China to receive bigger IMF voice

By Steven R. Weisman The New York Times

Published: September 18, 2006

SINGAPORE Member states of the International Monetary Fund, yielding to demands from China and leading Western countries, have adopted a plan to modify the fund’s power structure and take steps to expand the voice of China and other rapidly developing nations, officials said Monday.

The modification of the governance of the IMF, the international agency that monitors the global economy and rescues countries from insolvency, was widely described as the biggest step since the fund was established in the 1940’s, the era when the victors of World War II created the vast cooperative superstructure for the world economy.

China’s share of the votes at the IMF, which has 184 members, would go up only slightly, from 2.98 to 3.719 percent. The shares of South Korea, Turkey and Mexico, the other countries that gained more power from the vote Monday, was similarly modest. But it was hailed by the United States and other nations as a decisive reform.

“It looks like a small step forward, but it’s a large step,” said Henry Paulson Jr., the U.S. Treasury secretary, who was here for the annual meeting of the IMF and the World Bank and participated in morning-till-night sessions assessing the global economy and possible steps to assure its health.

The precise tally of the IMF members was not available early Monday evening.

In a separate development, a committee of finance ministers that oversees the World Bank endorsed in principle a plan by Paul Wolfowitz, the bank president, to crack down on corruption in the bank’s lending, but not unreservedly. They added a proviso that the bank’s board of executive directors, a separate group that oversees the day-to-day bank operations on behalf of donor and recipient nations, be able to override the way Wolfowitz carries out the plan.

Wolfowitz, a conservative intellectual who was an architect of the Iraq war as deputy secretary of defense in the first term of President George W. Bush, has stirred unease in the bank with his corruption policy. Many directors fear that it could be overly punitive and lead to cutbacks in aid to poor countries.

The finance ministers’ committee also raised concerns, Wolfowitz said, involving the standards to apply to various countries and the question of how much the bank’s resources should go to anti-corruption plans.

The finance ministers’ committee issued a statement that supported the anti-corruption campaign but with what seemed to be muted wording. It backed the bank’s “engagement” on the issue but demanded further information on implementation, and in a suggestion of unhappiness, “stressed the importance of board oversight of the strategy.”

Some officials here indicated that the wording of the committee’s statement reflected discomfort with Wolfowitz, but Wolfowitz said he was pleased the board had given him a green light to proceed with what has become a signature issue for him in his 15 months at the bank.

Throughout the meetings of the last few days in Singapore, much of the criticism of participating countries has focused less on the World Bank than on the overhaul of the IMF. The fund vote needed 85 percent of the 184 member countries’ voting shares to be adopted.

The United States has about 17 percent of the vote and Europe in aggregate about 23 percent. Paulson and his European counterparts have spent much of their time here lobbying other countries to agree to the reform. Japan has 6.1 percent.

The vote was not very much in doubt, but many countries that voted in favor said they did so under protest and insisted that in a second round of discussions, also approved by the vote here, scores of countries will be demanding a bigger voting share for themselves.

The change in the fund governance was advocated by the United States and many European countries as a way of getting China and other developing countries to feel more invested in the international economic system.

The IMF is one of many institutions that American and European officials say are in need of change. There are fears of disaffection with the World Trade Organization, the successor of a global trade regime set up 60 years ago, following the collapse last summer of trade talks.

Western leaders also want to change the composition of the United Nations Security Council, adding some countries to the roster of five permanent veto-bearing members. But they have been unable to agree on which countries to add. The United States wants to add Japan and one of several developing countries seeking membership.

Wolfowitz has said that his organization, the World Bank, also needs to change its governance to give more say to China and other fast-growing countries in the developing world.

Under the surface of the IMF vote was another objective of the United States: to engage China in the fund as it expands its role in monitoring currency flows and exchange rates. Washington hopes that the fund will become another voice urging China to let its currency fluctuate more freely in relation to the dollar.

If there was one overriding consensus among European and American finance ministers, it was that China is artificially keeping the value of its currency low in relation to the dollar, and that this is an unhealthy pattern also being followed by Japan and other Asian nations.

The net effect, economists say, is that Chinese exports are cheaper than they should be, and its imports are more costly than they should be, aggravating the huge U.S. trade and current-account deficits that have turned the United States into the world’s biggest debtor nation.

