Lenovo CEO Yang Yuanqing attends a news conference in Sao Paulo (Nacho Doce/Reuters)
Here's a little thought exercise: Think of a Chinese brand. Any Chinese brand. Go on, I'll wait. Give up? Don't feel too bad: According to a recent poll conducted by HD Trade Services, 94 percent of Americans cannot think of a single brand from the world's second-largest economy.
Strange, isn't it? Japan and South Korea, countries China zoomed past in the GDP-rankings, boast globally-respected brands across a variety of industries. Even Sweden and Finland -- mere minnows in comparison to China -- offer IKEA and Nokia, respectively. Given China's incredible transformation into an economic powerhouse over the past three decades, why doesn't the country have more recognizable brands?
Before we tackle that question, it's worth exploring why having globally recognized brands even matter for a country. As David Wolf, managing director of the Global China Practice at Allison + Partners, a PR consultancy, says, "there are two ways to add value to goods and services in a competitive industry. The first is through innovation, and the second is through branding. When you create a brand, you're creating a distinction that people are willing to pay more for than just by its own virtue. That's added value -- and added revenue -- without much additional cost per unit."
Brands, then, benefit a country's economy with no downside. So why is China struggling in this area? The answer lies at the nexus of history, economics, and culture -- with a bit of geography thrown in.
Let's start with geography first. China, as you've no doubt heard, is very, very big. It's the fourth largest country by land mass in the world and has more people than anyone else. As a result, Chinese companies have a large domestic market to play with, and don't always need to attract overseas markets in order to be profitable. In addition to its size, China's economy -- for one that is still somewhat centrally planned -- is actually highly fragmented, with local provinces and municipalities acting almost as independent economic units. Accordingly, across a broad swathe of industries and markets, there are a lot of small-time players in China, making it difficult for one company to amass the scale necessary to invest in global marketing campaigns.
Secondly, in comparison to countries like Japan and South Korea, state-owned enterprises (SOEs) play a dominant role in the Chinese economy, comprising 35 percent of all business activity and reportedly 43 percent of all profits. China's banks loan money to SOEs on favorable terms, allowing these companies to operate inefficiently and still survive. It's no wonder, then, that they have less need for marketing and branding. Wolf relates a common joke among China business observers: "for most SOEs, 'branding' means getting a new logo, 'marketing' means buying ads on China Central Television, and 'P.R.' stands for 'pay the reporter'"
Indeed, Chinese executives across a variety of industries often don't see the point in investing time and money into building their brands. As Scott Markman, the president of the Monogram Group, a brand consultancy, put it, "building a brand is messy, it takes time, it involves soliciting and following advice from outside counsel, and the vast majority of Chinese managers are deeply suspicious of things in which basic proof of effectiveness is difficult to provide," Wolf adds that few Chinese companies treasure innovation, preferring to follow rather than to lead. "The typical approach is to avoid sticking your neck out first; wait till the other guy does it, and see if his head gets chopped off."
In spite of these roadblocks, there's evidence that Chinese brands are beginning to make an impact in foreign markets. Beijing-based computer manufacturer Lenovo, which made a splash in 2004 by purchasing IBM's PC-unit, is a prime example; the appliance manufacturer Haier is another. While these companies have yet to become household names in the United States and elsewhere, they've embraced marketing and brand-awareness to a degree unusual for a Chinese firm. And -- by experiencing financial success -- they could serve as role models for skittish firms unsure how to approach foreign markets.
Chinese brands still have a long way to go, not least in battling the perception that Chinese-made goods are inexpensive and low-quality. But, as Markman points out, Japanese and Korean firms faced the same perception a few generations ago; even Japan's world-class auto industry once produced cars that were considered inferior by American consumers. It's no less unlikely that, in the not-too-distant future, Chinese goods will enjoy a similar surge in appreciation.
They may soon have to. As wages rise, Chinese goods will become more expensive, and companies will find that they can no longer compete solely on price. As a result, branding will necessarily play a larger role than before simply out of necessity; Chinese companies will have to find a way to distinguish their higher-quality goods in a highly competitive marketplace, and building popular brands is the best way to do that.
Achieving these changes will be a challenge. But it shouldn't come as a big surprise if, in 10 years, a few Chinese brands are as familiar to Americans as Samsung, Toyota, and Mitsubishi are today.
