pressure to nationalize, as well as the severe crackdown by the régime to keep people in line, curtailed growth and placed an enormous hardship on the Cuban people. Since the Castro Revolution, the people of Havana have been severely affected, because of the absence of commerce with its former trading partner, the United States, located only 90 miles to the north. In all Havana has taken a severe toll economically, with its dilapidated houses, and the pre-1959 cars on the streets of the city being a testimony to the bygone era. It is only now that with the hope of normalization between the governments of Cuba and the United States that perhaps the people will benefit. For the greatest part, the Port of Havana has also been bypassed, chiefly due to the restrictions placed on them by the United States. However, the Cuban government is now attempting a comeback by attracting tourism from Canada, Mexico, the Bahamas, Latin America, Asia and Europe. The city of Havana has renovated the Sierra Maestra Cruise Port, but only very few cruise companies consider Havana a port of call. Slowly, German and British ships started to arrive, including the Fred Olsen Cruises and Carnival Cruise Line. Technically Real Estate Brokers and Automobile Dealers are illegal in Cuba, although real-estate offices and car dealerships are blatantly open for business. The buying and selling of real estate and cars, which was forbidden for many years, can now be done because of some changes brought about by Raúl Castro, but only by full-time residents of Cuba. However, gray market sales are thriving through the use of friends and family as proxies.

As we walked along the ramparts we could see them going about their business – veiled women walking here and there, men riding motorbikes or cars, people going to visit their neighbours – and I marvelled yet again at the uniqueness of life in a place like Pakistan, where a community of several hundred people live, work, eat and do their laundry inside the walls of one of the most historically significant military fortifications in south Asia.

On top of the potential for restructuring the business, there are significant bloated costs to trim. General Insurance is paying for expensive sponsorship deals with sports teams that offer little benefit. It needlessly maintains two Gulfstream private jets. Some managers work four days a week because their workloads are perennially light. Bonus plans have targets that are far too easy to meet. Pensions are inexplicably overfunded, and the company’s contributions to pension programs can be scaled back to the lower end of targets set by regulators. The IT department is overstaffed and full of pet projects that the business will never realize value from. Low-grade IT can be outsourced to Asia.

Page 32: The phenomenal commercial success of the Chinese in Thailand, and indeed throughout Southeast Asia, has no single or simple explanation. Certainly this success is partly attributable to such personal qualities as perseverance, capacity for hard work, and business acumen, but one of the most important factors has been the tight social and economic organization developed by overseas Chinese communities. Such communities in Southeast Asia appear remarkable self-sufficient and to many observers seem to form alien societies within the host society. They have proved unusually effective, on the one hand, for encouraging mutual aid and co-operation among heterogeneous linguistic and socio-economic groups and, on the other, for providing protection from hostile or competitive individuals and governments. Better than most people the Chinese have learned the dictum that ‘in unity there is strength’. Their organizational cohesion furnishes much of the answer not only to the economic well-being of the Chinese as a group but also to the persistence of their cultural patterns and values in an alien and sometimes unfriendly social environment. This is a community of interest as well, for the wealth accumulated by the successful business man is used in part to support a multiplicity of ethnic organizations: trade guilds, a powerful Chinese Chamber of Commerce, dialect associations, benevolent and charitable organizations, surname associations, religious groups for both men and women, sports associations and social clubs.

It struck me as a kind of technology that reduced freedom, and in a society that was basically an assembly plant for Western business interests, depending on the goodwill of washerwomen and the cowardice of students, this technology was useful for all sorts of programs and campaigns. In a “wired city” you wouldn’t need wall space for SINGAPORE WANTS SMALL FAMILIES and PUT YOUR HEART INTO SPORTS and REPORT ANYTHING SUSPICIOUS: you would simply stuff it into the wire and send it into every home.

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Shoulder length dreads that were half up half down.  Butter pecan skin. Thick lips that he obviously licked more often than not. They had this shine to them that made me want to kiss him.  I couldn’t stop looking.  He stood out in this room full of business professionals in the enthralling way only a black man from the hood could.