The gigantic American debt that the United States owes to Asian and oil-producing countries was widely seen as posing a major threat to the global economy, along with other threats like the failure of trade talks, rising oil prices and fears of a major new terrorist attack.

As a partial solution the United States wants China to let its currency, the yuan, float more freely in the marketplace, where it would presumably rise in value and lead to fewer exports to the United States. The flip side of an appreciating yuan would be a lower value of the dollar, but American officials never like to be seen “talking down” the dollar.

Paulson told reporters Monday that the Bush administration favored a “strong dollar.” But when asked about a comment from Zhou Xiaochuan, governor of the People’s Bank of China, the central bank, that the yuan might not rise in value if it were to fluctuate freely, the Paulson smiled broadly and said: “It was an interesting comment.”

But many economists fear that the solution of stronger Asian currencies might create a new problem. If a decline in the dollar effective reduces the hundreds of billions in dollar-denominated securities held overseas, it could lead to a panic-driven sell-off of dollars, driving up interest rates with possible damaging effects to the U.S. economy.

Paulson, meeting with reporters, said the IMF vote marked an incremental bit of pressure on China to do something about its currency, and he aimed to reinforce American concerns when he goes to China on Tuesday for his first visit as Treasury secretary.

He cautioned against “immediate solutions or quick fixes” flowing from his trip, but he also said “that doesn’t mean I don’t like results.”

Few other economists and officials here expect Paulson to get Beijing to move quickly on currency, despite the many years of relations he cultivated with Chinese leaders as head of Goldman Sachs, the investment bank he left last summer for his current post.

SINGAPORE Member states of the International Monetary Fund, yielding to demands from China and leading Western countries, have adopted a plan to modify the fund’s power structure and take steps to expand the voice of China and other rapidly developing nations, officials said Monday.

The modification of the governance of the IMF, the international agency that monitors the global economy and rescues countries from insolvency, was widely described as the biggest step since the fund was established in the 1940’s, the era when the victors of World War II created the vast cooperative superstructure for the world economy.

China’s share of the votes at the IMF, which has 184 members, would go up only slightly, from 2.98 to 3.719 percent. The shares of South Korea, Turkey and Mexico, the other countries that gained more power from the vote Monday, was similarly modest. But it was hailed by the United States and other nations as a decisive reform.

“It looks like a small step forward, but it’s a large step,” said Henry Paulson Jr., the U.S. Treasury secretary, who was here for the annual meeting of the IMF and the World Bank and participated in morning-till-night sessions assessing the global economy and possible steps to assure its health.

The precise tally of the IMF members was not available early Monday evening.

In a separate development, a committee of finance ministers that oversees the World Bank endorsed in principle a plan by Paul Wolfowitz, the bank president, to crack down on corruption in the bank’s lending, but not unreservedly. They added a proviso that the bank’s board of executive directors, a separate group that oversees the day-to-day bank operations on behalf of donor and recipient nations, be able to override the way Wolfowitz carries out the plan.

Wolfowitz, a conservative intellectual who was an architect of the Iraq war as deputy secretary of defense in the first term of President George W. Bush, has stirred unease in the bank with his corruption policy. Many directors fear that it could be overly punitive and lead to cutbacks in aid to poor countries.

The finance ministers’ committee also raised concerns, Wolfowitz said, involving the standards to apply to various countries and the question of how much the bank’s resources should go to anti-corruption plans.

The finance ministers’ committee issued a statement that supported the anti-corruption campaign but with what seemed to be muted wording. It backed the bank’s “engagement” on the issue but demanded further information on implementation, and in a suggestion of unhappiness, “stressed the importance of board oversight of the strategy.”

Some officials here indicated that the wording of the committee’s statement reflected discomfort with Wolfowitz, but Wolfowitz said he was pleased the board had given him a green light to proceed with what has become a signature issue for him in his 15 months at the bank.

Throughout the meetings of the last few days in Singapore, much of the criticism of participating countries has focused less on the World Bank than on the overhaul of the IMF. The fund vote needed 85 percent of the 184 member countries’ voting shares to be adopted.

The United States has about 17 percent of the vote and Europe in aggregate about 23 percent. Paulson and his European counterparts have spent much of their time here lobbying other countries to agree to the reform. Japan has 6.1 percent.