The class divide is already toxic, and is fast becoming unbridgeable. You’re probably part of the problem.
1. The Aristocracy Is Dead …
For about a week every year in my childhood, I was a member of one of America’s fading aristocracies. Sometimes around Christmas, more often on the Fourth of July, my family would take up residence at one of my grandparents’ country clubs in Chicago, Palm Beach, or Asheville, North Carolina. The breakfast buffets were magnificent, and Grandfather was a jovial host, always ready with a familiar story, rarely missing an opportunity for gentle instruction on proper club etiquette. At the age of 11 or 12, I gathered from him, between his puffs of cigar smoke, that we owed our weeks of plenty to Great-Grandfather, Colonel Robert W. Stewart, a Rough Rider with Teddy Roosevelt who made his fortune as the chairman of Standard Oil of Indiana in the 1920s. I was also given to understand that, for reasons traceable to some ancient and incomprehensible dispute, the Rockefellers were the mortal enemies of our clan.
Despite what the president says, the question is answered.
Trump aides colluded with foreign governments.
This is a simple, straightforward statement, and by this point, it ought to be an uncontroversial one. There’s ample evidence on many fronts, from legal documents to reliable reporting. This doesn’t mean that a crime was committed, because, as Trump lawyer Rudy Giuliani and others have pointed out, collusion is not a crime per se. But it does mean that attempts to dismiss the Russia investigation as a witch hunt that lacks any evidence are not merely disingenuous—they’re simply wrong.
What do we mean by collusion? As the Columbia Journalism Review explored last year, there are a range of meanings, but a clean synthesis would be a secret compact or conspiracy with an illegal or deceitful aim. The examples of such cooperation, between Trump aides and agents of foreign governments, abound. So far, three people have pleaded guilty to lying to federal agents about it. The unresolved question, at this stage of the investigation, is not whether such cooperation was attempted; it’s how successful it proved, how large an impact it actually had, who was involved, and whether they broke any laws.
American society increasingly mistakes intelligence for human worth.
As recently as the 1950s, possessing only middling intelligence was not likely to severely limit your life’s trajectory. IQ wasn’t a big factor in whom you married, where you lived, or what others thought of you. The qualifications for a good job, whether on an assembly line or behind a desk, mostly revolved around integrity, work ethic, and a knack for getting along—bosses didn’t routinely expect college degrees, much less ask to see SAT scores. As one account of the era put it, hiring decisions were “based on a candidate having a critical skill or two and on soft factors such as eagerness, appearance, family background, and physical characteristics.”
The 2010s, in contrast, are a terrible time to not be brainy. Those who consider themselves bright openly mock others for being less so. Even in this age of rampant concern over microaggressions and victimization, we maintain open season on the nonsmart. People who’d swerve off a cliff rather than use a pejorative for race, religion, physical appearance, or disability are all too happy to drop the s‑bomb: Indeed, degrading others for being “stupid” has become nearly automatic in all forms of disagreement.
From trade deals to gun control and immigration to military deployments, the president has a consistent pattern: Talk a big game, then back down.
President Trump’s May 8 announcement that he was withdrawing from the Iran nuclear deal should not have come as a surprise. He’d spent years railing against the plan—“the worst deal ever,” he dubbed it—and had promised to rip it up. And yet up to the moment when the president made the final call, there was still some suspense about what he would say.
This was not merely wishful thinking by the deal’s backers, though it was partly that. It was not only that members of Trump’s team, most notably Defense Secretary James Mattis, had voiced support for the deal. It wasn’t even just that Trump relishes taking the press (and even his own advisers) by surprise.
No, the other big reason that no one could be sure was that Trump almost always folds. Faced with a tough decision, the president has consistently blinked, giving in to his opponents. Trump has mocked former Secretary of State John Kerry for his supposedly poor negotiation powers, argued that multiple past international agreements suffered from weak-kneed diplomacy, and criticized British Prime Minister Theresa May, a close U.S. ally, for her conduct of the discussion on the U.K.’s departure from the European Union.
Since Kilauea volcano began its most recent eruptive activity on Hawaii's Big Island three weeks ago, the situation has evolved and worsened.
