Monday, September 29, 2008

How The U.S. Government Engineered The Current Economic Crisis

These people (the U.S. government) need to be stopped. Every time we get ourselves into an economic mess, there’s usually some milestone idiocy we can point back to as the government action that made the meltdown inevitable.
Take the current housing crisis that has now spread to the financial markets in general. The cause was too-easy credit that fueled a massive increase in housing prices as people bought houses they couldn’t afford with mortgages they weren’t able to pay off.
In 1999 there was roughly $5 trillion in total U.S. mortgage debt. That number ballooned to $12 trillion by 2007, and we know what happened from there (data is from the U.S. Office of Federal Housing Enterprise Oversight). To put this into perspective, total U.S. GDP is about $11 trillion annually, and U.S. government debt is around $9 trillion. If the housing market really falls apart (meaning more than conservative estimates of a 20% drop), there’s no way the government can simply cover these losses.
Why did it happen? Let’s go back to 1999, when Fannie Mae, the nation’s biggest underwriter of home mortgages, was under pressure by the Clinton administration to find a way to get more loans to “borrowers whose incomes, credit ratings and savings are not good enough to qualify for conventional loans.” A pilot program was launched, which soon became general policy. Money flowed to people who couldn’t afford to pay it back.
These new policies came on top of previous changes in the 90’s that let consumers get zero-down payment loans.
In a 1999 article that now looks absolutely insane, the New York Times reported on the easing of credit terms. Fannie Mae Chairman Franklin Raines, who’s quoted in the article, was all sunshine and roses as he threw away the financial future of millions of Americans. But at least one person. Peter Wallison, had a good idea of how this would all play out:
In moving, even tentatively, into this new area of lending, Fannie Mae is taking on significantly more risk, which may not pose any difficulties during flush economic times. But the government-subsidized corporation may run into trouble in an economic downturn, prompting a government rescue similar to that of the savings and loan industry in the 1980’s.
”From the perspective of many people, including me, this is another thrift industry growing up around us,” said Peter Wallison a resident fellow at the American Enterprise Institute. ”If they fail, the government will have to step up and bail them out the way it stepped up and bailed out the thrift industry.”
Too bad nobody listened to that guy.

Saturday, September 27, 2008

What is That Something? -- Avoiding the trap of average incomes

In his proposal for developing supporting industries in Vietnam, Kenichi Ohno has pointed out that Thailand and Malaysia (currently in the second phase) are more successful than Vietnam because as these countries industrialize, they fleshed out suitable policies to make the optimal use of
FDI however, they have not reaped much success in the second period and have even failed, because of the $1,000 per capita "trap." Despite decades of industrialization, the competitive capacity of their private sector still leaves much to be desired. Excessive reliance on foreign assistance, which has not been translated into their own strengths, has hampered their efforts to "internals" the value and capabilities of domestic supporting industries. There remains a hugh risk that FDI capital will flow out of these countries and pour into China, India and Vietnam instead.

What Vietnam needs to avoid this trap is a slew of judicious policies, as well as a dynamic private sector. The raft of actions which Ohno proposes includes enhancing the capabilities of each enterprise; developing human resources, both general and institutional; offering incentives; establishing linkages between foreign-invested enterprises and domestic businesses; promoting FDI; and building a policy framework for different types of enterprises.

In this action plan small and medium enterprises play a crucial role. At present, Japan is helping Vietnam study the capabilities of each domestic supplier in the next three of five years. Kyoshiro suggests that the Government should identify capable private enterprises and establish a specialized agency to oversee the development. These businesses should receive the same treatment as State-owned enterprises in terms of aid, access to capital sources and other incentives, as they are able to increase the competitiveness of Vietnam's industries. This will also boost the transformation of production mechanisms and task allocation among enterprises, creating a series of links in the domestic production chain and paving the way for Vietnam to join the global value production chain.