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Having completed its conquest of California in 1844, the United States looked across the Pacific for new business opportunities. In 1853, Commodore Matthew Perry sailed into Tokyo (then called Edo) Bay with four men-of-war, and handed over a letter for the Japanese emperor from the American president which began with the ominous words, ‘You know that the United States of America now extend from sea to sea.’ Denied an audience with the emperor, Perry retreated with subtle threats to return with more firepower if the Japanese did not agree to open their ports to American trade. They refused. He did as he said; and the Japanese succumbed.

It is that a lot of critical learning in the most successful developing countries takes place outside the formal education sector. It occurs, instead, inside firms. This intra-firm learning helps explain the relative failure of the former Soviet Union and its satellites, where investment in education and research was focused on elite universities and state research institutions rather than inside businesses.

Business deals such as this one were not merely about making money. Local Vietnamese businessmen also used them to redefine Vietnam’s global economic position and its relationship to the West and East Asia. When Chu Xanh compared Vietnam to the economic powerhouse of China, he was asserting Vietnam’s rise as a strong nation in the new global economy.

For businessmen tied to Asian financial capital, the sex industry allows men to broker deals by projecting confidence in the Vietnamese market. For Western men and overseas Viet Kieus, who are largely excluded from the segment of the sex industry linked to business transactions and FDI flows—since the vast majority of FDI into Vietnam comes primarily from Asia—the sex industry serves a different purpose, allowing men to displace their status anxieties onto women’s bodies.

feces. If a wild bird infects a chicken on a poultry farm, the virus may get opportunities to interact with a range of additional viruses through close contact with pigs and other animals. This is indeed what has happened in the live animal markets and backyard farms of China and southern Asia. Influenza viruses are notorious for their ability to change, through a combination of mutation and “reassortment”—a borrowing of genes from other viruses. An open farm acts like a virus convention, where different strains swap genetic material like conventioneers swap business cards.

January 2013 Andy’s Message   Hi Young, I’m home after two weeks in Tasmania. My rowing team was the runner-up at the Lindisfarne annual rowing competition. Since you were so forthright with your OBSS experiences, I’ll reciprocate with a tale of my own from the Philippines.☺               The Canadian GLBT rowing club had organised a fun excursion to Palawan Island back in 1977. This remote island was filled with an abundance of wildlife, forested mountains and beautiful pristine beaches.               It is rated by the National Geographic Traveller magazine as the best island destination in East and South-East Asia and ranked the thirteenth-best island in the world. In those days, this locale was vastly uninhabited, except by a handful of residents who were fishermen or local business owners.               We stayed in a series of huts, built above the ocean on stilts. These did not have shower or toilet facilities; lodgers had to wade through knee-deep waters or swim to shore to do their business. This place was a marvellous retreat for self-discovery and rejuvenation. I was glad I didn’t have to room with my travelling buddies and had a hut to myself.               I had a great time frolicking on the clear aquiline waters where virgin corals and unperturbed sea-life thrived without tourist intrusions. When we travelled into Lungsodng Puerto Princesa (City of Puerto Princesa) for food and a shower, the locals gawked at us - six Caucasian men and two women - as if we had descended from another planet. For a few pesos, a family-run eatery agreed to let us use their outdoor shower facility. A waist-high wooden wall, loosely constructed, separated the bather from a forest at the rear of the house. In the midst of my shower, I noticed a local adolescent peeping from behind a tree in the woods. I pretended not to notice as he watched me lathe and played with himself. I was turned on by this lascivious display of sexual gratification. The further I soaped, the more aroused I became. Through the gaps of the wooden planks, the boy caught glimpses of my erection – like a peep show in a sex shop, I titillated the teenager. His eyes were glued to my every move, so much so that he wasn’t aware that his friend had creeped up from behind. When he felt an extra hand on his throbbing hardness, he let out a yelp of astonishment. Before long, the boys were masturbating each other. They stroked one another without mortification, as if they had done this before, while watching my exhibitionistic performance carefully. This concupiscent carnality excited me tremendously. Unfortunately, my imminent release was punctured by a fellow member hollering for me to vacate the space for his turn, since I’d been showering for quite a while. I finished my performance with an anticlimactic final, leaving the boys to their own devices. But this was not the end of our chance encounter. There is more to ‘cum’ in my next correspondence!               Much love and kisses,               Andy

