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News from China
High-tech park showcases new products
1st August 2016

 A range of new technology products designed to make it easier to care for elderly people and children are being developed by firms at the Zhangjiang High-Tech Industrial Park, the local equivalent of Silicon Valley.

They include video communications applications specifically designed for the elderly, and wearable posture-correcting devices for children, Shanghai Daily learned at a forum held at the park over the weekend.

Qingmang Inc displayed a video communication application for elderly people living apart from their children called Missing Home, which features a one-click monitoring function that connects elderly people with their family.

The wearable device Elfear allows parents to remind their children to sit in the right position, thanks to remote control features and sensors.

Source: Shanghai Daily, August 1, 2016
CNPC’s net profit surges 11% in H1
29th July 2016

 STEADY growth in overseas oil and gas developments helped China National Petroleum Corp reap a 11 percent gain in profit in the first half of 2016 despite the fall in energy prices, according to company and media reports.

Over the first six months this year, CNPC produced 38 million tons of oil equivalent in overseas oil and gas projects, helping it meet half the target set for 2016, the company said yesterday.

It reported smooth progress in its gas project in Amu Darya in Turkmenistan while its LNG project in Russia has been half completed and its oil drilling business in North Azadegan in Iran has been operational since April 19.

The output of oil drilled in Brazil and Sudan from January to June contributed to a 4.2 percent growth in CNPC’s oil output compared with the same period last year.

CNPC made a profit of 27.6 billion yuan (US$4.1 billion) even as prices of oil plunged 36.5 percent and gas fell 22.1 percent year on year at the end of June, Bloomberg News said on Tuesday.

The energy giant cited the gain to a cut of nearly 30 percent in overseas expenses from the same period in 2015.

Graham Cunningham, a Citibank analyst, said in a recent report that CNPC benefited from the recent recovery of oil prices and its sale of Trans-Asia Gas Pipeline Co and PetroChina Kunlun Gas Co for 20.7 billion yuan.

CNPC said in a recent proposal that it would cut its annual total investment over the next five years by 40 percent to 260 billion yuan.

Source: Shanghai Daily, July 29, 2016
Companies honored for going green
28th July 2016

 THE three-month Invest in Green Future — Corporate Social Responsibility Excellence Awards came to a successful conclusion yesterday in Shanghai with 49 winners being selected for their contribution to a greener environment.

Organized by the Shanghai Observer, Shanghai Daily and Eastday.com, the excellence awards, which honor both multinational and domestic companies in a range of categories related to eco-friendly products, community relations, employee care and CSR innovation, has received 100 submissions from 83 companies.

“This was a really meaningful event as it provided a perfect platform for companies to demonstrate their commitment and strength in green development,” Zhu Yonglei, deputy director-general of the publicity department of the CPC Shanghai Committee and director of the Information Office of the Shanghai Municipal Government, told the Invest in Green Future — CSR and Innovation 2016 Shanghai Summit, during which the excellence awards were presented.

“Achievements as well as experience gained by companies from both home and abroad in the green development area will remain worth sharing through platforms like this.”

Guided by the city’s Information Office, Shanghai Commission of Commerce and Shanghai Environmental Protection Bureau, and supported by SynTao, Jiefang Daily Enterprise Innovation and Development Research Center, Shanghai Daily Multinational Companies Club, Shanghai Association of Enterprises with Foreign Investment and Shanghai Association of International Economic and Technological Cooperation, the event has attracted widespread attention, with more than 400,000 people voting or taking part in the event through digital media platforms since its launch on April 28.

Taking public votes into consideration, a panel of judges led by Zhu Dajian, a professor at Tongji University and director of Tongji’s Institute of Governance of Sustainable Development, chose 49 submissions as the final winners, with foreign companies figuring prominently.

The 49 submissions cover three aspects: “green development,” “shared values” and “responsibility and innovation.” They put heavy emphasis on innovation, setting a good example and sustainability.

With the aim of encouraging more companies to practice corporate social responsibility and make contributions to Shanghai’s development of a better business environment that will further empower Shanghai’s economic growth and raise the city’s international profile, yesterday’s summit also saw government officials, corporate delegates and green development experts exchange their thoughts through keynote speeches and panel discussions.

“Cross-sector collaboration will become a trend in green development as it enables different entities to leverage their own strength in a joint effort,” said judge Guo Peiyuan, general manager of SynTao and chairman of SynTao Green Finance.

“Moreover, green finance as well as education on green development concepts for senior management of all companies are also of special importance for Shanghai at the current stage.”

At the start of the 13th Five-Year (2016-2020) Plan, the event should provide guidelines for Shanghai’s green development as well as the city’s bid to become a global innovation center for science and technology.

The 49 winners are also expected to create green value for others and help the city achieve its target of moving to an innovation-led growth model through industrial restructuring and upgrading.

Source: Shanghai Daily, July 28
Yahoo’s crisis of identity leads to end of era
27th July 2016

 WHEN senior Yahoo executives gathered at a San Jose hotel for a management retreat in the spring of 2006, there was no outward sign of a company in crisis.

The Internet pioneer, not yet a teenager, had just finished the prior year with US$1.9 billion in profits on US$5.3 billion in revenue. The tough days of the dot-com bust were a distant memory, and Yahoo Inc, flush with lucrative advertising deals from the world’s biggest brands, was enjoying its run as one of the top dogs in the world’s hottest industry.

But for one retreat exercise, everyone was asked to say what word came to mind when a company name was mentioned. They went through the list: eBay: auctions. Google: search. Intel: microprocessors. Microsoft: Windows.

