2011年2月28日

温家宝:中国将调低经济增长目标 Wen Says China To Lower Growth Target

国国务院总理温家宝说,中国政府希望经济增长能够放缓,以避免通货膨胀并调整经济结构,而此时多数发达国家正在努力加速扩张经济。

Reuters
在中国安徽省合肥市的一个市场里,顾客在察看价格牌。温家宝总理承诺过会减缓通胀。
温家宝说,政府的目标是未来五年国内生产总值年均增长率为7%。比过去五年设定的7.5%的目标要低。虽然政府设定的目标通常低估了增长,然而此举仍然被视为一个重要的信号,表明中国这个世界第二大经济体的政府工作重点正在发生转移,减少对出口和资本密集型产业的依赖,转向为刺激更多的国内需求创造条件。

对资本密集型产业(如钢铁业)的巨额投资以及将自身变为世界工厂成就了中国的惊人崛起,从贫困的农村地区迁移到沿海城市的工人则为工厂提供了人手。但在过去三十年里中国每年超过9%的增长速度也有其高昂代价:污染严重、不平等现象迅速加剧、腐败现象非常普遍。

周日(2月27日)温家宝与中国网友在线对话时透露了新的经济增长目标。他说,我们绝不能再以牺牲环境的代价来换取高速增长,那样就会造成产能过剩,环境资源压力加大,经济发展不可持续。

中国的经济学家提醒说,7%的增长目标不应该只从字面上理解,而是作为对世界和各省官员释放的信号,即中国政府是严肃对待转变经济增长驱动力的问题,将重心转移至国内消费。

2006年公布的"十一五"规划将经济增长的目标定在7.5%,但2006年至2010年之间,经济实际增速为11.1%。上一次中国政府将经济增长目标设定在7%还是2001年的事情,那时中国刚从亚洲金融危机中复苏过来,GDP增长了7.5%。但据摩根大通(J.P. Morgan)的数据,在2001年至2005年之间,中国GDP平均增长率为9.8%。

摩根士丹利(Morgan Stanley)中国分析师王庆说,政府在五年规划中设定的目标往往并不能准确地预示未来五年的增长情况。但这也意味着我们将看到经济增长放缓。他预测在接下来的五年里年均增长率为9%,随后的五年中年均增长率不到8%。

其他人则不太乐观。哈佛大学经济学家罗格夫(Kenneth Rogoff)警告说,中国经济可能会狠狠摔一跤,尤其是如果中国受到银行危机的羁绊。

国内外的一批经济学家认为,过去的增长率是不可持续的,因为中国人口逐渐老龄化,以及通过进一步增加出口和投资来加速增长的机会也越来越少。

这就导致了一个奇怪的现象:中国之外的国家都在试图加速增长,期望从全球金融危机中复苏过来,而中国正试图踩刹车。布鲁金斯学会的经济学家普拉萨德(Eswar Prasad)说,中国的领导人不是排斥经济增长,而是意识到他们没有取得有质量的增长,普通家庭没有获得与经济增长相称的利益。

温家宝是中国负责经济事务的领导人,他与网友在线交流是在一年一度的全国人民代表大会召开之前。今年的全国人大将于3月5日开幕,会上将正式发布中国十二五规划。

每年,温家宝还会在全国人大开幕式上所作的政府工作报告中提出一个独立的、同样具有象征意义的8%的年度经济增长目标。不清楚今年温家宝讲话时,这个增速是否也会下调。

美国及G20其他成员国一直在敦促中国调整经济增长模式,以减少对出口增长的依赖,至少自2004年以来温家宝就一直将此作为一个目标。不过,中国在这个问题上并没有取得进展。消费在经济中的比重远远低于其他主要经济体中的比重。通过更多地依靠投资实现增长,中国政府把经济增长的大部分获益给了大型国有企业而不是家庭,进而引发了公众的不满。温家宝呼吁增长模型向消费倾斜,此举对国有企业是一个挑战──中国的国有企业吞食了越来越大比例的中国财富,给企业高管和在共产党内部的政治靠山带来了好处。本月,国家媒体报导了曾经大权在握的铁道部部长刘志军被解职的消息。这位前部长曾负责监管投向国有高速铁路网络建设企业的数十亿美元的投资。

负责实施经济规划的各省市领导也缺乏减少投资的动力,因为对他们的考核主要是依据他们实现快速增长的能力。新项目也可能成为他们收受开发商等人贿赂的来源。

据新华网"温家宝总理答问网友精彩妙语集"专题的报导,中央政府计划对地方政府采用新的考核标准,将更加看重效率、环保和人民的生活水平。新华网没有详细报导。

布鲁金斯学会的经济学家普拉萨德说,向扩大内需转型无一例外意味着经济增速会放缓。不过,随着劳动密集型服务业的进一步发展,即使增速放缓,也有望创造更多的就业岗位。2000年至2009年,尽管中国GDP增速很快,就业率年增速却只有0.9%。

温家宝还明确表示,中国不打算像G20成员国一直敦促的那样,通过大幅调整汇率来实现经济增长目标。自2010年六月中旬中国宣布允许人民币在一定程度上浮动以来,人民币兑美元已经累计升值3.7%,平均每月升值不到0.5%。一般来说,货币升值可以使进口商品更加便宜,进而提高居民生活水平。升值货币还可能是遏制通胀的一个工具。

据新华网报导,温家宝重申,人民币的升值必须以一种谨慎、渐进的方式进行。他说,如果人民币一次大幅度的升值,就会造成许多加工企业的破产或者无法经营,就会造成外贸企业订单转向其他国家,而我们许多工人要失业,而这些工人又多以农民工为主。

温家宝还尽量具体地叙述了将采取的抑制房价上涨的措施。一些经济学家认为房价上涨有泡沫化的危险。报导援引温家宝的话说,要把房价过快上涨的势头控制住,使房价能够保持在一个合理的水平。他说,政府计划在2015年前新建3,600万套保障性住房,采取经济和法律手段,以及必要的行政手段来抑制投机。

温家宝谈到了中国利用货币政策努力遏制通胀和楼市投机,但在新华网的报导中温家宝没有提到汇率政策。本月早些时候,中国将基准一年期贷款利率提高0.25个百分点至6.06%,是四个月中的第三次上调。预计还会出台更多的收紧措施。

不过,中国通常依靠其他工具来遏制通胀,包括产业政策。举例来讲,为抑制食品价格上涨,中国一直在提高粮食收购价格,增加农村水利建设项目,投放政府储备粮、油和糖。政府对依靠汇率遏制通胀持谨慎态度,部分原因是加息会加大中国避免人民币进一步升值的难度。

Bob Davis

(本文版权归道琼斯公司所有,未经许可不得翻译或转载。)


China's premier said the government wants slower economic growth to avoid inflation and to restructure the economy, even as much of the developed world is struggling to accelerate expansion.

Premier Wen Jiabao said the government's official target for average gross domestic product growth over the next five years will be 7% annually, down from a target of 7.5% in the past half decade. While official targets routinely underestimate growth, the move is nonetheless an important signal that government priorities in the world's No. 2 economy are shifting to reduce dependence on exports and capital-intensive industries in favor of creating conditions for more domestic demand.

(This story and related background material will be available on The Wall Street Journal website, WSJ.com.)

China's stunning rise has come through huge investment in capital-intensive industries like steel and by turning itself into the world's factory floor, manned by workers who migrate to coastal cities from impoverished rural areas. But China's growth rate of more than 9% a year over the past three decades has come with steep costs: heavy pollution, a sharp increase in inequality and pervasive corruption.

'We'll never seek economic growth rate and big size at the price of environment,' Mr. Wen told Chinese Internet users in an online chat Sunday in which he disclosed the new target. 'That would result in unsustainable growth featuring industrial overcapacity and intensive resource consumption.'

Chinese economists cautioned the 7% goal shouldn't be taken literally, but as a signal to the world and to provincial authorities that the government is serious about shifting the drivers of growth toward domestic consumption.

The previous five-year plan, announced in 2006, had a growth target of 7.5%, but the economy grew 11.1% between 2006 and 2010. The last time China set a growth rate as low as 7% was in 2001, when China was recovering from the Asian financial crisis and GDP grew 7.5%. Still, between 2001 and 2005, China's GDP wound up growing, on average, 9.8%, according to J.P. Morgan.

'The official target under the five-year plan tends to be a very poor indicator of growth over next five years,' said Qing Wang, a Morgan Stanley China analyst. 'But it suggests we'll see slower growth ahead.' He forecasts average annual growth of 9% a year over the coming five years, and less than 8% for the following five years.

Others are less sanguine. Harvard economist Kenneth Rogoff warned China may stumble more sharply, particularly if it is tripped up by a banking crisis.

A number of economists inside and outside of China argue that the past growth rates are unsustainable, as China's population ages and the country has fewer opportunities for sharp gains by further increasing exports and investment.

This has led to a curious dichotomy: The world outside China is trying to accelerate growth to recover from the global financial crisis while China is trying to tap on the brakes. 'Chinese leaders are not averse to growth, but they realize they are not getting good-quality growth that has commensurate benefits for the average household,' says Brookings Institution economist Eswar Prasad.

Mr. Wen, China's leading economic official, made his comments in the run-up to the formal release of China's next five-year economic plan at the annual meeting of its National People's Congress that starts on March 5.

Mr. Wen every year also issues a separate, and equally symbolic, 'target' for that year's growth of 8% in his speech at the start of the legislative session. It's unclear whether that figure will also be adjusted down when Mr. Wen addresses the NPC.

The U.S. and other members of the Group of 20 major economies have been urging China to 'rebalance' its growth, so that it relies less on export growth, and Mr. Wen has adopted that as a goal since at least 2004. But China has made little progress. The percentage of the economy accounted for by consumption is far lower than in other major economies. By skewing growth toward investment, the government has funneled the economy's largesse into huge state-owned enterprises and away from households, stoking public resentment. Mr. Wen's call to rebalance growth toward consumption represents a challenge to the state-owned 'national champions' who have gobbled up a growing slice of the country's wealth, benefitting their senior managers and their political patrons in the Communist Party. This month, state media reported the sacking of the powerful railways minister who oversaw billions of dollars of investment in state firms building a high-speed rail network.

Provincial officials, who carry out economic plans, also have little incentive to reduce investment because they are largely graded on their ability to deliver fast growth. New projects also can become sources of payoffs from developers and others.

According to the Xinhua report--in a section called 'remarkable quotes from Wen's online chats with netizens'--the Chinese government plans to adopt 'new evaluation criteria' for local governments that 'would give more weight to efficiency, environment protection and the people's living standards.' Xinhua didn't report any specifics.

Shifting to domestic sources of demand would invariably mean slower growth rates, said Mr. Prasad, the Brookings economist. But even a slower rate of growth could produce more jobs as labor-intensive service industries develop further. Employment grew in China by just 0.9% a year between 2000 and 2009, despite its rapid GDP expansion.

Premier Wen also made clear that China didn't intend to use exchange rates more aggressively to further its economic goals, as has been urged by G-20 nations. The yuan has appreciated 3.7% against the dollar since China said in mid-June 2010 that it would let its currency float somewhat, for an average of a bit less than 0.5% a month. An appreciating currency can boost living standards by making imports cheaper. It also can be a tool to fight inflation.

The Chinese premier reiterated that the currency would move in a 'prudent and gradual manner,' according to Xinhua. 'A one-off and hefty appreciation of the yuan will bankrupt many export businesses with the loss of workers' jobs, especially those of rural migrant workers,' he said.

Mr. Wen was at his most specific in outlining steps that would be taken to limit the rise of property values, which some economists believe are in danger of inflating into a bubble. 'We have to contain the excessive price growth and keep housing prices at a reasonable level,' he was quoted as saying. The government plans to build 36 million 'affordable homes' by 2015, he said, and would use 'economic, legal and administrative methods, if necessary, to restrict speculation.'

While a Xinhua 'backgrounder,' discussed China's use of monetary policy to try to curb inflation and property speculation, Mr. Wen didn't mention interest-rate policy in the Xinhua report. Earlier this month, China lifted its benchmark one-year yuan lending rate by 0.25 percentage point to 6.06%, the third rise in four months. More tightening is expected.

But China generally relies on other tools to fight inflation, including industrial policy. To fight food inflation, for instance, China has boosted purchasing prices for grains, increased rural water conservation projects and sold government reserves of grain, oil and sugar. It is wary of relying on interest rates, in part, because boosting them makes it even tougher for China to keep its currency from appreciating further.