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There was a lot of nervous tension at that time on all levels of society over the alarming developments in Europe and Asia. Magazines speculated grimly on whether war with Japan was inevitable. Then our attention was diverted from Japanese aggression in China to the Nazi conquests in Europe. On December 7, 1941, we were thrown into war by the Japanese sneak attack on Pearl Harbor, and I was thrown out of the Multimixer business. Supplies of copper, used in winding the motors for Multimixer, were restricted by the war effort. A

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She has many names and many visages. She has loves and desires. She dares to dream of a future for herself and her people, despite living under the shadow of the gun, the acrid odour of devastation clogging her nostrils. For the most part she is stoic, for the garrison is also her home, her workplace, her field and her playground. Sometimes, she cries out in anguish, but the sound is muted, for there are few who want to hear. Her suffering and courage would be the stuff of legend, if only legend consisted of ordinary women carrying out extraordinary acts, going about the daily business of survival, displaying super-human strength in countering a mighty military juggernaut.

•from taking a course or reading a book on world religions, to developing a friendship with a Muslim, Hindu or Buddhist person, to moving to a city in North Africa or South Asia in hopes of being a witness for Christ there •from becoming an advocate for immigrant rights, to getting involved in the diplomatic corps, to becoming a lawyer at the United Nations dedicated to getting countries to abide by the U.N. Declaration of Human Rights •from going on a short-term mission trip to reach children in a poor barrio, to supporting a child for forty dollars a month through World Vision or Compassion International, to becoming a social worker dedicated to serving children •from learning a language, to learning about people who don't have the Bible in their mother tongue, to becoming a linguist who translates the Bible •from dedicating thirty minutes per day to pray for the nations of the world, to building crosscultural friendships, to going to serve in a multicultural organization •from studying business at a university, to learning about microfinance, to engaging in business partnerships designed to create jobs for the poorer populations of the world •from taking a stand for an issue (advocating for free-trade coffee, opposing blood diamonds, opposing the manufacturing of "conflict minerals" for cell phones), to becoming an advocate for the people affected, to becoming an executive with a multinational corporation who brings the Christian value of dignity for the people affected by these issues You get the point. These are not issues that will be solved by a generous check. These are issues that can take our lifetimes.

s s i o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications

o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

In fact, Tung himself was also a businessman. Born in Shanghai, Tung took over his family business after his father, shipping magnate Tung Chao Yung, died in 1981 and managed Orient Overseas, one of the world's leading shipping and logistics service providers. Sitting next to Tung at the meeting with President Xi was Li Ka- shing who made a statement on Oct. 15, calling on the Occupy protesters to go home and not to "let today's passion become tomorrow's regrets." The Asia's wealthiest man did not make it clear whether or not he agrees with the appeals of the protesters. Li built his family business empire from plastics manufacturing and accumulated wealth through real estate, supermarket chains and mobile phone network. Other Hong Kong tycoons, such as Lee Shau-kee, nicknamed "Hong Kong's Warrenn Buffett," Kuok Hock Nien known for his sugar refineries in Asia, and Woo Kwong-ching whose businesses range from Hong Kong's cable TV to the Star Ferry, have all remained mute.

capita in the Republic of Korea was 121.8%. For Taiwan, that figure was 88.0%. In Hong Kong, real GDP growth per capita in that period leaped 64.2%, while in Singapore it was 77.5%. Growth in real earnings has been even more impressive,

Most people who are aware of the existence of human trafficking think that it happens in faraway places, like war-torn countries in the former Soviet Union, Southeast Asia, or Eastern Europe. Few can imagine that slaves are brought into the U.S. to work in restaurants, factories, and sexually oriented businesses (SOBs to those in the know). In fact, across the country, tens of thousands of people are being held captive today. Depending on whom you ask, Houston is either the leading trafficking site in the U.S. or very near the top, along with Los Angeles, Atlanta, New Orleans, and New York City. There are obvious reasons for this dubious

