The bursting of the China bubble

Or not.

China is to slow down. She must. The inability to do so will bring dire consequences, including a Great Depression like social disaster that topples governments.

The eye-catching number is the 10.9% GDP growth this 2nd quarter of 2006. Exceeding the target irked the central government. They ordered slowing down. Every local governments seem to be doing exactly the opposite — accellerating growth.

Consumption of key natural resources – oil, iron ores, copper, and soy beans – did not go as planned either. Per GDP unit, China today consumes more energy than US by a large amount. Granted, a growing kid must eat more, but obesity also takes painful years to fix. China accounts for the majority of increased demands for these commodities. She is also the primary reason for the global sky-rocketing prices. Mother earth cannot seem to catch-up.

More pundits predict the coming collapse of the China bubble recently. The theory goes: the growth attracts investments; the investors pursue the same fastest and biggest returns; over-build becomes over-capacity that leads to price wars; loss of profits bankrupt few companies; small collapses panicked the investors and they withdraw their money; decreased capital heightens interest rate and send more companies to bankruptcy court; spiral down and total collapse. History has seen so many of these cycles. Why would China be different?

Worst-case Scenario

What if the worst-case scenario happens?

China has a historically unique economical structure. Investments on fixed assets accounts for almost half of GDP, exportation and internal consumption for 40% and 37%, with exportation growing twice as fast as consumption. Saving rate is among the highest in the world. Citizen income is still low. And, stating the obvious, it has a large population base. This structure makes the bursting, if happens, different than that of, say, USA or Japan.

The fixed asset investments — buildings, factories, roads, public works, etc. — simply become under-utilized. During the internet bubble, companies installed huge amount of basic connectivity such as high-speed fibre cables. Those cables stay buried long after the burst and became part of the social infrastructure. We love it. Innovations spawned to exploit the excessive capacity and the society rejoices.

Most of those fixed investments are made by foreign companies in the form of FDI (foreign direct investments). When Japanese snapped up trophies properties like Rockefeller Center and Sears Tower, US citizens felt their heirlooms lost. Few years later, they can hardly hide their snickers when the recession rendered those investment much less.

The export industries will suffer slightly and temporarily, if that. This industry compete on price and quality. The excessive domestic infrastructure capacity will hold the manufacturing costs at bay. The population base supplies unlimited cheap labor. The imported machineries in the factories maintain quality. Raw materials are the same everywhere — the definition of commodity. I don't see how China export industry losing its competitiveness. Burst or not.

How about that 1.3 billions, or more, people. Wouldn't the collapse hurt them, turn them into rebels, and topple the government?

Remember how China was founded. Soon after 1911, Mao mobilized the poor and hungry to fight against Chang Kai-Shek's well-trained army. He won in 1949 — less than 60 years ago. This is the government (actually the culture) that wrote the book on controlling large number of people. No social disorder will occur.

The worst-case scenario is for 老外 (LaoWai: foreigners) only. It seems.

Possible Administrative Actions

Even that, the government will try not to bruise the friendly foreigners. (Don't kill the goose.) Here are some obvious and well discussed measures:

  • Appreciating RMB:

    Appreciating RMB will make so many happy. (For reasons befuddling some economists, US government is among them.) A stronger RMB reduces the huge foreign exchange reserve, decreases the value of foreign investments, and eases the current balance pressure. It also makes those oil, iron, copper, soy beans, and whatever China needs from abroad cheaper. This is too easy and obvious that government will certainly do it. The only question is how fast.

  • Tightening Money Supply:

    Raising interest rate can certainly do it effectively by making money costs more. Government can print less money, or increase the reserve ratio.

    Banks make money by accepting deposits and lending out money. They can actually lend more than what they have, as long as the depositors do not all thdraw at the same time. To avoid catastrophic “bank runs,” the government requires banks to keep some cash to cover normal withdrawals. The percentage of cash, relative to total deposits, to keep is the reserve ratio. Since most people deposit the money they loan from one bank right back to the bank. The reserve ratio has a multiplying effect.