Then they were asked to write down their answer for Yahoo.

“It was all over the map,” recalled Brad Garlinghouse, then a Yahoo senior vice president and now COO of payment settlement startup Ripple Labs. “Some people said mail. Some people said news. Some people said search.”

While some executives said this was a useful management exercise that took place multiple times over the years, it proved an ominous portent of the business troubles to come.

Indeed, the demise of Yahoo, which culminated in an agreement this week to sell the company’s core assets to Verizon Communications Inc, has been more than a decade in the making. Many of the more than two dozen former Yahoo managers interviewed by Reuters over the past two weeks — who now occupy executives suites elsewhere in Silicon Valley — agree that the company’s downfall can be traced to choices made by both the executive leadership and the board of directors during the company’s heyday in the mid-2000s.

Some of the missed opportunities are obvious: a failed bid to buy Facebook Inc for US$1 billion in 2006. A 2002 dalliance with Google similarly came to naught. A chance to acquire YouTube came and went. Skype was snapped up by eBay Inc. And Microsoft Corp’s nearly US$45 billion takeover bid for all of Yahoo in 2008 was blocked by Yahoo’s leadership.

Just as damaging as the missed deals, though, was a company culture that ultimately became too bureaucratic and too focused on traditional brand advertising to prosper in a fast moving tech business, according to some of the former Yahoo managers Reuters spoke with.

“It became very difficult to get both investment and alignment” around new product initiatives, said Greg Cohn, a former senior product director at Yahoo and now CEO of the mobile phone app company Burner. “If you built a new product and the home page didn’t want to feature it, you were hosed.”

Path to growth

Worst of all, once Alphabet Inc’s Google had displaced it as peoples’ first stop for finding something on the Internet, Yahoo was never able to decide on exactly what it wanted to be.

Yahoo today has more than 1 billion users and has focused on mobile under Chief Executive Marissa Mayer, who said in an interview on Monday that she still saw a “path to growth” for Yahoo, which the Verizon merger accelerated.

Yahoo will continue to operate as a holding company for its large stakes in Alibaba and Yahoo Japan, which are worth far more than the core business.

Yahoo declined to comment for this story.

The appointment of Terry Semel, who had completed a highly successful run as chairman of the Warner Bros movie studio, as CEO in 2001 seemed to answer a question that bedeviled many early Internet firms: was it a tech company, or a media company?

Semel could not be reached for comment on his Yahoo tenure. But the focus on media proved lucrative in the short term as big advertisers, desperate to get on board with the next big thing, flocked to one of the largest properties on the web. Revenue soared from US$717 million in 2001 to nearly US$7 billion by 2007.

Indeed, Semel and the media executives he brought in by all accounts turned a scrappy young Internet startup into a highly profitable company that brought old-line advertising to a new medium.

“From our perspective, we were a media company,” said Dan Rosensweig, Yahoo’s COO from 2002 to 2007 and now CEO of online education company Chegg Inc. “It didn’t feel at the time that there was a strong likelihood we would beat Google at search ... Nobody could argue that we weren’t the largest front page on the Internet.”

Yahoo placed its signature purple everywhere then — on cookies and cupcakes, on the carpets, and even in the martinis.

“When Coca-Cola came to campus, we rolled out the purple carpet,” recalled Wenda Harris Millard, Yahoo’s chief sales officer from 2001 to 2007 and now president and COO of business development firm MediaLink.

Millard said all the major advertisers, from Coke to General Motors, wanted to come to Yahoo’s campus at least once a year.

“We were just doing gazillions of dollars with them,” said Millard.

But the excitement, and the revenue, associated with the big advertising deals 10 years ago turned out to be a trap in many ways. Like its brethren in the print media business, who continued to rely on selling ad pages long after it was clear that it was a dying business, Yahoo couldn’t help but to focus on where the big money was, even though that wasn’t where the future was.

“The worst consequence of trying to be a media company was that they didn’t take programing seriously enough,” wrote Paul Graham, co-founder of the Y-Combinator tech incubator who sold a startup to Yahoo, in a 2010 blog post about the company’s woes. “Microsoft (back in the day), Google, and Facebook have all had hacker-centric cultures. But Yahoo treated programming as a commodity.”

The downside of the media orientation became more clear as the 2000s wore on. In 2003, Yahoo acquired Overture, the company that essentially invented the ad-search technology that made Google rich. But Yahoo never succeeded in creating a strong competitor to Google’s AdWords and AdSense systems.

A subsequent, hugely expensive effort to rebuild its search and advertising technology, dubbed Panama, similarly bore little fruit.

Meanwhile, market-leading products like Yahoo Mail, and early social media efforts like Yahoo Groups, were neglected as managers wrestled over which products would get priority on the hugely valuable Yahoo home page, according to three former executives. Promising acquisitions, including photo-sharing site Flickr and social bookmarking service Delicious, withered on the vine.

Former staffers say they were consumed with endless internal meetings and shifting priorities. Former senior product director Cohn recalls how efforts to make Yahoo an open platform — with nifty third-party applications around specific content areas such as travel — foundered in the face of opposition from managers in charge of Yahoo’s in-house products.

Too often, the end result was money spread too thinly across too many marginal initiatives, as Garlinghouse pointed out in a leaked internal document known as the Peanut Butter Manifesto.

By 2007, Yahoo was losing ground fast on the product side as Google solidified its hold on search. New players like Facebook and Netflix Inc continued to arrive and steal Yahoo’s thunder.

Source: Shanghai Daily, July 27, 2016

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