vietnam economic times的八卦，Yahoo名人娛樂都在討論

VIỆT NAM CỘNG HOÀ CÓ THỰC SỰ PHỒN VINH?

Đây là một chủ đề nhạy cảm nhưng mình tin rằng đây là một chủ đề mà rất nhiều bạn quan tâm. Mình hy vọng nhận được ý kiến, phản hồi, bình luận. Nếu ý kiến trái chiều, vui lòng dẫn chứng bằng số liệu khách quan.

(*) Bài viết đề cập đến số liệu của toàn bộ VNCH và VNDCCH, không lấy Sài Gòn là tiêu chí vì bản thân Sài Gòn không phản ánh cuộc sống của toàn bộ kinh tế của miền Nam Việt Nam.
(*) Tất cả các số liệu sử dụng trong bài đều sử dụng nguồn từ thống kê nước ngoài, 90% lấy từ số liệu thống kê của phương Tây.
(*) Bài viết không có ý kích động thù địch. Mà nếu có là do bạn quá nhạy cảm thôi.

1. Kinh tế Việt Nam Cộng Hòa đứng thứ 2 châu Á? Trả lời: SAI HOÀN TOÀN
- Theo Ngân hàng thế giới (WB), GDP đầu người năm 1970 của VNCH đứng thấp áp chót trong các quốc gia tiêu biểu được khảo sát với 81 USD, chỉ hơn Indonesia với 80 USD. Mức GDP này chỉ bằng 3/4 so với Campuchia, bằng 1/11 Singapore và 1/25 của Nhật cùng thời điểm.
- Thời đỉnh cao nhất GDP của VNCH chỉ đạt 118 USD/người, trong khi con số đó của Campuchia là 138 USD/1 người.
- Sang đến năm 1973 (sau hiệp định Paris), Mỹ rút quân và giảm viện trợ cho VNCH, kinh tế VNCH giảm sút chưa từng thấy. Điều này dễ hiểu vì bản thân VNCH không có nội lực kinh tế, không có sản xuất hàng hóa và phụ thuộc quá lớn vào viện trợ kinh tế và quân sự.
- GDP đầu người VNCH năm 1973 là 89 USD/1 người nhưng sang đến năm 1974 giảm mạnh chỉ còn 65 USD/1 người. Bằng 1/64 lần so với GDP Nhật Bản cùng năm. Thấp nhất châu Á và đến năm 1975.
- Kinh tế Việt Nam Cộng Hòa là nền kinh tế viện trợ đúng nghĩa, rất ít sản xuất. Các nhà lịch sử cho rằng, kinh tế VNCH thu lợi chỉ từ việc hơn 600 ngàn lính Mỹ và Đồng Minh đồn trú tại đây và chỉ tập trung tại Sài Gòn hay các tỉnh lị nổi tiếng ăn chơi như Vũng Tàu, Nha Trang, Đà Lạt.
- Tổng lượng viện trợ của Mỹ vào miền Nam Việt Nam khoảng >10 tỷ USD vào thời giá năm 1960. Tổng chi tiêu của lính Mỹ và Đồng Minh cũng đạt con số tương ứng. Xét theo tỷ giá năm 2018, tổng viện trợ và tiêu dùng từ Mỹ và Đồng Minh đạt tới con số 145 tỷ USD. Đây là con số viện trợ kinh tế cao nhất của Hoa Kỳ so với bất cứ nước nào khác trên thế giới kể từ sau Chiến tranh thế giới thứ hai.
- Đến cuối năm 1974, người Hoa kiểm soát hơn 80% các cơ sở sản xuất của các ngành công nghiệp thực phẩm, dệt may, hóa chất, luyện kim, điện... và gần như đạt được độc quyền thương mại: 100% bán buôn, hơn 50% bán lẻ và 90% xuất nhập khẩu.