    If the reserve ratio is 5%, a 1,000 dollar deposit allows the bank to loan out 950. If the 950 get deposited back to the same bank, it can then loan out 95% of that, or 925 dollars. The cycle continues until it reaches zero. At the end, the bank would have lended out 20,000 dollars from that original 1,000 deposit. If the reserve ratio increases just 1%, the bank would lend out 17% less money.

    In July, 2006, China raised its reserve ratio to 8.5%, up 0.5%. (USA has currently 10% reserve requirement. This makes US banks less competitive than their China counter-parts.)

  • Investing Abroad:

    Remember foreign exchange reserve? It is the accuminated difference between export and import. China has the whopping 941.1 billion dollars as of June of 2006. Something must be done to digest this big pile of foreign money. They can purchase large ticket items, such as nuclear power plants for airplanes. They can acquire companies such as IBM's PC division. They can also loosen the decades long tight control on investment abroad. Soon, Chinese may be able to buy SUNW stock, or the Rockefeller Center.

  • Raisig Taxes:

    Hiking the tax rates weed out weaker companies and achieve the slow-down objective. This is, however, very unlikely. Taxes are burden to the society in general and historically hard go down, once raised. The long-term social consequences are difficult to predict. Most governments approach taxation very cautiously and I have not seen many discussions here.

    There are, however, talks to level the playing field for domestic and foreign businesses. That's beyond the scope of this blog entry.

China's government officials have impressed me, at least economically. I found them well-educated, well-informed, thorough in planning, and decisive in execution. My confidence is high that they have not taken the doomsday prediction lightly and would have established an effective plan for aversion.

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Happy Valentine's Day

The 7th day of the 7th lunar month is Chinese Valentine's day. That's today (July 31st) this year. There is a touching story behind it.

It started with a mortal (Muggle in Harry Potter speech) orphan boy who grew up with his brother and sister-in-law. She was mean and sent him to shepherd water buffalo everyday. He is then called 牛郎 (NiuLang: the Buffalo Boy ).One day, he encountered an old water buffalo with a broken leg. He cared for it for months and nurture it back to health.

Few months later, he went back home and found a wonderful meal prepared and the whole hut cleaned up completely. His curiosity overcame himself after few more days of the same. So instead of shepherding as usual, he hid away to spy on his own place.

Gosh, a beautiful girl came. Cleaned his house and cooked. NiuLang jumped out and inquired. The girl, calling herself 织女 (ZhiNv: Weaving Maid), said she liked him. They married, had two kids, and were happy.

One day, thunders and lightening, ZhiNv disappeared. It turned out she is a fairy weaving for the Heaven Empress who is not pleased that she missed years of work, and more furious on she marrying a mere mortal. ZhiNv was summoned back. Gone and devastated NiuLang.

Suddenly, the old buffalo spoke. He is enchanted afterall. When he made a minor mistake up in the Heaven. They punished him by sending him down to earth. He broke his leg on his way down and was gratituded to NiuLang for saving him. That's why he introduced ZhiNv to NiuLang, without his knowledge, obviously. “Kill me and made a pair of shoes with my hind,” he said. “With them, you can go up Heaven and find ZhiNv.”

NiuLang did and found ZhiNv. Alas, Empress refutably wouldn't let them unite and sent ZhiNv away with a wave of her wand. But NiuLang ran toward her with all his might (sweat, tears, reaching out, determined, Rocky's training, Chariott of Fire, My Way, etc. all 9 yards). He was gaining and about to catch up.

Empress couldn't allow that. With another wave of her wand, a milky river appeared and separated the couple. NiuLang and ZhiNv were so, so sad.

Their love moved a flock of sparrows who gathered all the sparrows in the world and made a bridge with themselves. NiuLang and ZhiNv walked over the bridge and were finally together. Empress softened and made a concession. They are allowed to see each other once a year on that day, 7th day of the 7th month, over that sparrow bridge.

That's how Milky Way came from. That's why there is no sparrow on this day. That why it usually rain tonight (they cry in happiness seeing each others).

