Chinese ICT Services Value Added Inflows to Manufactur
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Publication: BELT and ROAD INITIATIVE (BRI)
“CGSS is a Non-Profit Institution with a mission to help improve policy and decision-making through analysis and research” Copyright © Center for Global & Strategic Studies (CGSS) All rights reserved Printed in Pakistan Published in April, 2017 ISBN 978 969 7733 05 7 Please do not disseminate, distribute or reproduce, in whole or part, this report without prior consent of CGSS CGSS Center for Global & Strategic Studies, Islamabad 3rd Floor, 1-E, Ali Plaza, Jinnah Avenue, Islamabad, Pakistan Tel: +92-51-8319682 Email: [email protected] Web: www.cgss.com.pk Abstract Belt & Road Initiative (BRI) is a massive project which can be termed as a revival of the Ancient Silk Road in order to materialize the Prophecy of Asian Century through the economic expansion and infrastructural build-up by China. The project comprises of two major components that are: 21st Century Maritime Silk Route (MSR) and Silk Road Economic Belt (SREB) which is further distributed in six overland economic corridors where China-Pakistan Economic Corridor (CPEC) is one significant corridor. The project holds massive importance for China in particular and all the other stakeholders in general and will provide enormous opportunity for the socio-economic as well as the infrastructural development of many countries across the globe. The rationale behind China’s massive investment in this project is to attain global domination through geopolitical expansions. China’s economic activities and investment are directed to the promotion of global trade. Although the commencement of the project met with skeptical views as for few specific countries, it is China’s strategic policy to upsurge and enhance its military and economic presence in the World especially in the Indian Ocean and emerge as an economic giant by replacing USA’s superpower status. -
The New Silk Road, Part II: Implications for Europe
The New Silk Road, part II: implications for Europe Through the New Silk Road (NSR) initiative, China increasingly invests in building and modernizing Stephan Barisitz, overland and maritime infrastructures with a view to enhancing the overall connectivity between Alice Radzyner1 China and Europe. The NSR runs through a number of Eurasian emerging markets and extends out to Southeastern Europe (SEE), where Chinese investments include the modernization of ports and highspeed rail and road projects to speed up the transport of goods between China and Europe (e.g. port of Piraeus, rail connection to Budapest). Participation in the NSR will probably stimulate SEE’s economic expansion and may even contribute to overcoming its traditional peripheral position in Europe. Ideally, SEE will play a role in catalyzing a deepening of China-EU economic relations, e.g. by facilitating European exports to China and other countries along NSR trajectories, which would boost growth in Europe more widely. In the long run, these developments might also influence the EU’s political and economic positioning on a global scale. JEL classification: F15, F34, N75, R12, R42 Keywords: New Silk Road, One Belt, One Road, connectivity, trade infrastructure, economic corridors, regional policy, Southeastern Europe (SEE), China, EU-China relations, China-EU relations, China-EU trade, EU-China trade, EU candidate countries Introduction This paper is the second of a set of twin studies on the New Silk Road (NSR).2 While part I shows how the NSR is developing through the growing number of Chinese projects in several Eurasian and Asian emerging markets, part II focuses on Southeastern Europe (SEE), where Chinese investments seem to be paving the way toward the heart of the continent. -
Preventing Deglobalization: an Economic and Security Argument for Free Trade and Investment in ICT Sponsors
Preventing Deglobalization: An Economic and Security Argument for Free Trade and Investment in ICT Sponsors U.S. CHAMBER OF COMMERCE FOUNDATION U.S. CHAMBER OF COMMERCE CENTER FOR ADVANCED TECHNOLOGY & INNOVATION Contributing Authors The U.S. Chamber of Commerce is the world’s largest business federation representing the interests of more than 3 million businesses of all sizes, sectors, and regions, as well as state and local chambers and industry associations. Copyright © 2016 by the United States Chamber of Commerce. All rights reserved. No part of this publication may be reproduced or transmitted in any form—print, electronic, or otherwise—without the express written permission of the publisher. Table of Contents Executive Summary ............................................................................................................. 6 Part I: Risks of Balkanizing the ICT Industry Through Law and Regulation ........................................................................................ 11 A. Introduction ................................................................................................. 11 B. China ........................................................................................................... 14 1. Chinese Industrial Policy and the ICT Sector .................................. 14 a) “Informatizing” China’s Economy and Society: Early Efforts ...... 15 b) Bolstering Domestic ICT Capabilities in the 12th Five-Year Period and Beyond ................................................. 16 (1) 12th Five-Year -
