Business
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8:30 AM, Bechtel Conference Center, First Floor, Encina Hall

WELCOME

Gi-Wook Shin, Acting Director, Shorenstein APARC

KEYNOTE SPEECH: FROM SILICON VALLEY TO SHANGHAI: The Information Age Opens To Asia

James Morgan, CEO, Applied Materials, Inc.

CRISIS ON THE KOREAN PENINSULA

Gi-Wook Shin, Acting Director, Shorenstein APARC

Michael Armacost, Shorenstein Distinguished Fellow, Shorenstein APARC

INDIA AS A DESTINATION FOR GLOBAL BUSINESS PROCESS OUTSOURCING: Key Factors and Trends

Rafiq Dossani, Senior Research Scholar, Shorenstein APARC

SOUTHEAST ASIA: A Region at Risk

Donald Emmerson, Senior Fellow, IIS

JAPAN'S PROLONGED ECONOMIC SLUMP: Explanations and Implications

Daniel Okimoto, Senior Fellow, IIS

Michael Armacost, Shorenstein Distinguished Fellow, Shorenstein APARC

ASIA'S EMERGING HOTBEDS FOR INNOVATION AND ENTREPRENEURSHIP

Henry Rowen, Senior Fellow, IIS

William F. Miller, Senior Fellow Emeritus, IIS

Marguerite Gong Hancock, Associate Director, Stanford Project on Regions of Innovation & Entrepreneurship

ABOUT THE ASIA/PACIFIC RESEARCH CENTER

Russell Hancock, Director of Programs, Shorenstein APARC

PLENARY SESSION

CHINA AFTER THE 16TH PARTY CONGRESS

Andrew Walder, Director, Shorenstein APARC

Lawrence Lau, Kwoh-Ting Li Professor of Economic Development

Jean Oi, William Haas Professor of Chinese Politics

Ramon Myers, Senior Fellow, Hoover Institution

CLOSING REMARKS

Gi-Wook Shin, Acting Director, Shorenstein APARC

Bechtel Conference Center

James Morgan CEO Keynote Speaker Applied Materials
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%people1%, CESP Senior Fellow and Director of the Program on Energy and Sustainable Development is quoted in New York Times, September 6, 2003 article.

The United States needs natural gas. Developing countries many thousands of miles away are willing to supply it. This sleepy beachfront town and other communities along the Gulf of Mexico are likely to become the links between producers and consumers.

Altogether, energy companies are planning to spend more than $100 billion in the next decade to bring gas from developing countries to rich nations, according to PFC Energy, a Washington consulting firm. The only way to do it is to supercool the gas so that it condenses into a liquid, which is then compact enough to load onto tankers and send across oceans.

For years, this process was too costly to compete with relatively cheap domestic supplies of natural gas and with imports from Canada. But those supplies are tightening just as the demand for clean-burning gas is soaring. That has led to the most severe gas shortage in the last 25 years and caused domestic gas prices to double this year.

The gap between domestic supply and total demand is forecast to grow significantly over the next 20 years. That has made liquefied natural gas competitive, if only companies can find places that are willing to accept having L.N.G. terminals built nearby. "We've entered the gas age, and there's no turning back if we want a firm supply of a strategically crucial fuel," said Michael S. Smith, an investor who controls Freeport LNG, a Houston company that plans to build a receiving terminal on Quintana Island.

Mr. Smith and his partners, Cheniere Energy and Contango Oil and Gas, both of Houston, expect to begin construction of the terminal early next year on this tiny island about 70 miles south of Houston. The $400 million operation will be able to receive ships full of liquefied natural gas, warming the gas and piping it to a nearby plant owned by the Dow Chemical Company.

Quintana Island's attraction lies not only in its proximity to a plant that uses natural gas as a raw material but also in its location near the center of the nation's energy industry. That, it is hoped, will make political resistance to such projects tepid compared with the safety, aesthetic and environmental concerns in places like Northern California and Massachusetts.

Despite such concerns and worries that large, potentially explosive gas terminals could become terrorist targets, energy companies are eager to import liquefied natural gas. It is a shift that could avoid gas shortages forecast for the future, but could also increase the nation's dependence on foreign energy supplies.