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China Driver's License

What a man wouldn't do to earn the right to gloat? Yes, I passed on the first try. A China driver's license now bears my name.

What's the big deal? Millions have license to drive. Even my 16-year is about to have hers. Like a wise man said to me many moons ago, “Everything is possible, nothing is easy in China.”


The forms for driver license application is available only in person from the equivalent of DMV (车辆管理所) with a critical difference — the only one with “foreign affair office” (外事处) is located in Beijing deep south. Exactly the other sise of the town, if you are like other holders of foreign driver's license. You need to fight the Beijing traffic for an hour to reach this office to get the forms. And we have just begun…

The process resembles a poorly designed scavenger's hunt. First, get a physical exam from one of the approved hospitals. The exam took less than 5 minutes, but the locating of the hospital, registration, payments (1RMB for registration, 10 more for the exam), finding the exam room, and, finally, having the form officially chopped took about two hours. If you don't speak Chinese and do not have an interpreter, forget it.

Next, translate California driver's license. Again, the translation took 10 minutes (including the time to print and affix the red chop). But finding the officially licensed translator took time. This person charged RMB150 to translate my name (after I told him what it is in Chinese).

With two preciously chopped documents, I applied for a test date. This step, again, must be done in person.
Second time, I trekked south to queue up behind this stone counter. It was my fortune to stand behind someone whose doctor did not sign the exam form (I checked quickly and relieved). He pleaded for half an hour and finally left.

My heart sank when the military uniform lady told me the forms must be filled with a felt-tip or fountain pen (I used a ballpoint pen, sinfully). I was grateful when she allowed me to trace all my writings with a pen she provided. I felt like a kindergarten kid (look Mom, I traced.) She examined my documents for about 5 silent minutes and started this lightening fast blurry chopping sequence. I was told to wait for few minutes for my “permission certificate for the test.”

The onerous process motivated serious test preparation. I chose to study and be tested in simplified Chinese (among 10 language choices). I went to bed early and arrived the test site an hour early. The waiting room quickly filled up with people holding the same material I have, just in different languages. No one wished to be late. I noticed about a third of us studied the Chinese version.

Since I sat on the 1st row, I overheard the results of my fellow “classmates.” About a third of them did not pass. One was visibly upset, since it was his 2nd time.

The 4th, and last trip, to DMV will be 5 days after the passage of the test. This trip will be a short and happy one — to get the actual license.


It seems to me that the process does not need to change, but can be made friendlier. For example, physical exam and translation services can be provided on the premise or a branch office can be offered closer to the target population. But I guess this is why FESCO charges RMB800. The convenience costs and a business spawned.

Driving in Beijing is clearly a big deal for foreigners. By estimate, there are 70,000 registered foreign residents and about 3,000,000 short-term visitors, per year, in Beijing. (Many people live in Beijing with the multi-year 90-day-stay business visas.) Local DMV counts less than 20,000 driver licenses issued to foreigners.

Well, the foolhardy way earns so much more bragging right. And that's what we really live for.

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Freakonomics

Freakonomics Freakonomics: A Rogue Economist Explores the Hidden Side of Everything


Steven D. Levitt, Stephen J. Dubner


ISBN: 006073132X

Pub. Date: April 2005

Publisher: HarperCollins Publishers

I am now a Steven Levitt wannabe. So much.

Have an observation. Develop a theory. Most likely, there is no freaking way to prove, or disprove, that theory. Wait. There is a chunk of data in plain sight, just overlooked by the whole world. OK, mine the data, prove the theory, and shock them, the world, that they were wrong all along. By the way, getting paid to do this too.

Imagine a conversation between Steve Levitt and a CEO.

You have excellent customer data, Sir. I did few regression analysis against an accidentally discovered set of data that can be used as the control group. It seems if you change the package to blue, spell the product name with an extra E, and change the font to sans-serif, you can double your price and double your sales volume.” (Is that a smile?) “By the way, the control data were actually published by your main competitor on their web site.

Would it be so cool.