Selecting Import Products and Suppliers 409
Chapter 17 SelectingSelecting Import Import Products andProducts Suppliers and Suppliers TYPES OF PRODUCTS FOR IMPORTATION One of the most important import decisions is the selection of the proper product that serves the market need. In the absence of the latter, one is left with a warehouse full of merchandise with no one interested in buying it. Nevertheless, importing can become a successful and profitable venture so long as sufficient effort and time is invested in selecting the right product for the target market. How does one find the right product to import? The following are differ- ent types of products to consider. Unique Products Products that are unique and different can be appealing to customers be- cause they are a welcome change from the standardized and identical prod- ucts sold in the domestic market. The fact that a product is imported and different is in itself sufficient for many people to purchase the item. However, some studies indicate product uniqueness in terms of cultural appeal to be a relatively less important variable in the purchasing decision of import man- agers (Ghymn, 1983). Less Expensive Products It is quite common to find imports that perform identically to the competi- tor’s product but can be sold at a much lower price. As customers quickly switch allegiance to buy the imported item, it is quite possible to capture a substantial share of the domestic market. Export-Import Theory, Practices, and Procedures, Second Edition 407 408 EXPORT-IMPORT THEORY, PRACTICES, AND PROCEDURES For firms selling in mature markets where there is little or no product dif- ferentiation, cost reduction provides a competitive advantage (Shippen, 1999). -
The Outsourcing Handbook a Guide to Outsourcing
The Outsourcing Handbook A guide to outsourcing Version 2.0 To start a new section, hold down the apple+shift keys and click to release this object and type the section title in the box below. Contents Introduction 4 Provides a brief overview of what outsourcing is, and describes Deloitte’s approaches to Outsourcing Advisory Services (OAS). 1 Phase 1 – Assess 10 The first phase of the process where requirements are defined and which vendors to engage with are reviewed. 2 Phase 2 – Prepare 16 The second phase of the process where initial vendor selection is undertaken and an RFP produced. 3 Phase 3 – Evaluate 22 The third phase of the process where vendor proposals are evaluated and a short-list of vendors for commercial negotiation is selected. 4 Phase 4 – Commit 30 The fourth phase of the process where contracts are negotiated and a deal agreed. 5 Phase 5 – Transition and Transform 38 The fifth phase of the process where the work and resources are transitioned to the successful vendor. 6 Phase 6 – Optimise 44 The final phase of the process covering the steady-state management of the outsourcing arrangement. To start a new section, hold down the apple+shift keys and click to release this object and type the section title in the box below. Foreword Love it or loathe it, outsourcing is now a permanent feature of business life. As companies search for cheaper and more effective ways of working, handing over non-core functions to lower cost specialists can be an alluring prospect. But before you bring in third parties to run parts of your business, it is worth pausing to consider the risks. -
Service Offshoring and Productivity
Service Offshoring and Productivity: Evidence from the US∗ Mary Amiti Federal Reserve Bank of New York and CEPR Shang-Jin Wei International Monetary Fund, CEPR and NBER Abstract The practice of sourcing service inputs from overseas suppliers has been growing in response to new technologies that have made it possible to trade in some business and computing services that were previously considered non-tradable. This paper estimates the effects of offshoring on productivity in US manufacturing industries between 1992 and 2000. It finds that service offshoring has a significant positive effect on productivity in the US, accounting for around 10 percent of labor productivity growth during this period. Offshoring material inputs also has a positive effect on productivity, but the magnitude is smaller accounting for approximately 5 percent of productivity growth. Keywords: offshoring, outsourcing, services, productivity JEL Classification: F1 F2 ∗International Research, Federal Reserve Bank of New York, 33 Liberty Street, New York, NY 10045, email [email protected]; [email protected]. We would like to thank John Romalis, Caroline Freund, Gordon Hanson, Simon Johnson, Jozef Konings, Aart Kraay, Anna Maria Mayda, Christopher Pissarides, Raghu Rajan, Tony Venables, and seminar participants at the IMF, Georgetown University, the US International Trade Commission and the EIIE conference in Lubljana, Slovenia 2005, for helpful comments. We thank Yuanyuan Chen, Jungjin Lee and Evelina Mengova for excellent research assistance. The views expressed in this Working Paper are those of the authors and do not necessarily represent those of Federal Reserve Bank of New York, the Federal Reserve System or the IMF. 1. -
China's Belt and Road: a Game Changer?