"Just as we're debating the need to diversify our oil supplies, we're faced with an array of challenges to secure reliable and politically stable sources of gas," said David G. Victor, director of the Program on Energy and Sustainable Development at Stanford University.

More than a dozen projects like the one here are seeking approval from regulators in North America, including several on the Gulf Coast and in the northern Mexican state of Baja California.

The United States is already the world's largest natural gas producer, and domestic production is expected to increase to 28.5 trillion cubic feet in 2020 from 19.1 trillion cubic feet in 2000, according to the Energy Information Administration. Still, demand is expected to far outstrip production, growing to 33.8 trillion cubic feet by 2020 from 22.8 trillion cubic feet in 2000.

The gas to close that gap - more than five trillion cubic feet, a 40 percent increase in 20 years - will have to come largely from outside the United States.

Almost all of America's imported natural gas currently comes by pipeline from Canada. But a growing market for gas within Canada and rapidly depleting Canadian wells are expected to weaken that country's ability to increase exports. Mexico, though believed to have large untapped gas reserves, is mired in nationalist debate over making it easier for foreign financiers and companies to explore for gas.

As a result, Mexico, a power in crude oil, is a growing importer of natural gas - and an attractive base for liquefied natural gas receiving terminals, which cost as much as $700 million to build. The Organization for Economic Cooperation and Development recently forecast that the percentage of North America's gas from imports would climb to 26 percent by 2030 from just 1 percent today.

Those imports will come mostly from developing nations like Equatorial Guinea, a former Spanish colony in West Africa where Marathon Oil of Houston plans to build an L.N.G. plant able to serve gas fields throughout the Gulf of Guinea.

Ambitious ventures are also under way in other West African countries, including Angola and Nigeria, where energy companies were recently burning gas escaping from oil drilling operations because there was no ready market for it. In the Middle East, small countries like Oman, a sultanate on the Strait of Hormuz, and Qatar, are emerging as important gas powers.

In South America, Trinidad and Tobago has become an early leader in exporting liquefied natural gas, although companies in Bolivia and Peru have had difficulties advancing efforts to export L.N.G. to California. Producers in Indonesia, Malaysia and Russia could step in to supply the West Coast, pushing the Andean countries to the margins of the business.

In some ways, the scramble for natural gas projects resembles the heady early days of the oil industry a century ago. Then, British, Dutch and American investors raced around the world to stake out interests in remote oil fields in the Middle East, Central Asia and the archipelagoes of the Java Sea.

Some regions are considered more promising than others. Industry executives point out that just three countries  Iran, Qatar and Russia  hold more than half of the world's natural gas reserves, inevitably focusing attention on the delicate interplay between politics and commerce in these places.

Russia, with the largest proven reserves, plans to start exporting liquefied natural gas in 2007 with deliveries to Japan. Iran, while off limits to American companies because of trade restrictions by the United States, has attracted Japanese, French, British, Indian and South Korean concerns interested in mounting gas ventures.

There are important differences, however, between past oil booms and the current interest in natural gas. For one thing, studies show the world will be swimming in natural gas supplies while oil reserves are expected to dwindle in the decades ahead. Just one area in Qatar, a monarchy near Saudi Arabia with fewer than a million people, is thought to have enough gas to supply the United States for 40 years, according to a study by Deutsche Bank.

The natural gas industry has to overcome several obstacles before evolving into a vibrant global market. Even with ample supplies there is no market for trading liquefied natural gas, as there is for crude oil. Instead, producers and customers sign long-term contracts, sometimes resulting in significant price differences from one year to the next or from one country to another.

One reason the natural gas market has remained fragmented is because the fuel is difficult and expensive to extract and transport. But these costs are declining, adding to the appeal of gas projects. Lord Browne, the chief executive of BP, said the cost of developing gas liquefaction plants had halved since the 1980's, while shipping costs had also fallen.

Shipbuilders are seeking to meet demand for tankers, with the global gas fleet expected to grow to 193 ships by 2006 from 136 in 2002, according to LNG One World, a gas- shipping information service operated by Drewry International of Britain and Nissho Iwai of Japan.

Natural gas is still not considered as crucial as oil for overall energy security since oil's main use is for transportation and there is no short-term alternative. Natural gas has a variety of important industrial uses, like serving as a raw material for fertilizer and generating electricity.