Bob Davis

中国的两难抉择 China's Trade-off

Razeen Sally

现在,中国加入世贸组织(World Trade Organization)已经将近十年了。刚加入世贸组织的时候,中国被动地引进了"全球秩序",接纳了主要由美国制定的种种既有政策、规则和制度。从当时的表现来看,中国很像是一个中小规模的经济体,只能努力适应现存的国际贸易条件。如今,中国已经比肩于美国和欧盟,成了世界经济三巨头之一。它是世界第二大经济体,也是最大的出口国,还是危机之后全球经济增长的最大功臣。

AFP/Getty Images
温家宝任总理期间,中国在推进贸易自由化方面一直比较谨慎。
与自身经济规模的增长相适应,中国政府希望能对商品价格和国际贸易条件施加一些影响。不过,要想达到这个目的,中国政府就必须大幅度改变自身制订经济政策的方式。然而,迄今为止,中国政府始终不愿意做出这样的改变。这就为中国和世界的经济带来了一些不确定性和不稳定性,与此同时,其他的经济巨头原本指望中国在全球经济事务当中扮演一个建设性的角色,值此也不免产生种种疑虑。

全球贸易问题集中体现了中国的政策转变,同时也集中体现了它政策上的两难处境。跻身世贸组织为中国带来了巨大的好处。利用世贸组织的规范体系和争议解决程式,中国不仅化解了多方面的矛盾,也让自身快速融入全球经济的过程变得更加顺畅。与此同时,中国政府也签下了一系列的双边或地区性自由贸易协定,它与东盟之间的协定即是一例。

然而,在旨在进一步消除全球贸易壁垒的多哈回合谈判(Doha Round)当中,中国仍然扮演着一个十分扎眼的边缘化被动角色。它的默认立场仍然是消极应变,让其他的巨头采取主动。此外,它签下的各种自由贸易协定通常都没有什么力度。举例来说,韩国与美国和欧盟之间的自由贸易协定意味着几个经济巨头之间的贸易壁垒全面撤除,中国政府与东盟之间的同类协定却只起到了取消关税的作用,几乎是完全没有触动商品及服务贸易、投资、公共采购等领域的制度壁垒。更有甚者,中国签署的另一些自由贸易协定连废除大部分关税的目的都没有达到,它与巴基斯坦之间的协定即是如此。

另一方面,大约从2006年开始,中国面向世界经济的历史性开放进程便陷于停顿。除了向世贸组织承诺的义务之外,中国只采取了一些微不足道的单边贸易自由化措施。胡锦涛主席和温家宝总理领导的这届政府远比江泽民和朱�基领导的上一届政府谨慎,与此同时,反贸易自由化的势力――其中包括某些政府部门和管理机构,以及再度崛起的国有企业――也有所抬头。尽管自身实力日趋强大,也许恰恰是因为实力日趋强大,中国不但不愿意单方面开放市场,在协商互惠条件的时候也是锱铢必较。

与停滞的贸易自由化进程相一致,中国政府还加大了政策干预产业发展的力度,目的是扶植大约50家国有企业――这些企业多数都来自"具有战略意义的"制造行业或是资源型产业――以及主宰中国金融系统的几家国有银行。中国用超负荷的财政和货币刺激来应对全球金融危机,由此为公共产业和国有企业提供了支撑,但却让所得补贴远较前者为少的私营产业付出了代价。此外,中国政府经常借助物价控制之类的命令式手段来对抗通胀,改革市场的难度因之进一步加大。

保护主义的贸易政策和政府干预的产业政策在几个方面找到了契合点。出口限制――最显著的体现是稀土金属――有所加强,各种税收激励政策、补贴、价格控制措施以及针对投资决策的行政性"指导方针"则为国产商品提供了对抗进口产品的竞争优势。专为本国制定的各种标准――比如第三代手机标准――往往需要外国企业付出高昂的达标成本,服务行业――尤其是金融和电讯行业――当中的道道门槛就算不是纹丝不动,下降的速度也非常缓慢。

在国有企业把持的一系列产业――比如钢铁、石化、煤炭、生物燃料、新闻网站、视听产品以及互联网服务――当中,针对外国投资的限制有所加强。歧视性的政府采购以本国公司为照顾对象,幌子则是促进"本土创新"。在高速铁路、电动汽车和可再生能源等领域,外国公司也需要满足关于合资经营和技术转让的种种限制条件,从中受益的则是本国的明星企业。到最后,这种"投资民族主义"还渗入了中国的"走出去"政策:集中体现是那些资源型的国有企业,它们正在利用国有银行提供的廉价资本大量买进各种外国资产。

问题在于,这样的政策组合与全球经济领袖的身份水火不容,而眼下的中国已经别无选择,只能担起全球领袖的责任。中国政府不能一边指望自己的交易伙伴无止境地接收滚滚涌入的中国出口产品,一边又不让对方的产品进入自己的市场。因此,为自身利益着想,中国也应该收敛眼下的干预型产业政策和过度的保护主义倾向。除此之外,中国还应该继续推行各种"超WTO"改革,不能止步于入世之时的那些字面承诺。可行的措施包括进一步削减进口关税,尤其是工业品进口关税。与此同时,中国也应该取消对原材料和农产品的出口限制。

中国还面临着一个更大的挑战,那就是消除商品、服务、投资以及公共采购等领域的制度性壁垒,这些高不可攀的壁垒虽然存在于国内,但却与贸易息息相关。相关的措施应该与内政改革紧密挂钩,以便改善商业环境、实现经济"再平衡",也就是说,助长经济的消费导向,削弱其投资导向,给私营产业更多的自由,同时放松对公共产业的管制。

上述种种美好愿望多数都不在中国政府的计划之内。中国的领袖们无意收敛产业政策,也不想推进入世承诺之外的各种改革,因为后者不仅要求政府放松对产品市场的管制,还要求政府改革严管之中的生产要素市场(比如土地市场和资本市场)和能源供应市场(比如石油、水力和电力市场),这些市场都处在国内经济和政治的核心区域。今日中国最需要的种种改革恰恰会伤及共产党政府-公共产业利益集团的根本,伤及它对权力的控制,因此就不太可能在短时间之内成为现实。

不过,前景不一定会像乍看起来那么悲观。之前的自由化改革已经把中国深深地楔入了全球供应链条,要是在回头路上走得太远的话,后果将使它无法承受。与此同时,中国政府致力于制造稳步增长的繁荣局面,因此也就越来越无法维持原地踏步的状态。然而,如果找不到一个打破眼前僵局的办法,中国就发挥不了什么真正意义上的全球领袖作用。这样的事实要求中国的领导人放低身段,免得在国际舞台上留下一个越来越盛气 人的印象,同时也要求外国的领导人采取一种务实的态度,这样才能指望中国在国际货币基金组织(International Monetary Fund)、世贸组织和G-20峰会之类的国际论坛上发挥更大的领袖作用。

(本文作者Razeen Sally为欧洲国际政治经济研究中心(European Centre for International Political Economy)主任及伦敦经济学院(London School of Economics)教员。)


(本文版权归道琼斯公司所有,未经许可不得翻译或转载。)


Razeen Sally

It is almost a decade since China joined the World Trade Organization. Back then, China imported 'global order': it absorbed pre-existing, mainly U.S.-designed policies, rules and institutions. It acted rather like a small or medium-sized economy that could only adapt to the international terms of trade. Now China is one of the Big Three, alongside the U.S. and European Union. It is the world's second-largest economy and its leading exporter of goods. It is also the biggest post-crisis contributor to global growth.

In line with its growing economic size, Beijing wants to influence international prices and shape global rules. But that will require significant changes in the ways Beijing thinks about economic policy, and Beijing has resisted those changes to date. This creates uncertainty and instability for China and the rest of the world, and has implications for other leaders looking to China to play a constructive role in global economic matters.

Global trade issues best reveal China's policy shift, and also its policy dilemma. China's membership of the WTO has been a resounding success. Access to the WTO's rules-based system and dispute-resolution process has defused manifold tensions and smoothed China's rapid integration into the global economy. Beijing also has negotiated bilateral or regional free-trade agreements such as the one with the Association of Southeast Asian Nations.

But China also has been a conspicuously passive and marginal player in the Doha Round of talks to further liberalize global trade. Its default position is still to react, leaving other big players to take initiatives. And its FTAs tend to be fairly weak. Whereas, for instance, South Korea's FTAs with the U.S. and EU represent comprehensive liberalization in trade between major partners, Beijing's pact with Asean only eliminates tariffs; it hardly, if at all, tackles regulatory barriers to trade in goods and services, investment and public procurement. Other Chinese FTAs, such as its agreement with Pakistan, don't even eliminate most tariffs.

Meanwhile, China's historic opening to the world economy has stalled since about 2006. There has been paltry unilateral liberalization beyond China's WTO commitments. The leadership of President Hu Jintao and Premier Wen Jiabao is much more cautious than that of their predecessors Jiang Zemin and Zhu Rongji. Anti-liberalization interests―some ministries, regulatory agencies and resurgent state-owned enterprises (SOEs)―have grown more powerful. Despite, or perhaps because of, China's growing clout, it is unwilling to open markets unilaterally and haggles hard over reciprocal concessions.

Beijing's stalled liberalization is also of a piece with greater industrial-policy intervention, aimed to promote a core of about 50 SOEs, mainly in 'strategic' manufacturing and resource-based sectors, and a handful of state-owned banks that dominate the financial system. China's response to the global financial crisis―a supercharged fiscal and monetary stimulus―bolstered the public sector and state power at the expense of the far-less-subsidized private sector. Beijing's frequent recourse to command-and-control mechanisms such as price controls to fight inflation makes market reform harder.

Protectionist trade policy and dirigiste industrial policy meet at several junctions. Export restrictions―most conspicuously on rare-earth metals―have increased. Tax incentives, subsidies and price controls, as well as administrative 'guidance' on investment decisions, are used to favor domestic goods over imports. China-specific standards, such as on third-generation mobile phones, can create high compliance costs for foreign enterprises. Services barriers, notably in financial and telecommunication services, have come down very slowly, if at all.

Foreign-investment restrictions have been tightened in a range of sectors where SOEs operate, such as iron and steel, petrochemicals, coal, biofuels, news websites, audiovisual and Internet services. Discriminatory government procurement, in the guise of promoting 'indigenous innovation,' favors domestic companies. Joint-venture and technology-transfer requirements on foreign companies promote national champions in high-speed rail, electric cars and renewable-energy sectors. Finally, 'investment nationalism' extends to China's Go Out policy: Resource-based SOEs in particular are buying up foreign assets with cheap capital provided by state-owned banks.

The problem is that this policy mix is incompatible with global economic leadership at a time when China has little choice but to become a global leader. Beijing can't expect its trading partners to accept indefinitely a flood of Chinese exports without opening its own market to their goods. Hence it is in China's own interests to restrain industrial-policy activism and its protectionist spillover. And it should proceed with 'WTO-plus' reforms that move beyond the letter of its accession commitments. It could further reduce applied import tariffs, especially on industrial goods. It should reverse export controls on raw materials and agricultural commodities.

China's more substantial challenge is to tackle high trade-related domestic regulatory barriers in goods, services, investment and public procurement. These measures should be hitched firmly to domestic reforms to improve the business climate and to 'rebalance' the economy―to make it more consumption- and less investment-oriented, with more freedom for the private sector and less public-sector control.

Most of this wish list is not on Beijing's agenda. Leaders are not minded to curtail industrial policy and proceed with reforms beyond their WTO commitments. The latter would mean not merely liberalizing product markets but also reforming highly controlled markets for factors of production like land and capital and for energy inputs like oil, water and electricity. Those lie at the heart of domestic economics and politics. The reforms China most needs now cut to the core of the Communist Party-government-public sector nexus and its grip on power. It is unlikely to happen soon.

The story is not necessarily as grim as might at first appear. Earlier liberalization has left China so deeply integrated into global supply chains that it can't afford to move too far backward on reforms, and Beijing increasingly can't afford to stand still either as it endeavors to deliver steadily rising prosperity. But until it finds a way to break this impasse, China will be limited in its ability to exercise meaningful global leadership. This fact calls for some humility from Chinese leaders who otherwise appear increasingly assertive on the world stage, and for realism from foreign leaders who wish China would exercise a greater leadership role at international forums like the International Monetary Fund, the WTO and the G-20.