The vote was not very much in doubt, but many countries that voted in favor said they did so under protest and insisted that in a second round of discussions, also approved by the vote here, scores of countries will be demanding a bigger voting share for themselves.

The change in the fund governance was advocated by the United States and many European countries as a way of getting China and other developing countries to feel more invested in the international economic system.

The IMF is one of many institutions that American and European officials say are in need of change. There are fears of disaffection with the World Trade Organization, the successor of a global trade regime set up 60 years ago, following the collapse last summer of trade talks.

Western leaders also want to change the composition of the United Nations Security Council, adding some countries to the roster of five permanent veto-bearing members. But they have been unable to agree on which countries to add. The United States wants to add Japan and one of several developing countries seeking membership.

Wolfowitz has said that his organization, the World Bank, also needs to change its governance to give more say to China and other fast-growing countries in the developing world.

Under the surface of the IMF vote was another objective of the United States: to engage China in the fund as it expands its role in monitoring currency flows and exchange rates. Washington hopes that the fund will become another voice urging China to let its currency fluctuate more freely in relation to the dollar.

If there was one overriding consensus among European and American finance ministers, it was that China is artificially keeping the value of its currency low in relation to the dollar, and that this is an unhealthy pattern also being followed by Japan and other Asian nations.

The net effect, economists say, is that Chinese exports are cheaper than they should be, and its imports are more costly than they should be, aggravating the huge U.S. trade and current-account deficits that have turned the United States into the world’s biggest debtor nation.

The gigantic American debt that the United States owes to Asian and oil-producing countries was widely seen as posing a major threat to the global economy, along with other threats like the failure of trade talks, rising oil prices and fears of a major new terrorist attack.

As a partial solution the United States wants China to let its currency, the yuan, float more freely in the marketplace, where it would presumably rise in value and lead to fewer exports to the United States. The flip side of an appreciating yuan would be a lower value of the dollar, but American officials never like to be seen “talking down” the dollar.

Paulson told reporters Monday that the Bush administration favored a “strong dollar.” But when asked about a comment from Zhou Xiaochuan, governor of the People’s Bank of China, the central bank, that the yuan might not rise in value if it were to fluctuate freely, the Paulson smiled broadly and said: “It was an interesting comment.”

But many economists fear that the solution of stronger Asian currencies might create a new problem. If a decline in the dollar effective reduces the hundreds of billions in dollar-denominated securities held overseas, it could lead to a panic-driven sell-off of dollars, driving up interest rates with possible damaging effects to the U.S. economy.

Paulson, meeting with reporters, said the IMF vote marked an incremental bit of pressure on China to do something about its currency, and he aimed to reinforce American concerns when he goes to China on Tuesday for his first visit as Treasury secretary.

He cautioned against “immediate solutions or quick fixes” flowing from his trip, but he also said “that doesn’t mean I don’t like results.”

Few other economists and officials here expect Paulson to get Beijing to move quickly on currency, despite the many years of relations he cultivated with Chinese leaders as head of Goldman Sachs, the investment bank he left last summer for his current post.

Manager, Engineering

Company Introduction:
XXX is a world leader in enterprise infrastructure software, delivering powerful standards-based platforms for building enterprise applications and managing Service-Oriented Architectures even in heterogeneous IT environments.

Job responsibilities:
1.Manage several engineers groups (10-20) for design and development a telecom domain project like SIP Server, or WLNG (Weblogic Network Gatekeep). From the world wide standard product, the individual defines and assumes all development with Technical Director, Architect for all necessary extension, add plug-in on the China market and APAC region;
2.Validate detail architecture for a package following high level architecture decided by Technical director and architect;
3.Define and control whole development schedule according to business plan, anticipated all exceptional event, measuring impact and taking necessary action;
4.Assure quality of the product via QA testing also Product document;
5.Assure the day to day management for whole project team, and keep development team high motivation.

Applicant requirements:
1.6-8 years of commercial software development experience on preference in telecom domain (Telecom operator, Telecom equipment supplier?etc) with at least 3-4 years as project manager for a team more than 8-10 people;
2.Detailed knowledge of software development cycle management;
3.Detailed knowledge of Relational database and SQL programming;
4.High proficiency in J2EE programming including RMI, JDBC, JMS;
5.Experience with UNIX (one of Linux, Solaris, HP-UX, AIX) and Windows;
6.Experiences with JSR 175 Metadata Facility for Java is a plus;
7.Detailed CORBA knowledge for design and programming;
8.Strong verbal and written English skills.

