Thursday, March 23, 2006

日本資源戰略全面重新佈局,受中國需求遽增影響

  日本經濟產業省資源能源廳將對金屬資源保障政策進行20年來的首次修正,並於22日透露新方針。經產省將以確保數位家電等日本尖端技術必須的鉑、銦等稀有金屬的穩定供應,作為政府的核心任務。新政策將寫入預定於5月完成的「國家能源新戰略」,擴大各種稀有金屬的儲備。  受到中國經濟高速成長,造成對稀有金屬的需求量暴增,日本擔心這會導致全球性的供應短缺,影響其產業競爭力。鑑於產業界強烈要求將稀有金屬作為石油一樣的戰略物資加以確保,日本政府決定重新部署資源戰略。

  被認為最有可能出現短缺的是鉑、銦及稀土類三種資源。鉑應用於汽車的廢氣排放淨化裝置、燃料電池;銦應用於液晶電視的液晶面板;稀土類則是混合動力車不可欠缺的材料。

在上述產品的國際競爭中,日本企業均處於優勢地位。一旦出現資源供給中斷,將導致產品停產,對日本經濟造成嚴重打擊。
(2006/3/23)

Tuesday, March 21, 2006

A Study in Diplomacy



Chinese, Japanese Friendship Offers Glimpse Into DifficultyNations Face Getting Along

By SEBASTIAN MOFFETT in Tokyo and JAMES T. AREDDY in Shanghai
March 21, 2006; Page B1

Growing up in Japan, Asayo Iizuka was fascinated by China. So the 22-year-old jumped at the opportunity to study at Shanghai's Fudan University, hoping to expand her knowledge and make Chinese friends.

There she met Chen Li, a 20-year-old economics student at Fudan, who hated Japan. When she was growing up, Ms. Chen's family had told her the Imperial Japanese Army had killed her great-grandfather.

So, at first, a friendship didn't seem possible. "I don't really like the Japanese," she informed Ms. Iizuka early on.

Yet the two women have stayed in touch and each continues to try to change the other's point of view. In the process, they confronted, on a personal level, some of the major issues threatening relations between Asia's two economic giants at a time when slow-growth Japan is finding opportunities in fast-expanding China.

"For 4,000 years China was the top country in Asia, but in the past 150 years, Japan has been more powerful," Ms. Iizuka says. "Now they are equal, but they don't know each other well enough to acknowledge each other."

Asayo Iizuka in Tokyo

Even as old wounds linger, China, including Hong Kong, has become Japan's biggest trading partner. About 99,000 Japanese live in China, more than any other country besides the U.S. Both governments are working to nurture better relations among the younger generation. Japan plans this year to set up a fund of 10 billion yen ($86 million) to pay for 1,100 Chinese high-school students to study in Japan annually for about 10 days and an additional 150 for several months to a year. A current government-affiliated study program enrolls 100 Chinese students in Japanese high schools each year.

"The economic relationship is robust and growing," said Jeff Kingston, director of Asian studies at Temple University Japan. "But I don't think that can continue indefinitely while government relations are in the deep freeze."

In China, memories are still strong of the Sino-Japanese war from 1937 to 1945, when the Imperial Army killed at least 10 million Chinese, according to standard estimates. The Chinese complain that Japanese school textbooks skim over the war and object to visits by Prime Minister Junichiro Koizumi to the controversial Yasukuni war shrine in central Tokyo that is dedicated to the 2.5 million people who died fighting for Japan, most of them during Japan's war with China and World War II.

In protest, Beijing has refused to schedule formal summit meetings with Mr. Koizumi and is opposing Japan's bid for a permanent seat on the United Nations Security Council. Thousands of Chinese participated in anti-Japanese demonstrations last spring.


Ms. Iizuka's fascination with China began when she studied the Chinese language in high school. She loved China's ethnic variety and thousands of years of history, and knew the language would help her career. While studying law and politics at a Tokyo university, she went in 2003 to spend a year at Fudan -- the top university in Shanghai.

That winter, a South Korean friend introduced the two women. The students exchanged phone numbers. But Ms. Chen talked little with Ms. Iizuka.

Ms. Chen had disliked Japan since she was a child growing up mostly near Shanghai. From age 7, schoolteachers took her class to see patriotic films; some were about heroic Chinese children risking their lives to resist evil Japanese soldiers during Japan's World War II occupation of China.


Chen Li in Shanghai

In high school, Ms. Chen took part in day-long hunger strikes against Japan. Now, she boycotts Japanese goods, and two years ago bought a digital camera made by a South Korean manufacturer. Buying Japanese products is "a bit like losing face," she said. "We were beaten by them, but now we have to accept their products?"

Ms. Chen bumped into Ms. Iizuka on campus after a winter break. Ms. Chen noticed that Ms. Iizuka seemed different from Japanese students who stuck together and dressed fashionably. Ms. Iizuka dressed down and wore floppy hats, a casual look Ms. Chen found approachable. "She was nice," Ms. Chen recalled. "I thought maybe I should be more open."