(Mr. Sally is director of the European Centre for International Political Economy and on the faculty of the London School of Economics. )

经济学家:世界经济第一 中国没问题 Economist: China No. 1 by 2027 Seems 'A Certainty'

于中国目前已被正式确认为世界第二大经济体,接下来的问题是:如果中国真的有一天能成为世界头号经济体,那么它何时会将美国从世界第一经济大国的宝座上赶下来。再有一个问题就是:如果中国成为世界头号经济大国,人民币届时将扮演何种角色?

Agence France-Presse/Getty Images
东京大学(Tokyo University)的经济学家伊藤隆敏(Takatoshi Ito)认为,中国正以相当快的速度朝世界第一经济大国迈进。他在去年12月号的《亚洲经济政策评论》(Asian Economic Policy Review)上写道:即使中国的经济增速放慢下来,中国也会在2021至2027年间的某个时候超过美国成为世界头号经济体。伊藤隆敏说,影响中国实现这一进程的不确定事件是,中国会不会像日本那样滑入"失去的十年",不过他认为中国遭此命运的可能性不高。《亚洲经济政策评论》是一份有时会受到学术圈忽略的刊物。

伊藤隆敏写道:中国在2027年之前成为世界头号经济体似乎是确定无疑之事。

与彼得森国际经济研究所(Peterson Institute for International Economics)的萨伯拉曼尼安(Arvind Subramanian)等人相比,伊藤隆敏对中国的前景更为乐观。萨伯拉曼尼安认为中国经济规模将在2030年前后超过美国。鉴于中国的人口大约是美国的四倍,中国的经济规模要想超过美国,中国的人均GDP需略微超过美国的四分之一。中国目前的人均GDP是美国的十一分之一。

中国成为世界最大经济体对人民币意味着什么?2011年,人民币占世界外汇交易总量的大约0.2%,甚至落在匈牙利福林之后。饱受各方批评的美元是世界交易量最大的货币,占据了全球外汇交易量的绝大部分,欧元的交易量虽然在全球各种货币中排名第二,但数量远逊于美元。

伊藤隆敏没有对人民币在货币交易量排名中将以多快的速度上升作出预测,但他确实说过人民币在亚太地区有重要影响。他说,在人民币上一次发生汇率波动的2005至2008年期间,新加坡元、泰铢、马来西亚林吉特和菲律宾比索的汇率都或多或少与人民币汇率发生了联动。

伊藤隆敏说,鉴于中国正努力扩大人民币在海外的使用,类似的现象目前将会发生。他写道:人民币朝着至少成为本地区重要货币、并最终成为全球性重要货币的进程似乎已经开始了。

Bob Davis

(本文版权归道琼斯公司所有,未经许可不得翻译或转载。)


With China now officially confirmed as the world's second largest economy, the question is when â ' if ever â ' it will become number one and force the U.S. to eat its dust . A secondary question: What will be the role of the yuan if China takes the top spot?

Takatoshi Ito, an economist at Tokyo University, thinks China's heading to the top fairly quickly. Writing in the December Asian Economic Policy Review, a publication that sometimes gets overlooked on the academic circuit, he calculates that China should pass the U.S. sometime between 2021 and 2027, even if Chinese growth rates slow. The one wild card: China slips into a Japan-like lost decade , which he considers a low probability event.

'China as number one before 2027 seems to be a certainty,' he wrote.

He's more optimistic about China than others, including Arvind Subramanian, an economist at the Peterson Institute for International Economics, who figures the cross-over point will be around 2030. With four times the. U.S. population, China needs a GDP per capita of slightly more than one-fourth the U.S. to push ahead. Currently, China's GDP per capita is one-eleventh the level of the U.S.

What does the number one ranking mean for the yuan? In 2011, the yuan accounted for roughly 0.2% for foreign exchange transactions, just behind the Hungarian forint. The much-criticized dollar ranked first, accounting for the majority of transactions, while the euro was a distant number two.

Mr. Ito doesn't make any forecast about how rapidly the yuan will climb on the forex charts. But he does say the yuan has a big footprint regionally. The last time the yuan floated somewhat, from 2005 to 2008, he says the Singaporean dollar, Thai baht, Malaysian ringgit and Philippine peso moved more or less in lockstep.

He figures something similar will happen now, given China's efforts to have the yuan used more internationally. 'The process toward at least becoming a regional key currency, and eventually the international key current, seems to have started,' he wrote.

Bob Davis

大堡礁:优惠多多游客寥寥 Great Barrier Reef: Lots of Deals, Few Guests

Lizard Island
海龟湾(Turtle Bay)

般说来,蜥蜴岛(Lizard Island)的珊瑚美景已经足以让游客慷慨解囊,在旅游旺季为岛上那家五星级度假村的套房付出超过1,300澳元(1,341美元)一晚的高价。这个岛离澳大利亚昆士兰州(Queensland)的福拉德利角(Cape Flattery)只有27公里,岛上有24片白色的沙滩,可以从事浮潜活动,还拥有世界一流的潜水及深海钓鱼设施。

Lizard Island
Watson’s Beach
不过,先是一连串的洪水,再加上一场飓风,种种厄运已经对澳大利亚的旅游大洲昆士兰造成了冲击。许多外国游客原本都会在一年中的这个时候定下前往蜥蜴岛的行程,如今却开始思前想后。有鉴于此,蜥蜴岛度假村的管理人员正在竭尽全力地招揽生意,务必让游客如期而至。

度假村的女发言人路易丝•朗曼(Louise Longman)说,今年的预订可能会来得晚一点儿,不过,到现在为止,我还不知道会有多少人来订。的确,外国游客预订昆士兰州高档酒店的时间似乎有所推迟,不过,现在判断灾害对国内预订造成的影响还为时尚早。灾害发生的时机真是再糟糕不过了,因为蜥蜴岛度假村所属的北特拉华公司(Delware North Cos.)刚刚掏出了2,000万澳元,对包括该度假村在内的旗下高档酒店进行了翻修。

正常情况下,如果你旺季的时候在蜥蜴岛度假村的锚湾(Anchor Bay)套房住上五个晚上,每晚的房价是将近2,000澳元。如今,你却可以按1,550澳元的价格预订这个套房,享受23%的折扣。一般来说,在8月至11月的旅游旺季,度假村的房间都会提前三至六个月被人订满。如今,度假村却在自己的网站上向游客担保,蜥蜴岛并没有受到“雅西”飓风的影响,现在还在营业。

这家拥有40个房间的高级度假村坐落在一个国家公园里面,远远地避开了洪水和五级飓风“雅西”的伤害——飓风没造成什么破坏,只是迫使酒店疏散了住客,三天以后才恢复营业。即便如此,因为担心国外预订减少,店方还是不得不采取了措施,具体说就是推出了一些吸引眼球的优惠价格。这么干的并不只是蜥蜴岛,代表昆士兰旅游业的政府组织昆士兰旅游局(Tourism Queensland)已经投入超过70万澳元的资金,举办了两场针对澳大利亚居民的市场推广活动,并且推出了一个耗资1,000万澳元的政府援助计划,计划中的部分资金将会用于国际性的市场推广活动。据昆士兰旅游局估计,在这个日历年里,灾害造成的损失合计将达3亿澳元左右。

目前,昆士兰旅游业面临的最大问题是信息交流。在此之前,这个问题因发生在澳大利亚国外的一些不当举动而雪上加霜。灾害还没有结束的时候,加拿大政府曾经发布过一份旅游警告,针对的却是澳大利亚一个并未遭受风暴侵袭的地区。昆士兰地区目前仍然是雨季,对于正在这一地区观光的游客来说,各种优惠是惟一的亮点。

二十多岁的艾米•巴克斯特(Aimee Baxter)来自纽约,目前正在环游亚太地区。上个星期,她抵达了凯恩斯(Cairns)——要想游览著名的大堡礁(Great Barrier reef),这里就是起点。她本打算推迟自己的凯恩斯之行,用保险公司赔付的旅游保险费先去别的地方。不过,等她到达新西兰的时候,却听说凯恩斯一切正常。接下来的五个星期里,她会从凯恩斯一路游玩到墨尔本,中间还会停下来参加帆船、冲浪和其他一些活动。

巴克斯特的第一段行程是圣灵群岛(Whitsunday islands)三日游,这趟旅程的正常价格是550澳元左右,可她只花了不到350澳元就订到了,因为昆士兰州北部的大多数地方依然是游人稀少。即将踏上圣灵群岛小艇之旅的时候,巴克斯特说,搞旅游的商家全都推出了五花八门的优惠政策,可他们首先得把大家拉到这里来才行。

Geoffrey Rogow

(本文版权归道琼斯公司所有,未经许可不得翻译或转载。)


Lizard Island's coral majesty is usually enough to entice travelers to fork over the more than 1,300 Australian dollars (US$1,341) a night for a suite in the five-star resort during peak season. Just 27 kilometers off the coast of Queensland's Cape Flattery, Lizard Island has 24 white-sand beaches, snorkeling, world-class scuba diving and deep-sea fishing.

But a series of floods and a subsequent cyclone devastating Australia's tourism state — Queensland — has many international tourists, who typically book their trips to the area now, rethinking any upcoming travel to the area. And the resort's operators are in overdrive to make sure they still come.

'(Bookings) are looking to be a little later this year, though by how much I couldn't say just yet,' said Louise Longman, a spokeswoman for the resort. While reservations from international travelers seem to have slowed at high-end hotels in Queensland, it's too early to say how domestic bookings will be affected. The timing couldn't be worse. Lizard Island's parent company, Delware North Cos., just refurbished the resort as part of a A$20 million overhaul of its high-end hotels.

Typically, a five-night stay in its Anchor Bay Suite during peak season would cost almost A$2,000 a night. Today, that can be booked for A$1,550 a night, a 23% discount. On its website, the resort — which is typically full during the high season between August and November, booked three to six months in advance — assures visitors 'Lizard Island has not been affected by cyclone Yasi and is open for business.'

The exclusive 40-room resort, surrounded by a national park, broadly side-stepped the floods and category five Cyclone Yasi — which caused little damage but prompted guest evacuations for three days. Even so, concerns about a slowdown in international bookings forced action in the form of attention-grabbing deals, a trend where Lizard Island isn't alone. Tourism Queensland, the government group that represents the tourism industry of Queensland, has launched two marketing campaigns of more than A$700,000 total aimed at Australian residents, with part of an additional A$10 million government support package for the industry expected to be used in international marketing campaigns. All told, the group estimates a loss of about A$300 million this calendar year thanks to the disasters.

Communication is the industry's biggest problem right now, something that was magnified by missteps overseas. The Canadian government issued a travel-advisory warning at one point during the disasters for a part of the country unaffected by the storms. For tourists currently traveling in the region, still in the midst of its rainy season, the deals are the lone bright spot.

Aimee Baxter, a New Yorker in her mid-20s currently traveling through Asia-Pacific, touched down last week in Cairns — the launching point for the famed Great Barrier reef. She had been prepared to delay her Cairns trip and use her travel insurance to travel elsewhere first, but when she checked in from New Zealand, she was told all things were go in Cairns. Over the next five weeks, she will head from Cairns to Melbourne, stopping for sailing, surfing and other activities on the way.

Her first trip, a three-day excursion to the Whitsunday islands — usually costs about A$550. But Ms. Baxter booked the trip for less than A$350 on Wednesday because most of north Queensland remained a ghost town. 'The tour operators are all running so many deals, but they still have to get people just to come here,' said Ms. Baxter before heading out on her Whitsunday boat trip.