Ramakrishna Paramhans Ward, PO mangal nagar, Katni, [M.P.] 2nd Floor, Above KBZ Pay Centre, between 65 & 66 street, Manawhari Road Mandalay, Myanmar Phone +95 9972107002 Market research plays a pivotal role in shaping business strategies and facilitating growth in dynamic markets like Myanmar. As businesses navigate through the complexities of the Myanmar market landscape, the expertise and insights provided by market research agencies become invaluable. One such prominent player in the field is AMT Market Research Agency, known for its comprehensive approach and tailored solutions. This article delves into the significance of market research for businesses in Myanmar, explores the services offered by AMT, showcases success stories, analyzes emerging trends in the industry, and presents client testimonials, providing a holistic view of the market research agency in Myanmar # 1. Introduction to Market Research in Myanmar ## Understanding the Market Landscape Market research in Myanmar is like exploring a hidden gem - full of potential but requiring a keen eye to uncover the treasures within. As one of the fastest-growing economies in Southeast Asia, Myanmar presents a unique blend of traditional values and modern aspirations that make it a fascinating market to study. ## Challenges and Opportunities in Myanmar Navigating the market in Myanmar can be akin to a thrilling adventure, with challenges and opportunities around every corner. From infrastructural limitations to cultural nuances, businesses face hurdles that require insightful market research to overcome. However, with the right approach, the untapped potential of Myanmar's market can lead to significant growth and success. # 2. Overview of AMT Market Research Agency ## Background and History of AMT AMT Market Research Agency is not your average player in the market research scene. With a rich history rooted in a passion for uncovering insights and a commitment to excellence, AMT has established itself as a trusted partner for businesses looking to navigate Myanmar's complex market landscape. ## Key Differentiators of AMT What sets AMT apart from the rest of the pack? It's not just their cutting-edge methodologies or their team of expert researchers, but their genuine enthusiasm for understanding the intricacies of the Myanmar market. AMT doesn't just deliver data - they offer valuable insights that drive strategic decision-making. # 3. Importance of Market Research for Businesses in Myanmar ## Driving Informed Decision-Making In a market as dynamic as Myanmar, making informed decisions is crucial for business success. Market research provides the necessary data and insights that empower businesses to make strategic choices with confidence. With AMT by your side, you can trust that your decisions are backed by solid research and analysis. ## Mitigating Risks in a Dynamic Market The only constant in the Myanmar market is change. With shifting consumer behaviors, regulatory landscapes, and competitive pressures, businesses face a myriad of risks. Market research acts as a compass, guiding businesses through the uncertainties and helping them navigate the market with clarity and foresight. # 4. Services Offered by AMT Market Research Agency ## Quantitative Research Solutions Numbers don't lie, and neither does quantitative research. AMT offers a range of quantitative research solutions that provide businesses with statistically sound data to make informed decisions. From surveys to data analysis, AMT ensures that your business is equipped with the numbers it needs to succeed. ## Qualitative Research Approaches Sometimes, it's not just about the numbers - it's about understanding the why behind the what. Qualitative research approaches offered by AMT delve deep into consumer insights, behaviors, and motivations, providing businesses with a rich understanding of the market landscape.

Established Sino-Burmese businessmen continue to remain at the helm of Myanmar's economy, where the Chinese minority have been transformed almost overnight into a garishly distinctive prosperous business community. Much of the foreign investment capital into the Burmese economy has been from Mainland Chinese investors and channeled through Burmese Chinese business networks for new startup businesses or foreign acquisitions. Many members of the Burmese Chinese business community act as agents for Mainland and overseas Chinese investors outside of Myanmar. In 1988, the State Law and Order Restoration Council (SLORC) came to power, and gradually loosened the government's role in the economy, encouraging private sector growth and foreign investment. This liberalization of state's role in the economy, if slight and uneven, nonetheless gave Burmese Chinese-led businesses extra space to expand and reassert their economic clout. Today, virtually all of Myanmar's retail, wholesale and shipping firms are in Chinese hands. For example, Sein Gayha, a major Burmese retailer that began in Yangon's Chinatown in 1985, is owned by a Burmese Hakka family. Moreover, ethnic Chinese control the nations four of the five largest commercial banks, Myanmar Universal Bank, Yoma Bank, Myanmar Mayflower Bank, and the Asia Wealth Bank. Today, Myanmar's ethnic Chinese community are now at the forefront of opening up the country's economy, especially towards Mainland China as an international overseas Chinese economic outpost. The Chinese government has been very proactive in engaging with the overseas Chinese diaspora and using China's soft power to help the Burmese Chinese community stay close to their roots in order to foster business ties.[9] Much of the foreign investment from Mainland China now entering Myanmar is being channeled through overseas Chinese bamboo networks. Many members of the Burmese Chinese business community often act as agents for expatriate and overseas Chinese investors outside of Myanmar.