Vietnam Stats: Telecommunication Usage

From General Statistics Office - 8/2008

Phone Subscribers - 67.1 million

Internet Subscribers - 6.2 million

Internet Users - 29.7 million

Thursday, September 25, 2008

China tainted milk crisis triggers global recalls

http://www.forbes.com/feeds/ap/2008/09/24/ap5467187.html
BEIJING -
An industrial chemical that made its way into China's dairy supplies and that authorities blame in the death of four babies has turned up in numerous Chinese-made exports abroad - from candies to yogurt to rice balls.
British supermarket chain Tesco removed Chinese-made White Rabbit Creamy Candies off its shelves as a precaution amid reports that samples of the milk candy in Singapore and New Zealand had tested positive for melamine - an industrial chemical used to make plastics and fertilizer.
Chinese baby formula tainted with the chemical has been blamed for the deaths of four infants and the illnesses of 53,000 others in China. Health experts say ingesting a small amount of the chemical poses no danger, but melamine can cause kidney stones and lead to kidney failure. Infants are particularly vulnerable.
More than a dozen countries have banned or recalled Chinese dairy products - the latest was France which does not import Chinese dairy products but has halted imports of Chinese biscuits, candy or other foods that could contain Chinese dairy derivatives. The government described the measure as a precaution.
Indonesia on Wednesday also distributed a list of 28 products that it said may contain tainted Chinese milk, including Oreo cookies, Snickers bars and M&M chocolate candies.
U.S. and European consumer safety officials urged Beijing to better enforce product safety standards.
Tesco said that it had withdrawn White Rabbit Creamy Candies off its shelves as a precaution. The candies had been sold in a small number of Tesco's British stores as part of the supermarket's ethnic range.
New Zealand's Food Safety Authority recalled White Rabbit candies after tests showed they contained dangerously high levels of melamine and advised people not to eat them.
"This product contains sufficiently high levels of melamine which may, in some individuals, cause health problems such as kidney stones," deputy chief executive of the authority, Sandra Daly, said in a statement.
New Zealand expected all White Rabbit sweets to be off shelves within 24 hours and was testing numerous other products for melamine contamination, said Food Safety Authority spokesman Geoff Allen.
"We are looking at a wide range of products ... primarily baby formulas as they pose the highest risk, and now we're moving through all the other .... products that may contain adulterated milk," he told National Radio.
Melamine has been found in infant formula and other milk products from 22 Chinese dairy companies. Suppliers trying to cut costs are believed to have added it to watered-down milk because its high nitrogen content masks the resulting protein deficiency.
Singapore's Agri-Food and Veterinary Authority, known as AVA, recalled White Rabbit candies earlier this week and said Wednesday that more Chinese-made food had tested positive for melamine, including Dutch Lady-brand banana and honeydew flavored milk, Silang-brand potato crackers and two kinds of puffed rice balls.
The crackers and rice balls listed milk as ingredients.
The U.S. Food and Drug Administration said White Rabbit candy has been added to its list of products being inspected at ports of entry, but that no melamine-tainted goods from China of any sort have turned up yet. Nonetheless, some ethnic grocers started removing the popular candies from their shelves.
A woman who answered the phone at AsianFoodGrocer.com in San Francisco said the company is no longer selling White Rabbit candies. "Everything has been taken off-line," said the woman, who would not give her name.
In New York Wednesday, China's premier sought to ease the growing concern abroad over the growing crisis over Chinese food exports by vowing to strengthen product safety checks and meet international standards.
China needs to better enforce checks at every stage of production and step up efforts to protect consumer interests, Premier Wen Jiabao said on the sidelines of a meeting of the U.N. General Assembly.
"We want to make sure that our products and our food will not only meet the domestic and international standards, but also meet the specific requirements of the import countries," Wen said at an event organized by American organizations.
Also Wednesday, a Chinese official issued a public apology to consumers in Taiwan as the island's president, who won March elections on a platform of closer economic ties with the mainland, blasted Chinese milk producers.
"I condemn the mainland manufacturers that have produced fake milk and dairy creamer," Ma Ying-jeou said.
Authorities there ordered 160 products containing Chinese milk and vegetable-based proteins off store shelves, saying the goods had to be tested before they can go back on sale.
"We feel extremely painful about the damage that the milk powder brought to people in Taiwan. Our government attaches great importance to it and is taking a series of measures to minimize the damage and influence," said Li Weiyi, a spokesman for the State Council Taiwan Affairs Office.
Speaking in China, where U.S. and European officials were attending seminars on product safety, a U.S. official said China's troubles with contaminated milk highlight the need for better enforcement of product safety standards in manufacturing.
"The melamine situation just underscores the message that we are trying to deliver, and that is you have to know what's coming into your factory and what's going out of your factory," said Nancy Nord, acting head of the U.S. Consumer Products Safety Commission.
The Chinese government has been scrambling to show it is tackling the problem. In recent days, the government announced high-profile arrests and forced resignations of officials.
The dairy at the center of the scandal, Sanlu Group Co., will not be able to recover from the damage it has suffered to its reputation, its New Zealand partner said Wednesday. An investigation into the contamination found Sanlu received complaints about its infant formula as early as December 2007 and covered up the problem for months, state media reported earlier this week.
The Chinese government has taken control of Sanlu, which is 43 percent owned by New Zealand's Fonterra Cooperative, and shut down its operations, Fonterra Chief Executive Andrew Ferrier said at a briefing. Sanlu is based in northern China's Hebei province.
"Sanlu has been damaged very badly by this tragedy," Ferrier told reporters as he announced Fonterra's annual results. "The brand cannot be reconstructed."
There was no immediate response Wednesday from Sanlu. Several calls during the day were answered by temporary workers in the company's media department who took down questions but said it was up to senior company officials to decide whether to reply. The workers refused to give their names, which is common among Chinese employees.
__
Associated Press writers Ray Lilley in Wellington, New Zealand contributed to this report

France bans food containing Chinese milk products

http://www.forbes.com/afxnewslimited/feeds/afx/2008/09/25/afx5468678.html
PARIS, Sept 24 (Reuters) - France said on Wednesday it was banning all food items containing Chinese milk products as a precautionary move following a tainted milk scandal.
The European Union does not import milk or milk products from China. France's measure targets foodstuffs that contain Chinese dairy products as an ingredient.
'The public authorities have decided... to adopt further precautionary measures for all products incorporating milk derivatives of Chinese origin,' the French agriculture and economy ministries said in a statement.
'These products will have to be withdrawn from the market and will not be able to be put on sale,' they added.
Many countries have restricted Chinese food imports since the emergence of tainted milk in China which has made more than 54,000 children sick.
The French statement was issued a day after Italy announced similar measures and shortly before Europe's top food safety agency is due to say whether food products such as those targeted by the French are safe.
The European Commission has asked the European Food Safety Authority to issue a scientific opinion on whether processed items containing milk products from China pose a risk to human health, and the announcement is expected this week.
France introduced checks last week to ensure no baby milk of Chinese origin was present on the French market, and the ministries said no such products had been found yet.
(Reporting by Francois Murphy; Editing by Giles Elgood) Keywords: CHINA MILK/FRANCE

Tuesday, September 23, 2008

Goldman to Raise Capital, With $5 Billion From Buffett

http://www.nytimes.com/2008/09/24/business/24goldman.html?_r=1&hp&oref=slogin
Published: September 23, 2008

Warren E. Buffett, the country’s most famous investor and one of the world’s richest men, announced on Tuesday that he would invest $5 billion in Goldman Sachs, the embattled Wall Street titan, in a move that could bolster confidence in the financial markets.

Statement From Goldman Sachs (goldmansachs.com)

Until now, Mr. Buffett, who has navigated the stock market with legendary prowess, has largely refrained from investing in the stricken financial industry, saying repeatedly that things could get worse.

Thousands of people on and off Wall Street follow Mr. Buffett’s moves, so his decision to invest in Goldman immediately heartened investors. After falling nearly 1.5 percent during the day, the Standard & Poor’s 500-stock index erased half its loss in after-hours trading Tuesday evening on news of the investment.

“Buffett is saying he’s confident,” said Brad Hintz, an analyst at Sanford C. Bernstein & Company.

Mr. Buffett’s conglomerate, Berkshire Hathaway, unveiled the move only days after Goldman, long the premier investment house on Wall Street, embarked on a radical plan to transform itself into a traditional bank to ensure its survival. Goldman, which examined various options over the last week as its shares tumbled and some clients abandoned the firm, also said Tuesday it would sell at least $2.5 billion of common stock to the public.

Since credit markets tightened more than a year ago, Mr. Buffett had stayed his hand even as other investors, including government-controlled funds from the Middle East and Asia, poured money into American financial companies like Citigroup and Merrill Lynch, only to see their investments plunge in value.

Such wariness is a hallmark of Mr. Buffett’s investing style, and many on Wall Street have wondered when he might jump in. Over the last four decades, he has built Berkshire, which is based in Omaha, into one of the world’s largest and most successful insurers. Along the way, he has also assembled a stable of holdings in widely known companies like Coca-Cola and the Washington Post Company, and more recently has increased his stakes in energy concerns and railroads.

Mr. Buffett, who plans to donate the vast majority of his fortune to charity, is known for his folksy guidelines for proper corporate governance and his investment expertise. His annual meetings are fondly referred to as the Woodstock of American capitalism by his many acolytes.