Geoffrey Rogow

巴菲特接班人选增至四人 Berkshire Board Adds To Possible Successors

克希尔哈撒韦公司(Berkshire Hathaway Inc.)董事会在巴菲特(Warren Buffett)接班人选名单中又加入一个名字。巴菲特多年来一直担任该公司首席执行长,他的接班人选一直是一项“高度机密”。

Bloomberg News
伯克希尔哈撒韦公司(Berkshire Hathaway Inc.)的董事长及首席执行长巴菲特(Warren Buffett)
伯克希尔周一在提交给证券监管部门的业绩报告中说,董事会如今确定了四名它认为有能力接替巴菲特的内部接班人选。上一年的备案文件中提到的人选有三名。

周一的备案文件中说,每个人选都是伯克希尔子公司的现任管理人员。

伯克希尔是美国最大的公司之一,它从未透露可能接班人的名字,不过围绕谁将接替80岁的巴菲特的猜测是公司观察人士最热衷的一个消遣节目。

周一,公众的注意力集中到铁路公司Burlington Northern Santa Fe首席执行长罗斯(Matt Rose)身上。伯克希尔去年收购了尚未持有的这家铁路公司的剩余股权,该交易是伯克希尔迄今为止进行的最大规模的收购,罗斯也因此进入了伯克希尔的管理层。

在上周六公布的年度股东信中,巴菲特说,收购Burlington的交易比我预想的结果还要好,有望使伯克希尔常规税后收益增加30%以上。

巴菲特和罗斯暂时都没有回复记者的置评请求。

伯克希尔旗下电力公司董事长、NetJets子公司首席执行长索科尔(David Sokol)一直被认为是接替巴菲特的头号人选。巴菲特在上周六的致股东信中写到,索科尔成绩的广度和重要性怎么说都不为过。

伯克希尔旗下高盈利的再保险公司掌门人杰恩(Ajit Jain)也被提到是一个可能的接班人。巴菲特说,杰恩为伯克希尔增加了数十亿美元的价值,甚至是超人无法战胜的敌人在他面前都会败下阵来。

巴菲特没有让出任何职位的计划,不过他说,当他去世时,他在伯克希尔的领导职位将被一分为三,设立单独的董事长和首席执行长,以及一个或更多的首席投资长。

和以往一样,伯克希尔在年度备案文件中说,如果目前需要一个接班人,董事会心目中已经有了一个人选。

另外,在伯克希尔上周六公布了收益后,关注该公司的经纪公司Stifel Nicolaus的分析师们周一将伯克希尔股票从“卖出”上调为“持有”。

不过,该经纪公司说对伯克希尔长期前景仍持怀疑态度,并提出了巴菲特不再领导公司之后,数个可能出现的潜在问题。

其中包括:据Stifel说,如果伯克希尔由别人领导,在部署资金方面可能不如现在灵活;在巴菲特离开之后,很多伯克希尔的运营子公司的领导可能会辞职。

在上调评级之前,Stifel是过去几个月来唯一一家对伯克希尔股票给出“卖出”评级的主要公司。从去年6月底到上周五,伯克希尔B股上涨了6.5%,同期标准普尔500指数涨了30%。


Erik Holm

(本文版权归道琼斯公司所有,未经许可不得翻译或转载。)

http://cn.wsj.com/gb/20110301/bus103958.asp?source=whatnews2

The board of Berkshire Hathaway Inc. has added a name to its top-secret list of potential successors for longtime Chief Executive Warren Buffett.

The board now has identified four internal candidates it believes are capable of succeeding Mr. Buffett, according to the company's 10-K securities filing Monday. The prior year's filing had put the figure at three.

Monday's filing said each candidate is a 'current Berkshire subsidiary manager.'

The company, one of the nation's largest, has never named the potential successors, but speculation about who will succeed Mr. Buffett, 80 years old, is a favorite pastime of company watchers.

Monday, attention focused on Matt Rose, the head of railroad Burlington Northern Santa Fe. Berkshire last year bought the portion of the railroad it didn't already own in its biggest acquisition ever, a move that brought Mr. Rose into Berkshire's stable of managers.

In his annual letter to shareholders released Saturday, Mr. Buffett said the Burlington deal was 'working out even better than I expected' and stood to increase Berkshire's normal earnings power by more than 30% after tax.

Neither Messrs. Buffett nor Rose immediately responded to requests for comment.

David Sokol, the chairman of Berkshire's utility operations and CEO of its NetJets unit, has been considered the leading candidate. Mr. Buffett wrote in his letter to shareholders Saturday that he 'can't overstate the breadth and importance' of Mr. Sokol's achievements.

Ajit Jain, the head of Berkshire Hathaway's highly profitable reinsurance business, also has been mentioned as a possible successor. Mr. Buffett said Mr. Jain 'has added a great many billions of dollars to the value of Berkshire. Even kryptonite bounces off Ajit.'

Mr. Buffett has no plans to relinquish any of his positions, but has said that when he dies, his job at the helm of Berkshire will be split into three, with a separate chairman and chief executive, and one or more chief investment officers.

As in the past, the company stated in its annual filing that the board has a single successor in mind 'should a replacement be needed currently.'

Separately, analysts at Stifel Nicolaus, a brokerage that tracks the company, on Monday raised its rating on Berkshire shares to 'hold' from 'sell' after the company released results Saturday.

But the firm said it remained skeptical about Berkshire's long-term prospects and flagged several potential problems that could arise when Mr. Buffett is no longer running the company.

Among them: The company may become less nimble at deploying capital under a different leader, and the heads of many of Berkshire's operating units may step aside when Mr. Buffett leaves, Stifel said.

Stifel had been the only major firm with a 'sell' rating on the shares over the past several months. From the end of June through Friday, Berkshire's Class B shares rose 6.5% compared with the 30% return of the Standard & Poor's 500-stock index.

Erik Holm

多干几行的好处 Multiple careers are better than one

 

我一向对那些从事过多重职业的人啧啧称叹。他们是一群拒绝定型的人,一群乐于体验各种角色(有时是同时体验不同角色,更多的时候是先后体验)以打破常规的人。对我而言,他们属于最令人印象深刻的那类商人——他们不断变换着职业,在转行时积累下新的技能,在不同领域取得巨大的成绩。毫无疑问,作为一位企业家的真正乐趣之一是,你不会困在一个令人窒息的职业里,你可以自由翱翔。

过去,人们对这种频繁转行的偏见远不像现在这么大。像本杰明•富兰克林(Benjamin Franklin)这样的人并没有被视为半吊子,尽管他曾当过作家、发明家、印刷工和政治家,还做过其它无数工作。但最重要的是,富兰克林相信一点:人应在世上雁过留声,不应虚度光阴。我的墙上贴着一幅英国皇家艺术学会(Royal Society of Arts)的海报(富兰克林曾是该学会会员),海报上引述了富兰克林的一句名言:“如果你不愿在辞世化作粪土后就立刻被人遗忘,那要么就写点值得一读的文字,要么就做点值得记载的事情。”

这类传奇式的多面手肯定是些精力旺盛的人,永远都不需停顿,同时谱写着三种不同的人生,而我们其余的人甚至在一种人生中都很难有所进展。不过,人们毫无理由必须在半个世纪里执着于一条职业轨迹。既然在70岁前,我们可能都得为了生计而奔波,那么我们为什么不计划在中年之时转向另一个奋斗领域呢?如此一来,我们就可避免因固守一个行当而感到厌倦。

距我们更近的一个多面手是约翰•弗里曼(John Freeman)。他的开创性系列电视访谈节目《面对面》(Face to Face)曾在1958年至1962年间播出,该节目的DVD版刚刚由英国广播公司(BBC)重新发行。弗里曼干过的行当多得惊人。大学毕业后,他曾于二战时期担任军官,任工党议员10年,然后又当过广播员、《新政治家》杂志(New Statesman)编辑、英国驻华盛顿大使、伦敦周末电视公司(LWT)董事长,最后在加州任大学教授。近日他度过了自己96岁的生日。在21世纪,有谁能像他这样如此完美地实现职业转换?恐怕这类人会被视为半瓶子醋或是没什么真本事的人。

然而,你在各行各业积累下的经验无疑可以具有会非常宝贵的价值。如果你数十年来只专注于一个狭窄的行当,那么你可能会变得目光狭隘、思维过时。我承认,要想在任何一行脱颖而出,“领域内知识”都是至关重要的。但是,20年的时间肯定足够一个人真正地变成专家。接下来呢?抛弃所有受过的训练、相关资质、人际网络和参考点,无疑是令人心惊胆战的一步。然而,在一种平淡无奇的环境中生活,又有何令人兴奋之处呢?我们每个人都应当把毕生在新领域获取知识当作一个根本追求。

对那些把人严格归类的人士来说,罗纳德•里根(Ronald Reagan)是另一个令他们颜面扫地的范例。最初,里根曾是一名小有成就的好莱坞演员,在美国陆军服过役,而后成为一名工会领袖,即美国影视演员协会(Screen Actors Guild)主席。接下来,他担任过通用电气(GE)的发言人,后来又当选为加州州长。上世纪80年代,他曾两次当选美国总统,被很多美国人视为当代最成功的美国总统。他熟练地利用早期的工作去赢得公众认可、掌握公开演说艺术、理解领导才能并修得对普通公民的吸引力。相对于以党务工作为职业,这是一种更有趣的、获得判断力和可信性的方式——如今,许多政客似乎把党务工作当作一种实习期。

并非所有人都有能力在风华正茂之时频繁改变自己的谋生之道,但是,很多人未能做到这点实际上是因为恐惧或懒惰。然而,一旦在名义上从第一职业“退休”,即便是谨小慎微的人也能享受到新生的快乐。我们每个人都具备多种才能,都应把揭开自己职业生涯的第二幕甚至第三幕当作目标。

本文作者经营着私人股本公司Risk Capital Partners,同时担任英国皇家艺术学会主席

译者/梁艳裳


http://www.ftchinese.com/story/001037168


I have always been transfixed by those who lead multiple careers. They are the ones who refuse to be typecast but instead break convention by embracing a variety of roles, sometimes simultaneously, more often consecutively. To me they are among the most impressive businesspeople, switching vocations and accumulating new skills as they go, achieving great feats across different disciplines. Undoubtedly one of the true joys of being an entrepreneur is that you are not trapped in one stifling occupation but are free to roam.

There was much less prejudice against such wholesale reinventions in previous eras. Characters such as Benjamin Franklin were not seen as dilettantes, despite the fact that he was an author, inventor, printer and politician – among myriad other activities. Above all, he was a man who believed one should make one’s mark in the world and not waste time. I have a poster on my wall from the RSA, where he was a fellow, with a marvellous quote from him: “If you would not be forgotten as soon as you are dead and rotten, either write things worth reading or do things worth writing.” These sorts of legendary polymaths must be human whirlwinds, forever in motion, leading three lives while the rest of us struggle to make progress in just one. But there is no good reason why anyone should be obliged to stick neurotically to a single work trajectory for half a century. We shall probably all have to earn a living until the age of 70, so why not plan to convert to a different field of endeavour in midlife? It is the way to avoid the boredom of sticking to just one discipline. A more recent renaissance figure is John Freeman. Face to Face, his pioneering series of television interviews from 1958 to 1962, has just been re-released on DVD by the BBC. He pursued an astonishing variety of trades. After university he served as an officer in the second world war, became a Labour MP for 10 years, then worked as a broadcaster, edited the New Statesman magazine, served as British ambassador in Washington, then as chairman of television company LWT, finally becoming a university professor in California. It is his 96th birthday this week. Could someone in the 21st century shift professions so seamlessly? I fear they would be dismissed as amateurish or lightweight. Yet surely the experience accumulated across a range of crafts can be immensely valuable. If you focus for decades on one narrow speciality, then you risk becoming blinkered and stale. I accept that “domain knowledge” is essential to excel in any calling. But 20 years must be sufficient to become truly expert. What then? Clearly, casting aside all that training, those qualifications, networks and reference points, is a scary step. Yet where is the excitement in an existence of routine and predictability? We should all attempt to pursue life-long learning in pastures new as a fundamental goal. Ronald Reagan is another great example of defiance towards those who would pigeonhole you. Initially he enjoyed reasonable success as a Hollywood actor, served in the US Army, and then became a union boss, as president of the Screen Actors Guild. Subsequently, he worked as a spokesman for General Electric and was later elected governor of California. In the 1980s, he was twice elected US president and is considered by many of his countrymen to be the most successful holder of that office in modern times. Reagan skilfully used his early jobs to gain public recognition, master the art of public oration, understand leadership and develop an appeal to ordinary citizens. A rather more interesting way to gain judgment and credibility than working as a party hack, which so many of today’s politicians appear to do as their form of apprenticeship. Not everyone can afford to make wholesale changes to their livelihoods while in their prime – but many actually fail to do it through fear or laziness. Yet even cautious individuals can enjoy renewal once they are notionally retired from a first career. Everyone possesses a range of talents; and we should all aim to have second or even third acts in our working lives.