I do not bother with oversea holdings, nor am I concerned about asset or sector allocation - I am focused on particular stocks. Let me explain my reasons. If you're a manager of large institutional funds you'll usually aim for X% in the USA, Y% in South East Asia, Z% in Europe, etc., and similarly a certain percentage in banks and financial stocks, another in media, and yet another in healthcare, etc., and this is the right approach. But I believe that the private investor should forget about all this for their more modestly sized portfolios. I like UK-headquartered and quoted businesses which operate internationally anyway as they seek world markets for their products or services.

For many reasons—economic, political, military, and religious—the great powers of Europe and the United States began to carve up the world between them, conquering many of the territories, kingdoms, and ancient states of Asia, Africa, and the Pacific. The leaders in this “race” were Great Britain and France, although Belgium, Italy, Holland, and Russia all took part. Japan was also a participant in Asia, having developed a modern economy in an amazing amount of time between 1870 and the late 1890s. As we have seen, Germany had been divided into many states before 1864, and while the Germans were busy fighting for unification and then attempting to build a nation, the other powers of Europe were busy conquering much of the world. This was why von Bülow and the Kaiser wanted “a place in the sun” for Germany, which meant one thing—an empire.

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This explains why, compared with European and Asian companies, American businesses tend to have more: •​Organizational charts (showing on paper who works for whom) •​Titles (describing exactly who is at what level) •​Written objectives (explaining who is responsible for accomplishing what) •​Performance appraisals (stating in writing how each person is doing) By contrast, many high-context cultures—particularly those of Asia and Africa—have a strong oral tradition in which written documentation is considered less necessary. The tendency to put everything in writing, which is a mark of professionalism and transparency in a low-context culture, may suggest to high-context colleagues that you don’t trust them to follow through

The deals were too specialized for open exchanges, and they were often done one-on-one, confidentially, over the phone. Bill Koch was largely responsible for getting Koch Industries into the chemical trading business. It was a business that would become an integral part of the company. Bill came across chemical trading shortly after he graduated from MIT. He was living in Boston and looking for new companies that Koch Industries could buy with the massive amounts of cash the company was generating. In his search for new investments, Bill Koch stumbled across a chemical trader named Herbert Roskind, who ran what was basically a one-man chemical trading firm called Monocel. As a trader, Roskind was one of the few middlemen in the global market for industrial chemicals. He sold barges full of sulfur made in Louisiana to factories in Asia that needed it as an ingredient in their manufacturing plants. Roskind spent much of his day in an office in suburban Boston, working the phones to call contacts in Europe or Singapore or Houston, finding people who wanted to buy and sell giant quantities of things like chlorine, caustic soda, polyethylene, and polyvinyl chloride.

Bryce was thoroughly sick of Nena’s endless chill when she opened the Northern Rift again. Not to the home world of the Fae, but to Hel. Only blackness awaited the army marching through. The beasts and flying things and princes, who went one by one, Thanatos giving her a look that said she might have destroyed the Asteri but he was still mad about his dog, until only Apollion and Asia’s stood before her in the ice and snow. They did not seem to require coats or hats or gloves. They didn’t even shiver. Apollion said to Hunt, “Hel has no hold on you, and you have no obligation to us.” “Uh, thank you?” Hunt said. “Likewise.” Apollion threw him a half smile, then glanced to Bryce. “You did better than expected.” Bryce snapped her fingers, the sound muffled by her gloves. “That is what I want on my new business cards. Bryce Quinlan: Better Than Expected.