The discussion on risks was interesting. People do not perceive risks rationally. Instead of computing the expected outcome like an engineer should. Most people weigh dread factor too much. They also worry about losing control and the imminency irrationally. I found it so true. I know someone who is willing to suffer fever instead of taking a simple aspirin, because “drugs are bad for you.” Guess his brain was fried already.

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Trees in TianAnMen Sq.

Around the famed TianAnMen square, Beijing government is replacing the trees — all 160 of them.

Yep. Trees. The old trees never grew well, said the city officials. Few died and many are sick or weak. This does not look good and something must be done. So they dug open the sidewalk, out the old tree, enlarged the holes, put in drain pipes, add fertilizers and new soil, plant new trees (a kind of pine), and applied coatings to the leaves to reduce water loss.

To ensure smooth transition, the new trees are about 6.5 meters tall and 18 centimeters in diameter. All works are done in the evening to minimize disturbance to the citizens.

What's your municipality's beautification budget?

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QQ: a Car Story

QQ

Chery (奇瑞), a car manufacturer in China, introduced this tiny gem in 2002. The key reason for its wild success is the whopping 40,000 price — no, not in US dollars, China Yuan (or RMB). That's US$5k. For this price, I could get one for my daughter's driving lessons. Too bad she must be 18 to even practice driving in China (sorry, honey).

Outside of US, car manufacturers battle in this micro-car segment. They are cheap, fuel-efficient, easy to repair, maneuverable, parkable, and much more comfortable than motocycles.

Chery's car is called QQ, just like the wildly popular Web2.0 services that boast 400 millions subscribers. This is not lost among those who have access to Internet here in China. Legally, TenCent (腾讯) has claimed this QQ name for over 45 product categories – automobile is not one of them. Chery tried to grab it. TenCent objected. They are now in intense negotiation.


A Buick minivan facilitates my daily commutes. I grew to dislike minivans few years ago. Cars should be an artful balance of form and function. Minivans are too far over the function end. They have reached the limits of legality and amateur driving skills. One extra milimeter, there will be too many fender-benders or violation of the category dimension limit. These days, car makers try hard to differentiate on colors and cup holders.

GM builds my minivan, called GL8, in ShangHai. It is very popular where I live. Every morning, there will be 4 or 5 of them fighting for the “take off” sequence. Kids disappear into it and get hurried away. Commuters, mostly family men, patiently queue behind them.
Last I chatted with someone in the knows, it costs RMB450,000 (US$56,250) to drive one of them off the dealer's parking lot. That's a lot more than what your suburban neighbors would pay.


GM is doing well in China. It's market share reached 12.5% in 2006. Shanghai Automotive Industry Corp. (SAIC), GM's partner in China, manufactured and sold over 200,000 of Buicks, Chevolets, and Cadillacs in first 6 months of 2006. In 2001, SAIC acquired Wuling Automotive (五菱) for the micro-car category, and completed its product lines in China. Wuling will make Chevolet Spark, originally Maitz, made by Korea's Daewoo (大宇) that GM acquired in 2002. GM shall win in this segment. So it hoped.

China is the fastest growing car market in the world. During the 1st half of 2006, passenger cars sales grew 44%. Volkswagen is the largest brand here, with market share of 17.1%. Micro category is a key element in GM's plan. We all know GM needs market shares.

That is probably why GM sued Chery in 2002 over design infringements. After about a year, State Intellectural Property Office ( 国家知识产权局) threw out the case. GM never applied for an “appearance patent” and failed to deliver any evidence of infringement. The fact that these two cars are similar does not consitute infringement, by China laws (actually, by US laws too. Remember Microsoft won the Apple lawsuit on “look and feel” infringement?)

GM questioned QQ's quality in public. Feisty Chery challenged back with head to head tests. In crash and one road tests, QQ either rivaled or out-performed Spark. GM did not accept the legitimacy of those tests. Industry insiders believed GM sells Spark at lost. The lawsuit lasted 3 years and settled late 2005. During these years, QQ outsold Spark about 6 to 1.

Chery is pushing its car abroad aggressively and eyeing US as the primary target. If the 1st micro-car in your neighborhood dealership is QQ. I will not be surprised.