2. Dân Hàn Quốc, Singapore, Thái Lan phải đến làm thuê tại miền nam Việt Nam? ĐÚNG NHƯNG MÀ
- Điều đó là chính xác, nhưng là đánh thuê.
- Với GDP ít ỏi, chiến tranh liên miên và nền sản xuất cực thấp, VNCH không thể tuyển các lao động từ các quốc gia khác.
- Cụm từ "làm thuê" được các lính Mỹ và tướng lĩnh quân đội Sài Gòn cao cấp chỉ quân đội các quốc gia đồng minh đánh thuê theo dạng "quốc tế viện trợ". Binh lính, chuyên gia và người dân các nước đồng minh sang Việt Nam làm với tư cách hỗ trợ VNCH nhưng VNCH không hề chi trả lương mà đều do chính quyền các quốc gia hỗ trợ. Và rõ ràng điều đó chứng tỏ rằng luận điệu các nước khác sang làm thuê cho VNCH là sai lệch hoàn toàn.
- GDP đầu người thời điểm 1965 - 1975 của VNCH thuộc dạng thấp nhất nhì châu Á, thấp hơn cả các quốc gia có chung đường biên giới đất liền hay biển.

3. Kinh tế VNCH gấp nhiều lần VNDCCH? SAI HOÀN TOÀN
- Trước tiên, viện trợ của VNDCCH vào khoảng 7 tỷ, tổng chi tiêu của binh lính và chuyên gia các nước CNXH là gần như không có. Con số này chỉ bằng 1/3 so với VNCH như đã nêu ở trên.
- Kinh tế VNDCCH mạnh ở khai khoáng, sản xuất thực phẩm và dệt may. Tính tổng giai đoạn 1955-1975 thì giá trị tổng sản lượng công nghiệp năm 1975 tăng gấp 16,6 lần năm 1955, bình quân tăng mỗi năm 14,7%. Hầu hết các sản phẩm công nghiệp tính bình quân đầu người năm 1975 đã đạt mức cao hơn nhiều so với năm 1955. Ở cùng kỳ thời điểm này, các chỉ số của VNCH đều giảm.
- Tổng GDP Bắc Việt Nam đã vượt Nam Việt Nam từ năm 1970, thậm chí giai đoạn này, Mỹ tăng cường viện trợ khá nhiều nhưng kinh tế VNCH vẫn thua sút nghiêm trọng.
- Tổng GDP 1972 như sau: VNCH 9,1 tỷ USD, con số này ở VNDCCH là 11,3 tỷ USD. Và đến năm 1975, kinh tế VNCH luôn đi sau VNDCCH và mức thua kém luôn duy trì trên 1 tỷ USD, tương đương 10% trị giá GDP.
- Thời điểm huy hoàng nhất của kinh tế VNCH là giai đoạn 1960 - 1963, giai đoạn này kinh tế VNDCCH bị tàn phá sau cuộc chiến tranh chống Pháp ở Bắc VN, cộng thêm việc di dân đem theo tư liệu sản xuất lớn chưa từng có vào Nam. Nhưng giai đoạn này chấm dứt bởi sự kiện Đảo chính 1963 khiến Ngô Đình Diệm, Ngô Đình Nhu thiệt mạng.
- Năm 1966 - 1967, có thời điểm tổng GDP của miền Nam Việt Nam tăng đột biến. Điều này dễ hiểu vì trong 2 năm, tổng viện trợ của Mỹ đến VNCH tăng gấp 3 so với cùng năm trước đó (1965), từ 290 triệu USD lên đến khoảng 790 triệu USD. Năm 1967 là khoảng 680 triệu USD.
- Nhưng tại sao mức viện trợ duy trì đều khoảng 600 - 700 triệu đến giai đoạn 1973 mà kinh tế VNCH không bức lên được? Vì nền kinh tế bị bao cấp, tham nhung và bị lũng đoạn vào tay người Hoa hết. Và sau khi Mỹ ngưng viện trợ, nền kinh tế VNCH lao dốc không phanh sau năm 1973.