DESIREABLE KNOWLEDGE OR SKILLS
1.Solid experience with Java (or equivalent) in the industry with the ability to write maintainable test code;
2.2 – 4 years of product and/or QA development in JAVA / J2EE or equivalent technologies;
3.Experience with analyzing and troubleshooting product problems;
4.Experience with test automation or test automation development (JUnit / Cruise Control a plus);
5.Solid UNIX environment experience;
6.Able to independently develop testing strategies and techniques;
7.Experience with testing SIP;
8.Experience with Parlay or ParlayX 2.0;
9.Experience with commercial telecom testing equipment;
10.Knowledge of the SIPServlet API (JSR116);
11.Knowledge of VoIP related standards, specifically the SIP protocol (RFC 2543, 3261, 3262, 3265, 3428);
12.Knowledge of existing SIP server solutions;
13.Experience with MMSC and SMSC integration (SAMS messaging API, JSR 212);
14.Experience with JAIN/SLEE, JAIN/SIP;
15.Experience with other Java tools such as Findbugs and code coverage solutions;
16.Good experience with CORBA/JAVA commercial project development;
17.Working knowledge in J2EE Web applications;
18.Excellent oral and written communication skills;
19.Have good time management skills;
20.Demonstrated ability to be effective in a dynamic, fast paced environment;
21.An effective team player.

Education:
MS/PhD Computer Science, Engineering, or MBA with a science BS

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_it074bj@dacare.com’

Engineering Technologist Principal

Company Introduction:
XXX is a world leader in enterprise infrastructure software, delivering powerful standards-based platforms for building enterprise applications and managing Service-Oriented Architectures even in heterogeneous IT environments.

Job Description:
1.Join as a member of the Telco development team on the Telecommunications Technology Centre.
2.As a member of the Telecommunications Technology Centre, your job is to create high performance and scalable infrastructure code for the Telco network elements and Parlay X development.
3.The BEA WebLogic Communications Platform is the first converged IT and telecom platform, providing full-service lifecycle capabilities in a carrier-class environment.

Job responsibilities:
1.Lead and coordinate a small engineers group (3-4 persons) for design and development;
2.Design detail architecture for a module or a package following high level architecture decided by Chief architect;
3.Write functional and technical specifications for product features;
4.Code and unit test product features;
5.Diagnose and fix product problems/bugs;
6.Review product documentation;
7.Provide input to QA team on design and development of system tests.

Applicant requirements:
1.Extensive Telco Standards, 3GPP, Parlay, Parlay X, OSA, IMS core network, SIP, SS7, CAMEL, OSA;
2.Media Server, Application Server, Web Service;
3.China Mobile, China Telecom, Service Broker, architecture, expert, BUPT, research;
4.Detailed knowledge of Enterprise Java Beans programming;
5.Detailed knowledge of Relational database and SQL programming;
6.High proficiency in J2EE programming including RMI, JDBC, JMS;
7.Experience with UNIX (one of Linux, Solaris, HP-UX, AIX) and Windows;
8.6-8 years of commercial software development experience on preference in telecom domain (Telecom operator, Telecom equipment supplier¡­etc);
9.Experiences with JSR 175? Metadata Facility for Java is a plus;
10.Detailed CORBA knowledge for design and programming;
11.Strong verbal and written English skills;
12.Solid experience with Java (or equivalent) in the industry with the ability to write maintainable test code;
13.2 – 4 years of product and/or QA development in JAVA / J2EE or equivalent technologies;
14.Experience with analyzing and troubleshooting product problems;
15.Experience with test automation or test automation development (JUnit / Cruise Control a plus);
16.Solid UNIX environment experience;
17.Able to independently develop testing strategies and techniques;
18.Experience with testing SIP;
19.Experience with Parlay or ParlayX 2.0;
20.Experience with commercial telecom testing equipment;
21.Knowledge of the SIPServlet API (JSR116);
22.Knowledge of VoIP related standards, specifically the SIP protocol (RFC 2543, 3261, 3262, 3265, 3428);
23.Knowledge of existing SIP server solutions;
24.Experience with MMSC and SMSC integration (SAMS messaging API, JSR 212);
25.Experience with JAIN/SLEE, JAIN/SIP;
26.Experience with other Java tools such as Findbugs and code coverage solutions;
27.Good experience with CORBA/JAVA commercial project development;
28.Working knowledge in J2EE Web applications;
29.Excellent oral and written communication skills;
30.Have good time management skills;
31.Demonstrated ability to be effective in a dynamic, fast paced environment;
32.An effective team player.

