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Engaging with the Greater China Region: Case Studies for Taiwan and China


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In the political and economic context of the Asian Century, Australia through its cities and regional areas needs to work hard in establishing long-term social and economic relationships with the powerhouse of Asia, that is currently established within North Asia, particularly in the Greater China Region (China, Taiwan, and Hong Kong) with its strong technological links to Japan and South Korea; and with the appreciation that the Chinese business community extends well into South East Asia. The Greater China Region includes a wide range of provinces and city centres, many of which have demonstrated a keen willingness to establish bi-lateral ties through a range of mechanisms that have invariably involved sister city and inter-industry association relationships. In July 2005, the Australian and Taiwan ICT industries agreed to co-operate in the mutual development of their electronics and ICT sectors through the implementation of a program of engagement guided by a strategic framework agreement as a logical consequence of an active program of activities developed between the Australian Electrical & Electronic Manufacturers’ Association and the Taiwan Electrical & Electronic Manufacturers’ Association since early 2002. Progress under this arrangement was reported annually to the Bilateral Economic Consultations between Australia and Taiwan. Separately, in 2016, the Geological Societies of Australia and China entered into a unique Memorandum of Cooperation that was principally aimed at growing the level of best practice, nature-based tourism in both countries, and has already led to a structured ‘sister’ regional relationship in NSW and potentially in Tropical Far North Queensland.

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Engaging with the Greater China Region: Case Studies for Taiwan and China