Still, the growth in demand for liquefied natural gas in the United States is expected to outstrip other parts of the world. It is likely to grow 35 percent in the next five years, compared with 20 percent in other North Atlantic countries and 12 percent worldwide, according to Deutsche Bank. Hence the rush to proceed with projects that supply liquefied natural gas to the United States.

"The world could be consuming more gas than oil by 2025," Philip Watts, the chairman of the Royal Dutch/Shell Group, the large British-Dutch energy company, said in a recent address to industry executives in Tokyo. "We must be prepared for growing geopolitical turbulence and volatility in an increasingly interdependent world."

The United States has only five terminals capable of receiving L.N.G., including one in Puerto Rico. Almost 20 are on the drawing board, but opposition to the terminals has already prevented the start of work on several of them. Earlier this year, for instance, Shell and Bechtel Enterprises shelved a plan to build a terminal about 30 miles north of San Francisco because of stiff public opposition.

California remains perhaps the most difficult place in the country to gain approval for gas-receiving terminals. This has encouraged imaginative proposals like one last month from BHP Billiton, Australia's largest energy company, for a $600 million floating terminal 20 miles off the coast of Oxnard in the southern part of the state. It remains to be seen whether any of the California projects will be built.

An air of resignation hangs over even the critics of the plan to build the terminal on Quintana, which is scheduled to start operating by 2007. Officials from Freeport LNG have told residents that they expect to make more than $1 million a year in tax payments to the city, a substantial sum for a community of 40 homes that is the smallest municipality in Texas.

At the Jetties, a restaurant on the island's edge overlooking the brown water of the Gulf of Mexico, the walls are plastered with warnings of the perceived dangers of receiving tankers full of potentially combustible gas from far-flung parts of the world. But the restaurant's employees seem to believe that the terminal will be built, inevitably changing the island's easygoing atmosphere.

"People come out here to drink beer on the beach and look at the birds and the gulf," said Dana Difatta, a cook at the restaurant. "Imagine what they'll think when they're staring at some huge vats holding natural gas. Will they be horrified or relieved?"

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Professor Ferrary will present the results of a comparative study between Silicon Valley and Sophia Antipolis (France). He and co-authors Michel Bernasconi (Ceram) and Ludovic DiBiaggio (Ceram) examine to what extent the endogenous growth of a high-tech cluster depends on two factors:

  1. The complete set of communities of practices (Wenger, 1998) providing the complementary competences needed to create and develop start-ups (e.g. scientific researchers, managers, engineers, VC, lawyers, consultants, etc.)
  2. The quality of interactions between these communities of practices, defined as a group of people linked by strong ties (Granovetter, 1973) to produce expertises through frequent interactions. The coordination and circulation of information depend on the quality of weak ties between these communities.

Is a high-tech cluster handicapped if a community of practices is missing? And/or if the quality of inter-communities interactions is poor? Professor Ferrary will share the results of testing these hypotheses in Silicon Valley and Sophia Antipolis.

About the Speaker

Michel Ferrary is Professor of Management at Ceram Graduate School of Business in Sophia-Antipolis (French Riviera). Previously, he was a visiting scholar for two years at Stanford's Department of Sociology, where he analyzed social networks in Silicon Valley and the new practices of corporate venturing used by large high-tech companies. Professor Ferrary has published journal articles on a wide array of topics, including labor markets, competencies management, banking strategy, the use of social networks in banking activities, corporate venturing, and social networks in Silicon Valley. He received his PhD in business administration from HEC Business School (France).

Philippines Conference Room

Michel Ferrary Professor of Management Ceram Graduate School of Business, Sophia-Antipolis
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11:30 a.m.: "Digital Content Industry in the Information Technology Era" Eiji Tsujimoto, Impress Corporation (Advisor: Harry Rowen) 11:50 a.m. : "Internet Business Strategy for Newspaper Companies" Hiroshi Nozawa, Asahi Shimbun Company (Advisor: Russ Hancock) 12:10 p.m.: "Venture Capital and Entrepreneurship in the Silicon Valley and the Greater China Region" Joseph Huang, AllCan Investment Company (Advisor: Marguerite Hancock) 12:30 p.m. : "How Can Japan Make Effective Industrial Policies For Promoting New Technologies and Industrial Revitalization?" Kosuke Takahashi, Development Bank of Japan (Advisor: Mike Armacost) 12:50 p.m. : "The Difference of Information Strategy Between the USA and Japan" Tatsushi Tatsumi, Sumitomo Corporation (Advisor: Marguerite Hancock) 1:10 p.m. : "Comparative Study of Technology Policy for Small Business Between the USA and Japan" Hidetaka Nishimura, Ministry of Economy, Trade and Industry (Advisor: Mike Armacost) 1:30 p.m. : "How Can China Learn from U.S. Small Business Policies?" Tingru Liu, Infotech Ventures Comapany (Advisor: Harry Rowen) Lunch served to those who respond to Yumi Onoyama by 12:00 noon Tuesday, May 20, 2003. Please contact Yumi via email at yumio@stanford.edu.