Education:
MS/PhD Computer Science, Engineering, or equivalent

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_it073bj@dacare.com’

Product Manager

Company Introduction:
XXX is a world leader in enterprise infrastructure software, delivering powerful standards-based platforms for building enterprise applications and managing Service-Oriented Architectures even in heterogeneous IT environments.

Job Description:
The Product Manager actively participates in the definition of Telecommunications Technology Center product strategy and roadmap, focusing on applications built on XXX Weblogic Communication Platform core products (SIP AS & Network Gatekeeper). He or she has direct responsibility for defining detailed product requirements and features and for working cross-functionally to successfully deliver the product to market.
The position requires extensive interaction with all functional areas and management levels at XXX and strategic partners. As such the candidate must be able to synthesize and clearly communicate the status of development to management and partners. Most importantly, the individual must be passionate about the product space, willing to work extremely hard, and learn a lot.
The successful candidate will have a strong grasp of the SIP, VoIP, IMS, IP Conferencing, telecom network infrastructures, and other related markets. In addition, you should be able to effectively articulate customer needs into business requirements, manage cross functional teams and drive successful product development and deployments.

Job responsibilities:
1.Work closely with Product Marketing, Business Development, Sales, and partners to define market-driven products and features;
2.Develop, prioritize, and communicate product requirements in line with product strategy through the creation of Product Specifications Requirements;
3.Lead cross-functional rollout team to successfully launch product working with Engineering, Q/A, Operations and Sales;
4.Provide cross-functional leadership by managing through influence (rather than authority);
5.Serve as product evangelist presenting product roadmap and product features to internal and external audiences.

Applicant requirements:
1.A self-starter, entrepreneurial, highly motivated, “get-the-job-done” type;
2.Works extremely well in team settings;
3.Ability to understand business case drivers as well as technical trade-offs;
4.Communicates clearly and articulately, both in written and spoken form;
5.Ability to effectively develop and communicate presentations internally and to potential partners;
6.Provides leadership by example;
7.Translates ideas into tangible and clearly defined action steps;
8.Analytical with strong problem solving skills;
9.Desire to work in a smaller company with entrepreneurial spirit;
10.Capability to think strategically and tactically as required by position’s activities;
11.Ability to travel.

Experience:
1.The successful candidate will have a 3 to 5 years experience in Product Management, focusing on software / applications;
2.Strong familiarity with the converged IP communications industry landscape is a must, as well as with associated technologies including Network resources, Parlay X, SIP, Voice over IP, and Presence and Messaging technologies;
3.Demonstrated track record in the full range of product management activities including: market opportunity evaluation, business case, product definition, go-to market strategies, team leadership, product lifecycle management;
4.Tangible experience in delivering SIP, VoIP and/or related solutions to customers and the market
5.Strong writing, communication and leadership skills are a must.

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_it072bj@dacare.com’

Oversea Process Engineer (FOL PE 1per; EOL PE 1per)

Company Introduction:
top semiconductor manufacturing company

Responsibilities:
1. Process sustaining
-Yield improvement
-Daily hold lot disposition
-Training for fresh process engineer
-Lead the CIP team focusing on major process issue.
-Follow up customer concerns and implement in process control
-Follow up customer audit and transfer customer spec.