The two women found they had plenty in common. They both liked the late Hong Kong movie star Leslie Cheung. Ms. Iizuka treated Ms. Chen to her first Japanese meal, laughing when Ms. Chen flinched at the taste of miso -- bean paste -- soup.

Ms. Chen was beginning to have doubts about the accuracy of some of the information she had about Japan. Ms. Iizuka, meanwhile, felt a special mission to talk about China-Japan relations. In 2002, before her year at Fudan, she had taken a crowded evening train in Manchuria, a former Japanese colony in northeastern China. Fearing for her safety, she told fellow passengers she was Korean.

She later regretted telling a lie and vowed to be more open with the Chinese she met. She had heard about anti-Japanese feeling before she visited China and felt she needed to make a stronger effort to understand Japan's past wrongs. She also felt some Chinese anti-Japan sentiment came from skewed information. For instance, Japan is China's top foreign-aid donor, but China's state-controlled press rarely reports about the financial assistance.

Yet both women held on tightly to certain beliefs. Ms. Iizuka and Ms. Chen had fiery discussions, both in person and over email, over Mr. Koizumi's recent visits to the Yasukuni war shrine.

Though the prime minister has apologized for Japan's invasion of China and said his visits are to pray for the souls of regular soldiers, these apologies ring hollow in China because the shrine honors 14 Class A war criminals -- those tried for "crimes against peace," because they led Japan's war in Asia.

Ms. Chen said she was offended by Mr. Koizumi's annual visits. Ms. Iizuka responded that visitors honor relatives killed in action. "They're thinking of their own families," she recalled saying. Mr. Koizumi prays for peace, not for war criminals, she added. Ms. Chen argued that visits by a prime minister are different because "he stands for the country's opinion."

Ms. Chen retained her core feelings about Japan. When anti-Japanese sentiment bubbled up last spring, she joined one of the demonstrations in China. Ms. Iizuka said she was disappointed that her friend had participated, and she wished the Chinese wouldn't blame her generation for past problems. "It's natural for them to criticize Japan's past," she said. "But I can't accept it when they throw this at the Japanese of today. The Japanese of today have done nothing wrong."

Despite the differences in opinion, the two women have remained close. Last fall, Ms. Iizuka visited Shanghai, and they chatted like old friends over lunch in a rooftop restaurant, recalling their past arguments. Ms. Iizuka, who will soon start a job as a wire-service reporter, dreams of working in China one day. Ms. Chen said conversations with Ms. Iizuka have made her less radical. "If I dislike Japan," she said, "it doesn't mean I dislike all Japanese people."

Monday, March 20, 2006

Avon Calling, Again

MONDAY, MARCH 13, 2006
By JACQUELINE DOHERTY

AFTER A YEAR OF MISERY, AVON PRODUCTS is giving itself a makeover. The iconic marketer of make-up and skin-care products is slashing management layers, bolstering its overseas presence, spending more on advertising and focusing on lower-priced items. Success could reinvigorate its moribund revenue growth and send its shares, now 29, climbing 20% in the next year or so.

"It's not a stock for the faint of heart," says Diana Joseph, a portfolio manager with Chicago-based Dearborn Partners, who began nibbling at the shares for clients and her own account earlier this year. But "there is a reasonable probability the company will regroup, and it is a business with high margins and high cash flow," she adds.

If Avon's restructuring goes well, the shares (ticker: AVP) could rise to 35 in the next 12-to-14 months, Joseph figures. Along the way, investors will pocket a 2.4% dividend yield.

As the stock's 30% slide in the past 12 months suggests, Avon fans are few these days. Six analysts rate the shares Hold, while four are telling clients to sell. Growth investors largely have fled the name by now, and have been replaced by value funds such as Davis Selected American Shares (SLASX) and Oakmark Equity & Income (OAKBX), presumably drawn by the company's strong cash flow and historically low price/earnings ratio of 17 times expected earnings.

Attitudes toward Avon, which is based in New York, have changed notably since we penned a skeptical piece on the company more than two years ago ("A Thing of Beauty?" Jan. 19, 2004). At the time, much of Wall Street was bullish, although we thought investors were paying too much for a company whose U.S. growth was slowing. Our caution was premature -- Avon subsequently rallied to 46 from 33 -- but it wasn't misguided. By last fall, Avon had fallen to 24.
Citigroup analyst Wendy Nicholson, a growling bear in January 2004, upgraded her recommendation to Buy from Hold last fall, and currently has a $32 target on the shares. "Long-term, Avon will grow earnings twice as fast as the Standard & Poor's 500," she maintains.