  1. 1. ''Engaging with the Greater China Region: Case studies from Taiwan and China' SEGRA 2018, 23rd October 2018 Angus M Robinson Managing Partner, Leisure Solutions® Source: Savannah GuidesSource: Savannah Guides
  2. 2. Today’s Agenda  The international networking proposition  Taiwan Case Study - ATSFA  China Case Study - Geotourism Development  Take Aways
  3. 3. Value Adding by Building Sustainable Networks in the Greater China Region Sustainable international networks can be created by by  researching the market  working initially through Austrade  identifying synergetic NGO partners  identifying and committing to 'sister' relationships  committing to visiting the identified market through trade shows, government organised trade missions Committing to long-term cultural and business ties
  4. 4. Problem We Were Trying to Solve in 2003 Australian Electronics Industry Strategic Planning had established that industry development has been inhibited by  fragmentation  lack of vision  poor record of leveraging off R&D  lack of shared industry knowledge  poor image and branding  internal rather than external focus
  5. 5. Electronics Industry Action Agenda  Key focus was the development and production of market driven products and product-related services sourced from ICT components.  Australia had key research strengths and established competitive capabilities in medical, automotive, defence etc  Identify strategies to capture opportunities in industry vertical sectors beyond the commonly identified ICT industry e.g. mining, environment, ehealth, telematics, home networking etc
  6. 6. Australian ICT Industry Competitive Advantage “ Innovative engineering skills which can integrate and adapt technologies sourced locally/globally with field knowledge to quickly meet niche market opportunities initially locally and then overseas” Angus M Robinson
  7. 7. Electronics Industry Action Agenda Strategies  Unify & strengthen Australia’s electronics industry  Develop industry collaboration through clusters  Develop & transfer skills through MNC investment  Transform IP into market driven products  Target markets for commercialising R&D through product realisation  Exploit global markets, in the Greater China Region and the USA
  8. 8. Australia - ‘Greater China Region’ Electronics Industry Focus ChinaChina TaiwanTaiwan Hong KongHong Kong USAUSA JapanJapanKoreaKorea SingaporeSingapore Other WorldOther World MarketsMarkets ASEANASEAN countriescountries IndiaIndia NewNew ZealandZealand
  9. 9. Australia - ‘Greater China’ Engagement Focus AustraliaAustralia ChinaChina TaiwanTaiwan Hong Kong USAUSA JapanJapanKoreaKorea Singapore
  10. 10. Australia’s Game Plan? Design, develop & integrateDesign, develop & integrate MassMass ManufactureManufacture Commercialise & DistributeCommercialise & Distribute IdentifyIdentify MarketMarket
  11. 11. Why Engage With Taiwan?  Taiwan is still the ‘the powerhouse’ of the China electronics/ICT industry.  70% of electronics/ICT manufacturing is controlled by Taiwan companies.  Taiwan has extensive experience in dealing with the West and with China.  Taiwan is still looking to partner with economies that offer innovative technologies and product ideas.
  12. 12. Australia Taiwan Strategic Framework Agreement for the ICT Industries Five Core Pillars:  R&D Collaboration  'Value Add' ICT Manufacturing  Strategic Alliances  Investment Collaboration  Trade Facilitation *
  13. 13. What is Needed to Enhance 'Value Add' from Advanced Technologies Higher Added-Value and Lower Replacement High Value-added Product & Service Centre Marketing Brand Innovation Design R&D R&D/Innovation Centre Value Creation Standardisation PositionsPositions sought bysought by developeddeveloped nationsnations Value-added Chain Global Logistic Centre Logistics AssemblyManufacture Source: III, Taiwan PositionPosition occupied byoccupied by developingdeveloping nationsnations Increasing Value
  14. 14. Strength of the Network  NGO Industry Association and Business linkages i.e.. AEEMA/TEEMA and ATBC/ROCBC  Continuing Austrade and Taitra support  National Government endorsement through the annual Bilateral Economic Consultations  Linkage to global World Electronics Forum
  15. 15. Chinese Tourism to Australia  In 2016, 1.2 million Chinese visited Australia, some 1% of total outbound from China of 122 million.  The most popular other destinations were mainly nearby Asian countries.  The top 10 outbound tourism countries were: Thailand, South Korea, Japan, Indonesia, Singapore, United States, Malaysia, Maldives, Vietnam and Philippines.  Capacity constraints aside, why such a low level of interest in Australia?  Why are Chinese tourists not visiting our iconic landscapes located in regional, continental landscape areas of Australia?
  16. 16. Repositioning our ‘Nature Based’ Tourism Marketing  The Chinese market is not attuned to marketing which promotes ecotourism, geotourism, nature- based tourism, and even terms such as national landscapes.  Chinese tourists just want to visit iconic ‘Scenic Areas’ and take photos.  Geotourism is simply a process that drives visitation to iconic ‘Scenic Areas’.
  17. 17. 17 Map - Distribution of Chinese geoparks with global status UNESCO Global Geopark branded ‘Scenic Areas’ of China
  18. 18. Managing Geological Heritage in China  38 Global Geoparks  45 World Heritage Sites, of which 10 are natural heritage sites, and nine of these are accredited because of their outstanding geology and landscapes  Over 320 Provincial Geoparks, of which over 200 have already gained national status  72 National Mining Parks preserving the relics and geological features of mines
  19. 19. Tianzhushan Global Geopark, Anhui Province
  20. 20. Australia-China Memorandum of Cooperation The GSA and the Geological Society of China Executed June 2016  The Australia-China relationship is becoming more important with the increasing level of economic, social and cultural activities in the coming decades.  The Memorandum of Cooperation will be focused on growing and enhancing best practice nature-based tourism (i.e. geotourism) in both countries.  Tourism park managers could play a significant role in establishing ‘sister’ relationships between parks, as a key driver of future geotourism.  Already new opportunities identified!
  21. 21. Benefits and Challengesand Challenges  Long term friendship and frequent exchanges of management, conservation and marketing experiences  Free, regular promotion in China  Challenges include cultural and language differences during communication and contacts, and a long-term commitment by both sides Yandangshan Global Geopark, Zhejiang Leiqiong Global Geopark, Hainan & Guangdong
  22. 22. Establishing Ties Amongst Parks  Can be in form of ‘sister parks’, field study and training centres, joint research projects, management staff or guide exchange programmes  ‘Sister Park’ relationship can be a holistic approach to implement these joint projects Visited geoparks in Greece Indonesian delegation visited Chinese geopark
  23. 23. Immersive Guizhou Province Karst Landforms Truly Unique in the World!
  24. 24. Zhijindong Cave UNESCO Global Geopark Guizhou Province
  25. 25. Cairns Far North Queensland – ‘Wet Tropics’ Scenic Area, has world famous Daintree World Heritage Area & next door to the Great Barrier Reef World Heritage Area and the emerging Etheridge Scenic Area Etheridge 'Scenic Area'
  26. 26. Proposed Guizhou Province and Far North Queensland Region Collaboration  With its sub tropical climate, elevated plateau areas and mountains, Far NQ is an ideal partner for Guizhou Province.  Both Guizhou & Far NQ - ‘green tourism’ exemplars  Propose Sister City relationship - Xingyi & Cairns.  Tourism Promotion Agencies and Industry Groups from Australia and China to drive collaboration.  Major opportunities then for geotourism collaboration across FarNQ!
  27. 27. Strength of the Network  NGO Professional Association linkages  State/Provincial Government engagement  Linkage to Global Geoparks Network
  28. 28. Take-Aways  Chinese people are looking to establish warm business and cultural relationships with people with whom they trade.  Any bilateral relationships that are established must be builtAny bilateral relationships that are established must be built on 'win-win' and 'value adding' benefits for both sides.  These relationships need to beThese relationships need to be long-term in nature andand adequately resourced to underpin regular visits betweenadequately resourced to underpin regular visits between communities.communities.  Regions need to considerRegions need to consider what are the most effective vehicles for managing & underpinning bi-lateralfor managing & underpinning bi-lateral relationships.relationships.  Identifying and appointingIdentifying and appointing appropriate champions to directto direct these relationships is a key factor for success.these relationships is a key factor for success.
  29. 29. Contact Details Tel: + 61 418 488 340Tel: + 61 418 488 340