best market research companies in Myanmar As organizations keep on growing their arrive at across the globe, it's essential to have a profound comprehension of the business sectors they are focusing on. One vital method for acquiring this understanding is best market research companies in Myanmar , there are various statistical surveying organizations to browse, yet which ones are awesome? Assuming you're searching for the best market research companies in Myanmar , look no farther than AMT Statistical surveying. With long stretches of involvement and a profound comprehension of the South East Asian market, AMT Statistical surveying is the believed accomplice you want to open the bits of knowledge you want to succeed. Why Pick AMT Statistical surveying? AMT Statistical surveying has a demonstrated history of outcome in Myanmar and all through South East Asia. They have worked with many clients, from little new companies to enormous global partnerships, assisting them with acquiring a profound comprehension of the business sectors they are focusing on. However, what separates AMT Statistical surveying from other statistical surveying organizations in Myanmar? As far as one might be concerned, they have a group of experienced specialists who are specialists in their field. They can plan and execute research concentrates on that give the bits of knowledge you want to go with informed choices. Also, AMT Statistical surveying comprehends the remarkable difficulties of carrying on with work in Myanmar and all through South East Asia. They have major areas of strength for an of neighborhood contacts and a profound comprehension of the social subtleties that can influence business achievement. Administrations Advertised AMT Statistical surveying offers many administrations to assist organizations with acquiring a profound comprehension of the business sectors they are focusing on. These administrations include: 1. Statistical surveying: AMT Statistical surveying conducts an extensive variety of statistical surveying studies, including shopper research, contender investigation, industry examination, from there, the sky is the limit. They utilize an assortment of exploration strategies, including overviews, center gatherings, and top to bottom meetings, to acquire a profound comprehension of the market. 2. Information Assortment: AMT Statistical surveying has a group of experienced information gatherers who can accumulate information rapidly and productively. They utilize different information assortment techniques, including on the web overviews, phone meetings, and eye to eye interviews. 3. Information Examination: When the information has been gathered, AMT Statistical surveying utilizes progressed information investigation methods to uncover experiences and patterns. They utilize measurable investigation, relapse examination, and different strategies to give significant bits of knowledge to their clients. 4. Counseling: AMT Statistical surveying additionally gives counseling administrations to assist organizations with pursuing informed choices in view of the experiences acquired through statistical surveying. They work intimately with their clients to foster systems and strategies that will assist them with prevailing in their objective business sectors. End Assuming you're searching for the best market research companies in Myanmar , look no farther than AMT Statistical surveying. With long periods of involvement and a profound comprehension of the South East Asian market, AMT Statistical surveying is the believed accomplice you really want to open the experiences you really want to succeed. Reach them today to become familiar with their administrations and how they can assist your business with succeeding.

This is because, if China could establish hegemony over Asia, it could then set up a commercial and trading bloc anchored in the world's largest market that would privilege its own and subordinates' economies while disfavoring America's. The resulting drain on American businesses, large and small, would be most keenly felt by the workers, families, and communities who rely on those businesses for jobs, goods, services, and the other benefits that come with a vibrant economy. The steady erosion of America's economic power would ultimately weaken the nation's social vitality and stability. -- This kind of disfavoring is hardly a theoretical concern; China today appears to be seeking to shape the economic map in just this way. Nor is it especially unusual; this sort of policy has a powerful appeal and internal logic and is a regular feature of how aspiring and established hegemons behave. Essentially every aspiring hegemon in history has sought or planned to establish an economic system favoring itself, in order to enrich itself, sustain its predominance, and exclude or disfavor potential competitors.

The U.S. wants to reverse its declining share of chip fabrication and retain its dominant position in semiconductor design and machinery. Countries in Europe and Asia, however, would like to grab a bigger share of the high-value chip design market. Taiwan and South Korea, meanwhile, have no plans to surrender their market-leading positions fabricating advanced logic and memory chips. With China viewing expansion of its own fabrication capacity as a national security necessity, there’s a limited amount of future chip fabrication business that can be shared between the U.S., Europe, and Asia. If the U.S. wants to increase its market share, some other country’s market share must decrease. The U.S. is implicitly hoping to grab market share from one of the other areas with modern chipmaking facilities. Yet outside China, all the world’s advanced chip fabs are in countries that are U.S. allies or close friends.