2. Qual/NPI lot handling
-Handle customer qual lot building
-Follow up customer requirements
-Report to customer for the concerned questions

Position definition:
-FOL and EOL process engineer leader for each

Requirements:
FOL PE 1per
-Oversea process engineering base on IC assembly and test.
– At least 3 years working experience in IC assembly.
-FOL process engineer shall well know quality control system
-FOL process engineer shall well know for back grinding, Die sawing, Die bond and wire bond.
-FOL process engineer shall well know Disco, ESEC, UTC,KNS and ASM machines.
-Well know DOE knowledge, can use JUMP or Minitab software for process optimization
-Well know IC parts assembly and test requirements.
-Well know wafer mapping system
-Skillful English speaking, writing and listening

EOL PE 1per
-Oversea process engineering base on IC assembly and test.
– At least 3 years working experience in IC assembly.
-EOL process engineer shall well know package outlines drawing and international standards.
-Well know for Mold & TNF mechanism and process control
-Well know for mechanical defect analysis and make CIP.
-Well know molding process control and mold compound
-Well know project handling such as green compound evaluation
-Well know package level reliability test and contiously meet customer requirement
-Well know DOEs, such as JUMP or Minitab.
-Well know cusomer spec review and transfer to internal spec.
-Well know quality control system.
-Skillful English speaking, writing and listening.

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_ic050sh@dacare.com’

Account Manager

Company Introduction:
top global information company in the financial services, media and corporate markets.

Responsibilities:
1.Finding and prospecting business opportunities with new customers
2.Driving and managing new sales and delivering results on a quarterly basis
3.Selling our market data desktop product to users in the energy and metals markets
4.Representing company and building business relationships within the energy and metals markets in Southern China

Qualifications:
1.Highly motivated and willing to prospect and drive new business opportunities
2.Ability to manage and deliver sales results on a quarterly basis.
3.Highly Knowledge of the energy and metals market workflows
4.Basic knowledge of financial Market.
5.Basic knowledge of Market Data Systems
6.Good skill of MS – PowerPoint ,Word and Excel software
7.English skill both writing and speaking is preferable in case of none English native speaker.

* Please send us your complete resume (both in Chinese or and English) to: ‘topjob_fi109sh@dacare.com’

China to face 13m job gap yearly

Winny Wang
2006-09-15
UNEMPLOYMENT will be a long-term problem in China as the country has a large population but insufficient jobs, Tian Chengping, minister of Labor and Social Security, said yesterday during a speech at the Brookings Institution in Washington DC.

Tian said more than 24 million people will find jobs every year in cities and towns in the next few years, while the country can only offer 11 million vacancies. The problem is much more serious in middle and western regions, he said.

In rural areas, about 100 million people are unemployed among the workforce of 497 million.

Tian said China has made an effort to decrease its unemployment rate. From 1998 to 2005, 19 million laid-off workers were reemployed, and the unemployment rate in urban areas remained stable at 4.2 percent by the end of last year.

The country has set up more than 36,000 job agencies

At a regular State Council meeting on July 25, Chinese Premier Wen Jiabao proposed that China should keep its urban unemployment rate within 5 percent in the coming five years.

DaimlerChrysler Opens New Manufacturing Facility in China

Beijing Benz-DaimlerChrysler Automotive Ltd. (BBDC) celebrated the opening of its new manufacturing facility today at a ceremony which included government officials, executives, community leaders and more than 1,000 employees of the joint venture and its two shareholders, DaimlerChrysler AG and Beijing Automotive Industry Holding Co. (BAIC).

The hour-long ceremony included presentations of two vehicles produced at BBDC – the Mercedes-Benz E-Class and the Chrysler 300C. Local production of the Mercedes-Benz E-Class began ramping up last December, while production of the Chrysler 300C will begin soon.

“Almost a quarter of a century after DaimlerChrysler co-founded the first international automobile joint venture in China, the opening of the BBDC’s new manufacturing facility is another milestone in our long tradition in China,” said Dr. Dieter Zetsche, Chairman of the Board of Management of DaimlerChrysler AG and Head of the Mercedes Car Group. “This brand new facility is tangible example of our continued growth in Northeast Asia and a major step towards realizing our ambitious goals in the fastest growing market in the world.”

Zetsche was joined by Beijing Lord Mayor Wang Qishan; DaimlerChrysler Board of Management Member responsible for Corporate Development, Dr. Rüdiger Grube; BAIC Chairman An Qinghen; DaimlerChrysler Northeast Asia Chairman and CEO Dr. Till Becker, BBDC President Guenter Butschek, and other officials and executives.