The writer runs Risk Capital Partners, a private equity firm, and is chairman of the Royal Society of Arts


http://www.ftchinese.com/story/001037168/en

上海市政府拟出售上海家化股份 Shanghai Jahwa stake sell-off

 

上海家化(Shanghai Jahwa United) 39%的政府股份将被售出,为中国顶级化妆品制造商之一在全球第三大护肤品市场展开更加商业化的竞争铺平道路。

价值近600亿元人民币(合90亿美元)的中国护肤品市场,吸引着法国欧莱雅(L’Oréal)等外国企业,但国内企业在本土市场上已经落后。根据欧睿信息咨询公司(Euromonitor)的研究,在中国10大顶级护肤品企业中,只有1家是中国公司。

上海家化在2010年头9个月实现24亿元人民币的营业收入和2.04亿元人民币的净利润。该公司相信,改为整体上市将使公司能够更有效地开展竞争。目前在上海证交所部分上市的上海家化,计划在跨国公司目前处于领先地位的营销等领域加大投入。

“中国国有企业的管理技能很差,”上海家化董事长葛文耀在接受英国《金融时报》采访时表示。

“政府没有办法很好地帮助国有企业投入化妆品市场的竞争,因此他们让公司完全私有化,以便更好地竞争。”

根据这项定于4、5月份生效的重组计划,上海市政府的控股公司将把所持上海家化股份以及其它一些资产进行出售。潜在竞标者包括主权财富基金中国投资公司(CIC);深圳市政府持有少量股权的中国保险公司平安;以及新加坡政府投资机构淡马锡(Temasek)。葛文耀称,他也在与私人竞标者商谈,但不愿公布对方的名字。根据上周的收盘价,上海家化这部分股份价值64亿元人民币。再加上包括一家度假酒店在内的其它资产,此轮出售预期将为上海市政府带来70亿元人民币的进账。

根据欧睿的数据,2004年至2009年期间,中国护肤品市场的复合年增长率达到16%。这家研究机构预测,到2014年该市场的总销售额将达到840亿元人民币。

中国护肤品市场吸引了大批跨国企业。欧莱雅在2009年超越美国宝洁(Procter & Gamble),夺得头把交椅。日本的资生堂(Shiseido)和美国的科蒂公司(Coty Inc)也在力求分得一杯羹;科蒂公司近期收购了本土化妆品集团丁家宜(TJoy)。过去20年,上海市政府曾迫使上海家化与美国庄臣公司(SC Johnson)组建了一家考虑不周的合资企业,以及收购一家规模大得多但亏本的国有企业。

译者/何黎


http://www.ftchinese.com/story/001037177


 

A 39 per cent government stake in Shanghai Jahwa United is set to be sold, paving the way for one of China’s top cosmetics manufacturers to compete more commercially in the world’s third biggest skincare market.

China’s nearly Rmb60bn ($9bn) skincare market is a magnet for foreign players such as L’Oréal of France, but domestic players have fallen behind on their home turf. Just one of the top 10 skincare companies is Chinese, according to research consultancy Euromonitor.

Shanghai Jahwa United, which had revenues of Rmb2.4bn in first nine months of 2010 and net profit of Rmb204m, reckons switching into wholly public hands should enable it to compete more effectively. The company, which is partially listed on the Shanghai Stock Exchange, plans to invest more in marketing and other areas where multinationals are leading.

“Chinese state-owned companies have very poor management skills,” said Ge Wenyao, chairman, in an interview with the Financial Times.

“The government cannot do a good job helping state-owned companies compete in the cosmetic market, so they make the company fully private to better compete.”

Under the restructuring, due to take effect in April or May, the Shanghai government’s holding company will put its stake in Shanghai Jahwa United up for sale, along with a number of other disparate assets it also owns. Potential bidders include China Investment Corp, the sovereign wealth fund; Ping An, the Chinese insurer (in which the Shenzhen government owns a small stake) and Temasek, the investment arm of the Singaporean government. Mr Ge said he was also speaking to private bidders, but declined to name them. Based on last week’s market close, the stake in Shanghai Jahwa United is worth Rmb6.4bn. Together with the other assets, which include a resort hotel, the sale is expected to pull in Rmb7bn for the municipal government.

China’s skincare market grew at a compound annual growth rate of 16 per cent from 2004-2009, according to Euromonitor, which expects total sales to reach Rmb84bn by 2014.

It has attracted shoals of multinationals, with L’Oréal overtaking Procter & Gamble in 2009 to take the top slot. Japan’s Shiseido and Coty Inc of the US are also aggressively pushing for a slice of the action; the latter recently bought local cosmetics group TJoy. In the past two decades, the Shanghai government has forced the company into an ill-conceived joint venture with SC Johnson and to buy a far bigger – but loss making – state-owned company.


http://www.ftchinese.com/story/001037177/en

上海家化进军高端护肤品市场 Chinese brands step up their game

 

从运动鞋到护肤霜,中国消费品公司不再愿意向教会了自己品牌概念的外资企业低头。不仅如此,他们还开始与一流品牌展开竞争。

以李宁(Li Ning)为例,这家中国体操运动员创立的运动服装品牌正进军高端市场,挑战耐克(Nike)和阿迪达斯(Adidas)等公司的在华业务。该品牌与阿迪达斯在争夺第二名的竞争中几乎并驾齐驱——说明有越来越多的中国人乐于穿着国产运动鞋。而中国一家化妆品巨头如今正试图复制李宁的成功。

国有企业上海家化(Shanghai Jahwa)正努力将中国女性的注意力从欧莱雅(L’Oreals)和兰蔻(Lancomes)等品牌转移,吸引到上世纪30年代的一个知名品牌身上。当时上海的奢华颓废之风堪比欧洲,此后便不可同日而语。

上海家化以Shanghai VIVE的新名称,重新推出了经典品牌“双妹”,售价最高可达1500元人民币(合220美元)——对于一小瓶面霜或香水而言,价格不菲。 在翻修过的上海外滩,极富艺术装饰建筑风格(Art Deco)的和平饭店重新开业,经过修缮的和平饭店逾显典雅,而上海家化正努力在这里营造出一种后大萧条时期的美艳氛围,以销售新产品系列。

上海家化是在押注今日爱美人士会愿意购买以艺术装饰风格包装、附加一些怀旧气息的国产护肤品。上海女性或许还留存着母亲或祖母使用这款著名面霜的深情回忆;不过,尽管相对于外国品牌,中国消费者更看重产品价值的大趋势正逐渐确立,但今天的消费者知道,化妆品重在品质,而无论对错,他们认为高品质产品都有着外国包装。

无论是运动服还是护肤品,归根结底还是这句话:中国消费者会愿意为一个国产品牌支付与外资品牌同等的价格吗?当他们愿意这么做时,中国就将完全走上了通往全新高价值社会的道路——这正是中国政府的目标。和平饭店Shanghai VIVE品牌专卖店的销量,或许是衡量中国重塑品牌行动成功与否的一个标准。

Shirley Chen补充报道。

译者/何黎


http://www.ftchinese.com/story/001034372


 

From sneakers to skin cream, Chinese consumer goods companies are no longer willing to kowtow to the foreigners who taught them branding. What’s more, they are taking their game to the big leagues.

Take Li Ning, for example, the Chinese gymnast whose sportswear brand is going upmarket to challenge the likes of Nike and Adidas in China. The brand is neck and neck with Adidas for second place - suggesting that increasing numbers of Chinese feet are happy to be shod by compatriots. A Chinese cosmetics giant is now seeking to emulate Li Ning’s success.

State-owned Shanghai Jahwa has made a play to lure Chinese women away from their L’Oreals and their Lancomes, to a brand famous from when Shanghai last tried to rival Europe for decadence - in the 1930s.

Shanghai Jahwa relaunched its iconic “Shuang Mei” brand under the name Shanghai VIVE - at prices of up to Rmb1500 ($220), stiff for a bit of face cream or a splash of perfume. The company is cultivating an aura of post-Depression glamour to sell the new line at the elegantly restored Art Deco gem, the Peace Hotel, recently re-opened on Shanghai’s renovated Bund.

The company is gambling that today’s beautiful people want local produce in a bit of Art Deco packaging, with nostalgia value thrown in for free. Shanghai ladies may have fond memories of their mothers or grandmothers using the famous cream; but, while a broader trend of Chinese consumers choosing value over foreign branding is taking hold, today’s consumers know that cosmetics are about quality, and rightly or wrongly, they think top quality comes in foreign packaging.

Sportswear or skincare, the bottom line remains: will Chinese consumers pay the same for a local brand as a foreign one? When that point is reached, China will be well on its way to the new high-value society Beijing is aiming for. The volume of sales at the new Shanghai VIVE store in the Peace Hotel may prove as good a proxy as any of the rebranding of China.

Additional reporting by Shirley Chen


http://www.ftchinese.com/story/001034372/en

网络营销瞄准中国4.6亿网民 China’s digital revolution

上周在中国互联网上传播的革命号召响应者寥寥——呼吁民主的示威活动以失败告终。但分析师们表示,另一场数字革命正在中国拉开帷幕——一场商业数字革命。

麦肯锡(McKinsey)周三在最新报告中表示,中国的4.57亿网民正迅速成为网络营销的主要目标受众。

这家咨询机构估计,未来一年,中国的移动互联网用户将增加近50%,达到3.33亿人;到2015年,中国网民总数将激增至7.5亿人。

麦肯锡的最新研究报告显示,中国如今有15%的网民属于重度用户。这个群体中有一部分人,可称为“数字瘾君子”,他们居住在中国的大城市,年龄在18岁至24岁之间,是高科技电子产品的尝鲜者,每周泡在数字媒体上的时间超过28小时。另一重度用户群体是发达程度较低的中小城市收入较低的年轻人,他们每周会花8个小时以上的时间玩网络游戏。

还有25%的中国网民属于中度用户。不过,他们可能是目前最有前途的网络营销目标群。这一人群由收入较高的专业人士和企业高管组成,他们往往借助网络进行研究和交流,可谓“信息集散人士”,同时还是移动设备的尝鲜者。

参与撰写该报告的尤瓦尔•阿茨蒙(Yuval Atsmon)表示:“信息集散人士是最具吸引力的用户群之一,因为他们往往在论坛上具有较大影响力,喜欢购买化妆品和奢侈品。”

有多达60%的中国网民属于网络轻度用户,包括高中生、蓝领工人和中小城市受教育程度较低的居民。但麦肯锡表示,这一人群决不会被营销业者忽视,因为他们正打算购买各式各样的电子产品——从数字音乐播放器到上网本和电子阅读器。

译者/何黎


http://www.ftchinese.com/story/001037140


When a call for revolution spread over the internet in China last week, almost nobody responded – pro-democracy demonstrations fell flat. But according to analysts, a different digital revolution is happening – a commercial one.

China’s 457m internet users are rapidly becoming a key target audience for online marketing, McKinsey says in a new report released on Wednesday.

The consultancy estimates that the country’s mobile web users will increase by almost 50 per cent to 333m over the coming year and its total internet population balloon to 750m by 2015.

15 per cent of China’s online population today are heavy users, according to McKinsey’s latest research. In this group, ‘digital junkies’, the 18-to-24-year-olds in China’s largest cities, who buy and use new tech gadgets early, spend more than 28 hours a week on digital media. Another group of heavy users are lower-income young people from smaller, less developed cities who spend more than eight hours a week playing online games.

Another 25 per cent of China’s online population are moderate users, but probably the most promising target group for online marketing right now. These users consist of higher-income professionals and executives who tend to research and communicate – the ‘info-centrics’ – and the early adopters of mobile devices.

“The info-centrics are one of the most attractive segments because they tend to be influential in forums and they spend on cosmetics and luxury goods,” says Yuval Atsmon, one of the report’s authors.