MY DEMOGRAPHIC RESEARCH makes it crystal clear that emerging countries, outside of China and a few others like Thailand, will dominate demographic growth in the next global boom. But the even more powerful factor is the urbanization process, with the typical emerging country only 50 percent urbanized, as compared with 85 percent in the typical developed country. In emerging countries, urbanization increases household income as much as three times from its level in rural areas. As people move into the cities, they also climb the social and economic ladder into the middle class. With the cycles swirling around us for the next several years and the force of revolution reshaping our world, emerging markets are in the best position to come booming out the other side. That’s why investors and businesses should be investing more in emerging countries when this crash likely sees its worst, by early 2020. My research is unique when it comes to projecting urbanization, GDP per capita gains from it, and demographic workforce growth trends and peaks in emerging countries. It’s not what I’m most known for, but it’s the most strategic factor in the next global boom, which emerging countries will dominate. As a general guideline, those in South and Southeast Asia, from the Philippines to India and Pakistan, have strong demographic growth, urbanization trends, and productivity gains ahead. This is not the case for China, though. Latin America has mostly strong demographic growth, but limited continued urbanization and productivity gains. Much of the Middle East and Africa have not joined the democratic-capitalism party, but those regions otherwise have the most extreme urbanization and demographic potential. One day they’ll be the best places to invest, but not yet.

Video-on-demand rentals and digital downloads helped a bit as the years went on, but the movie business never fully recovered. Annual home-entertainment revenue, and the studio profits that follow from it, fell by nearly half between 2004 and 2016, from nearly $22 billion to $12 billion. At the same time, Americans became much less important to the American movie business. As the economies of developing nations throughout Latin America and Asia grew, theater construction surged and the rising middle class spent their newfound wealth on what was to them the novel and luxurious experience of a night out to see the latest Hollywood flick. International box office exploded, from $8.6 billion in 2001 to $27.2 billion in 2016. The biggest driver of growth in recent years has been China; its box office grew from $2 billion in 2011 to $6.6 billion in 2016 and is expected to surpass U.S. box office before the end of the decade. Domestic box office, meanwhile, grew by only 40 percent between 2001 and 2015, to $11.4 billion—reflecting a slight decline in attendance, once you factor in ticket price increases. Both trends were like a siren’s wail to studio executives, urging them to make fewer, bigger, louder movies. DVD sales declines were smallest for movies with budgets of more than $75 million, and as studios tried to cut costs in response to plummeting home-entertainment revenues, risky original scripts and adaptations of highbrow books were the first to go. Annual movie releases by major studios were 139 in 2016, down 32 percent

this book narrates the story of a group of people who are not presented in the national histories of the school books in East Africa. They are also not part of the national history of India and, last but not least, they do not tend to write their own history. They belong not to any nation, but to many nations, but they are not recorded in the national histories of these countries. Therefore, it is a history of a group of people that have emerged in a globalised world and a globalised economy with their feet in three different continents, South Asia, Africa and Europe. They share a triple heritage that made their adaption to the globalised world successful. For them, it is not a big deal whether the world economy turns towards the East or the West. They can deal with it.

Whereas the business community in the West is a community of companies, the business community in Asia is a community of people. In the West, companies tend to do business with one another. In Asia, the deals are all done between personalities.

Most Asian companies rely on their cost and speed advantages, and so have not developed strong marketing skills. Therefore, although in Asia foreign firms may be competing with similar products and targeting the same customer groups, their superior marketing approach can give them an enormous competitive edge when it comes to winning customers.

There is no such thing as an Asian market. There is not even a singular Chinese market. The degree of adaptation will depend on your product and where in Asia you hope to sell it.

Five months later, Goldman launched Project Maximus, buying another $1.75 billion in bonds to finance 1MDB’s acquisition of power plants from the Malaysian casino-and-plantations conglomerate Genting Group. Again, the fund paid a high price, and, like Tanjong, Genting made payments to a Najib-linked charity. This time, $790.3 million disappeared into the look-alike Aabar. David Ryan, president of Goldman’s Asia operations, argued to lower the fee on the second bond, given how easy it had been to sell the first round. But he was overruled by senior executives, including Gary Cohn. While Goldman was working on the deal, Ryan was effectively sidelined; the bank brought in a veteran banker, Mark Schwartz, a proponent of the 1MDB business, as chairman in Asia, a post senior to Ryan’s. Goldman earned a little less than the first deal, making $114 million—still an enormous windfall. For bringing in the business, Leissner was paid a salary and bonuses in 2012 of more than $10 million, making him one of the bank’s top-remunerated employees. But that was just the tip of the iceberg. Unknown to his bosses at Goldman, and three months after the first bond, millions of dollars began to flow into a British Virgin Islands shell company controlled by Leissner, some of which he shared with Roger Ng, according to Department of Justice filings. Millions of dollars more moved through Leissner’s shell company to pay bribes to 1MDB officials. Over the next two years, more than $200 million in 1MDB money, raised by Goldman, would flow through accounts controlled by Leissner and his relatives. He could have taken his hefty Goldman salary and disavowed knowledge of the bribery carried out by Low and others. Perhaps he would have gotten away with it, as many Wall Street bankers do in countries far from headquarters. But he decided to take a risk by becoming a direct accomplice in the fraud, rather than just greasing its wheels. He had seen the kind of life Low was leading, and he must have thought that a mere $10 million wasn’t going to cut it, not if he wanted to buy super yachts and host parties himself. Soon he would be doing just that.