Philippines Conference Room, Encina Hall, Third Floor, Central Wing

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This is a presentation of joint work with Dr. Rafiq Dossani, Shorenstein APARC. About the Talk: IT (Information Technology) outsourcing has become a standard approach for many Fortune 3000 and smaller companies to achieve cost-effectiveness. However, while outsourcing at the low end of the value chain has gained acceptance, many issues remain unresolved at the high end of the IT value chain. We develop a characterization of outsourcing firms, suppliers, and tasks that is useful in providing guidelines on when to outsource, and whom to outsource to. These guidelines for IT outsourcing strategies are based on a study of US customers, and Indian IT suppliers, involving questionnaires and interviews. To our knowledge, this is first study that has captured the supplier characteristics in the level of detail, which will be discussed by Dr. Akella in his talk. Professor Ram Akella is currently professor of IE and Management, and was the founding director, SUNY Center for Excellence in Global Enterprise Management. At Stanford, the University of California, Berkeley, and Carnegie Mellon University, as a faculty member and director, Professor Akella has led major multi-million dollar interdisciplinary team efforts in high tech and semiconductors. His current research interests include in process learning, quality, fab economic models, cost of ownership and financial justification for IT Management and equipment, production planning and control, and bio-informatics. His other interests are enterprise systems, IT and software, financial engineering, high tech and e-business, and range from cell and factory level design and control to enterprise-wide coordination and logistics, including supply chain management and contracts, financial engineering and investment, demand management, e-commerce and e-business exchanges, and product and process portfolios for risk management and design capacity management.

Daniel and Nancy Okimoto Conference Room

Ram Akella Professor, IE and Management SUNY
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During the past few years, significant economic growth, together with mature talent and huge market potential, have attracted a larger number of entrepreneurs and venture investment to create a high-tech start-up fever in China. While the outcome of these new enterprises in terms of business success and financial return are still unclear, the recent economic downturn in the United States has further fueled this trend. As a participant of venture investment activities in China during the past two years, Dr. Chwang will take a candid look at the opportunities and challenges of private entrepreneurship in China. He will discuss the interactive dynamics of this new growth in the Greater China region. He will examine the Silicon Valley influence on this phenomenon and the pros and cons of applying the Valley's model in China.

Ronald Chwang is the chairman and president of Acer Technology Ventures (ATV) America. Dr. Chwang initiated the Acer venture investment activities in North America with the launch of a $40 million "Acer Technology Venture Fund" in 1997. Subsequently, ATV's investment scope was further expanded after the successful formation of the second fund, a $260 million "IP Fund One", in May 2000, together with new investment activities in key regions of the Asia Pacific.

Dr. Chwang currently serves actively on the board of a number of ATV's portfolio companies such as Reflectivity, iRobot, and OctaSoft. He also serves on the board of the following public companies: Silicon Storage Technology Inc. in Sunnyvale, California, Acer Laboratories Inc. ,and Ambit Microsystems Corp. in Taiwan.

From 1992 to 1997, Dr. Chwang was president and CEO of Acer America Corporation. Under his leadership, Acer America's revenue grew from $200 million to $1.44 billion. Dr. Chwang has been with Acer since 1986, serving in various executive positions leading business units engaged in ASIC products, computer peripherals, and Acer-Altos server system. Before joining Acer, Dr. Chwang worked for several years in development and management positions at Intel in Oregon and Bell Northern Research in Ottawa, Canada. Dr. Chwang received his B. Eng. Degree in Honors Electrical Engineering from McGill University in Montreal, and his Ph.D. in EE from the University of Southern California.