To justify buying Avon shares today, you have to believe the company's restructuring will bear fruit. That's because last year's results were nothing short of ugly. After boosting revenues by 10% in 2003 and 13% in 2004, Avon suddenly posted a 5% increase, to $8.2 billion in 2005. Net income was flat, at $848 million, or $1.81 a share from operations. The year ended on a particularly poor note, with fourth-quarter net falling 37%, to $183 million. Restructuring charges dented results and will continue to depress earnings this year, although analysts are estimating operating earnings per share of $1.67 in 2007, which should mark the start of a rebound.

Avon's U.S. sales kick in roughly a quarter of total sales and a fifth of operating profit.

Consequently, the company has relied on robust growth overseas. Last year, however, even foreign markets were disappointing. Sales in Central and Eastern Europe rose by 15%, well below the 47% increase they clocked in 2002. In addition, Pacific-region sales contracted by 0.3% overall, and those in China fell 20%, compared with a 42% increase in 2004.

To some degree, Avon shot itself in the foot in '05, by slashing U.S. advertising spending 50%. But much of the drag came from events outside its control. Higher oil prices and rising interest rates squeezed spending by middle- and low-income consumers. And global competition has intensified, with industry giants such as Procter & Gamble (PG) and L'Or?al (LRLCF) putting lots of research and advertising dollars behind products in the $15-to-$25 retail price range. In the past few years, they have made it much easier to find high-quality skin-care items at the local drugstore, striking at the core of Avon's market. Avon's Anew skin-care line, meanwhile, fetches more than $30 a jar.

The solution: Introduce more products, bolster offerings at lower prices, such as the Solutions line of skin products, and boost advertising spending. This quarter, Avon is introducing Anew Clinical Eyelift, with a gel for the upper eyelid and a cream for below the eye, for $28. In the second quarter, the company will unveil Ageless Results, a skin cream based in part on Anew technology, that will sell for $12 to $15 per item. Also ahead: an instant-dry nail polish that will retail for $8. Avon hopes to bring new products to market faster than in the past, owing to a $100 million research facility it opened in Suffern, N.Y., last year.

IN A RECENT PRESENTATION, Avon CEO Andrea Jung, 47, said the company will reverse its ad-spending cuts in the U.S.; television viewers already have seen the results. U.S. TV advertising, which shrank to 10 weeks in 2005 from 21 weeks in 2004, will jump to an estimated 47 weeks this year. On a worldwide basis, ad spending will rise 50% this year, and double by 2008. Jung and other Avon executives declined to speak with Barron's.

With newer products and more advertising, Avon hopes to wean itself from price discounting. Last year, the company generated 80% of its sales from discounted products, up from 65% five years earlier.

Avon also hopes the buzz created by its redoubled efforts will energize its sales force of 4.8 million representatives, mostly women, around the world. Jung implied that she was studying compensation levels to ensure that the company offers competitive packages. As most "Avon ladies" are paid by commission, it's possible she'll have to alter compensation formulas, resulting in higher costs, if lower-priced products begin to comprise a larger percentage of sales.

The company also may need to appease some current and former Avon ladies, who are attempting to gain class-action status for a suit they filed several years ago in Superior Court in Los Angeles, contending that they received and were billed for products they never ordered. We detailed their allegations a year and a half ago ("It's Not Pretty," Oct. 11, 2004). The company contends these are individual customer-service issues.

NO REORGANIZATION IS WITHOUT RISK. William Pecoriello, a Morgan Stanley analyst, worries that instead of generating incremental sales, customers will buy the new, lower-priced products instead of higher-priced merchandise. Pecoriello, who has an Equal Weight rating on the stock and a $34 price target, also notes that Avon's 100% increase in U.S. ad spending this year will return only to 2004 levels.

The company's "share of voice," or the amount of spending it does relative to competitors, is likely to be down in 2006, compared with its level in 2004, as other personal-care companies have been boosting ad outlays.

To pay for new-product development and increased advertising outlays, Avon plans to cut 20% to 30% of its middle- and senior-management positions by this summer. Thursday, the company said that Susan J. Kropf, president and chief operating officer, will retire after 35 years with the company, and won't be replaced. While these cuts show Avon means business, they could disrupt the company's operations, says Morgan Stanley's Pecoriello.

Despite the cuts, Avon is establishing business units for China and Eastern Europe, to complement North America, Western Europe, Latin America and Asia Pacific. Theoretically, the result will be a flatter organization more in touch with representatives and customers.
In all, Avon forecasts savings of $300 million annually, half from management changes. Funds will be reinvested in the business, with half directed to advertising and half to research and development, sales-force enhancement and such.

"This is a multiyear plan that will touch every aspect of this company," Jung said in a recent presentation. Success could bring long-term revenue growth in the mid-single digits, as measured in local currencies, and operating margins should improve in 2007. Avon's operating margins peaked at 15.9% in 2004, and look headed to 11% this year.

Citigroup's Nicholson believes that the restructuring will allow Avon to generate 11%-to-12% earnings growth in 2007 and beyond. She's expecting flat-to-single-digit revenue gains in the U.S. and developed Europe, and 10% revenue growth in emerging markets, the source of more than half the company's sales.