Alessia Amighini Offi cially announced by Xi Jinping But it also reaches out to the Middle in 2013, the Belt and Road Initiative East as well as East and North (BRI) has since become the Africa, a truly strategic area where centrepiece of China’s economic the Belt joins the Road. Europe, the diplomacy. It is a commitment end-point of the New Silk Roads, to ease bottlenecks to Eurasian both by land and by sea, is the trade by improving and building ultimate geographic destination and networks of connectivity across political partner in the BRI. Central and Western Asia, where the BRI aims to act as a bond for This report provides an in-depth the projects of regional cooperation analysis of the BRI, its logic, rationale and integration already in progress and implications for international in Southern Asia. economic and political relations. China’s Belt and Road: a Game Changer? China’s Alessia Amighini EDITED BY ALESSIA AMIGHINI Senior Associate Research Fellow and Co-Head of Asia Programme at ISPI. Associate Professor of CHINA’S BELT AND ROAD: Economics at the University of Piemonte Orientale and Catholic University of Milan. A GAME CHANGER? INTRODUCTION BY PAOLO MAGRI ISBN 978-88-99647-61-2 Euro 9,90 China’s Belt and Road: a Game Changer? Edited by Alessia Amighini ISBN 978-88-99647-61-2 ISBN (pdf) 978-88-99647-62-9 ISBN (ePub) 978-88-99647-63-6 ISBN (kindle) 978-88-99647-64-3 DOI 10.19201/ispichinasbelt ©2017 Edizioni Epoké - ISPI First edition: 2017 Edizioni Epoké. -
Security and Economy on the Belt and Road: Three Country
SIPRI Insights on Peace and Security No. 2017/4 December 2017 SECURITY AND ECONOMY ON SUMMARY w The Belt and Road Initiative THE BELT AND ROAD: THREE (BRI) is the result of a convergence of multiple COUNTRY CASE STUDIES Chinese domestic drivers and external developments. It holds significant potential to henrik hallgren and richard ghiasy* contribute to greater connectivity and stability in participating states, yet there is I. Introduction a need to include a wider spectrum of local and This SIPRI Insights examines how China’s Belt and Road Initiative (BRI) international stakeholders in interacts with economic and security dynamics in three sample states from order to address concerns and three different regions across the Eurasian continent, each with a diverse mitigate backlashes. political, economic, and security background: Belarus, Myanmar and Uzbek- As shown in this SIPRI istan. In order to understand the BRI’s economic and, foremost, security Insights Paper, projects on the implications in these countries, it is imperative to first briefly examine what scale of those implemented within the BRI inevitably the initiative is in essence and what has compelled China to propose it. become part of existing local and cross-border security II. What is the Belt and Road Initiative? dynamics. They may also expose, and sometimes The BRI has evolved into an organizing principle of the foreign policy of exacerbate, local institutional President Xi Jinping’s administration.1 The BRI, which consists of the ter- weaknesses. Examples of these restrial Silk Road Economic Belt (hereafter the ‘Belt’) and the sea-based 21st issues are found in the three Century Maritime Silk Road (hereafter the ‘Road’), is an ambitious multi- countries studied here: Belarus, decade integration and cooperation vision. -
Outsourcing Tariff Evasion: a New Explanation for Entrepot Trade
NBER WORKING PAPER SERIES OUTSOURCING TARIFF EVASION: A NEW EXPLANATION FOR ENTREPOT TRADE Raymond Fisman Peter Moustakerski Shang-Jin Wei Working Paper 12818 http://www.nber.org/papers/w12818 NATIONAL BUREAU OF ECONOMIC RESEARCH 1050 Massachusetts Avenue Cambridge, MA 02138 January 2007 * Associate Professor, 823 Uris Hall, Graduate School of Business, Columbia University, New York, NY 10027, phone: (212) 854-9157; fax: (212) 854-9895; email:[email protected]. **Senior Associate, Booz Allen Hamilton, 101 Park Avenue, New York, NY 10178, phone: (212) 551-6798, fax: (212) 551-6732, email: [email protected] *** Assistant Director and Chief of the Trade and Investment Division, Research Department, IMF, 700 19th Street NW, Washington, DC 20431, and Research Associate and Director of the Working Group on the Chinese Economy, National Bureau of Economic Research, phone: 202/797-6023, fax: 202/797-6181, [email protected]. www.nber.org/~wei. We thank Jahangir Aziz, Lee Branstetter, Mihir Desai, Martin Feldstein, Wensheng Peng, John Romalis, and participants at NBER and CEPR conferences and a World Bank-IMF joint seminar for helpful comments and Yuanyuan Chen for able research assistance. The views expressed herein are those of the author(s) and do not necessarily reflect the views of the National Bureau of Economic Research. © 2007 by Raymond Fisman, Peter Moustakerski, and Shang-Jin Wei. All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission provided that full credit, including © notice, is given to the source. Outsourcing Tariff Evasion: A New Explanation for Entrepot Trade Raymond Fisman, Peter Moustakerski, and Shang-Jin Wei NBER Working Paper No. -