Since the Kilauea volcano began its most recent eruptive activity on Hawaii's Big Island three weeks ago, the situation has evolved and worsened. More than 40 structures have been destroyed and one resident was badly injured when he was struck in the leg by a molten hunk of rock thrown from one of the erupting fissures. The Associated Press reported that some fissures were merging and producing faster and more fluid lava, which began flowing in glowing rivers toward the Pacific Ocean. Over the weekend at least two of the lava flows reached the shore, sending up billowing plumes of steam, and generating “laze,” or lava haze, a dangerous mix of hydrochloric acid, steam, and volcanic glass particles. Geologists continue to urge caution and patience during this event, saying that Kilauea remains volatile with no predictable end in sight for the current eruptions.
Women make up one-quarter of computer scientists. But in the field of artificial intelligence those numbers are likely much lower.
During her freshman year, Stephanie Tena, a 16-year-old programmer, was searching the internet for coding programs and came across a website for an organization called AI4All, which runs an artificial-intelligence summer camp for high-schoolers. On the site, a group of girls her age were gathered around an autonomous car in front of the iconic arches of Stanford’s campus. “AI will change the world,” the text read. “Who will change AI?”
Tena thought maybe she could. She lives in a trailer park in California’s Salinas Valley; her mom, a Mexican immigrant from Michoacán, picks strawberries in the nearby fields.* Tena has long black hair, a cheery, high-pitched voice, and an unflappably professional bearing: She refers to other students as “my peers” and her mentors as “notable professors,” and she has nailed the language of the scientific method (“My hypothesis was proven incorrect”). She had been coding for a couple of years, ever since attending a programming club at the local community college when she was still in junior high. “I prefer science over history,” she says. The summer after the 8th grade, she had flown to Los Angeles for a coding boot camp run by the supermodel Karlie Kloss, (who had gotten interested in coding after taking a class herself), where she had learned some programming languages and developed a website. She saved up for more than a year, both her allowance and her pay from working at a bubble-tea shop, and bought a new MacBook.
In the landscape where Mad Max: Fury Road was filmed, a scientist is trying to understand a natural phenomenon that has eluded explanation for decades.
One evening earlier this spring, German naturalist Norbert Jürgens strayed from his expedition in the Namib Desert. He walked away from his campsite beside Leopard Rock, a huge pile of schist slabs stacked like left-over roofing tiles, and into a vast plain ringed with red-burnished hills. He had 20 minutes of light left before sunset, and he intended to use them.
This next part may sound like a reenactment from a nature documentary, but trust me: This is how it went down.
Off by himself, Jürgens dropped down to his knees. He sank his well-tanned arms in the sand up to the elbows. As he rooted around, he told me later, he had a revelation.
At the time, I was watching from the top of Leopard Rock, which offered a bird’s-eye view of both Jürgens and his expedition’s quarry. Across the plain, seemingly stamped into its dry, stubbly grass, were circles of bare ground, each about the size of an aboveground pool. Jürgens, a professor at the University of Hamburg, was digging—and pondering—in one of these bare patches.
Electronic mail as we know it is drowning in spam, forged phishing mails, and other scams and hacks. It’s going to get worse before it gets better.
One week ago, a group of European security researchers warned that two obscure encryption schemes for email were deeply broken. Those schemes, called OpenPGP and S/MIME, are not the kinds of technologies you’re using but don’t know it. They are not part of the invisible and vital internet infrastructure we all rely on.
This isn’t that kind of story.
The exploit, called Efail by the researchers who released it, showed that encrypted (and therefore private and secure) email is not only hard to do, but might be impossible in any practical way, because of what email is at its core. But contained in the story of why these standards failed is the story of why email itself is the main way we get hacked, robbed, and violated online. The story of email is also the story of how we lost so much of our privacy, and how we might regain it.
I’m a 40-year-old single woman. Never married, no children, and I’ve been struggling for years to get over my ex. He was my first love and we met when I was in my early 20s. It was a very immature relationship that culminated in me breaking up with him finally (for about the third or fourth time), mostly because of a growing fear that I knew I would want kids and was worried that I was wasting my time with someone who wasn’t willing to work on a future with me.
This was more than 10 years ago, and although my ex and I have occasionally stayed in touch, been intimate, and reconnected after a few years of separation, we have not been able to have a healthy relationship. I’ve tried to be honest about my wanting a different type of relationship with him, but he doesn’t seem to want that. I have tried moving on by ignoring my feelings for him, ignoring him when he has reached out to me, and repeatedly reminding myself that ours is not the kind of relationship that I want. But it all feels like a lie.