In the past 10 years, Avon's price-earnings multiple has ranged from a 43% discount to a 53% premium to that of the S&P 500. If Jung & Co. deliver, Nicholson says, the stock's P/E could expand to a 35% premium, versus a 21% premium now.

Several developments could enhance the upside. Avon recently received permission to have a direct-sales operation in China, although approval came much later than expected. Until now, the company has had about 7,000 small shops in China. About 5,500 are franchised, and the remainder are company-owned.

AS AVON DEVELOPS A DIRECT-SALES FORCE in that country, it is likely that some of these shops will close, others will shift to the direct-sales model and still others will become salons, says Morgan Stanley's Pecoriello. In anticipation, the stores dramatically reduced their inventories last year, and sales declined 20%, from $220 million. China sales are expected to climb sharply in the future.

"China could be a $1 billion market for them," Pecoriello observes. "If you take a five-year view of China, there's a pretty big opportunity for them." Much depends, he adds, on the company's business model in China.

The Bottom Line

Avon Products hit a speed bump last year, and its shares fell to 24 from 46. They're now around 29, but could rally 20% as the company's makeover produces results.

Investors also tend to overlook the fact that Avon is a cash cow. Even with last year's disappointing results, the company generated $895.5 million of operating cash flow. Nicholson expects future cash flow to average more than $700 million a year.

The company's strong cash flow and balance sheet give it flexibility to pay a dividend and buy back shares while restructuring. Avon had $590 million of debt, net of cash, at year's end. It repurchased $728 million of stock in 2005 and increased its dividend 6%. In 2006, Nicholson believes that the cosmetic maker could repurchase up to $400 million of stock. That would contribute roughly 4% to growth in earnings per share for the year.

Avon's restructuring has been a long time coming, and like any makeover, could take longer than expected to complete. For shareholders, however, the result could be a beautiful thing.

Chinese IPOs Stick Close to Home

Not Many Firms Make DebutIn U.S. Amid Lawsuit Fears,Costs, Strict Regulations
By MICHELLE TSAI and LYNN COWANMarch 20, 2006; Page C4

The world's biggest initial public offering of stock and the U.S.'s best IPO debut last year came from two different companies with one thing in common: China.

But even as investors watch China's expanding economy with interest, they aren't seeing many new Chinese stocks listing on U.S. exchanges, and the ones that do are small fry compared with what trades in Hong Kong.

Since Beijing Internet-search engine Baidu.com Inc. went public on the Nasdaq Stock Market in August, gaining 354% on its first day, four Chinese companies have listed their stocks on American exchanges, according to market tracker Dealogic.

The largest global IPO last year was China Construction Bank Corp.'s $9.2 billion deal in October, listed in Hong Kong. The largest U.S. listing, for containership owner Seaspan Corp., raised $600 million.

Since 2004, when 10 U.S.-listed Chinese IPOs raised a total of $3.93 billion, both the number and size of listings have declined, according to Dealogic. The downturn comes despite solid trading gains for several Chinese companies that had their debuts in the U.S., including Suntech Power Holdings Co. Ltd. and Focus Media Holding Ltd., both of which have at least doubled from their offer prices.

A number of factors make Chinese companies favor Hong Kong over the U.S. The U.S. requirements are considered more onerous, and the threat of investor litigation higher. The cost of complying with Sarbanes-Oxley financial-reporting standards -- easily $1.5 million to $2 million a year -- also stands out, said David Liu, managing director at Jefferies Broadview.
Hong Kong presents an easier transition for Chinese founders who worry about communicating with investors and regulators in a foreign language. "They understand Hong Kong may not be the best market in terms of valuation, but at least it's a market they understand," said Vincent Chan, managing director of venture-capital firm Jafco Investment (Asia Pacific) Ltd.

Asia-based investors often can best appreciate investment theses for localized industries such as manufacturing, shipping and retail, according to Peter Tsou, vice chairman of Asia at Deutsche Bank AG.

Chinese companies listed on U.S. exchanges can struggle for research coverage because their market capitalizations are often less than $500 million. Investment banks usually cover companies whose offerings they underwrite, but foreign issuers tend to have greater difficulties.
"You're listing in a completely different country that has nothing to do with your business or your customers or your home market," said Vince Feng, managing director of private-equity firm General Atlantic LLC.

Elsewhere in the IPO market:

On deck for this week is the IPO of coffee-and-doughnut chain Tim Hortons Inc., which is as ubiquitous in Canada as Starbucks Corp. is in the U.S. Restaurant IPOs have performed well this year, and Tim Hortons has strong same-store sales and restaurant growth, so bankers are expecting a good debut on the New York Stock Exchange.

Sunday, March 19, 2006

U.S. Policy Toward China

by Kenneth Lieberthal March 2001

Kenneth Lieberthal is professor of political science and William Davidson Professor of Business Administration at the University of Michigan. He was a special assistant to President Clinton and senior director for Asia on the National Security Council, and was a visiting fellow at the Brookings Institution from November to December 2000.

ABSTRACT

The Bush administration's China policy must be part of a larger Asian strategy that keeps America fully engaged, maintains the region's strength and dynamism in an era of globalization, and encourages China's own constructive engagement in the region. This would provide both the best prospect for encouraging China's internal reform and external cooperation and for creating the conditions to cope with the consequences should China ultimately seek to confront the United States across the region.


POLICY BRIEF #72

The new administration is making clear that it seeks to make China less central to America's Asia policy, shifting increasing attention to Japan. This approach will very likely prove to be more nuanced than fundamental. Both the Japanese and Chinese relationships have long required and will continue to demand a great deal of attention. No administration can downplay either without quickly producing problems that bring that country back centrally onto America's agenda.

Unfortunately, nearly a dozen years after the Tiananmen Square massacre, too much of the discussion in America about U.S.-China relations remains emotional, deeply enmeshed in domestic politics, and misleadingly simplistic. Many critics do not appreciate the fundamental reality that an effective approach to China vastly reduces the costs to the United States of pursuing its vital regional interests in Asia. Every country in that region looks at America's China policy as a key test of the American wisdom and staying power in Asia.

China's America policy is by no means wholly benign, and the United States should, therefore, adopt a hard-nosed view of its own interests. The key question is how best to pursue those interests. For nearly thirty years, Republican and Democratic administrations—despite disagreements on many particulars—have based their overall policy on six strategic judgements, or premises. The Bush administration should address those premises and, if it accepts them, develop its particular policy mix based on the imperatives of this underlying strategic framework.

America's China Policy: Six Premises

America has long sought a modernizing, reform-minded China that acts cooperatively with the United States and behaves constructively both in the region and globally. The following six core premises have undergirded the effort to advance this outcome:

Premise #1: The United States and Asia benefit from the type of stability that comes from China's meeting the needs and demands of its people. Major governmental breakdown in the People's Republic of China (PRC) would produce tragedy at home and severe problems for the region and the United States.

China has been one of the most rapidly changing societies in the world over the past two decades. Yet the country faces massive social, economic, and political challenges that genuinely threaten its overall stability. All of these problems will worsen during the next few years as China deals with the twin tasks of implementing accession to the World Trade Organization (WTO) and managing its political succession. The premise that avoiding massive Chinese political breakdown is in America's interest is not an endorsement of the status quo in China. In fact, China must rapidly reform its political system to make it more diverse, responsive, and efficient if it is to avoid major political instability in the coming period of extraordinarily rapid change. That is why it is important for America to work with Beijing and to constantly prod China's leaders to adopt the liberalizing reforms they have resisted and which are crucial to the future success of the country.

Premise #2: Market-based economic development?and the associated formation of a middle class and increased integration with the outside world?will, over the long run, produce liberalizing effects in China.

This has demonstrably been the case over the past two decades. Anyone who visited China at the start of its economic reforms in the late 1970s and returned today would marvel at the enormous changes in lifestyle, individual choice, access to information, and growth of a non-governmental public sphere. China's WTO entry will be the biggest influence on this ongoing process in the coming years. But the short-term effects of WTO implementation may instead be increased social unrest and political repression in order to maintain control. Premise #2, therefore, posits a long-term perspective that must be able to withstand short-term setbacks that periodically capture the headlines.

Premise #3: America has a fundamental interest in China's accepting international norms and rules. The United States makes the greatest progress when Beijing officially adopts these norms and rules and when it works with China to achieve rigorous implementation.

America has achieved considerable progress with this approach in areas such as nonproliferation. Less than full compliance on implementation should not negate this basic premise as long as the process moves substantially forward. Recent history in spheres such as human rights has provided evidence that public condemnation combined with sanctions alone too often enables Beijing to counter American criticism with complaints about foreign bullying and interference. Such patriotic rhetoric resonates among the Chinese population and transforms rejection of international norms and standards into an affirmation of national pride. The result sometimes inhibits real progress.

Premise #4: The United States has a strong national interest in having China believe that we are not inescapably hostile.

Beijing worries a great deal about sustaining its economic growth, maintaining domestic stability, and ensuring territorial integrity, and it fears America may want to undermine all three. In sharp contrast to the 1980s, non-governmental public opinion surveys in the PRC indicate that America is now widely viewed as the country least friendly to China. On both sides, words and actions affect each country's perceptions of the other's attitudes and intentions. Adopting rhetoric that regards China as an enemy can help to make it one.

Premise #5: Diplomatically, the United States must pursue a "one China" policy.

The diplomatic premise that there is one China and that Taiwan is a part of it is fundamental to the U.S. relationship with the PRC. This premise requires some well-known restraints on American diplomacy, but the United States has successfully pursued this approach in a way that is compatible with its interests and values. Ignoring these restraints would engender conflict that would severely harm Taiwan and undermine America's ability to successfully pursue policies that are built on the first four premises.

Premise #6: Maintaining peace and prosperity in Asia is in America's core economic and security interests, and active U.S. engagement in the region is vital to pursuing that goal.

China is already active both economically and diplomatically throughout Asia. The United States can benefit from and should encourage China's constructive engagement but must be fully prepared and firm if Chinese actions challenge Asian peace and prosperity or the American role in Asia.

Policy Recommendations for the New President

In its first months in office, the Bush administration will have to address such specific issues as how to handle a China-specific resolution at the United Nations Human Rights Commission meeting in Geneva. Even as it grapples with such issues, the administration should also consider fundamental initiatives that give operational substance to the above strategic policy premises. The most important of these are:

Introduce the possibility of a weaker, disorganized China into the policy debate.

To date, American public discussion of China policy has focused overwhelmingly on two alternatives resulting from the inevitable rise of China: a strong, antagonistic China (the "China threat"), and a successful, cooperative China (a "constructive strategic partner"). These alternatives are too narrow because a "rising China" is not the only possibility.

Current challenges may overwhelm the capacities of the Chinese system and produce fundamental instability. This possibility looms especially large over the next four years. Instability would reduce the government's ability to control proliferation, attack pollution, sustain economic growth, fight transnational crime, slow the spread of HIV/AIDS, and control the movement of people across the country's borders. There is, in sum, as great a "threat" to U.S. interests from a weak and unstable China as there is from a strong and antagonistic China. Indeed, an unstable China might even be more inclined to adopt an anti-American posture in order to mobilize domestic support.

The new administration's foreign policy officials should, therefore, explicitly address America's interest in China successfully coping with major domestic challenges, along with its interest in China not becoming a powerful antagonist to the United States throughout Asia. Grasping the potential for a failing as well as a rising China means that America's China policy should attempt to reduce the chances of China's failure as well as the possibility that China will view the United States in a belligerent fashion.

Provide assistance to increase China's capacities and willingness to manage those issues where Chinese success can have beneficial transnational consequences.

There are many areas in which the United States relies on effective Chinese efforts to help address transnational issues that have a Chinese component. These include such issues as promoting environmental protection, controlling proliferation of weapons of mass destruction and their means of delivery, implementing trade regime obligations, and countering transnational crimes such as terrorism, narcotics trafficking, and illegal smuggling of people. Currently, U.S. law and politics prohibit or constrain cooperation in many of these areas.

In those areas where China's success is fully compatible with America's interests, the Bush administration should seek the legal and political changes necessary for America to provide appropriate technical and related assistance. Past practice strongly suggests that the most effective way to deal with China on such issues is to:

* Initiate and support discussions among U.S. and Chinese specialists to develop Chinese counterparts who appreciate the problem and understand international experience and norms in dealing with it.
* Seek agreements that commit the Chinese government to specific goals and methods.
* Bolster those agreements with offers of technical and other assistance, as appropriate. Encourage the relevant American agencies to establish cooperative ties with their Chinese counterparts to handle the issues.
* Rigorously monitor Chinese performance and provide the Chinese government, where possible, with information on compliance failures while holding it to its obligations on implementation.
* Encourage, where practicable, Chinese participation in multilateral agreements in these spheres so as to achieve desired results while taking some of the burden off the U.S.-China relationship.

This approach requires patience, persistence, strength and sensitivity. It is far more difficult domestically than simply identifying Chinese failings and applying sanctions to compel better behavior. But its potential benefits are substantial. They include: 1) improved Chinese technical abilities to deal with problems where Chinese failures affect American and other interests, recognizing that some of the problems that concern us reflect weaknesses in the Chinese system rather than insidious efforts by the Chinese government; 2) creation of constituencies in China that favor compliance with international norms and standards; 3) ongoing American and international involvement in monitoring and improving implementation; 4) increased trust and reduced threat perceptions. American assistance in addressing serious Chinese problems weakens those in China who portray the United States as an implacable enemy bent on containing and undermining China. A broad approach can thus move China's capacities and perspectives in directions that meet American interests.

Regularize high-level consultations.

Beijing and Washington should regularize both annual summit meetings and a high-level strategic dialogue. Summit meetings provide opportunities to move issues forward, to have the top leaders better understand each other, and to set the tone for the relationship. Every summit creates incentives to break bureaucratic logjams in order to achieve agreements. Presidential meetings, for example, played key roles in achieving the WTO accession agreement in 1999 and the progress on missile proliferation controls made public in November 2000. President Bush should meet with President Jiang no later than the October 2001 Asia-Pacific Economic Cooperation (APEC) Leadership Meeting in Shanghai and should be in contact with him before that.