With a total land area at the site of 2 million sq. meters, BBDC’s new facility is located in the Beijing Development Area (BDA) in Southeast Beijing. The 210,000 sq. meter facilities currently produce Mercedes-Benz E-Class and Mitsubishi Outlander sedans, and will begin producing Chrysler 300C sedans soon. The next-generation Mercedes-Benz C-Class is also slated for production. BBDC has the capacity to build up to 25,000 Mercedes-Benz vehicles, and 80,000 Chrysler and MMC vehicles annually, with room to expand as needed.

The overall manufacturing site includes a “Mercedes Car Group” facility, a “Chrysler Group / MMC” facility, paint shop and stamping facilities, as well as environmental, logistcs, and energy management centers. The Mercedes Car Group and Chrysler Group/MMC facilities each include separate body shops and assembly areas designed to accommodate the specifications for each brand. Both operations are flexible enough to introduce new models and to adjust particular volumes based on demand.

By adopting best practices in vehicle production and technology worldwide, the facilities’ main processes of stamping, painting, welding and final assembly set a new benchmark for the Chinese domestic automotive industry.

As in all DaimlerChrysler plants, the production system in China has been designed to ensure that any abnormality in the manufacturing process is properly identified and fixed. Both BBDC and DaimlerChrysler engineers have been training production colleagues to ensure that they are fully capable of meeting the high standards, and they are also empowered to continue to make improvements. The BBDC Automotive Technical Training Center, jointly built with Beijing Automotive Industrial School, trains employees on the DaimlerChrysler production system. The training center uses trainers from Germany, and will also send colleagues to train on the line in Germany.

Founded on August 8, 2005, BBDC is a joint venture between the Beijing Automotive Industry Holding Co. Ltd, and DaimlerChrysler. It is an expansion of the original Beijing Jeep Corporation, which was the first international automotive joint venture in China.

DaimlerChrysler and its partners are making significant investments in China for its ongoing and future projects to produce Mercedes-Benz passenger cars and vans and realize the production of heavy-duty and medium-duty trucks. The Chrysler Group will build the Chrysler 300C in Beijing, and license minivan production in Fuzhou (PRC) and Yangmei (Taiwan). DaimlerChrysler Auto Finance China became the first company in China to offer vehicle financing for both passenger cars and commercial vehicles. Additionally, DaimlerChrysler Northeast Asia imports passenger cars and commercial vehicles to Northeast Asia under the Mercedes-Benz, Maybach, smart, Chrysler and Jeep brands.

Obstacles To Innovation In China And India

From the CEO of Infosys

Globalization and the convergence of information and communication technologies have dramatically boosted the power and speed with which businesses, organizations, and individuals can access, process, and adapt information. This has given rise to the knowledge economy, where markets can trade what has long been untradable: workers’ education and skills. In the new dynamic, efficiencies in productivity growth are less important. Instead, growth is driven by the capacity of economies to create knowledge and innovate.

Three new innovation models are emerging. One is process innovation: wiring everyone to the same network and leveraging the cost, talent, and volume of an integrated global economy. Another is creating pint-sized products and services sold cheaply to masses of poor people. A third is innovating through local partnerships and networks to get around external hurdles, whether bad roads in India or bad government policy on IP in China. You see all three models in India. Boston Consulting Group put out a list of 100 emerging global companies; 21 of them were in India.

Initially, cost advantages attracted global companies to the emerging markets of China and India. China’s Pearl River Delta quickly became a hub of low-cost manufacturing, and the country’s manufacturing sector grew annually at 11.4% from 1993 to 2003. After economic reforms in 1991, India’s large pool of low-cost, technically trained talent made possible that nation’s growth as a global provider of IT services.

But today multinationals are beginning to leverage the skills of Indian and Chinese knowledge workers to innovate, and they are building strong R&D capabilities in these markets.

Innovation in China and India, however, has not grown on a truly global, commercially significant scale. Indian companies have yet to come up with significant innovations in entire product lines. Chinese outfits have launched clever but imitative products, and China’s R&D capabilities lag those of Taiwan and South Korea.

China and India rank 49th and 50th in the world respectively in terms of productivity growth. Their economies face major challenges to improved innovation. They lack end-to-end logistics, effective infrastructure, and strong regulatory systems. By understanding such weaknesses, corporations can devise alternate strategies and business models to transform the two countries into growth markets.