Tiểu kết:
- Luận điệu kinh tế VNCH chỉ sau Nhật, đứng thứ 2 châu Á và người Hàn, người Thái sang Việt Nam là sai hoàn toàn và được chính Ngân hàng Thế giới phủ định qua biện chứng GDP đầu người và tổng mức GDP.
- Luận điệu kinh tế VNCH gấp nhiều lần VNDCCH cũng không chính xác.
- Luận điệu nếu VNCH được phát triển sẽ nhanh chóng vượt Hàn Quốc, Thái Lan cũng không chính xác khi chưa từng có bất cứ 1 thời điểm nào trong lịch sử VNCH vượt lên được Indonesia, Philippin hay Thái Lan chứ chưa dám so với Đài Loan hay Hàn Quốc.
- Luận điệu "người đi bộ giải phóng người đi ô tô" cũng sai hoàn toàn vì bản thân GDP 2 miền đã chứng minh. Không có sự quá khác biệt, thậm chí GDP 2 miền tiệm cận nhau. Sang 1973 trở đi, GDP của VNCH luôn thua so với VNDCCH.

#tifosi

Nguồn tham khảo (Không dẫn link, các bạn có thể google đúng tên tư liệu bên dưới, tìm ra số trang sẽ thấy, mình hạn chế chia sẻ các trang nào mà fb có thể quét vi phạm tiêu chuẩn cộng đồng)

1. Economic growth around the world from ancient times to the present day: Statistical Tables, Phần 1. A.G. Vinogradov. WP IPGEB. Trang 88-89
2. International Socialist Review Issue 33, January–February 2004. From the overthrow of Diem to the Tet Offensive. Vietnam: The war the U.S. lost
3. DIALECTICS OF URBAN PROPOSALS FOR THE SAIGON METROPOLITAN AREA. P.14
4. Economic Divergence in East Asia: New Benchmark Estimates of Levels of Wages and GDP, 1913-1970. Jean-Pascal Bassino and Pierre van der Eng. P 12
5. Andrew A. Wiest, The Vietnam War, 1956-1975, 2002, Osprey Publishing, tr. 80
6. Development Centre Studies: The World Economy: A Millennial Perspective, Angus Maddison, OECD, Paris 2001, ISBN 92-64-18998-X
7. DIALECTICS OF URBAN PROPOSALS FOR THE SAIGON METROPOLITAN AREA. P.109
8. Encyclopedia of The Vietnam War (New York: Simon & Schuster McMillan: 1996)
9. VIELE WERDEN HIER MILLIONÄRE“ - DER SPIEGEL 4/4/1968
10. Ngoài ra còn các số liệu của Ngân Hàng Thế Giới.

“Liên hoan doanh nghiệp Rồng Vàng và Thương hiệu mạnh Việt Nam” là chương trình do thời báo Kinh tế Việt Nam khởi xướng từ năm 2001. Đây là sự kiện thường niên nhằm vinh danh các doanh nghiệp trong nước và doanh nghiệp có vốn đầu tư nước ngoài hoạt động sản xuất kinh doanh tại Việt Nam, có thành tích xuất sắc trong hoạt động sản xuất, kinh doanh.

Nằm trong khuôn khổ sự kiện Liên hoan doanh nghiệp Thương hiệu Mạnh Việt Nam 2018, diễn đàn CEO với chủ đề: “Nâng cao năng suất lao động, đòn bẩy tăng trưởng kinh tế” đã diễn ra với sự tham gia của Đại diện các cơ quan Đảng và Chính phủ, các Bộ, Ban, ngành, các hiệp hội và tổ chức doanh nghiệp trong nước và nước ngoài, các chuyên gia kinh tế cùng 400 CEO đại diện khối doanh nghiệp nước ngoài và doanh nghiệp hàng đầu của Việt Nam.
--------
"The Golden Dragon Awards and Vietnamese Excellent Brand Festival" was initiated by the Vietnam Economic Times since 2001. This is an annual event aims to honor domestic enterprises and Foreign-invested businesses operating in Vietnam, having excellent achievements in production and business activities.