In General Gray’s mind, the Corps needed to change how it would do business in this new battlespace. The impetus behind this initiative can be found in the post-Vietnam analysis of the effectiveness of the American campaign in Southeast Asia. Couple this with the bombing of the Marine 24th Amphibious Unit, Battalion Landing Team, HQ Barracks, Beirut, Lebanon in 1983, and it was obvious that serious and immediate battlespace changes needed to be implemented. 14

Page 10-11: Because of America's vigorous growth, and because the dollar plays a special role in the international economy, foreigners have been willing to finance the nation's imports and consumption. The bad news is that America's trade and investment deficits with the rest of the world (i.e., the amounts by which it is spending more than it is producing and borrowing more than it is lending) are growing so fast that they threaten to place the United States in the position of Thailand in 1997. That is to say, America's debts to the rest of the world may soon become large enough that its creditors could start wondering about the nation's ability to repay. Should foreigners lose faith in America's creditworthiness, they may start dumping dollars the way they dumped Thai baht. In that case, the American consumer would face significant belt-tightening to enable to country to start paying the debt down. Alternatively, the Federal Reserve could raise interest rates very high. This step would aim at persuading foreigners to keep up their lending by offering them higher rates of return on their loans, but it would also slow down the domestic economy by making the cost of money much more expensive for businesses and consumers. It would also add greatly to the total debt that would have to be repaid. ... A significant U.S. slowdown, therefore, would most likely leave the Japanese and Europeans (plus the Chinese and the rest of Asia and Latin America) with ever greater stockpiles of goods that no one could or would buy. These products would either languish on the shelf, or global price wars would break out, with each country trying to undercut the other in a frantic attempt to trim losses. Nations would either offer their goods for sale for much less than their production costs, or they would devalue their currencies, making them cheaper relative to other currencies. Thus their goods would automatically sell for less in foreign markets, and foreign goods would automatically become more expensive in their market.

When we look at the British Empire in the nineteenth century, we see a clear difference between white colonies and black colonies. In the white colonies like Canada and Australia, the British were giving white people their freedom and self-rule. In the black colonies of the West Indies, Africa and Asia, the British were busy taking away the political freedom of the inhabitants.

The whole thing was a lavishly funded laboratory experiment in the Reagan-era unfettered pro-business principles that the Clinton administration was validating. Harvard, with its liberal reputation, added to the validation. Simultaneously across Asia and Latin America, similar experiments were being launched. Unfortunately, the grotesque virus that resulted did not stay sealed inside the post-Soviet laboratory.

In Asia, influence is about relational systems of obligation—not power and control, but building social currency. You give people access to others based on your relationship, not necessarily on their performance. Should you later request help from them, they will of course try hard to help you. You reach out into your networks and create opportunities. Business and social are not seen as different; both are about helping people move forward in whatever they’re doing.

Across the Americas and Asia, people told stories of hurricanes that destroyed homes and hospitals and took out government services, schools, and businesses. In the past, I had seen images of stranded polar bears and the disappearance of ancient glaciers, but these anecdotal stories from the front lines of climate change suddenly began to match the scientific findings I was reading with increasing concern. It seemed that Mother Earth was trying to tell us something—that depleting the earth’s resources at an ever-accelerating rate would ultimately lead to our own demise.

Western companies tend to list on the stock market so that they can raise funds to expand. But the situation is often quite different in Asia. Listings all too frequently are little more than exit strategies, as founding families seek to off-load assets that no longer perform well and that they no longer want. 'What is profitable is mine, but what is not is yours' is the guiding principle of many a majority shareholder in Asia.

Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace

fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives