Yanwen’s blog

Monday, February 17, 2025

Last Tuesday, my Korean student shared an interesting experience with me. She had driven to a medical building in Manhattan, a place she wasn’t familiar with. After parking in a metered spot, she paid for two hours of parking. However, when she returned, she found a parking ticket on her car. Upon closer reading of the nearby sign, she realized that she had indeed violated a parking rule.  

Determined to appeal on the grounds of her ignorance, she wrote a detailed letter to the judge, with the help of ChatGPT to refine her argument. In the letter, she explained that she had been in the U.S. for three years, was generally law-abiding, and promised to be more careful in the future. To her surprise, the judge accepted her appeal and dismissed the $150 fine.  

She mentioned that in Korea, a fine is simply a fine—appeals rarely work. This experience was eye-opening, showing that appealing does work in America—sometimes. The key is, you have to make it happen.

On another note, I recently read about the latest development in China’s space program: the successful launch of the Long March 8A carrier rocket (长征八号甲运载火箭, Chángzhēng bā hào jiǎ yùnzài huǒjiàn), which deployed the second group of Guowang megaconstellation satellites into orbit.  

This launch marks another milestone in China’s space exploration efforts. The Long March 8A carrier satellites carrying for China’s satellite internet network, is another example of the country’s growing capabilities in satellite deployment, particularly in low-Earth orbit.

It also represents a significant step toward enhancing China’s satellite network infrastructure, playing a crucial role in supporting future space communications and global connectivity.

Broader Implication: The Long March 8A is part of China’s broader strategy to develop a more versatile and efficient space program, with rockets designed to accommodate various payloads and orbits. By offering different payload capacities—3 tons, 5 tons, and 7 tons for sun-synchronous orbits—this new variant complements other Long March 8 rockets and demonstrates China’s efforts to diversify its rocket technology to meet the evolving demands of future space missions.

Tuesday, February 18, 2025

We’re all familiar with MAGA—Make America Great Again. Now, there’s another version: MEGA—Make Europe Great Again. How? According to JD Vance at the Munich Security Conference last Friday, Europe should turn inward. He argued that "the true threat to Europe stems not from external actors such as Russia or China, but from Europe’s own internal retreat from its most fundamental values." CNN, however, accused Vance of "downplaying the threats from Russia and China."

It’s an age-old piece of wisdom: a castle is most vulnerable when it is broken from within. Yet, it’s so easy to focus on the faults of others. We see evidence of this everywhere, east or west. This, in turn, confirms the importance of what I’m doing now: 讲好中国故事 (jiǎng hǎo Zhōngguó gùshì), doing a good job of telling China’s story, sharing what’s truly happening in China with the world.

Here’s another piece of China’s story: "China’s EV Giants Are Betting Big on Humanoid Robots," from MIT Technology Review. To be honest, I’m a bit disappointed when I see MIT focusing so much on China as a tech competitor—like it can't break free from the current geopolitical tensions.

This article offers a look on the evolution of China’s electric-vehicle (EV) industry and its expansion into humanoid robotics. It begins by highlighting how two seemingly separate industries—electric vehicles and robotics—are beginning to overlap and complement each other.

With China emerging as a global leader in electric vehicles and humanoid robotics becoming an increasingly hot topic, this story is timely, shedding light on both innovation and real-world application.

The article provides concrete examples—Unitree, XPeng, and GAC—which add credibility and illustrate how technology is crossing over from the EV sector to robotics.

As the article explains, Chinese EV giants are turning to robotics because the domestic EV market in China is nearly saturated, leaving limited room for new players. As a result, companies are repurposing existing technologies for use in robotics. The shift is driven not only by financial necessity but also by the considerable advantage these companies have in tech expertise and established supply chains.

As China continues to innovate in both the electric vehicle and robotics sectors, it’s clear that these industries are not just evolving—they’re converging. The repurposing of technology, such as EV batteries and autonomous driving systems, shows how practical and strategic these shifts are. While the geopolitical narrative often frames China as a competitor, it’s important to also recognize the complexity of its technological landscape.