But Mr. Buffett, 78, has also learned from past mistakes in the financial sector. For instance, Berkshire’s 1998 acquisition of General Re, the insurance company, was marred by a portfolio of complex derivative securities and state and federal investigations into reinsurance policies written by the company. Salomon Brothers, the Wall Street firm that Mr. Buffett was pressed by the government to lead in the early 1990s amid a trading scandal, was another taxing experience.

But Goldman is a classic Buffett play: It is a blue-chip institution, with a premier brand and long, successful history, that has been beaten down in the stock market, and one that he is investing in on very favorable terms. Goldman’s share price has fallen nearly 42 percent this year, and reached a peak of $247.92 less than a year ago.

Mr. Buffett, in the statement, called Goldman Sachs an exceptional institution.

“It has an unrivaled global franchise,” Mr. Buffett said, “a proven and deep management team and the intellectual and financial capital to continue its track record of outperformance.”

Still, Mr. Buffett is not taking big risks based on the structure of the investment.

Berkshire Hathaway will receive perpetual preferred shares in Goldman, which will pay a 10 annual percent dividend, or $500 million a year. Those dividends take precedence over other payments to common shareholders. Goldman has the right to buy back the shares at any time for premium of 10 percent.

In addition, Berkshire Hathaway will receive warrants to buy $5 billion in common stock at a strike price of $115 a share, which can be used at any time in a five-year period. Those warrants are already in the money: Goldman shares closed Tuesday at $125.05, up $4.27, and rose to $134.75 in after-hours trading after Mr. Buffett’s investment was announced.

While Mr. Buffett’s risks may be limited, he is investing in Goldman at a time when many fear the bank’s long-run of soaring profits may be coming to an end. As a federally regulated bank holding company, Goldman may not be able to take the kind of risks that have yielded profits and bonuses that defined Wall Street’s latest Golden Age.

Goldman’s move came a day after a rival investment bank, Morgan Stanley, raised about $8 billion by selling up to a 20 percent stake to Mitsubishi UFJ Financial Group, Japan’s largest commercial bank. Goldman was widely expected to follow suit.

“We are pleased that given our longstanding relationship, Warren Buffett, arguably the world’s most admired and successful investor, has decided to make such a significant investment in Goldman Sachs. We view it as a strong validation of our client franchise and future prospects,” the chief executive of Goldman, Lloyd C. Blankfein, said in the statement. “This investment will further bolster our strong capitalization and liquidity position.”

For Mr. Buffett, the move is a long-awaited investment in a big financial firm. Though he has struck several deals since the credit market tightened — and in two deals actually provided financing — he has not invested heavily in the financial services sector. He has been approached several times, including by the American International Group, the giant insurance company the government has since rescued.

Goldman, Morgan Stanley Buy Time for Deals by Becoming Banks

http://www.bloomberg.com/apps/news?pid=20601103&sid=aXdM4uWfeQDY&refer=news

By Christine Harper

Sept. 23 (Bloomberg) -- Goldman Sachs Group Inc. and Morgan Stanley have won a respite from investor panic by transforming themselves into bank holding companies.

The change in status allows the last two major independent investment banks on Wall Street to take advantage of different accounting rules, gives them more access to federal funds and buys them time to stabilize their funding base by acquiring deposits, analysts said.

``The move appears aimed at improving market confidence but does not, in our view, signal a major change in the business model,'' Richard Staite, an analyst at Atlantic Equities in London, wrote in a note to investors yesterday. ``The move provides Goldman with time to continue the process of de-risking itself to a level deemed suitable by the market.''

Instead of carrying all of their loans, bonds, stocks and other assets at market value, as investment banks are required to do, the two New York-based firms can now avoid further writedowns by moving some assets into their banking units. They will also gain the ability to borrow from the Federal Reserve indefinitely, an improvement over the primary-dealer credit facility that is scheduled to expire in January.

Now it's up to the banks to raise enough capital and attract enough stable, low-cost deposits to reassure investors that market gyrations won't drive them out of business. Morgan Stanley said yesterday that it plans to sellas much as 20 percent of the firm to Tokyo-based Mitsubishi UFJ Financial Group Inc. for $8.4 billion. Goldman has no immediate plans to raise capital, although it may decide to if it finds attractive investment opportunities, spokesman Lucas van Praag said yesterday.

Deposit Bases

The S&P 500 Financials Index dropped 8.5 percent yesterday as investors lost confidence that a proposed U.S. $700 billion government bailout would solve the industry's bad-debt problem. After dropping 27 percent last week, Morgan Stanley's stock was little changed yesterday. Goldman's shares, which fell 16 percent last week, dropped 7 percent.

The deposit bases of Goldman and Morgan Stanley, at $20 billion and $36 billion respectively, are much smaller than those of their largest bank competitors, according to David Hendler, an analyst at CreditSights Inc. in New York.

Morgan Stanley's deposits amounted to about 4 percent of the firm's liabilities at the end of August, while Goldman's amounted to 2 percent of liabilities, Hendler wrote in a note to investors yesterday. At larger banks, deposits typically account for between 40 percent and 60 percent of liabilities, he wrote.

``We cannot rule out that these companies could pursue bank acquisitions in order to increase their deposit funding more in- line with a typical bank,'' Hendler wrote. Yet their depressed stock prices may make Goldman and Morgan Stanley reluctant to enter deals ``until some premium has been restored.''

`Marketplace Certainty'

Both firms issued statements after the Fed approved their applications that stressed how the change would improve their image with investors. ``We understand that the market views oversight by the Federal Reserve and the ability to source insured bank deposits as providing a greater degree of safety and soundness,'' Goldman said in a statement on Sept. 21. John Mack, Morgan Stanley's chairman and chief executive officer, said the change ``offers the marketplace certainty about the strength of our financial position and our access to funding.''

Goldman Sachs, now the fourth-largest U.S. bank by market value, is more interested in buying deposits than in buying entire banks, according to a person familiar with the firm's thinking. The firm sees opportunities to buy deposits in the wholesale market and also to buy deposits of failed institutions, such as IndyMac Bancorp Inc., that are under the control of the Federal Deposit Insurance Corp., the person said.

Reducing Leverage

Morgan Stanley said it plans to ``pursue initiatives to expand the retail banking services it offers its retail clients and build a stable base of core deposits.''

In return for the advantages accorded by their new status, Goldman and Morgan Stanley won't have to change much about the way they operate. Neither firm is being required to dispose of non-financial assets, such as commodities or stakes in companies, that banks normally are prohibited from owning, for at least two years, according to the Federal Reserve orders.

