http://www.businessweek.com/magazine/content/05_20/b3933021.htm?chan=gb
Stan Shih on Taiwan and China
The PC-pioneer-turned-VC talks about the two countries' futures and
about how Taiwan can gain by becoming an "integrator"
MAY 16, 2005 Editions: N. America | Europe | Asia | Edition
Preference
For nearly three decades, Stan Shih was the driving force behind
Acer Inc., one of the world's top PC brands and the Taiwanese
company that has had the most success moving beyond the
contract-manufacturing business and establishing its own name
worldwide. A few months ago, Shih retired from Acer and is now
running idSoft Capital, a Taipei-based venture-capital firm. He
also created headlines recently by revealing that he had a resigned
as an adviser to Taiwanese President Chen Shui-bian.
Shih spoke to BusinessWeek's Bruce Einhorn and Matt Kovac in April
at his Taipei office about the controversy surrounding that
resignation and the role that he sees Taiwan playing as China
continues to grow. Following are edited excerpts:
Q: Why did you step down as an adviser to President Chen?
A: I am a citizen, and I always cooperate with the government, [so]
in 2000 I agreed to become one of the national advisers to the
President [if] Mr. Chen became the President. It's natural. I'm a
citizen of the country, and I'm honored to be an adviser to the
President.
Q: Then why did you quit?
A: [Being an adviser] created a lot of concern. I had a lot of
trouble, because I am neutral. It mislead [people] into [believing]
I support the DPP. [President Chen started a] new term last year.
Many KMT friends and advisers were not renewed. It looks like I'm
supporting the DPP. Looks, looks -- in reality, it's not. I just
decided last year, because I was going to retire [from Acer], that
I would ask not to renew.
Q: The news caused a bit of a stir, coming so soon after the open
letter from Chen adviser Hsu Wen-long that criticized Chen's
government. Do you think there's a trend among business leaders to
distance themselves from President Chen and his party because of
pressure from Beijing?
A: I think [Taiwanese business leaders] are all neutral. As
businessmen, they always want to be neutral. Maybe from my personal
point of view, I don't think the PRC [would] like us to go against
Taiwan. They are not in any position to request that. There is no
way. If the Taiwan government asks us to go against China, economic
development, it's very difficult. Our position is not against their
development, the PRC. It's very difficult, very sensitive. As
businessmen, we work with anyone.
Q: Where do you see China's economy moving?
A: China right now is the world factory already. But in many
sectors of the industry I think there are two [problems. The first
is that China] createa oversupply all over the world. Another is
China now consumes a lot of natural resources in an ineffective
way. If they don't control these developments, in the long run,
China just can't keep continuing to progress this way. They will
reach a limit.
Q: What's the answer?
A: Now is a knowledge-based economy. There's a lot of innovation, a
lot of knowledge. But to me, my current thinking is really how to
integrate the current available resources in an effective way. It's
most important right now. We don't need to do something new. We
only try to integrate the current resources available in Greater
China with the global economic requirements.
Q: Is there a role for Taiwan in that process?
A: Taiwan can play this integration role. We know how to leverage
the China resources, we know what the global requirements [are], we
have the reputation as integrators, taking the risks. Taiwan can
become a hub to integrate.
The beauty is that Taiwan is so small. Nobody is concerned about
Taiwan, so Taiwan can become an integrator. Everyone is concerned
about the U.S. dominating everything. Taiwan cannot dominate.
Taiwan is small, with a small population. [For] China and the
Japanese, if they don't conquer the world, they aren't happy. If we
can do a little bit more, we are happy.
Q: What do you think is the Taiwan advantage?
A: In many cases, all the new technology developments or business
plans from Day One are global concerns, [with a] global view. In
the past, many American companies focused on the U.S. only. [But
for Taiwanese] from Day One, you have consider that your business
model is a global concern. Taiwanese companies because of their
small country, an island, their culture is global from Day
One.
Q: Lots of people are worrying about the Taiwanese economy
hollowing out as manufacturing jobs disappear.
A: Hollowing out -- [the process] starts from Japan, it's their
terminology. I try to convince the Taiwan general public that the
hollowing out of low-value-added activity is not a critical
concern. Hollowing out the future higher-value-added activity is
the concern, and those areas are more intangible. Hollowing out of
tangible things is not critical. Hollowing out of intangible things
is really critical. But this kind of message is not easy to
communicate and appreciated by the general public.
Q: What's the answer?
A: The government [should look at] how to reorient human resources
[among those who have lost their manufacturing jobs]. If you don't
do that, you always create unemployment. If we develop a service
industry more aggressively, this more effectively utilizes Taiwan
resources. We should not be concerned about hollowing of
manufacturing jobs to China, because you just cannot stop it, and
even if you could, it's not in the interests of Taiwan at
all.
Q: What sort of edge does Taiwan have in services?
A: We can do many things. One-third of the economy is
manufacturing, but service is two-thirds. The manufacturing is
relatively more global. Service is related to the culture. Service
is the future of China, quality of life. In the Chinese community,
Taiwan relatively is more complete. Hong Kong is a city. Singapore
is a city. They are not really a typical Chinese community. Taiwan
is really the future of many of the China communities.
For a lot of service industries [in China], Taiwan practice is more
suitable than any other model, American model or Japanese model, to
practice in China. The future of Taiwan is technology-based service
industry. It's much higher-value-added and more leverages
integration capability, and helps Taiwan become more of a
leader.
Q: How much of a threat do Chinese companies pose?
A: Chinese companies, if they do this, they need a lot of
considerations. No. 1, of course, is that they have to earn the
trust from others. Trust sometimes takes time to build.
No. 2, they have to integrate global resources. If you just try to
do it by yourself, it's impossible. The Taiwanese, when they move
to Dongguan, to Yangtze River, to Suzhou, it's in clusters. The
Chinese players, they don't have that.
No. 3 is that China players today [are focused] really [on the]
local market. It's not a manufacturing culture for global
requirements. They can be good for subcontracting. But their
manufacturing is not for global. Their orientation is more for
local market requirements.