Finally, keep in mind that what’s happening in China today may set the stage for the future of both transportation and robotics worldwide. The question now isn’t whether China can innovate—it’s how these innovations will reshape global markets and industries for years to come.

Wednesday, February 19, 2025

Around China’s 元宵节 (Lantern Festival), I came across a news story that most people might overlook and that could make a big splash: by June 2025, China will replace its feed-in tariff (FIT) system with a fully market-driven renewable energy pricing model. This shift will move wind and solar projects to competitive bidding and market-based transactions.

The current Feed-in Tariff (FIT) system is a government policy that guarantees a fixed price for electricity generated by renewable energy sources like wind and solar. This incentive encourages energy producers to invest in renewable energy projects by ensuring a stable return.

However, by June 2025, China plans to phase out this system. Under the new policy, prices will be determined by market conditions, such as supply and demand. Wind and solar projects will be subject to competitive bidding or market transactions to decide pricing.

Key Aspects of the New Policy:

1. Full Market Pricing: Renewable energy will primarily be bought and sold through market transactions, with prices fluctuating according to demand and supply, similar to other commodities.

2. Sustainable Price Settlement: A new system will ensure long-term price stability, with mechanisms in place to prevent sudden price fluctuations, helping energy producers and investors plan more effectively.

3. Differentiated Treatment for Existing and New Projects: Existing renewable energy projects will maintain current pricing under the FIT system, while new projects will adopt the new market-based model.

Why This Matters:

(1) For China’s Renewable Energy Industry:  Moving from FIT to a market-based pricing system introduces price competition. This could lower energy costs over time as companies strive to offer cheaper and more efficient renewable energy solutions.

As the market becomes more competitive, there will be greater pressure on innovation. Companies will need to innovate and improve efficiency to stay competitive in a market with fluctuating prices. This shift could accelerate the development of cleaner, more efficient technologies.

However, for developers and investors, the move to market-based pricing introduces uncertainty about long-term price stability, which could discourage some from investing in new projects. The lack of a guaranteed price means the financial risks are higher.

(2) For China’s Energy Transition Goals:  This shift aligns with China’s commitment to reducing carbon emissions and transitioning to renewable energy. By encouraging market-driven pricing, the country may accelerate the growth of its renewable energy sector—especially solar and wind power. The new pricing model could also boost long-term investment in energy infrastructure and technologies.

However, while lower prices could make renewable energy more accessible, there’s a risk of price volatility if demand fluctuates or if too many projects come online simultaneously. This could create instability in energy pricing, potentially affecting consumers and businesses.

(3) For the Global Renewable Energy Market: As the world’s largest producer and consumer of renewable energy, China’s pricing shift could cause significant effects on global energy markets. This may influence energy pricing worldwide, especially in countries that rely on China for renewable energy technologies or trade.

Finally, this shift towards market-driven renewable energy pricing could not only accelerate China’s energy transition but also set a precedent for other nations. As the world’s largest renewable energy producer, China’s move could inspire a global push for more competitive, efficient, and sustainable energy markets, driving innovation and fostering international collaboration on climate goals.

Thursday, February 20, 2025

I’ve long heard about the success story of the Chinese retail store, 胖东来 (Pàng Dōng Lái), and have tried to pinpoint what makes it unique.

We’re all familiar with financially successful companies, both retail and wholesale, such as Amazon, Walmart, or Costco. These stores share some common traits: outstanding customer service, high-quality products, a great in-store experience, a loyal customer base, and razor-thin profit margins like Walmart.

There’s a Chinese saying: "为富不仁，为仁不富" (wèi fù bù rén, wèi rén bù fù), meaning "To become rich, you can’t be benevolent; to be benevolent, you can’t become rich." The idea is that wealth and kindness don’t go hand in hand. In order to accumulate wealth, you must exploit your employees; sharing profits or being kind means making less money.

Take Andrew Carnegie for example, the ultra-wealthy steel magnate, who notoriously paid his workers poorly, treated them unfairly, imposed long working hours, and faced violent strikes as a result.