Efforts by the companies to reduce their so-called leverage, or ratio of assets to shareholder equity, are more about trying to reassure markets than to meet any requirements imposed by the Fed. Instead of monitoring gross leverage, the Fed looks at firms' Tier 1 capital ratios, which measure capital requirements based on the riskiness of assets. Both firms exceed the 6 percent Tier 1 capital requirement to be deemed ``well capitalized.''

To contact the reporter on this story: Christine Harper in New York atcharper@bloomberg.net.

Monday, September 22, 2008

Paulson Debt Plan May Benefit Mostly Goldman, Morgan

http://www.bloomberg.com/apps/news?pid=20601087&sid=aUj_9.k13q7s&refer=home
By Jody Shenn
Sept. 22 (Bloomberg) -- Goldman Sachs Group Inc. and Morgan Stanley may be among the biggest beneficiaries of the $700 billion U.S. plan to buy assets from financial companies while many banks see limited aid, according to Bank of America Corp.
``Its benefits, in its current form, will be largely limited to investment banks and other banks that have aggressively written down the value of their holdings and have already recognized the attendant capital impairment,'' Jeffrey Rosenberg, Bank of America's head of credit strategy research, wrote in a report dated yesterday, without identifying particular banks.
Many banks may not participate in the Troubled Asset Relief Program because they haven't had to write down as much assets under accounting rules, meaning decisions to sell into the program would cause them to lose capital, Rosenberg wrote. Investment banks operate ``under a mark-to-market accounting model while commercial banks hold assets at cost until realizing a loss (or until they reasonably expect one),'' he wrote.
Rosenberg assumed the government will use a reverse auction in which banks submit the lowest prices they are willing to sell certain types of assets for and then the government buys the cheapest ones, with the goal of ``protecting the taxpayers,'' the report said.
Treasury Secretary Henry Paulson's push for the program, now considered by lawmakers, is designed to remove ``illiquid assets'' clogging the financial system, reverse declining asset values and prevent the freezing of lending for U.S. financial firms, companies and consumers.
The intervention into markets would be the broadest since at least the Great Depression. House Financial Services Committee Chairman Barney Frank, a Democrat from Massachusetts, said today lawmakers and Paulson narrowed differences on the plan.
Japan's Failure
In the 1990s, a Japanese government effort to buy troubled assets from banks to free up lending failed because sellers weren't willing to accept the prices offered, said L. William Seidman, a former chairman of the Federal Deposit Insurance Corp. He said that wasn't a problem he had as chairman of the Resolution Trust Corp. in the U.S., which sold off failed lenders' assets after the savings-and-loan crisis of the 1980s.
``If you're talking about institutions that haven't failed, then you have the question of whether they want to sell at a low price, particularly if that price depletes their capital,'' Seidman said in a telephone interview today.
``In Japan, we did all kinds of things, trying to have a mediator who would set a price and other kinds of methods to get around that,'' he added. ``It never really got done, so it was not successful, but here we probably have a more urgent need for more institutions to do something.''
`Hasten the Pace'
While Goldman and Morgan Stanley, both based in New York, were yesterday granted permission to transform themselves into bank holding companies, the companies so far have operated mostly under investment-bank accounting rules, logging almost $21 billion of asset writedowns and credit losses. Paulson is a former chairman and chief executive officer of Goldman.
Charlotte, North Carolina-based Bank of America, which has reported $21 billion of losses, is seeking to buy New York-based Merrill Lynch & Co., which has had $52.2 billion in losses.
Even without sales by commercial banks and savings-and-loans under the program, the companies may be harmed as the disclosure of prices paid in the troubled-debt auctions force them to ``hasten the pace'' of their own losses, Rosenberg wrote in his report. Banks and insurers mark down certain securities and derivatives to market prices in their earnings reports, avoiding losses on others unless they deem the declines to not be temporary and provisioning against loans as they go bad.
Fair Value
Bank lobbying groups today asked Congress and the U.S. Securities and Exchange Commission to suspend a rule that forces companies to put a price on difficult-to-value assets such as subprime mortgages.
``We are suggesting that the SEC issue a temporary order to negate the negative impact'' of the so-called fair-value rule when the economy slumps, Scott Talbott, senior vice president of government affairs at the Washington-based Financial Services Roundtable, said in an e-mail.
Companies including American International Group Inc., the insurer that accepted $85 billion in a U.S. takeover, have said the rule by the Financial Accounting Standards Board requires them to record losses they don't expect to incur. The world's largest banks and brokers have reported more than $520 billion in asset writedowns and credit losses since last year.
To contact the reporter on this story: Jody Shenn in New York at jshenn@bloomberg.net.

Sunday, September 21, 2008

Japanese Girl Sensation: Virtual Boyfriends (Webkare)

by Serkan Toto on September 20, 2008

In Japan, girls are crazy over virtual boyfriends. Webkare (Web Boyfriend in Japanese), a mix between a social network and dating simulation site, is Nippon’s newest web sensation. Geared exclusively towards girls, the site attracted over 10,000 members just 5 days after its release on September 10, racking up 3.5 million page views in the same time frame.

The site is a huge hit over here. Girls sign up and become members of a social network but also users of a dating simulation in cartoon style. They have to try to hook up with one of four male Anime characters (who are the “stars” of the site) through “conversations” and must collaborate with other Webkare members in order to move on in the game. Eventually they conquer the heart of the chosen cartoon boy.

It’s pretty weird but clever. Dating simulations have been popular in Japan for quite a while now, but Webkare marks the first time the concept has been brought online and combined with social networking functionality.

Girls choose between one of four different male cartoon characters they want to hook up with upon registration. They can then “communicate” with their digital crush in cartoon-like sequences to try to win over his heart over the course of the game. It’s also possible to meet other boys later in the story, which uses a virtual high school as the main setting.

Interaction is quite limited, as users themselves can neither type text nor “speak” to the characters. Instead, Webkare will display a short cartoon clip if you click on the boy you like (some of the clips include voice samples such as “What’s up?”, “Do you always stay in the class room until dark?” “Leave me alone!” etc.), driving the love story forward step by step.

Important conversations or events can be stored in the album section of the site as “memories”.

On the surface, Webkare’s social network functions are kept to a minimum. There are profiles (including the “Propeta” feature that lets you decorate your profile with small branded icons, similar to the HotLists used in HotOrNot profiles), a direct messaging system, a discussion board and a Twitter-like microblogging function. But the social aspect is actually quite distinctive, as members need to befriend each other and collaborate. LinkThink, the company behind Webkare, is strangely secretive about the game mechanics, however, making it hard to figure out how to advance in the game. For example, it seems to be essential to “talk” to the boyfriends of other users and view their profiles and albums.