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Fish Head with Soaked Bread

鱼头泡饼 (Yu Tou Pao Bing), by its name, you will probably not venture it.


Paul and I were searching for lunch. We walked toward the dumpling (饺子: JiaoZi) restaurant, knowing that is really the fail-safe choice. Just 50 meters before arrival, there is this shining newly open one. Hmm, why not? The maitre 'd asked us to wait for few minutes. If more than 5, I am going for JiaoZi. I was thinking that to myself.

I thought of Melanie when we sat down. A bunch of them went out few weeks ago and had a feast on this horrible thing. She picked around the plate for safer bits and was caught. After being dared to take a bite, she found it was actually good. Hey, we Chinese don't fool around with foods. If it is good, no matter how weird to westerners, we eat it.

The plate is intimidating. It is a size of a large pizza (14 inches or more) and relatively deep. A fish head, split into halves, occupies the majority of the space. Thick and yummy looking sauce filled the rest of the plate with lots of garlic, ginger, and green onions. Another waiter came quickly and dumped a small basket of bread onto the plate.

It is not really bread. It is more like Nan in Indian restaurants. You spread dough into a wide thin layer, apply just a bit of oil, roll it up, and roll it out again. After few times, you put it into a dry frying pan and roast it for few minutes till brown. Take it out and cut, or hand-tear, it into small pieces then serve. It is chewy, flaky, and good smelling. We spread them around the plate so that each gets a good soaking.

The meat was tender and smooth. Paul and I each worked on one part. I started from the “neck,” where the fish is more “normal.” I found myself picking up those bread pieces regularly. The cold beer works very well for this slightly spicy dish.

Quickly, I was picking apart the head and devouring delicious morsels — some are not flesh. The head was completely dismantled with our chopsticks after about an hour. None of us thought we could finish this 2.5 kg (5.5 lbs) piece when we ordered.

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The Wisdom of Crowds

The Wisdom of Crowds


James Surowiecki


ISBN: 0385721706

Pub. Date: August 2005

Publisher: Knopf Publishing Group

I was trained and am proud to be analytical. Give me a problem, I will analyze it and come up with a plan of attack that is reasonable and likely to succeed. This is what engineers do. It is in our blood.

As I grow older, I encountered problems that just don't fit. That the analytical approach is far from optimal. At first, I was in denial. (How can it be? Every problem can be solved this way. There is something wrong with the definition of the problem.) Now, older, I have acquired skills for other approaches. The most notable one is the strategic approach that involves the evaluation of the situation, understanding the big picture, the smart allocation of resources, and the attention to timing.

The Tipping Point teaches you to watch for, or cultivate, a sudden and massive change. Blink, from the same author, teaches the art of listening to, at least respect, your instincts. This one tries to teach you to trust crowds. All are valuable and non-analytical approaches to problem solving. I am glad to have made new acquisitions to my toolbox.


For groups to perform, the individuals must have unique, no matter how trivially small, pieces of information. They can be wrong, but must be independent. If the group is large enough, the errors cancel out each others and the result will be surprisingly accurate and good. Simply put, diversification yields good results.

Diversification is a key concept in investment. If you buy enough stocks from different sectors of the economy, their volatilities cancel out and you are left with the assured growth of the economy, and not the risk of each stock.

This makes sense. Everyone has a piece of information and, at the same time, lots of random noises. If everyone is independent, the randomness averages out and what's left is the correct information. For example, if I give everyone an evenly distributed random number from positive to negative 1000. The average must be 0, or very close to it. Some will have a number that is very “wrong,” in the sense that it is very distant from the mean. But that does not matter, since large number of group takes care of the errors.

The three important elements of group wisdom are: diversification, independence, and private judgment that makes sure the members do not influence each other.

The chapter on modern corporation is the gem. Corporate America are almost always organized as hierarchical small groups. A CEO has his or her executive staff, each works with the next level but always in small number that ranges from less than 10 to 30. This turns out to be a dangerous way of doing things.