India has poor infrastructure, low literacy levels for many people, and labor inflexibilities. So high-volume manufacturing has not taken off yet in a big way. Yet businesses are using technology and communication networks to build virtual, interconnected innovation ecosystems to overcome the gaps. A network can tap multiple sources of innovation, including entrepreneurs, research labs, and students and faculty in educational institutions, such as the Indian Institutes of Technology (IITS).

Unearthing specific consumer needs in emerging economies can also aid innovation. HP Labs in India identified power outages as a key factor limiting the access and utility of computers in rural areas, so it designed a community PC that can run on car batteries.

There’s huge innovation in creating a high-volume, low-price business. CavinKare, an Indian company, began selling shampoos in the 1990s in cheap, single-serve sachets to make them accessible to the nation’s rural poor. This business model was replicated by Unilever (UL ) and Procter & Gamble (PG ).

India absorbs about 4 million to 5 million mobile phones a month, and its mobile rates are about 1 cents a minute, the lowest in the world. Clearly companies have innovated: They figured out how to stay profitable even selling telecom services at a penny a minute. They’re reaching consumers who are essentially not part of the formal financial system. If you can deliver to such people products or services in small units at a low price, the market is suddenly open to a much larger base.

In the end, innovation capability depends on economic flexibility. The U.S., with its entrepreneurial culture, relaxed labor markets, and free capital flows, continues to be the most innovative economy in the world. India and China need such an environment to bridge the growth and productivity gap between emerging markets and the developed world and to truly transform themselves into innovative, energetic economies.

Avon powers ahead with China recruitment

9/16/2006 – Having received the first license for a foreign-owned company to resume direct sales of cosmetic products in China, Avon added more than 33,000 new sales staff to its workforce there last month, according to data from the Chinese Ministry of Commerce.

The data, which was cited by Morgan Stanley in a note to investors, stated that the 33,339 new representatives were added to the work force in the month of August, bringing the total number of representatives to 188,273.
The figures indicates that the company is recruiting at an even faster rate than it had originally expected. Back in July the company said that its China sales force had reached 114,000 and that it was hoping to recruit a further 31,000 new employees.

Avon received the go ahead to resume door-to-door sales back in January of this year. The move followed the government lifting a total ban on direct sales implemented in 1998 in an attempt to quash pyramid schemes and other scams that were being offered on a door-to-door basis in the country.

Morgan Stanley reiterated in its note to investors that China remains Avon’s brightest hope for future growth at the moment, with the recruitment drive likely to boost sales for the second half of the year and helping to buoy the company’s overall results in the Asia Pacific market.

Although the general trend in the company’s global sales has been positive, the Asia Pacific region has proved particularly disappointing for the company as a whole. With the exception of China, the company reported a poor performance in other countries in the region, contributing to a 10 per cent drop in sales during the second quarter of the year.

But where other Asian markets are showing slow retail sales, the China market remains robust. Currently China is seeing some of the largest industry growth in the world, with almost all cosmetic and toiletry categories reporting sales growth well into double figures – figures that are in line with GDP that continues to exceed 10 per cent.

This growth could prove the key to getting Avon out of a difficult situation. Restructuring charges have hit the company hard of late, forcing investors to shy away from its shares. Following the announcement of its second quarter results at the beginning of August, the Avon share price fell over $5 to reach $27.40 on August 8. Since then the share price has leveled off and finished trading at $29.54 this week.

But the downward trend in the company’s share price reflects a general loss of confidence. The company’s latest results showed that sales had gone up, but underlying growth was below analyst’s expectations, due mainly to the heavy restructuring charges the company incurred.

During its second quarter net income dropped 54 per cent to reach $150.9m on the back $2.1bn in sales, up 5 per cent on the same period last year.

This figure was impacted by a $49m charge, as part of its massive $500m restructuring program, introduced in the last quarter of 2005. The scheme has seen profits tumble by 54 per cent but eventually could save the company $100m a year.

The restructuring costs have included organizational realignments and a reduction in the workforce, particularly in its middle management that has seen the elimination of more than 25 per cent of its management positions and lowered the number of management tiers from 15 to eight.

To date the company has now eliminated 10 per cent of its 43,000 worldwide workforce, however the expansion into China is helping to reverse that trend, emphasizing just how important the upturn in the China market is to the company.