Currently usage is free, with display ads and affiliate links as main sources of revenue. Webkare’s future monetizing strategy could include turning the concept into a video game or novel, merchandising, product placement, selling virtual items, expanding the concept to cell phones, developing a version for male users or offering premium memberships.

Another obvious option is internationalization, but here the question is if such an idiosyncratic way of curing loneliness 2.0 could succeed in the US or Europe as well. Reportedly, 52% of members are Japanese females in their twenties, with thirty-somethings accounting for 18% of the user base.

get widgetminimize


Location:Tokyo, Japan
Founded: July 25, 2006

Web start-up LinkThink is best known in Japan as a provider of widgets.

The company is also active in the online advertising business, in system integration and the production of contents for the mobile and fixed Internet.

LinkThink employs… Learn More

A Professor and a Banker Bury Old Dogma on Markets

Published: September 20, 2008

This article was reported by Peter Baker, Stephen Labaton and Eric Lipton and written by Mr. Baker.

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Chip Somodevilla/Getty Images

Henry M. Paulson Jr., left, and Ben S. Bernanke in July.

WASHINGTON — For the last year, as the nation’s economy lurched from crisis to crisis, the chairman of the Federal Reserve, Ben S. Bernanke, had been warning Henry M. Paulson Jr., the Treasury secretary, that the worsening situation might ultimately force a sweeping federal intervention.

A longtime student of the Great Depression, Mr. Bernanke was acutely aware of what could happen without a decisive move. Finally, the moment that called for action arrived late Wednesday. Less than 24 hours after the Fed bailed out American International Group, the giant insurer, it was clear the turmoil gripping Wall Street was only growing worse and that ad hoc solutions were not working.

Talking into a speaker phone from his ornate office, Mr. Bernanke told Mr. Paulson that it was time to adopt a comprehensive strategy that Congress would have to approve. Mr. Paulson understood. Reluctant in recent days to send Congress a plan that lawmakers had warned had little chance of quick passage, he had worried that a rejection would only further shock the markets. But during two conference calls Wednesday night and Thursday morning, he agreed that they had no choice.

“It just happened dramatically,” Mr. Paulson said in an interview on Friday. “There was only one way that we could reassure the markets and deal with a very significant and broad-based freezing of the credit market. There was no political calculus. It was overwhelmingly obvious.”

Just like that, Mr. Bernanke, the reserved former Ivy League professor, and Mr. Paulson, the hard-charging former Wall Street deal maker, launched what would be the government’s largest economic rescue operation in modern times, one that rivals the Iraq war in cost and at the same time may redefine Washington’s role in the marketplace for years.

The plan to buy $700 billion in troubled assets with taxpayer money was shaped by two men who did not know each other until two years ago and did not travel in the same circles, but now find themselves brought together by history. If Mr. Bernanke is the intellectual force and Mr. Paulson the action man of this unlikely tandem, they have managed to create a nearly seamless partnership as they rush to stop the financial upheaval and keep the economy afloat.

Befitting their roles and personalities, Mr. Paulson has become the public face of their team — he plans to appear on four Sunday talk shows — while the less visible Mr. Bernanke provides the historical underpinnings for their strategy.

Along the way, they have cast aside the administration’s long-held views about regulation and government involvement in private business, even reversing decisions over the space of 24 hours and justifying them as practical solutions to dire threats.

“There are no atheists in foxholes and no ideologues in financial crises,” Mr. Bernanke told colleagues last week, according to one meeting participant.

The improvisational nature of their effort has turned President Bush and Congressional Democrats into virtual bystanders, sometimes uncertain about what comes next and left to wonder about the new power dynamics in the capital. Seemingly every time lawmakers tried to get a handle on what was happening and what role they might play with elections around the corner, Mr. Paulson and Mr. Bernanke would show up again on Capitol Hill for another evening meeting with another surprise development.

The two men have been working early and working late, tracking Asian markets and fielding calls from their European counterparts, then reconnecting with each other by phone eight or nine times a day, talking so often that they speak in shorthand. Mr. Paulson has powered through the long days with a steady infusion of Diet Coke. Asked twice to testify by the Senate last week, he begged off.

“He told me he had like four hours of sleep,” said Senator Christopher J. Dodd, Democrat of Connecticut and chairman of the Banking Committee. But there were limits to Mr. Dodd’s sympathy. “The public wants to know what’s going on,” he said he replied.

Mr. Bernanke (his drink: Diet Dr Pepper) has made a point of leaving the office by midnight to get at least some rest, but friends say the toll on him is clear as well. Alan S. Blinder, a longtime friend and former vice chairman of the Federal Reserve, recalled seeing Mr. Bernanke at a conference last month in Jackson Hole, Wyo. “He looked like he had the weight of the world on his shoulders,” Mr. Blinder said.

And that was before last week.

Mr. Bernanke took office in February 2006 and Mr. Paulson five months later, both Republicans and Bush appointees, yet arriving from starkly different places. Mr. Bernanke, 54, had managed the academic politics of the Princeton economics department, where he served as chairman, by developing a conciliator’s style. Mr. Paulson, 62, rose to the top of Goldman Sachs by pounding the phones, and the occasional table.

“Hank is just the most hyperactive, get-it-done kind of guy who’s always trying to get the problem solved and move on. He’s impatient to fix things,” said Allan B. Hubbard, a former national economic adviser to Mr. Bush. “Ben is much more low-key. He’s very thoughtful. He’s an incredible thinker, listens well, analyzes well and is not intimidated by anyone. It’s probably a great pair.”

While Mr. Bernanke talks in lofty terms and Mr. Paulson speaks in great bursts of Wall Street jock language, the new Washington odd couple bonded in part over baseball. The Treasury secretary is a Chicago Cubs fan and the Fed chairman is a Boston Red Sox fan who has adopted the Washington Nationals and shares season tickets with the White House chief of staff, Joshua B. Bolten

But neither Mr. Paulson nor Mr. Bernanke has been deeply involved in the political process before. As they try to navigate Washington together, they have surrounded themselves respectively with advisers drawn from Goldman and career professionals at the Fed.

Mr. Paulson initially declined to join the cabinet. He changed his mind only after extensive lobbying by Mr. Bolten, a former Goldman executive, and commitments by Mr. Bush to let him truly run economic policy, unlike his predecessors. The Hammer, as Mr. Paulson has been called since his days on the Dartmouth football squad, brought to Washington his characteristic intensity.

“He is a hurricane. He is used to living in a turbulent world,” said John H. Bryan Jr., a close friend and former chief executive of the Sara Lee Corporation. “He has lived in a world of deadlines, decisions and pressure-packed things.”