A whopping 60 per cent of China’s online population are only light users of the web – high school students, blue collar workers and less educated residents of smaller cities. However, this segment is by no means lost for marketers as its members are gearing up to buy everything from digital music players to Netbooks and e-readers, says McKinsey.


http://www.ftchinese.com/story/001037140/en

香港豪门的遗产纷争 Hong Kong's Feuding Families


在轰轰烈烈上演的赌王何鸿�(Stanley Ho)的家族纷争可谓豪门家产继承纠纷最为戏剧化的一个案例──不过,在亿万豪门俯拾皆是的香港,这样的事件绝非个案。

众多香港大企业的掌门人都是出生于战后婴儿潮时期,发家于上世纪五、六十年代。如今这些富豪都步入了人生的暮年,其巨额财富的继承问题也开始陆续浮出水面──常常都会演变为丑陋的法庭大战,有母亲与子女对簿公堂的,也有兄弟相互残杀的。去年,香港发生了多起豪门家族因财富与权力的分配问题而导致的法律纠纷。

口士打律师行(Mayer Brown JSM)专攻家庭纠纷官司的合伙人莫子应(Jonathan Mok)说,这种事情越来越常见,这方面的官司肯定会越来越多。

香港的大家族文化以及看重血统传承的企业文化导致了遗产继承问题的复杂化。香港的企业帝国通常都是由家族紧密把控的,几乎每一个家族后代都会参与家族企业的运行。1971年之前一夫多妻在香港还是合法的,导致大家族内部产生了大量的继承人,纷争自然在所难免。

香港科技大学(Hong Kong University of Science & Technology)副教授、该校亚洲家族企业与创业研究中心(Center for Asian Family Business and Entrepreneurship Studies)联席主任阿里•比巴(Ali Beba)说,跟西方相比,香港的企业会更多地看重人际关系,家族成员之间更加紧密相连,相对而言,西方企业更多地就事论事。

此外,相比于西方,财富的传承对于亚洲人来说是个更新的概念,对他们来说,如今还只是财富从第一代向第二代传递的时期。

不过在财富继承问题上,许多香港豪门掌门人都会紧抓财富控制权,非到万不得已不放手。

莫律师说,“他们这么做不是因为他们需要这些钱来养老,而是因为他们认为财富代表着控制力。如果他们放弃了财富,他们也许就会失去子女的亲情。”

通过相关机构来进行财富规划、安排财产继承事宜在香港还是比较新的概念──香港人对其接受程度远远不及西方。过去还有家族掌门人在去世前提前数年创立信托基金,目的是为了避开遗产税。2006年遗产税废止之后,采取此类法律保障措施的人就更是寥寥了。

莫律师这样形容香港的豪门,“他们总是把一切都搞得神秘兮兮的,麻烦也就随之而至。”

沸沸扬扬的豪门纷争

何氏家族
家长:何鸿�

家族产业:何鸿�是澳门博彩控股有限公司(SJM Holdings Ltd., )的董事长,后者是澳门以收入计规模最大的赌场运营商。此外,他还通过在香港上市的信德集团有限公司(Shun Tak Holdings Ltd)从事交通、医院、投资和房地产生意。

继承人:何鸿�与四个女人生了17个孩子。四太太梁安琪(Angela Leong)是澳门立法会议员。女儿何超琼(Pansy)是信德集团有限公司的常务董事,儿子何猷龙(Lawrence)是纳斯达克上市博彩公司新濠博亚娱乐(Melco Crown Entertainment)的首席执行长,女儿何超仪(Josie)则是一名歌手兼演员。

纷争: 2008年,与何鸿�长期不和的妹妹何婉琪试图阻挠澳门博彩控股有限公司IPO上市(未果)。2010年,经过四年的调查,新泽西州博彩业执法当局禁止美高梅金殿梦幻(MGM Mirage)同何超琼进行业务往来,称何鸿�据说同犯罪集团之间有关联,因此何超琼不是一个合适的合作对象。何鸿�否认了这些说法,而且也从未因不当行为遭到过指控。美高梅卖掉了新泽西州大西洋赌城Borgata Hotel Casino & Spa酒店赌场50%的股权,继续同何超琼保持合作关系,双方合作在澳门开设有一家赌场。如今,何氏家族正针对何鸿�拥有的澳博控股18%的股份展开争夺战。

甘氏家族
家长:甘穗辉(Kam Shui-fai)

家族产业:甘穗辉创办了香港最负盛名的餐厅之一──镛记酒家,以烧鹅而声名远扬。法庭资料显示,私人控股公司镛记控股有限公司(Yung Kee Holdings Ltd.)占有镛记酒家80%的股份,在截止2009年4月的财年中其净利润为5100万港元(656万美元)。相关资料还透露甘氏家族拥有超过20亿港元的资产。

继承人:甘穗辉辞世时,给了长子甘建成(Kinsen Kam)和次子甘琨礼(Kam Kwan-lai)各45%的股份,。女儿甘美玲(Kam Mei-ling)则得到了10%的股份,不过她将这些股份卖给了甘琨礼,后者因此拥有了55%的多数股份。

纷争:去年7月,长子甘健成向香港法院提交了清盘呈请,要求甘琨礼买下自己名下的45%股份,否则就要提请将公司清盘。弟弟甘琨礼申请撤销清盘呈请。法院裁定清盘可以考虑,驳回了撤销清盘的申请。

郭氏家族
家长:郭得胜(Kwok Tak-seng)

家族产业:郭得胜(已于1990年去世)同恒基兆业地产有限公司(Henderson Land Development)总裁李兆基合作创办了新鸿基地产公司(Sun Hung Kai Properties Ltd.),是香港市值最大的地产开发公司。郭氏家族占有该公司大约42%的股份。

继承人:三个儿子:郭炳湘(Walter)、郭炳江(Thomas)、郭炳联(Raymond)。

纷争:2008年,郭氏兄弟的母亲、时年79岁的邝肖卿(Kwong Siu-hing)取代大儿子郭炳湘成为新鸿基的非执行董事兼主席。此前郭炳湘表示,两个弟弟散布谣言称他患有躁郁症,不过他坚称自己身体很健康。

2010年10月,邝肖卿重新调整控制新鸿基地产的郭氏家族信托基金,郭炳湘不在受益人名单之列,不过其中三分一股份权益的受益人仍然是“郭炳湘的家人”。同时,郭炳湘单独发表声明,否认股权权益有所改变。

1月25日,郭炳湘通过《南华早报》(South China Morning Post)表示,他希望几个月之内能有新的解决方案出台,此前在2 010年10月,郭家提出给他200亿港元,其中包括42.4%的新鸿基地产股份,他当时拒绝了。

陈氏家族
家长:陈廷骅(Chen Din-hwa)

家族产业:南丰集团(Nan Fung Group),涉猎纺织、地产、航运行业。

继承人:两个女儿:陈慧慧(Vivien)和陈慧芳(Angela)

纷争:2010年11月,港媒报导,陈廷骅之妻杨福和(Yang Foo-oi)因家族财产纷争向法院起诉其二女儿陈慧慧。在陈廷骅被确诊为老年痴呆症、认知能力衰退之时,陈慧慧接任了南丰集团的董事长兼总经理。

王氏家族
家长:王德辉(Teddy Wang),1990年被绑架后失踪,1999年被宣告死亡,不过其尸体一直未能找到。

家族产业:华懋集团(Chinachem Group),主要从事医药及房产行业,资产数十亿美元。

继承人:2005年,香港终审法院判定王德辉遗孀龚如心(Nina)继承其全部遗产。而此前在2002年,高等法院裁定由王德辉的父亲王廷歆(Wang Din-shin)为其全部遗产继承人,判处龚如心伪造遗嘱。龚如心继承遗产后再接再厉,进一步扩大了华懋房产业务。

纷争:2007年龚如心去世后,又出现了两份遗嘱,受益人分别为华懋慈善基金(Chinachem Charitable Foundation)和龚如心的情人、风水师陈振聪(Tony Chan)。去年,法院裁决华懋慈善基金取得遗产继承权,认定陈振聪所持遗嘱系伪造。不过陈振聪提请了上诉,1月10日法院再次开庭审理此案。

Cathy Yan

(本文版权归道琼斯公司所有,未经许可不得翻译或转载。)


The ongoing Stanley Ho family feud is a dramatic example of the challenges facing the generational transfer of family fortunes but in Hong Kong, the land of billion-dollar dynasties, it is hardly the only.

Atop many of Hong Kong's largest companies are aging entrepreneurs who began making fortunes in the 1950s and '60s, at the height of the postwar boom. Now that these magnates are in their twilight years, the question of their succession is coming to light and often being settled with ugly court battles, including mothers suing their children and brothers ousting brothers. Within the past year, a number of legal disputes have erupted over the distribution of money and power in multibillion-dollar family businesses.

'This is certainly becoming a trend,' says Jonathan Mok, a partner at law firm Mayer Brown JSM in Hong Kong who specializes in family disputes litigation. 'This area of litigation will just grow and grow.'

Succession is complicated by Hong Kong's large extended families and a business culture that stresses the importance of lineage. Hong Kong empires tend to be tightly controlled by families in which almost every offspring is involved in the business. Multiple marriages and concubines were legal in Hong Kong until 1971, meaning ownership within the family can be quite extensive and disputes especially involved.

'Entrepreneurship in this region is more relationship-based and families are more closely tied, as opposed to the West where it's more transactional,' says Ali Beba, an adjunct professor at Hong Kong University of Science & Technology and the associate director of the school's Center for Asian Family Business and Entrepreneurship Studies.

Furthermore, the cycle of wealth is much newer in Asia than in the West, so fortunes are only starting to transfer to the second generation.

But when it comes to succession, many of these magnates are holding out as long as they can to distribute their wealth.

'It's not because they need it for their afterlife, but because they see money as control. If they give it away, perhaps they also will lose their children's affection,' Mr. Mok says.

Institutional structures for wealth planning and succession are relatively new to Hong Kong ─ and far less accepted than in the West. Setting up trusts years in advance of the death of a patriarch used to be a way to avoid inheritance tax. But the legal safeguard has become even less popular after inheritance tax was abolished in 2006.

'They tend to keep everything hush-hush,' Mr. Mok says of Hong Kong's wealthy families. 'That causes the trouble.'

Family Feuds in the News

Ho Family
Patriarch: Stanley Ho

Realm: Stanley Ho is chairman of SJM Holdings Ltd., Macau's largest casino operator by revenue. He also controls transportation, hospitality, investment and property businesses under Hong Kong-listed Shun Tak Holdings Ltd.

Heirs: Has 17 children with four women. His fourth wife, Angela Leong, is a Macau legislator. Daughter Pansy is managing director of Shun Tak Holdings Ltd., while son Lawrence is CEO of Melco Crown Entertainment, a Nasdaq-listed casino company. Daughter Josie is a singer and actress.

Feuds: Stanley Ho's estranged sister, Winnie Ho, tried (but failed) to stop the SJM initial public offering in 2008. In 2010, after a four-year investigation, New Jersey gambling authorities forbade MGM Mirage from doing business with Pansy Ho, saying she is an unsuitable partner due to alleged links between Stanley Ho and criminal enterprises. Stanley Ho has denied the allegations and has never been charged with wrongdoing. MGM sold its 50% stake in the Borgata Hotel Casino in Atlantic City, and continues to do business with Ms. Ho, its partner in a Macau casino resort. Now the Ho family is embroiled in a dispute over the patriarch's controlling 18% stake in SJM.

Kam Family
Patriarch: Kam Shui-fai

Realm: Kam Shui-fai started the Yung Kee restaurant, one of Hong Kong's most renowned restaurants, famous for its roast goose. The restaurant is 80% owned by private holding company Yung Kee Holdings Ltd. and earned 51 million Hong Kong dollars (US$6.56 million) in net profit for the financial year ending April 2009, according to court documents. Documents also revealed that the Kam family had more than HK$2 billion in assets.

Heirs: When Kam Shui-fai died, he gave 45% of shares to older son Kinsen Kam and younger son Kam Kwan-lai each. Daughter Kam Mei-ling got 10% but sold her share to the younger Kam, giving him a majority stake of 55%.

Feuds: Last July, older son Kinsen Kam filed a wind-up petition in Hong Kong court that threatened to close the business unless his younger brother buys out his 45% share. The younger son applied to dismiss the petition. The court ruled that winding-up is an option and dismissed the application to strike the petition.

Kwok Family
Patriarch: Kwok Tak-seng

Realm: Co-founded by Kwok Tak-seng, who died in 1990, and Henderson Land Development Chief Executive Lee Shau-kee, Sun Hung Kai Properties Ltd. is Hong Kong's largest property developer by market capitalization. The Kwok family owns around 42% of the company.

Heirs: Three sons: Walter, Thomas and Raymond.

Feuds: In 2008 the eldest son, Walter, was replaced by matriarch Kwong Siu-hing, 79 years old at the time, as nonexecutive director and chairman of Sun Hung Kai. Walter had earlier said that his brothers wanted to oust him by saying he had bipolar disorder, though he insisted that he was healthy.

In October, Mrs. Kwong removed Walter as a beneficiary of the family trusts that control Sun Hung Kai, though a third of the money would still be held for 'Walter Kwok's family.' At the time, Walter denied in a separate statement that shareholding interests had changed.