Philippines Conference Room

Dr. Ronald Chwang Chairman and President Acer Technology Ventures
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Following the successful migration of semiconductor foundries business to Taiwan, IC design houses are now flowing to Asia. As a result, the opportunities for venture capital investments in Greater China are increasing. Based on on-the-ground experience gained during the past ten years dealing with high-tech venture businesses between Silicon Valley and Asia, Jesse Chen will share his unique perspective on the changing dynamics of risks, timing, business sectors etc. for optimizing investments in the high tech industry in Greater China.

Jesse Chen is managing director of Maton Venture. Maton is a global venture with strategic investors and VC partners from the U.S., Europe, Japan, and Taiwan. Launched in October 1997, Maton now has thirty-two portfolio companies across Semiconductor, Communication, Software and other Information Technology industries. As of December 2002, three have gone public and five have been acquired. Jesse currently serves as board member for eleven companies.

Before Maton, Jesse co-founded BusLogic, Inc. in 1988 and served as CEO and president until it was acquired in 1996. BusLogic designed and marketed ASIC, Board and Software for the computer storage industry. Under Jesse's leadership, BusLogic achieved twenty-two quarters of consecutive growth and profitability, yielding BusLogic's first investor more than sixty times return of investment within six years. BusLogic is now part of IBM.

Jesse also served as chairman of the Global Monte Jade Science and Technology Association from 1998 to 2000 and served as Chairman of Monte Jade West from 1997 to 1998. Monte Jade has more than one thousand high tech corporate members throughout North America and Asia and more than fifty are public companies.

Philippines Conference Room, Encina Hall, Third Floor, Central Wing

Jesse Chen Managing Partner Maton Venture
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With the world economy and particularly the technology sector in turmoil, venture capitalists are struggling to identify new opportunities before the next up cycle. Investing in Silicon Valley and the Greater China region continues to hold great promise for venture capitalists. With years of experience investing in both US and Asia, Mr. Chu will present some insight into comparing venture capital in US and Greater China. What are the differences and similarities in funds, managers, portfolio strategies, portfolio companies and exit strategies, etc.? How can we assess the pre-bubble and post Internet bubble venture environment? Last but not least, how will venture capital change in the coming years?

About the speaker
Peter Chu is a managing partner at AsiaTech, one of the first venture capital firms in Asia. AsiaTech focuses on growing early-stage technology companies in applications, software and services, and communications and infrastructure. Prior to joining AsiaTech in 1998, Peter co-founded two companies. He served as the president and executive producer of Channel A, an Internet content and commerce start-up and he was also a co-founder and marketing director at Envive Corporation. Previously, Peter worked at Verity Corporation and Oracle Corporation. Peter holds a BS in Electrical Engineering from Stanford and an MBA from Harvard Business School.

Philippines Conference Room

Seminars
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The trend for globalization of high-tech industries has gained momentum during the last few years. In particular, the Asia Pacific region has become an increasingly important market for U.S. high tech companies. What investors, both the public market and VCs, look for now are companies with revenue growth and a clear path to profit. The challenge for technology companies and investors is to define the roadmap to weather through the current downturn and build strength to grow when the market returns. The companies that will succeed are the ones that are close to the market, with the ability to produce their products at a reduced cost.

China, with its mass population, is undeniably an enormous market. It not only presents a broad customer base for the high-tech industry, but also an attractive low-cost manufacturing center. There is no doubt that Greater China is a lucrative region to ride the next wave of high-tech industry growth. We all want to capture this golden opportunity. How do we address this huge consumer market? How do we fully utilize the emerging labor support to lower production costs? For venture capitalists, how do we find legitimate ways to get return on our investments?

Taiwan is now China's leading trade partner and investor. Over 25 percent of Taiwan's exports are headed to China, according to the latest official statistics. With its geographic proximity, a well-established technology and business support infrastructure, as well as a common language and similar culture background, Taiwan is well positioned as a gateway to the China. In addition, Taiwan has built a well-recognized capital market in the past three decades. This highly liquid capital market is the best support for the high-tech industry as well as VC players.

In this session, Katherine Jen, a veteran venture capitalist, will lead the audience through her strategy in the quest for the next wave of high-tech industry growth and identify the key success factors.