Mr. Paulson, a Christian Scientist, does not drink or smoke. Once, at a cocktail party where he was giving a speech, recalled Andrew M. Alper, a former Goldman colleague, Mr. Paulson accidentally took a gulp from a glass of vodka, thinking it was water. His face turned bright red and his eyes were watering for an hour. “He just kept going,” Mr. Alper said. “It did not slow him down.”

Mr. Bernanke has a more obscure nickname, Helicopter Ben, after a speech he gave in 2002 in which he talked about the Fed’s “helicopter drops” of emergency money to keep the system liquid. For Mr. Bernanke, the current crisis is the culmination of a lifetime of figuring how the system works from a theoretical viewpoint.

Mr. Bernanke made clear long ago that he realized he might someday be called on to act on his studies. Vincent R. Reinhart, a former Fed official, said Mr. Bernanke’s research into Japan’s financial crisis in the 1990s reinforced his view that the government had to be aggressive in intervening during market crises.

And at a party he had in 2002 to honor the 90th birthday of Milton Friedman, the famed economist, Mr. Bernanke, then a governor of the Federal Reserve, brought up the mistakes the nation made in the face of the Depression and promised not to repeat them. “We did it,” he said then. “We won’t do it again.”

Mr. Paulson, in the interview Friday, said that Mr. Bernanke had long warned that a moment might come like the one they saw last week.

“Going back a long time, maybe a year ago, Ben, as a world-class economist, said to me, ‘When you look at the housing bubble and the correction, if the price decline was significant enough,’ ” the only solution might be a large-scale government intervention, Mr. Paulson said. “He talked about what had happened when there had been other situations historically.”

Mr. Paulson said he agreed but hoped it would not come to that. “I knew he was right theoretically,” he said. “But I also had, and we both did, some hope that, with all the liquidity out there from investors, that after a certain decline that we would reach a bottom.”

He was also hearing as late as last Monday from senior Democratic and Republican lawmakers, including Steny H. Hoyer, the House majority leader, and Representative John A. Boehner of Ohio, the House Republican leader, that there was no chance Congress would adopt any legislation before it planned to leave town in September. Even Representative Barney Frank, a proponent of a greater role for the government in the market, said on Monday that the issue would have to be resolved by the next president and the new Congress next year.

By Tuesday, however, the troubles were only deepening. Lehman Brothers had declared bankruptcy, Merrill Lynch had agreed to be bought by Bank of America and A.I.G. was on the verge of collapse. Mr. Paulson and Mr. Bernanke put together an $85 billion bailout of A.I.G. and presented it to Mr. Bush.

But the two warned the president that it might not be enough to stabilize the broader crisis. A senior administration official, who spoke on condition of anonymity to discuss internal deliberations, paraphrased their message to Mr. Bush this way: “There may still be problems after this, and if there are, we’ll come back to you.”

They did, two days later, after plunging stock prices and frozen credit markets made clear the case-by-case strategy was not working. Mr. Paulson had been talking with Mr. Bush by telephone throughout Wednesday and early Thursday. The decision to finally take a radical, systemwide step came after an endless stream of conference calls involving Fed, Treasury and Securities and Exchange Commission officials, one participant recalled, when Mr. Bernanke said: “We have got to go to Congress.” Mr. Paulson concurred.

On Thursday afternoon, the two men, along with Christopher Cox, the S.E.C. chairman, went to the White House to explain their plan. “The president said, ‘Let’s do it,’ ” an official said. “There was no hesitation.”

Within hours, Mr. Paulson and Mr. Bernanke were in the office of House Speaker Nancy Pelosi, briefing Congressional leaders on how bleak the situation was. Lawmakers were shaken but offered tentative support. Torn by conflicting imperatives to take action and to go home to campaign, they seemed alternately grateful and resentful of the new power couple in Washington. Some referred to “President Paulson” and others groused about an unelected central bank chairman doling out hundreds of billions of dollars.

Mr. Paulson and Mr. Bernanke came under fire for being too aggressive and for not being aggressive enough. Senator Jim Bunning, Republican of Kentucky, said they were killing the free market. R. Glenn Hubbard, former chairman of Mr. Bush’s Council of Economic Advisers, said they should have acted sooner.

“The opportunity to have taken bold action would obviously have been better had they done it months ago,” he said. “But better late than never.”

In the end, what left so many lawmakers and economists frustrated was the sense that no one had a better idea. So they waited for Mr. Paulson and Mr. Bernanke to give them more details about what they wanted to do.

Thursday, September 18, 2008

Chinese Dairies Face a Worsening Crisis

http://online.wsj.com/article/SB122176474691453271.html
SEPTEMBER 19, 2008
Slow Response to Tainted Formula Fans Consumer Fears
By LORETTA CHAO
Shijiazhuang, China
As China's baby-formula scandal widens, the country's multibillion-dollar dairy industry is reeling. Consumers, wary of domestically produced milk, are flocking to buy foreign formula and other products, and shares of the country's largest dairy companies are plunging.
A dairy scandal is sweeping through China. Milk dealers have been arrested and government officials fired as milk powder laced with melamine has poisoned more than 6,200 babies and killed 4. WSJ's Loretta Chao reports. (Sept. 19)
So far, 22 companies -- including Olympics sponsor Inner Mongolia Yili Industrial Group Co. and Mengniu Dairy Co., which supplies milk to Starbucks Corp. in China -- have been linked to melamine contamination in baby formula. More than 6,200 babies have fallen ill, many with kidney problems that could lead to permanent damage. On Thursday, the state-run Xinhua news agency reported a fourth death connected to the problem.
Farmers say they haven't heard anything about what might happen to their cows or their milk, which many are throwing away because of slumping demand.
The contamination extends beyond formula to liquid milk, authorities have found. Melamine is an industrial compound used in nonfood products. Its addition to milk can make milk appear to contain more protein to help pass quality testing.
Melamine was found in eight of the 30 Yili products sold in Hong Kong. The government has said it will continue its investigations and provide free medical care to victims.
In this city southwest of Beijing, home of Shijiazhuang Sanlu Group Co., the first company implicated in the scandal, anger is running high among farmers who are being forced to pour their milk into rivers because they have no buyers. Sanlu had been a trusted brand prior to the discovery of high concentrations of melamine. Sanlu, which is 43% owned by New Zealand dairy company Fonterra Co-operative Group Ltd., hasn't responded to repeated requests for comment.
Reuters
Customers return tainted milk powder at a supermarket in Hefei, Anhui province.
Until now, dairy sales in China had been booming. According to market researcher Euromonitor International, revenue from milk-formula rose to $3.1 billion in 2007 from $1.4 billion in 2003, while revenue from other dairy products grew to $17.9 billion from $8.8 billion in the same period.
Liu Jinhu, an analyst for Sealand Securities in Shenzhen, said that if Chinese dairy companies want to avoid being overtaken by foreign counterparts they will have to rebuild their supply chains and practice better corporate responsibility. The milk-powder scandal "might become a watershed for China's dairy industry to find its rebirth," he said. In the long run, it will lead to consolidation and a shuffling of the industry, he said.
Anger is growing that it took Sanlu and local government officials more than a month to report the problem. In a broadening investigation, 12 more milk and melamine dealers were arrested and authorities are looking for others, Xinhua said Thursday, reporting that some of those arrested confessed to buying large quantities of melamine and adding it to milk they resold.
"I will never believe in domestic brands," said Gao Jie , a 22-year-old resident of Pinggu, a Beijing suburb, through sobs. She brought her one-year-old son to the hospital last week because of a fever, and later learned that he had stones in both kidneys after drinking Sanlu formula for half a year. "It's so heartbreaking ... he was clinging to me the whole time in the hospital. And he didn't even have the worst of it; there were screaming children everywhere and some were urinating blood and others were vomiting," she said. She is one of many parents now talking to lawyers about potential class-action lawsuits.