China's Belt and Road Initiative in the Global Trade, Investment and Finance Landscape
China's Belt and Road Initiative in the Global Trade, Investment and Finance Landscape │ 3 China’s Belt and Road Initiative in the global trade, investment and finance landscape China's Belt and Road Initiative (BRI) development strategy aims to build connectivity and co-operation across six main economic corridors encompassing China and: Mongolia and Russia; Eurasian countries; Central and West Asia; Pakistan; other countries of the Indian sub-continent; and Indochina. Asia needs USD 26 trillion in infrastructure investment to 2030 (Asian Development Bank, 2017), and China can certainly help to provide some of this. Its investments, by building infrastructure, have positive impacts on countries involved. Mutual benefit is a feature of the BRI which will also help to develop markets for China’s products in the long term and to alleviate industrial excess capacity in the short term. The BRI prioritises hardware (infrastructure) and funding first. This report explores and quantifies parts of the BRI strategy, the impact on other BRI-participating economies and some of the implications for OECD countries. It reproduces Chapter 2 from the 2018 edition of the OECD Business and Financial Outlook. 1. Introduction The world has a large infrastructure gap constraining trade, openness and future prosperity. Multilateral development banks (MDBs) are working hard to help close this gap. Most recently China has commenced a major global effort to bolster this trend, a plan known as the Belt and Road Initiative (BRI). China and economies that have signed co-operation agreements with China on the BRI (henceforth BRI-participating economies1) have been rising as a share of the world economy. -
China's Eurasian Century? Political and Strategic Implications of the Belt and Road Initiative, Chapter 3
china’s eurasian century? Political and Strategic Implications of the Belt and Road Initiative Nadège Rolland Chapter 3 Drivers of the Belt and Road Initiative This is a preview chapter from China’s Eurasian Century? Political and Strategic Implications of the Belt and Road Initiative. To purchase the monograph in which this chapter appears, visit <http://www.nbr.org> or contact <[email protected]>. © 2017 The National Bureau of Asian Research Chapter 3 Drivers of the Belt and Road Initiative In less than three years, the Belt and Road Initiative (BRI) has become the defining concept of China’s foreign policy and is now omnipresent in official rhetoric. It has established a general direction for the country’s efforts to build an interconnected, integrated Eurasian continent before 2050. Judging by the importance that the leadership has given the concept, and the quantity of financial, diplomatic, and intellectual resources that have been devoted to it, arguing that BRI is just an empty shell or vacuous political slogan has become increasingly difficult. Its paramount importance for the core leadership is also hard to deny. What is so crucial about the initiative that the vital energies of the entire country have been mobilized to give it the best chances of succeeding? Why is Beijing so eager to invest billions of dollars in Eurasia’s infrastructure connectivity? What are the drivers behind BRI and what are its goals? A first partial answer to these questions can be found in Xi Jinping’s speeches. In several instances, he has argued that -
Silk Road 2.0: US Strategy Toward China’S Belt and Road Initiative
Silk Road 2.0: US Strategy toward China’s Belt and Road Initiative Gal Luft Foreword by Joseph S. Nye, Jr. REVIVING THE SILK ROAD Announced by Chinese President Xi Jinping in 2013, the Silk Road in infrastructure projects including railways and power grids in central, Initiative, also known as China’s Belt and Road Initiative, aims to invest west, and southern Asia, as well as Africa and Europe. Silk Road 2.0 US Strategy toward China’s Belt and Road Initiative Atlantic Council Strategy Paper No. 11 © 2017 The Atlantic Council of the United States. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means without permission in writing from the Atlantic Council, except in the case of brief quotations in news articles, critical articles, or reviews. Please direct inquiries to: Atlantic Council 1030 15th Street, NW, 12th Floor Washington, DC 20005 ISBN: 978-1-61977-406-3 Cover art credit: Marco Polo’s caravan, from the Catalan Atlas, ca. 1375 This report is written and published in accordance with the Atlantic Council Policy on Intellectual Independence. The authors are solely responsible for its analysis and recommendations. The Atlantic Council, its partners, and funders do not determine, nor do they necessarily endorse or advocate for, any of this report’s particular conclusions. October 2017 Atlantic Council Strategy Papers Editorial Board Executive Editors Mr. Frederick Kempe Dr. Alexander V. Mirtchev Editor-in-Chief Mr. Barry Pavel Managing Editor Dr. Mathew Burrows Table of Contents