As part of this event, CEO Forum with the theme "Workplay Productivity – A Key Indicator Of Economic Development" has been quite active with the participation of representatives of the Communist Party and Government, ministries, domestic and foreign business associations and organizations, economic experts and 400 CEOs representing foreign and Vietnam businesses.

昨天台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任 AppWorks 創辦合夥人 Jamie 林之晨為總經理，長期關心 AppWorks 的朋友，或許會有些疑惑。其實不是 Jamie 換工作，而是 AppWorks 將與台灣大一起，挑戰一個放大 10 倍的計畫。在此跟大家分享 Jamie 的聲明，有更完整的敘述。

#以下是_Jamie_聲明全文

稍早台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任為我為總經理，我的朋友們，以及長期關心我與 AppWorks 的媒體，一定會有許多疑惑，請容我在此統一向大家說明。
...Continue Reading
#EnglishBelow 稍早台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任為我為總經理，我的朋友們，以及長期關心我與 AppWorks 的媒體，一定會有許多疑惑，請容我在此統一向大家說明。

首先，我不是接下了台灣大總經理的職位，而是接下了整合市值美金 120 億、營收美金 38 億的台灣大與市值美金 36 億、營收美金 25 億的 AppWorks Ecosystem，放大出 10 倍成果的任務。

這得從我的故事說起，如果您還沒聽過的話，我原本已經移民美國，和老婆小孩開心的住在紐約，2008 年，我在美看到 iPhone、Android 相繼問世，Facebook、Twitter 等社群媒體成為主流，意識到軟體的力量將越來越大，而硬體將越來越沒有價值，換言之，台灣的國際經濟地位將受到極大挑戰，因此決定舉家搬遷回台，推動台灣的轉型升級，以免我熱愛的福爾摩沙從世界經濟奇蹟變成失落的遺跡。

這是一個很大的決定，不僅我要放棄自己的美國夢，老婆、小孩都得跟著改變職涯、學涯，因此既然要做，就得發揮最大的 Impact。所以回台之後，我每天思考、決定、努力的，都是最大化我對台灣的貢獻。

因此這些年來我戴了很多帽子，表面看起來沒什麼相關性，但背後都有一個共同的目的，那就是推動台灣的改變。首先，我長期寫網誌、經營 Facebook 等網路社群、在《天下》等期刊寫專欄、出書、演講、接受採訪，心想的是分享新知、新觀念，散播進步需要的養分。

我與夥伴們成立 AppWorks，有系統的幫助年輕人創業，為的是培養千千萬萬帶領台灣前進的下一代生力軍。這也是為什麼 AppWorks 從 2010 年啟動半年一期的創業加速器，至今一直堅持免費提供。目前 AppWorks Accelerator 共畢業的 17 屆、925 位創業者，由他們成立的活躍企業高達 328 家，2018 年產值 760 億，提供 9,500 個工作機會，非常確切的為台灣貢獻一股向上動能。更重要的是，這些創業者們因 AppWorks 而相識相惜，形成一個緊密互助的網路，更是社會的長期資產。

當 AppWorks 在台灣站穩腳步，2014 年我們開始積極走訪東南亞，邀請優秀的東協創業者前來加入，希望透過串連跨國創業者網路，促進台灣的區域化，同時貢獻東協的數位發展。經過 5 年的推動，這個工作也有大幅進展，即將在 3 月進駐 AppWorks 的 33 組 AW#18 團隊，將有高達 19 組來自東南亞，包含他們在內，AppWorks 有 160 家企業在台灣以外的大東南亞市場有據點，形成一個真正區域化的網路。現在，來自台灣、香港、新加坡的 AppWorks 創業者要前往印尼、越南發展，可以很容易的找到 AppWorks 校友帶路，大大降低了區域化的門檻。