Many travelers are buying imported formula in bulk in Hong Kong and bringing it back to neighboring Shenzhen, border officials say. Retailers plan to stock more multinational brands, but say some parents won't trust even imported brands if they're sold in Chinese stores. Imported formula is more expensive, and out of the price range of many.
Ding Zongyi, head of the Chinese Medical Association's child health professionals committee, says a crisis was "bound to happen" with such poorly regulated supply chains and without proper reporting methods or the ability to trace problems if they occur.
New York-based Bristol-Myers Squibb Co.'s Mead Johnson Nutritionals baby-formula unit, which sells formula in China, uses a "batch code" system to track its raw materials and products. Spokeswoman Gail Wood says traceability is the key factor that's missing with formula makers who use locally produced milk. Mead Johnson sources milk from New Zealand, Australia and elsewhere for its formula sold in China. "Each tank [of milk] is given a vendor number, and that number gets forwarded to every person that buys it. Mead Johnson requires to know, down to the can, [which] tank helped produce [which] can," Ms. Wood says.
Farmers in Shijiazhuang say there's no such system in their county, where there are at least hundreds of cows producing milk for sale.
The dairy industry is a competitive and low-margin business. Farmers sell milk to local dealers who in turn sell it to companies like Sanlu. Authorities say it was the dealers who added melamine to the milk.
The affected companies are scrambling. On Thursday, Yili said in a statement that it has set up a hotline for parents, and that it plans to donate several hundred million yuan annually over five to 10 years to help modernize the industry and develop systems to ensure product quality.
A Starbucks spokeswoman in Shanghai said customers have approached store employees with concerns about the milk used, which is from Mengniu. In a statement early Friday, the company said it decided to stop using the milk as it works with Mengniu to determine its safety. The Starbucks spokeswoman added that is the Mengniu milk the company uses is a high-grade line that hasn't been implicated thus far. The coffee company is in the process of looking at other possible suppliers.—Kersten Zhang, Gao Sen and Sue Feng in Beijing and Bai Lin in Shanghai contributed to this article.

Wednesday, September 17, 2008

History & Now: Commercial Banks & Investment Banks

http://www.nytimes.com/2008/09/18/business/18wall.html?_r=1&ref=business&oref=slogin

Still, many specialists believe that the monumental events of the last four days herald a new period of painful change for the American financial industry — one that speculators are rushing to pounce upon. While Wall Street has gone through tough times before, only to emerge bigger and stronger, some question whether the industry can rebound quickly after using high levels of leverage, or borrowed money, to binge on risky investments. Those investments have proved to be disastrous. Worldwide, financial companies have reported more than $500 billion in charges and losses stemming from the credit crisis — a figure some specialists say could eventually exceed $1 trillion.

Merrill Lynch rushed into the arms of Bank of America this week in a deal that in some ways harked back to the past. During the Depression, Congress separated commercial banks, which take deposits and make loans, from investment banks, which underwrite and trade securities. The investment banks were allowed to do business with less oversight, while commercial banks operated with tighter supervision.

But after Congress repealed those Depression-era laws in 1999, commercial banks began muscling in on Wall Street’s turf. As the new competition whittled down profit margins, investment banks used more of their capital to trade securities and also began developing financial derivatives to fuel profits.

Tuesday, September 16, 2008

Salaries record highest rise in five years

This is from the September 13, 2008 edition of The Saigon Times

Navigos Group, the leading recruiting and integrated human resource solutions provider in Vietnam, has released preliminary results of it Vietnam Salary Survery 2008 showing the average salaries this year have grown 19.5%, a five-year high.

The growth in salaries is much higher then in 2006 and 2007 when Vietnam's economy was rapidly growing but salaries increased by only 9% and 12.6% respectively.

The survey identifies that a number of companies have revised up salaries two to three times within a year to help their employees cope with high inflation and to retain them.

It results were based on the analysis of data gathered from more than 180 companies representing 15 major industries from April 2007 to March 2008. The tracked industries include manufacturing, finance, information technology, fast moving consumer goods (FMCG), construction and engineering, hospitality and tourism, pharmaceutical, and chemical.

Navigos Group will organize a seminar on "How Competitive is Your Compensation Strategy?" for participants to discuss relevant issues, current trends and analysis from the final salary survey on September 23 in HCM City and September 25 in Hanoi.

Last month, the marketing and research firm TNS Vietnam released the Consumer Trends 2008 findings, showing that up to 95% of the consumers in Vietnam have been impacted by inflation but only one-third of them have seen their salaries rise. Ralf Matthaes, managing director of TNS Vietnam, said that the percentage of higher salary beneficiaries remained low but was understandable as most companies did salary reviews at the end or beginning of each year.

Google Tweaks Its AdWords Algorithm

http://www.techcrunch.com/2008/09/15/adwords-quality-judging-on-its-way/

by Don Reisinger on September 15, 2008

Google AdWords Logo

A slew of companies rely on Google’s AdWords system to bring users to their sites. But in an attempt to improve the quality of AdWords, Google will unveil a new judging system in the next few days that could have a major impact on current AdWords users.

The most important change the company announced Monday has to do with how it calculates the AdWords Quality Score, which helps determine the order of each ad for a given keyword. Google said that it will now calculate quality in real-time as a Google user performs a search, along with its current practice of analyzing click-through rates. Google also said that it will less frequently analyze landing page quality than previously.