A strategic dialogue between senior officials from both countries should focus on global and regional developments and on the policy implications of those analyses. This dialogue should force key people on both sides to think through the place of U.S.-China relations in a broader context and to articulate underlying concerns. Held regularly, this dialogue will also vastly improve communication between key individuals at high levels, and can be crucial for crisis management as well as for broader mutual understanding. If discussion of trade motivated the U.S.-China dialogue during 1999-2000, strategic dialogue should motivate relations in the new administration. This strategic dialogue can make the very real differences between both nations over issues such as national and theater missile defense, Asian regional initiatives, and policies toward South and Central Asia more manageable.

Retain the "one China" policy and take steps to reduce the prospects for a cross-Strait missile/anti-missile arms race.

No issue holds greater potential danger for China, Taiwan, the United States, and East Asia than does the cross-Strait imbroglio. Yet there is little prospect of imminent political progress across the Taiwan Strait, largely because of the internal political dynamics in both Beijing and Taipei. American policy has long been based on three pillars: "one China," peaceful resolution, and cross-Strait dialogue. Although every American administration has sought to keep both sides from taking the fateful steps that could lead to conflict, developments over the past decade have nevertheless led to increased militarization and decreased trust in cross-Strait relations.

In view of the danger of the underlying situation, the new administration should try to reduce tensions and advance cross-Strait ties in a way that does not threaten Taiwan's freedom, prosperity, and security. Any cross-Strait resolution will require two steps: a China-Taiwan negotiation that cannot be coerced and will likely take decades, and a final agreement to form a loose formal association on terms that fully preserve the ability of the people of Taiwan to freely determine their domestic political and economic systems. The hard reality is that, given the Mainland's size and Taiwan's location, Taiwan will likely never attain long-lasting security without reaching a negotiated overall formal relationship with the Mainland.

The U.S. administration cannot tell either side what to do and should not become an active mediator across the Strait. But the Bush administration should pursue an active cross-Strait policy designed to reduce tensions, increase mutual trust, and encourage the resumption of cross-Strait dialogue. An important step is to continuously explain one side's views and concerns to the other, while always stressing America's insistence on peaceful resolution and a "one China" policy. This type of effort proved important during the tense aftermath of the March 2000 election in Taiwan and should be intensified. Because the cross-Strait issue arouses strong emotions on all sides and has become enmeshed in domestic political battles in each capital, the administration must also take special care to explain to Congress and the American public the rationale behind its strategy to nurture a peaceful resolution.

The Arms Issue

Militarily, the Bush administration faces a fast-approaching deadline on its biggest immediate issue with regard to arms sales to Taiwan. Each year, the administration uses a meeting in April to tell the Taiwan government the items that have been approved for possible purchase by Taiwan. This year, an April deadline means that the new administration will have to determine its position on this issue almost as quickly as Congress confirms its pertinent policymakers.

Taiwan wants some weapons systems—such as Aegis destroyers and PAC-3 anti-missile batteries—that Beijing has clearly indicated would cross red lines because in Beijing's view they are natural stepping stones to anti-missile defenses that are organically linked to U.S. systems. This would, Beijing argues, effectively reconstitute the U.S.-Taiwan defense treaty that the United States abrogated as part of the 1979 agreement to shift recognition from Taiwan to the PRC.

Should the administration sell these systems, Beijing would likely react very sharply so as to "teach" the Bush administration that it must take PRC concerns seriously. The resulting frictions could reduce the chances of cross-Strait dialogue and move U.S.-China relations onto a more confrontational path. But simple refusal to sell any of these systems might be perceived in Taiwan as a vote of no confidence.

China currently is able to launch several hundred ground-based missiles at Taiwan. This number is grossly inadequate (if armed with conventional weapons) to significantly degrade Taiwan's military capability, especially if Taiwan adopts prudent measures of passive defense. But the PRC's missiles can cause substantial disruption and produce political shock waves. Because such missiles are less expensive to field than are offsetting anti-missile defenses, China can, with some effort, effectively retain its current capacity to strike Taiwan with missiles.

Rather than blindly march down a path of escalating missile and anti-missile capabilities on both sides, the Bush administration should, by itself or through Taiwan, approach Beijing to seek an agreement in which China stops increasing its missile threat to Taiwan (via restraints in production and/or deployment) in exchange for Taiwan's eschewing additions to its current modest anti-missile capability. Appropriate mutual verifications would have to be built into any such agreement. Necessarily, any agreement on mutual restraint would take time to negotiate. In the interim, the administration should encourage each side to have its specialists begin studying the complex issue of potential confidence-building measures in the security realm, because both sides will eventually have to address this issue. It should also carefully evaluate the wisdom of declining to authorize sales of the controversial systems to Taiwan this year with a view to promoting a verifiable cross-Strait agreement on missile and theater missile defense restraint before the April 2002 round of Taiwan arms sales. This would require a strategy to assure that Taiwan sincerely seeks such an agreement and that the PRC knows that failure to reach one would likely end the restraint on sales shown in 2001.