Another example is Walmart. While it’s famous for its massive wealth, it also faces a staggering 70% employee turnover rate due to low wages, poor benefits, and subpar working conditions. As a result, Walmart has to spend heavily on training new hires each year.

However, Yu Donglai, the founder of Pang Donglai, decided to take a different path from those who extract profits from 'the sweat and blood of their employees,' even if some later donate those profits to charity. He questioned, "What’s the point of making so much money if those who work for you don’t benefit from it?"

At Pang Donglai, employees are given high salaries, excellent benefits, and generous vacation days. Because of this, people are eager to work for and stay with the company.

Yu’s profit-sharing model is simple but effective: when everyone has money to earn, people will have money to spend and be happy to go to work, creating a virtuous cycle in the commercial ecosystem.

In a world where the mantra "profit over people" often dominates, businesses like Pàng Dōng Lái offer a refreshing reminder that success doesn’t have to come at the expense of employees. Yu Donglai’s approach proves that profitability and benevolence can coexist—by treating employees well and sharing the wealth, a company can create not only a loyal workforce but also a sustainable business model. 

In the long run, fostering a mutually beneficial relationship with employees can lead to happy and productive workforce and a thriving ecosystem, paving the way for lasting success of a company.

Sunday, February 16, 2025

There is a test that evaluates emotional awareness called the Emotional Awareness Scale (LEAS). It asks participants to read 20 scenarios involving two people and then describe the emotions at play. These responses are assessed by psychologists against a rubric. Interestingly, chatbots like ChatGPT have achieved near-perfect scores on the LEAS, far surpassing the average human’s score.

This brings up an intriguing question: Does this mean AI has higher emotional intelligence (EQ) than humans? And is AI truly self-aware? For now, I have more questions than answers.

Lately, I’ve been hearing the term 出海 (chū hǎi), which translates to “going overseas.” It refers to companies seeking growth and development opportunities abroad. This has become a major business trend in China, driven by the challenges domestic companies have faced in the post-pandemic era, especially the slow recovery of the consumer market.

While businesses have historically sought international expansion, the trend of chū hǎi has gained significant momentum in recent years—particularly in the wake of the pandemic. As businesses look abroad for investment opportunities, new factories, and untapped markets, the scope of this international push has expanded to include both traditional sectors like manufacturing and emerging sectors like e-commerce, technology, and even entertainment.

Innovative Capabilities— Many Chinese business leaders believe their innovative products and services have strong potential in foreign markets. China’s tech companies, particularly in e-commerce (like Alibaba and JD.com), mobile apps (such as TikTok’s parent company ByteDance), and electric vehicles (like BYD), have already made significant inroads into regions like Southeast Asia, Europe, and the Global South.

Geopolitical and Trade Barriers—Despite this ambitious global expansion, Chinese companies face several significant hurdles, including tariffs and rising geopolitical tensions, particularly in the Global South. National security concerns about China’s mobile apps, especially in countries like the United States and India, add another layer of complexity.

Adapting Strategies— To navigate these challenges, many Chinese businesses are adapting and refining their strategies. They are localizing their products and marketing approaches to better align with the cultural preferences of new markets, such as in South America. Some are forming joint ventures or partnerships with local players to help them understand and comply with regulatory environments.

Reconceiving "Place"— The concept of chū hǎi is not just about physical expansion—it’s also about reconceptualizing “place” in the global business landscape. No longer confined by geographical borders, Chinese companies are embracing a more flexible, globally-minded approach to business operations. In this sense, they are following in the footsteps of many European companies.

For example, some Chinese firms are setting up research and development centers overseas to better understand local consumer needs, similar to Apple’s R&D center in Shenzhen. Others are shifting production and logistics hubs outside of China to reduce reliance on domestic supply chains or to mitigate trade tariffs.

There’s an old saying, 胸怀天下, 放眼世界  (xiōng huái tiān xià, fàng yǎn shì jiè) - translates roughly, Embrace the whole world, have the world in your mind. It conveys a sense of having a broad vision and global perspective.

Beyond expanding market share, chū hǎi represents a fundamental shift in how Chinese companies view competition with their global mindset.