Walter told the South China Morning Post on Tuesday that a new settlement may be resolved in a few months, after he had rejected an offer of HK$20 billion and a 42.4 % stake in the Sun Hung Kai business in October.

Chen Family
Patriarch: Chen Din-hwa

Realm: Nan Fung Group, a private company involved in textiles, property and shipping.

Heirs: Two daughters: Vivien and Angela.

Feuds: In November, local media reported that Chen Din-hwa's wife, Yang Foo-oi, sued her youngest daughter, Vivien Chen, in a dispute over the distribution of assets. Vivien Chen had taken over as chairman and managing director of Nan Fung after her father was diagnosed with Alzheimer's disease and deemed mentally incapacitated.

Wang Family
Patriarch: Teddy Wang, who was kidnapped and disappeared in 1990. He was declared dead in 1999, though his body was never found.

Realm: Chinachem Group, a multibillion-dollar company that deals with pharmaceuticals and property.

Heirs: In 2005, Nina won her late husband's entire estate after an appeal to Hong Kong's Court of Final Appeal. In 2002, the High Court had ruled that Teddy Wang's father, Wang Din-shin, would inherit all of the money and charged Nina with forging a will. Nina went on to build Chinachem into a large property development company.

Feuds: When Nina died in 2007, another dispute erupted over two wills, which would either hand over her entire fortune to the Chinachem Charitable Foundation or to her lover Tony Chan, a feng shui master. Last year, the court ruled in favor of the charity and said that Tony Chan's will was forged. But now Tony Chan is back with an appeal that began on Jan. 10.

Cathy Yan

NBA扣篮大赛 中国元素出风头 NBA Dunker Straddles China-U.S. Divide

美职业篮球联赛(NBA)全明星周末已落下帷幕,上周六晚的扣篮大赛中,坐镇主场的洛杉矶快船队(Los Angeles Clippers)的格里芬(Blake Griffinof)飞跃一辆汽车扣篮获得冠军。而亚军麦基(JaVale McGee)对球鞋的选择无异于一份中美关系声明。

Jeff Gross/Getty Images
2011年2月19日,在洛杉矶史泰博体育中心举行的全明星扣篮大赛中,华盛顿奇才队的麦基(JaVale McGee)起跳扣篮。他脚上穿的是以中美国旗为设计主题的匹克球鞋。
麦基是华盛顿奇才队(Washington Wizards)的中锋,他在尝试最后一记扣篮时──从篮板下反身扣篮──脚上穿的球鞋好像不成对:一只是红白蓝色系,另一只是红黄相间。但是这绝非这位23岁球星不小心穿错了鞋,而是他为此次年度扣篮大赛准备的球鞋时尚秀的高潮。

去年12月,麦基签约成为中国福建的匹克体育用品有限公司美国分公司的代言人,匹克签约了多位NBA球星以提高其篮球装备的知名度,这些球星包括基德(Jason Kidd)、乐福 (Kevin Love)和阿泰斯特(Ron Artest)。近几周,好几位球星都出现在了中国的春节广告中,看起来很别扭,他们身穿喜庆的红色和金色,衷心祝愿观众新年好(虽然这个新年跟他们的新年时间不一样)。

匹克为麦基参加扣篮大赛设计了五双不同的球鞋,其中两双的灵感来自美国和中国国旗,麦基最后扣篮所穿的具有外交效应的鞋就是这两双的混搭。他效力于美国首都华盛顿球队的事实似乎也是一种恰到好处的独特呼应,可以肯定的是,他获得第二的名次与中国最近取代日本成为第二大经济体纯属巧合。

对匹克这样一个与耐克的"飞人乔丹"( Air Jordan)产品系列争夺中国国内外眼球的品牌来说,麦基的举动在提高全球曝光率上起到了很好的作用:麦基令人吃惊的技巧会激起有关谁真正有资格赢得比赛的争论。伴随着高中生合唱凯利(R. Kelly)的《I Believe I Can Fly》的悦耳歌声,格里芬飞跃一辆起亚远舰(Kia Optima)汽车投篮从而锁定胜局,而麦基如同杂耍一般的扣篮也为一项长期被认为逐渐丧失原创性的比赛注入了些许活力。他将三球连续扣进一个篮筐,其中一个球是他的母亲、曾效力于美国国家女子篮球联盟(WNBA)的帕米拉•麦基(Pamela McGee)传给他的。最吸引眼球的是,他利用超长臂展的优势,完成了双球分扣两个篮筐

格里芬是这晚的胜者,而麦基则为自己、也为匹克制造了话题。

Miguel Gonzalez Jr.

(本文版权归道琼斯公司所有,未经许可不得翻译或转载。)


The NBA's all-star weekend is over, and Saturday night's slam dunk contest was won by hometown favorite Blake Griffinof the Los Angeles Clippers, who jumped over a car to win the title. But the second-place finisher, JaVale McGee, made a statement on Sino-U.S. relations with his choice of shoes.

Mr. McGee, a center with the Washington Wizards, delivered his final dunk attemptâ 'a reverse jam from under the backboardâ 'wearing seemingly mismatched sneakers: one in red, white and blue and another in red and yellow. It was no accident, though, only the culmination of a footwear fashion show the 23-year-old had planned for the annual event.

Mr. McGee signed in December as an endorser with the U.S. unit of Peak Sport Products, a Fujian-based producer of athletic gear that has been raising its basketball game by signing a number of NBA stars, including Jason Kidd, Kevin Love and Ron Artest. A number of them appeared in an awkward Lunar New Year adin China in recent weeks, decked out in auspicious red and gold, wishing viewers a hearty and out-of-sync new year's greeting.

Peak designed five different pairsof shoes for Mr. McGee's dunk contest appearance, including pairs inspired by the U.S. and Chinese flags, which the player mixed to diplomatic effect in the finale. The fact that he plays in the nation's capital would seem to lend the move an oddly appropriate resonance, and we're sure his finishing No. 2, the position China's economy was recently confirmed to have taken from Japan, is purely coincidental.

For Peak, a brand competing with the likes of Nike's Air Jordanfor attention in China and abroad, his moves worked out well in terms of global exposure: Mr. McGee's dramatic flair will fuel debate about who really deserved to win the contest. Mr. Griffin sealed the title by vaulting over a Kia Optima to the dulcet tones of a high school choir singing R. Kelly's 'I Believe I Can Fly,' but Mr. McGee's acrobatics also injected some life into an event long thought to be running out of originality. He dunked three balls in one basketâ 'one of which was presented to him by his mother, Pamela McGee, who played in the WNBAâ 'and, most notably, used his considerable wingspan to dunk on two rimsplaced side by side.

Mr. Griffin won the night, but Mr. McGee managed to generate some buzz for himselfâ 'and Peak.

Miguel Gonzalez Jr.

巴菲特未来将会收购哪些公司? What Should Berkshire Buy?

资银行家们,并购擂台已经摆下。

周六上午,巴菲特非常清楚地表达了自己的意图。去年伯克希尔公司史上最大的一笔收购案──收购铁路公司Burlington Northern的效果比预计的要好。现在巴菲特说,他渴望进行更多的收购。

在年报中巴菲特说,伯克希尔哈撒韦正准备进行更多的重大收购,并说“我们的猎象枪已经再次上膛,我扣动扳机的手指正在发痒”。

年报接着解释了“重大”的含义,说巴菲特想要进行交易区间在50亿美元至200亿美元之间的收购。

巴菲特与合伙人芒格(Charlie Munger)在年报中说,公司越大,我们的兴趣也就越大。

但仅仅规模大还不够,对于潜在的收购目标,巴菲特和芒格列出了以下标准:

1)被收购的公司规模要大(税前盈利至少有7,500万美元,除非该公司恰好身处我们已有的行业)

2)表现出持续盈利能力(我们对未来业绩预测不感兴趣,对扭亏为盈的情况也不感兴趣)

3)负债很少,或基本没有负债,但企业仍能创造较好的产权回报率(ROE)

4)稳定的管理层(我们无法提供管理层)

5)业务简单(如果涉及太多高科技,我们无法理解)

6)明确的要价(如果收购价格未知,我们不想浪费买卖双方的时间,哪怕是进行初步商谈)

被伯克希尔收购是一件好事吗?在伯克希尔的股东、Lountzis Asset Management LLC的总裁郎齐兹(Paul Lountzis)看来,的确如此。

郎齐兹是这样评论周六出炉的年报的:清楚的是,伯克希尔未来的成功越来越取决于该公司在全球范围内收购整家企业的能力。对于许多企业来说,伯克希尔是个完美的归宿。相比接受私募股权投资、公开上市或将自己出售给战略买家,被伯克希尔收购是一个更好的选择。

Jamie Heller


(本文版权归道琼斯公司所有,未经许可不得翻译或转载。)


M&A bankers, the gauntlet is down.

Warren Buffett couldn't have made his intentions any clearer Saturday morning. Last year's Burlington Northern acquisition, the biggest of Berkshire's history, is working out even better than expected. Now, he says, he's hungry for more.

Berkshire Hathaway is prepared for 'more major acquisitions', he wrote in his annual report, continuing: 'Our elephant gun has been reloaded, and my trigger finger is itchy.'

As for what constitutes major, the report says Berkshire would like to make an acquisition in the $5 billion to $20 billion range.

'The larger the company, the greater will be our interest,' says Buffett and his partner Charlie Munger in the annual report.

But big isn't enough. As a checklist for possible comers, the pair offer this list of criteria:

'(1) Large purchases (at least $75 million of pre-tax earnings unless the business will fit into one of our existing units),

(2) Demonstrated consistent earning power (future projections are of no interest to us, nor are 'turnaround' situations),

(3) Businesses earning good returns on equity while employing little or no debt,

(4) Management in place (we can't supply it),

(5) Simple businesses (if there's lots of technology, we won't understand it),

(6) An offering price (we don't want to waste our time or that of the seller by talking, even preliminarily, about a transaction when price is unknown.)'

Is being bought by Berkshire a good thing? Paul Lountzis, a Berkshire shareholder and president of Lountzis Asset Management LLC, think so.

Commenting on the annual report on Saturday, he said: 'It is clear that Berkshire's future success will depend more and more on its ability to acquire entire businesses around the world. Berkshire Hathaway is the perfect home for many businesses - a far better choice than private equity, going public or selling to a strategic buyer.'

Jamie Heller

伯克希尔大丰收 巴菲特欲增加收购 Berkshire's Buffett Eyes More Major Deals as Earnings Surge

菲特说,伯克希尔未来的投资将有“压倒性的”部分会在美国。在2011年的80亿美元资本开支计划(巴菲特说这是一个创纪录的水平)中,伯克希尔将把较去年增加的20亿美元全部投资在美国。他说,美国有着大量的机会。


伯克希尔旗下的保险公司所募集的保费要到多年以后才会需要用于支付保险赔偿,在那之前这些资金可供巴菲特用于投资。巴菲特说这些资金可自由流动,周六他还报告说,资金池的规模从上年的630亿美元增加到了660亿美元。保险业务的投资收入约为52亿美元,2009年为55亿美元。

在信中,巴菲特探讨了未来一年的情况,他和伯克希尔副董事长芒格(Charlie Munger)认为将是“正常的一年”。 今年的商业大环境将好于去年,但比不上2005和2006年,也不会有可能导致保险业务大额支出的重大灾难性事件。巴菲特说,在这样的年头,伯克希尔资产剔除资本收益或损失的税前收益有望达到170亿美元,税后收益120亿美元

去年8月已届80高龄的巴菲特还在信中提到接班计划。除担任伯克希尔的首席执行长和董事长外,巴菲特同时还是首席投资长,负责公司逾1,500亿美元现金、股票、债券以及其他资产的投资组合。他曾说过,在他去世后,他执掌伯克希尔的职责将一分为三,设立单独的董事长、首席执行长以及一位到多位首席投资长。

Bloomberg News
沃伦•巴菲特
伯克希尔不久前聘任前对冲基金经理库姆斯(Todd Combs)任投资经理,在此之前经历了漫长的搜寻,想找到可能接替巴菲特任伯克希尔首席投资长的候选人。巴菲特写到,许多投资经理近来的投资纪录都不错,但伯克希尔想要的是对风险有深刻认识、十分敏感的人,并能预期从未发生过的事件的影响。

巴菲特写到,芒格和我见到库姆斯时,我们就知道他符合我们的要求。他说,40岁的库姆斯最开始将管理10亿至30亿美元的资金,这个额度可以每年调整。虽然库姆斯专注的重点将会是股票,但并不仅限于这一种投资类型。