About the Speaker

Katherine Jen is the managing partner of AsiaTech Management, LLC, a venture capital firm investing in the Silicon Valley and Asia. Katherine's successful venture capital career began in the early eighties. During her two decades in the Ministry of Finance in Taiwan, Katherine ran a $3 billion government investment fund, instrumental in the founding of successful high-tech companies such as TSMC and Moses-Vitelic. She also served on the TSMC board of directors from 1989-1993.

Katherine was one of the pioneers in Taiwan's VC industry. She led many key initiatives in venture capital legislations, including the adoption of the first Venture Capital Act in Taiwan. She helped establish the first group of venture capital funds in Taiwan, including Hotung Ventures, H&Q Asia and Walden International Taiwan (IVCIC). In addition, she founded the venture capital firm Genesis Venture in Taiwan and successfully raised its first fund. As a leader in the Taiwan financial industry, she served on the board of International Commercial Bank of China (ICBC), the largest commercial bank in Taiwan.

Based on the belief that Silicon Valley technologies can find much broader markets if they are combined with the efficient manufacturing industry in Asia, she founded AsiaTech and raised its first fund in 1997. Today, with operations in the Silicon Valley and Taiwan, AsiaTech manages three funds with strong backing from Asian-based manufacturing companies, commercial and investment banks, and government.

Philippines Conference Room, Encina Hall, Third Floor, Central Wing

Katherine Jen Managing Partner AsiaTech Management LLC
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Seeking to tap the huge potential of Greater China, many in Asia seek to replicate the Silicon Valley model. Yet, as much art as it is science, successful VC investing has proven to be uneven in Asia. Why? With respect to innovation, why is it that Asians have good reputations for replicating but not creating cutting edge technology? Is there a disconnect when this is compared to the experiences of U.S. high-tech icons, such as Intel and Apple, filled with Asian-born -- and in many cases educated -- scientists and businessmen? How does the Silicon Valley experience track with Singapore's determined efforts to promote creativity? What lessons, if any, are applicable to Greater China? With respect to entrepreneurship in Greater China, it is clear that Hong Kong, Taiwan and the Mainland are full of hard-driving individuals seeking to build wealth and prosperity. However, in some ways, is there perhaps an overabundance of entrepreneurship? Are there too many in this part of the world who want to be in charge and too few to follow and implement? How can a more productive form of entrepreneurship be fostered?

About the speaker
Dr. Ta-lin Hsu is chairman and founder of H&Q Asia Pacific (H&QAP), a premier private equity firm investing in Asia and the U.S. since 1985. Through ten offices in the region, H&QAP invests in a variety of high-growth sectors, including technology, biotech, financial services, media and branded consumer products. H&QAP manages sixteen funds with approximately $1.6 billion in assets invested in over 250 portfolio companies. Three of these funds comprise $1.1 billion in assets and invest on a diversified basis across the Asia Pacific region while the remaining thirteen funds are country funds.

Dr. Hsu holds numerous advisory positions with governmental and industry organizations. He was a founding member of the prestigious Technology Review Board of Taiwan, a group established to advise the Executive Yuan on all technology matters. Dr. Hsu was also a founder of the Monte Jade Science & Technology organization, the premier nonprofit organization promoting technology exchange between Taiwan and the U.S. He was also a founder and first president of the Bay Area Chapter of the Chinese Institute of Engineers, the largest Chinese-American engineering society in the U.S.

Dr. Hsu received his Ph.D. degree in electrical engineering from the University of California, Berkeley following a M.S. in electrophysics from the Polytechnic Institute of Brooklyn and a B.S. in physics from National Taiwan University. He was a staff scientist at Allied Chemical for two years before joining IBM Research Laboratories in 1973. Dr. Hsu worked at IBM for twelve years, reaching the position of senior manager in the research division -- with corporate responsibility for advanced research and development of mass storage systems and technology -- before joining Hambrecht & Quist as a general partner in 1985.

Dr. Hsu is an Advisory Board Member of the the University of California, Berkeley, Haas School of Business, a member of the Council on Foreign Relations, and a member of the Board of Trustees of the Asia Foundation.

Philippines Conference Room

Dr. Ta-Lin Hsu Chairman and Founder Hambrecht & Quist Asia Pacific
Seminars
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