Chapter 6 offers an insight to my daily life in China. Why are American merchants more honest than their Chinese counter-parts? When you shop in America, you have relatively high confidence that you will not be grossly taken advantage of. In China, it is a crap shoot. Intense bargaining is normal, common, and very tiring. Why do everyone must waste so much energy to make sure they are not paying more than other shoppers? Because China is not capitalistic enough.

Don't get me wrong. This country is more aggressive in pushing privatization and market driven economy than any other one (including US). But they have not practiced capitalism long enough. As the result, they emphasize heavily on short-term gains that encourage exploitation for one-time deals. Mature companies, and citizens, learned that long-term gains are much better. They, therefore, establish practices that are honest and fair, since that's the only way for long-term business relationship.

To profit long and more, individuals must sacrifice some short-term benefits and be a bit less selfish. Act for the good for many is beneficial to self for the long run. Gush, we just have to have faith in this. Do we?

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Reply to retiarius laboratories

Income difference in a global economy June 10th, 2006

In a global economy, why would an engineer accept less pay just because she is in India, China, or wherever?

Tom Lehrer, who did not leave an email address for me to reply, commented on my blog recently.

It is such a good question.
Three factors:

  • Relative income: the lifestyle one can afford depends largely on the income difference to the rest of the society. Simply put, an engineer earning 10 times the average income in China has a higher purchasing power and social status than the one merely 5x GDP per capita in US. Even if the latter earns 3x more in absolute terms.

  • Saving rate: where will one live when retired? How much money does she need? How long would it take to accumulate that amount? These appear simple and straight-forward. But for the mobile professionals, they essentially face the famous 4 corner decision: where to work (high/low income regions) and where to retire (high/low living cost regions) and should choose the corner that offers the fastest rate.

    Without doubt, saving where income is high and retire where the costs are low is the best choice. But which is the 2nd best choice? Most people found the “low/low” corner more attractive.

  • Market barriers: many factors prevent a mobile professional to move. The cultural and linguistic skills are the most obvious ones. That software engineer is highly professional, but cannot deal with American society for whatever reasons.

There is always the last reason of market efficiency. The difference in labor costs creates an arbitrage opportunity for those who will exploit it. Companies do this all the time. They will continue to exploit until the arbitrage disappears. Labor market is usually not very efficient and takes years to catch up.


Edit on 6/12:

Change the title of the blog. Thanks for the comment that lead to it.

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Loyalty, Relationship, and Management

Loyalty, Relationship, and Management April 8th, 2006

You need people. You need the confidence that your decisions are based on truth and whole facts. You need good advices. You need them to go the extra mile in desperate time. You need to have your back watched. You need them to mind the store when you are away. You need them to succeed.

Some managers reward loyalty above all. They cultivate loyal followers. These lieutenants, in turn, do the same at their levels. At the end, if they are good, they end up with an organization that is tight and formidable. They can go places, in fact, wherever the boss says.

In an enterprise, this does not work. Management is not that easy, not anymore.

Without affordability, managers frequently found they face the decision of rewarding either loyalty or competency.
High performers than gradually leave and the group is left with 2nd-rated but loyal ones. This still works, for a while. The manager can compensate by focusing them and working them harder. But “driving” your staff is hard work, it also has the side effects of removing delegation.

Since loyalty must be bought and the price pretty high, the manager probably afford to reward everyone equally well. Secrecy becomes necessity. But secrecy divides the group and concentrates power. This makes her group not scalable — incapable for completing larger projects. It also creates single points of failure.

Lastly, loyalty, by definition, suspends one's creativity. This is fatal for software.

Management by relationship is much more satisfying. Relationship, although always 1-on-1, needs no secrecy. It is about role differences, instead of power distribution; respect, not authority; specialization, not command and execution.

You must be genuine and sincere. You must learn how to listen. Pay attention to what is said and think about it. You work on it akin to maintaining friendship.

But work relationship is always different than friendship. Most of the time, you do not choose work relationship. Company interest, work ethics, and policy compliance come first. You will do what you will never to friends. “Close but professional” is the idea.

Did you become a manager for power? It is OK that you did. Just avoid using it as much as you can.

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