对于有能力的投资经理的搜寻尚未结束。巴菲特说,如果找到合适的人选,伯克希尔最终可能还会增加一到两名投资经理,这些经理的薪资将与其业绩挂钩。

与此前的多年一样,巴菲特信中有很大一部分内容是称赞伯克希尔各个运营机构的管理人员,其中一些人被关注该公司的人士认为有可能接替CEO一职。

巴菲特写到,对于索科尔(David Sokol)所获成就和重要性,他“怎么说都不过分”。索科尔是公共事业公司中美能源(MidAmerican Energy)的董事长,并任飞机租赁公司NetJets Inc.的首席执行长,扭转了后者的亏损局面。

他指出,掌管汽车保险商Geico的奈斯利(Tony Nicely)让这家公司的市场份额从1993年他加入公司时的2%增长到了8.8%,还说自己欠了奈斯利一个大人情。负责伯克希尔利润丰厚的再保险业务的杰恩(Ajit Jain)则为伯克希尔的价值增加了数十亿美元。巴菲特不无幽默地写到,就连能克制超人的氪石对杰恩也丝毫无损。

巴菲特明确表示,他没有放弃任何一项职责的计划。提及投资组合时他写到,只要我还是CEO,我就会继续管理伯克希尔所持的绝大部分资产,包括债券和证券。

他说,等他和现年87岁的芒格都不在了,伯克希尔的各位投资经理将负责整个投资组合,届时具体方式将由伯克希尔的CEO和董事会决定。他补充说,董事会将决定任何重大收购。

巴菲特在其备受关注的年度致股东信中说,他已经准备好“进行更多的重大收购”。周六,伯克希尔哈撒韦公布2010年业绩,盈利激增61%,现金储备也有增加。

巴菲特在伯克希尔的年报里附带的致股东信中说,我们准备好了,我们这把猎象枪已再次上膛,我那准备扣动扳机的手指正在发痒。

受铁路公司Burlington Northern Santa Fe业绩提振,伯克希尔2010年的净收入高达130亿美元。伯克希尔去年2月以270亿美元的价格收购了Burlington Northern Santa Fe。在致股东信中,巴菲特将这笔交易称作“2010年的亮点”,并说效果比他预计的更好。去年,Burlington Northern Santa Fe的营业收益为45亿美元,净收益为25亿美元,比2009年上涨约40%。

尽管近年来伯克希尔在铁路和公用事业机构等资本密集型企业上花费了数百亿美元,但保险等其它业务仍然为巴菲特创造了大量现金,使其能够投资金融资产,收购更多的企业。截至2010年底,伯克希尔的现金以及现金等价物的总额为380亿美元,是自2007年以来最高的年终数额。巴菲特说,现在伯克希尔一个月的收益约为10亿美元。

由于伯克希尔试图在一个不断扩张的业务基础上保持增长,巴菲特必须找到更多的渠道进行投资,以实现他反复强调的增长目标:伯克希尔的价值增长速度要快于标普500指数的上涨速度。

2010年,伯克希尔的账面价值增加了13%,至美股95,453美元,而去年标普500指数的收益率为15.1%。这是连续第二年,也是巴菲特执掌伯克希尔46年来第八次公司的账面价值增长率低于标普500指数的涨幅,标普500指数的收益包括红利。账面价值等于资产减去负债,是对公司实际价值或“内在价值”的粗略估计。

巴菲特总是重复过去几年说的话,说伯克希尔的未来业绩是不可能复制它过去的辉煌了。近年来相对于标普500指数,伯克希尔的业绩只能算是令人满意。对此巴菲特说,我们要强调的是,丰年是一去不复还了。我们目前管理的巨额资本消除了业绩超出预期的可能。

巴菲特说,如果随着时间的推移,伯克希尔的业绩能够强于市场表现(就像股东们所期望的那样),那么这很可能是在股市行情较差的年份伯

克希尔能创造出相对较好的业绩,而在行情较好的年份忍受较差的业绩。

去年股东们没有失望。伯克希尔的A类股票上涨了21%,截至年底时伯克希尔的市值约2,000亿美元。今年以来这支股票累计上涨了近6%,周五收盘时报127,550美元。

伯克希尔的巨额投资组合中的股票持续复苏,受此提振,伯克希尔的账面价值在2010年增加了262亿美元。伯克希尔持仓量最大的两支股票富国银行(Wells Fargo & Co.)和可口可乐(Coca-Cola Co.)去年均上涨了15%,伯克希尔持有这两支股票的账面价值已经超过110亿美元。

股票和铁路公司Burlington Northern并非投资组合中惟一创造收益的组成部分。

在衰退中遭受销售额下滑和利润缩水的伯克希尔所持有的一批企业现在似乎开始复苏。巴菲特透露,包括Fruit of the Loom、位于以色列的工具制造商Iscar以及电子元器件分销商TTI在内的企业业绩均有改善。

由于借力经济复苏,同去年相比,2010年伯克希尔旗下的制造业、服务业和零售业的净收益翻了不止一番,增至25亿美元。伯克希尔的年报说,随着时间的推移,尽管不均,但仍预计总体经济形势将继续逐步改善。

SERENA NG / ERIK HOLM

(本文版权归道琼斯公司所有,未经许可不得翻译或转载。)


Mr. Buffett said an 'overwhelming' part of the future investments of Berkshire's businesses would be in the United States. Of $8 billion in capital spending slated for 2011, which his letter called a record amount, Berkshire will spend all of a $2 billion increase from last year in the U.S. He said the U.S. offers 'an abundance' of opportunity.

Berkshire's insurance units give Mr. Buffett money to invest until the premiums collected are needed to pay claims years in the future. Mr. Buffett calls these funds 'float,' and he reported Saturday that the pool of funds swelled to about $66 billion from $63 billion a year earlier. Investment income from the insurance operations was about $5.2 billion, compared to $5.5 billion in 2009.

In the letter, Mr. Buffett discussed what he and Berkshire vice-chairman Charlie Munger would regard as a 'normal year' for Berkshire. That would be one with a general business climate better than last year's, but weaker than 2005 or 2006, and one without a large catastrophic event that could trigger large payouts from its insurance business. In such a year, Berkshire's assets could expect to earn about $17 billion in pre-tax and $12 billion in after-tax earnings, excluding capital gains or losses, he said.
Poll

Mr. Buffett, who turned 80 last August, also touched on succession planning in his letter. Besides being Berkshire's chief executive and chairman, Mr. Buffett is also its chief investment officer with responsibility for the company's over $150 billion investment portfolio of cash, stocks, bonds and other assets. He has said that when he dies, his job at the helm of Berkshire will be split into three, with a separate chairman, chief executive, and one or more chief investment officers.

Berkshire recently hired former hedge fund manager Todd Combs as an investment manager following a lengthy search for candidates that could potentially step into Mr. Buffett's role as Berkshire's chief investment officer. Many money managers had good investing records recently, but Berkshire has been looking for individuals who have a deep understanding and sensitivity to risk and can anticipate the effect of events that have never occurred, Mr. Buffett wrote.

'When Charlie and I met Todd Combs, we knew he fit our requirements,' Mr. Buffett noted. He said the 40-year-old would initially manage funds in the range of $1 billion to $3 billion, an amount that can be reset annually. While Mr. Combs's focus will be on stocks, he isn't restricted to that type of investment, Mr. Buffett noted.

The search for competent money managers isn't over. Mr. Buffett said Berkshire may, over time, add one or two investment managers 'if we find the right individuals,' and the managers' compensation will be tied to their performance.

As in previous years, Mr. Buffett devoted portions of his annual letter to praising the managers of Berkshire's operating units, including some individuals company watchers believe are candidates for the Berskhire CEO job.

Mr. Buffett wrote that he 'can't overstate the breadth and importance' of achievements by David Sokol, chairman of utility operator MidAmerican Energy and chief executive of NetJets Inc., who turned the fractional jet ownership business around from a loss.

He noted that Tony Nicely, who runs auto insurer Geico, grew its market share to 8.8% from 2% when he joined the company in 1993, adding he owes Mr. Nicely a huge debt. And Ajit Jain, head of Berkshire Hathaway's highly profitable reinsurance business, 'has added a great many billions of dollars to the value of Berkshire. Even kryptonite bounces off Ajit,' Mr. Buffett quipped.

Mr. Buffett made it clear he has no plans to relinquish any of his jobs. Referring to the investment portfolio, he wrote: 'As long as I am CEO, I will continue to manage the great majority of Berkshire's holdings, both bonds and equities.'

He said that when he and Mr. Munger, 87, are no longer around, Berkshire's investment managers will have responsibility for the entire portfolio in a manner then set by Berkshire's CEO and board of directors. The board, he added, 'will make the call on any major acquisition.'

Berkshire Hathaway Inc. Chairman Warren Buffett, in his widely followed annual letter to shareholders, said he is prepared for 'more major acquisitions' as the conglomerate on Saturday reported a 61% jump in 2010 earnings and a growing cash hoard.

'We're prepared. Our elephant gun has been reloaded, and my trigger finger is itchy,' the billionaire investor said in the letter accompanying Berkshire's annual report.

The Omaha, Neb. company's 2010 net income of $13 billion received a big boost from railroad operator Burlington Northern Santa Fe, which Berkshire acquired for roughly $27 billion last February. In his letter, Mr. Buffett called the deal 'the highlight of 2010' and said it's working out 'even better' than he had expected, The railroad business generated $4.5 billion in operating earnings last year and $2.5 billion in net earnings, up about 40% from 2009.

While Berkshire has spent tens of billions of dollars on capital-intensive businesses like railroads and utility operators in recent years, its other businesses, such as insurance, are still generating large amounts of cash for Mr. Buffett to invest in financial assets and to acquire more businesses. At the end of 2010, Berkshire's pile of cash and cash equivalents stood at $38 billion, the highest year-end amount since 2007. Berkshire's businesses, Mr. Buffett noted, are now earning about $1 billion a month.

As Berkshire tries to keep growing from an ever-expanding base, Mr. Buffett has to find more avenues to invest to achieve his long-stated goal of increasing the company's value faster than the rate of growth in the Standard & Poor's 500 stock index.

WSJ's Jamie Heller and Erik Holm discuss the implications of the newly released letter to Berkshire Hathaway shareholders from billionaire investor Warren Buffett.

Berkshire's book value, a measure of assets minus liabilities that is a rough proxy for the company's actual, or 'intrinsic' value, grew 13% in 2010 to $95,453 per share, versus last year's 15.1% return of the S&P 500. It was the second year in a row, and only the eighth time in Mr. Buffett's 46 years of running Berkshire, that the company's book value change didn't beat the index, whose returns include dividends. Berkshire is now a component of that index following last year's B-share stock split and purchase of Burlington Northern.

Mr. Buffett repeated a refrain from past years, stating that Berkshire's future performance is unlikely to replicate its past. Noting the company's 'now only satisfactory' performance against the S&P in recent years, Mr. Buffett wrote: 'The bountiful years, we want to emphasize, will never return. The huge sums of capital we currently manage eliminate any chance of exceptional performance.'
Berkshire's Annual Report

Mr. Buffett said if Berkshire over time outperforms the market, as shareholders should expect from the company, it will likely be from producing better relative results in bad years for the stock market while suffering poorer results in stronger years.

Shareholders last year were not disappointed. Berkshire's Class A shares gained 21% in 2010, giving the company a market value of roughly $200 billion at year end. The shares are up nearly 6% so far this year, closing at $127,550 on Friday.

Berkshire's book value, which grew $26.2 billion in 2010, was boosted by the continuing recovery of stocks in Berkshire's giant investment portfolio. Wells Fargo & Co. and Coca-Cola Co., Berkshire's largest equity positions, each rose 15% last year, and each holding is now valued at more than $11 billion.

Stocks and Burlington Northern weren't the only part of the portfolio that delivered.

A host of Berkshire-owned businesses that had suffered from declining sales and shrinking profits amid the recession now appear to be recovering. Mr. Buffett heralded improvements at units including Fruit of the Loom, Israel-based toolmaker Iscar and electronic-components distributor TTI.

Net earnings from Berkshire's manufacturing, service and retailing operations more than doubled from a year ago to $2.5 billion in 2010 as the businesses rode the recovering economy. The company's annual report said it anticipates that 'general economic conditions will continue to gradually improve, albeit unevenly, over time.'

SERENA NG / ERIK HOLM