Google is also eliminating its “inactive for search’ moniker for those keywords that would yield few (if any) impressions. The company said that all keywords are now available on Google.com and although the company said those keywords will probably still yield less than ideal results, they may add some impressions for those sites using them.

Finally, and perhaps the most controversial, Google announced that it will replace “minimum bid” prices with “first page bid estimates,” which will probably see rates go up. According to Google, on those keywords that have few advertisers bidding for placement, the new bid estimate should be close to the old minimum bid. But for those companies that want first-page placement on keywords that are more popular among advertisers, the cost could be “significantly higher.”

Google didn’t give any word on exactly when the new system will be rolled out, but it should happen over the next few days.

Younger, Nimbler, Cheaper: 'Halfpats' Are the New Expats

http://online.wsj.com/article/SB122111693070023027.html

I went to college at the University of Michigan. During my freshman year, before any of us had really started to venture far beyond our dorm, a friend dubbed Ann Arbor "teen island," referring to the odd feeling of being in a place where everyone was the same age and at the same stage of life. Everywhere you looked you saw yourself reflected back. I never experienced that sensation again in quite the same way until we moved to Beijing and landed in a compound where it seemed everyone was Western, just turning 40 and had two or three kids between two and 10 years old.

This crew, which has been at the center of our social life here, represents the classic expat population -- successful people in midcareer who have been exported, generally at great expense to their employer, to establish a beachhead or expand market share in a foreign land. But these old school mainline expats may be endangered. There is another, growing group of expats in Beijing who are younger, more willing to move around and less expensive to employ.

Talk With Alan

[Go to The Expat Life Forum]

Did you move abroad in your youth? Where did you go? And what inspired you to go there? Share your thoughts.

Beijing and the rest of China have seen an explosion in younger expats because the region has been so economically and culturally hot. Many people come here post-college, some simply to experience the place; some to learn the language or put into practice their college China Studies classes; and others simply because they want to punch the China ticket and give their career a boost.

But the trend towards younger expats is not exclusive to China. "It is a noticeable change which is often discussed by people in the relocation business," says Geoffrey Latta, Executive Vice President of ORC Worldwide, a management-consulting firm. "Companies are interested in sending younger people abroad because they are cheaper and simpler to move, with less family entanglements. And more young people are interested in moving because virtually every field is becoming more global."

These changes are beginning to be reflected in the data, such as it is. The 2008 GMAC Global Relocation Trends Survey of human-resource managers shows that fewer expats are married and have kids than in past years.

"Companies are basically saying to up-and-coming employees that they value international experience and young people are much more open-minded about it than in the past," says GMAC's Scott Sullivan. "In fact, they are often aggressively pursuing these opportunities, sometimes even at cost to themselves, or at least accepting much lower expat packages. They see it as a way to get experience and become more marketable."

The GMAC survey only reflects people who have actually been moved abroad by employers, but there is also an exploding population of "halfpats" -- people who travel on their own. Many of them end up getting onto a career track, even if they arrive overseas initially as students, interns or even backpackers.

[Younger expats]Maria Guimaraes

Maria Guimaraes, a public relations consultant from Portugal, is one of a younger breed of expat professionals. She came to Beijing for a three-month internship and stayed.

Beijing is filled with college students and recent graduates studying Chinese at a university or teaching English as they feel their way around the city. Many of them spend some time here and then head home or off to further travels, but an increasing number seem to be sticking around and launching careers, often finding it more fertile soil than their homelands for advancement and experimentation. Because they are often seeking entry-level jobs and generally don't have houses full of possessions to move or kids to educate, they neither expect nor receive the large expat packages that have always made it so expensive for an employer to send someone overseas.

Maria Guimaraes, a 28-year-old Portuguese who came to Beijing for a three-month internship three-and-a-half years ago, now works as a consultant at Ogilvy Public Relations.

"I think three years work experience in China is the equivalent of twice that in Europe because things move so fast," she says. "I have been given a lot more responsibility and worked in a lot more different environments. I don't think Europe or America offers such opportunities to people just starting out."

"And that's in the best of times… right now the job market is not good in Europe. It is difficult for graduates to even find opportunity to prove themselves. China offers more possibilities. I am making two or three times what I would in Spain or Portugal and just learning so much more. This is a tremendously exciting place to begin a career."

Chad Tendler, 28, has worked for Prudential PLC in Hong Kong for three years, after four-and-a-half in Beijing. He came to China after graduating from New Jersey's Drew University, where he studied Mandarin, in 2001. Not seeing a lot of career opportunities in the U.S. in the aftermath of the dotcom bubble burst, he decided to return to Beijing, where he had studied for one semester.

"I just thought spending time overseas would be a great interim move," says Mr. Tendler. Instead he has found a career and a lifestyle he never pondered. He sees himself as part of a growing trend.

"Traditionally there were two main ways for a young person to spend considerable time traveling and seeing the world," says Mr. Tendler. "It was either backpack travel, maybe teaching English so you can get a stipend to stick around some place, or it was the Peace Corps. People still do both of those things, but I think increasingly new graduates are also looking at job opportunities overseas. And they are out there."

Alex Chen, 30, is another young American who has found unexpected career opportunities in China. Now the communications manager of the Opposite House, a luxury boutique hotel, he worked as a producer at the Food Network before leaving at age 26 to study Chinese for a year in Beijing.

"My parents are from here originally and I wanted to be able to communicate with them better in their native language as they got older," he says. "I didn't have a plan beyond the study but living as an expat presents opportunities to reinvent yourself and see what else there is to do out there."

Before landing his current job, Mr. Chen worked for a publishing company and for Warner China and he had little difficulty making these career changes here.

"I could have stayed in the U.S. and been a relatively good television producer, but I wasn't sure I wanted to do that forever," he says. "Coming here has allowed me to have some really interesting jobs and then move on to something else."

Obstacles remain. Longer-term visas have become harder to obtain in China. Many of the visa brokers often employed by halfpats have been shut down and there are rampant stories about expats without full-time employment having to leave China, at least for a while. But there is a widespread anticipation that at the end of September, when the Paralympics are over and this extended Olympics period finally ends, things will lighten up again.

Immigration restrictions can largely be overcome with a good job, but all of the young expats I spoke to think that the golden age of job seeking in China may be over; many opportunities still exist here, they say, but there is more competition. More local Chinese now have good English skills and a higher level of comfort operating in a foreign environment. And more and more young Americans, Australians and Europeans have figured out all this and are coming to China -- and more of them have good language skills, as studying Mandarin becomes more popular.

"The novelty of being a foreigner is really wearing off in Beijing and Shanghai," says Mr. Chen.