Adopt Asian regional policies that contribute to the outcomes America seeks regarding China.

U.S. policies toward the region as a whole will have considerable bearing on relations with the PRC. It is in America's diplomatic, economic, and military interests to remain fully engaged in Asia, working with the countries in the region to confront the challenges that stem from a variety of sources, including globalization and China's activities. Moreover, America's overall posture in Asia will substantially affect China's perceptions and incentives. U.S. policies toward the region should, therefore:

* Maintain and strengthen America's existing alliances, even while making specific adjustments in the size and composition of forces to meet changing security needs.
* Increase regional capacities to address issues such as peacekeeping, disaster relief, counter-narcotics, and counter-terrorism. These capacities should be developed in a way that complements America's existing alliances, with China having appropriate opportunities to play a constructive role in the initiatives.
* Quickly renew and intensify trilateral consultation with both the Republic of Korea and Japan to address the dynamic changes occurring on the Korean peninsula. Strong U.S.-Korea-Japan coordination is critical for moving North Korea further along a path toward cooperation. As appropriate, consultations with Russia and China should intensify as a part of this effort.
* Strongly encourage structural economic reforms in pertinent countries to provide the basis for sustained regional economic growth in a globalized world.
* Support increased regional consultation and the development of regional institutions on the basis that these welcome full U.S. participation.

A Strategic Approach to China

Regardless of the balance the Bush administration seeks regarding the relative focus on China versus Japan, a strategic, active China policy will be necessary to the administration's overall success in Asia. The administration must seize the initiative early to frame the discussion of China policy if it wants to obtain the necessary political room to implement a nuanced, long-term approach. Early steps, both in articulating the policy framework and in dealing with cross-Strait issues such as arms sales, will significantly influence the record of the U.S.-China relationship throughout the Bush presidency.

Tuesday, March 14, 2006

China's Premier Continues to Push Market Changes

By KATHY CHEN and SHAI OSTER
March 14, 2006; Page A8

BEIJING – Chinese Premier Wen Jiabao urged China to press ahead with market changes despite the many difficulties ahead, amid growing questions from critics about such a policy's costs.

Speaking at a rare news conference at the close of the national legislature's annual meeting today, Mr. Wen -- who has cultivated an image as a populist leader -- directed his exhortations to Chinese people watching the event, which was broadcast live on national television.

"We've taken the first step in our modernization drive, but the future road is longer and more arduous," he said. "We must consistently and unwaveringly press ahead on the road of reform, ... to retrogress or backpedal offers no way out."

While few are predicting any major rollback of China's market system, problems arising amid the transition from a centrally planned economy -- such as corruption, a growing wealth gap and the loss of state assets -- are sparking criticism from some academics and policy makers. Unrest is growing among farmers and others who have been left behind. Debate over how China should proceed with market changes was fierce among delegates during the 10-day session.

Nearly 3,000 delegates of the traditionally rubber-stamp National People's Congress approved in nearly unanimous votes Mr. Wen's work report setting priorities for the year and the country's five-year economic-development plan up to 2010. Mr. Wen's report set a target for economic expansion of 8% for 2006, less than last year's 9.9% but a figure that economists predict China will easily surpass.

Reflecting top leaders' shifting priorities, both Mr. Wen's report and the plan emphasized policies aimed at achieving more balanced, efficient development following a quarter century of economic expansion that has left a legacy of pollution and a yawning wealth gap.

Mr. Wen told reporters that helping increase farmers' production and livelihoods could help promote domestic demand and consumption, putting economic expansion on more solid ground. China's expansion has been largely driven by investments.

Mr. Wen fired a warning at Taiwan President Chen Shui-bian, who suspended operations of a unification agency among other moves seen by Beijing as an effort to seek independence. Mr. Wen described such moves as "extremely dangerous and deceptive"; Beijing views Taiwan as part of the mainland and opposes any efforts by the island to split from China. The Chinese premier held out an olive branch, saying China was willing to hold talks with any parties in Taiwan, including Mr. Chen's Democratic Progressive Party, as long as they abided by the one-China policy.

In an apparent sign of disapproval of rampant corruption, work reports from the Supreme People's Court and the Supreme People's Procuratorate, or prosecutor's office, were approved by lower voting totals than in the past. Traditionally, such voting has been viewed as a protest against the judiciary's failure to crack down on corruption.

Discontent about this and other issues such as the forced seizure of farmland without adequate compensation have quickly escalated into large-scale, violent protests. A top Chinese police official said the number of public protests nationwide soared to 74,000 in 2004 from 10,000 in 1994. The growing income gap between the wealthy coastal areas and less-developed inland, where the majority of China's 800 million farmers live, is stoking discontent.

Among measures approved today by the legislature to narrow the income gap were free education for every rural child and the abolition of a 2,600-year-old agricultural tax. The government has pledged to invest more in rural health care.