除了創業加速器，透過 AppWorks，我們同時努力創造更多台灣改變需要的新典範。以創業投資為例，我們 2012 年成功募集 3.2 億 Fund I，2014 年募得 15 億 Fund II，在 AppWorks 團隊的努力經營下，目前兩支基金的投資績效都是水準以上，其中 Fund II 至今的年化內部報酬率 (IRR) 達 29%，遠高於歐美同期創投基金的 Top Quartile (前四分之一) 指標。透過追求與國際一流基金同等的表現，我們希望促進台灣 LP (創投投資人的簡稱) 更有信心支持本土新興 GP (創投管理公司的簡稱)，進而推動台灣創投業的復甦。

2016 年，我們出資成立 AppWorks School，每 4 個月一期，免費幫助年輕人透過實作學習程式、轉職工程師、加入成長中的數位行業，提升他們的職涯的同時，也為台灣貢獻人才。目前 School 已畢業 106 位學生，其中 85% 成功轉職，第一年起薪中位數達 67 萬。雖然杯水車薪，但我們希望拋磚引玉，刺激台灣教育的現代化，幫助年輕人準備好面對 AI 時代。

此外，AppWorks 雖然仍是中小企業，但受到的關注較多，因此也經常以身作則，為台灣業界示範新時代企業可以有的新思維。除了看齊國際優質創投的薪資獎金水準、年假無上限、自由選擇工作時間地點、新年假期長達三、四週外，我們更在日前啟動交棒計畫，讓年僅 30 歲的 Jessica 劉侊縈、40 歲的 Andy 蔡欣翰升任合夥人，希望激發台灣企業勇敢讓年輕人當家。

私部門之外，有機會推動台灣轉型的公領域活動，我也積極參與。2016 年，我從詹宏志先生手上接下 TiEA (台灣網際網路暨電子商務產業發展協會) 理事長，上任後便努力推動網路電商正名運動，成功說服了櫃買中心創立電子商務分類；2017 年起我開始擔任亞洲·矽谷民諮委共同召集人、數位國家諮詢委員、代表台灣參加每年四次的 ABAC (APEC Business Advisory Council) 會議，2018 年又奉總統之命擔任 APEC Vision Group 代表，與其他 20 會員國派出的先進，一起定義 APEC 未來的 20 年願景。這些雖然都是義務工作，但我都當作正職全力以赴，因為都有機會大大影響台灣的命運，以及在經濟領域的國際能見度。

最後，我去年決定再次舉家，準備遷往雅加達，同樣還是以為台灣貢獻出發。我觀察到 2.6 億人口的印尼正在快速崛起，短短 5 年內從有限的新創活動，到 4 隻本土獨角獸加 3 隻外來獨角獸的蓬勃景況，必須要幫助台灣抓住這個成長機會，但印尼商業生態與台灣大不相同，所以我決定進駐雅加達、深耕當地，希望能因此扮演帶領 AppWorks 新創進入印尼的嚮導，縮短我們與世界第四大國、東南亞第一大國的距離。這麼做得犧牲一些我在台灣的工作，但這些工作多半我的夥伴們可以承接，因此我便毅然開始行動。

講了這麼多，我其實只是希望您能了解，我大老遠從紐約搬回來的目的就是改變台灣，所以這些年來我做決定沒什麼懸念，因為不需要考慮自己的利益，只需要考慮在這個時間點，我做這件事情，是不是最能貢獻台灣。

如此我們便可以回到正題，這次的「台灣大 + AppWorks」專案。

不久前，蔡明忠董事長約我談話，詢問我有沒有興趣接下台灣大總經理的職位，一開始我其實是無法答應的，首先我已經決定搬去印尼，再來我也不確定接這個位子，跟貢獻台灣的關係。回去想了兩整天後，我有了答案，我跟蔡董事長說，必須有四個先決條件：

第一，結合台灣大和 AppWorks，用 AppWorks 生態系去幫助台灣大轉型為科技企業，同時以台灣大為平台去加速 AppWorks 新創的成長，因此創造更多成功的企業，為台灣示範成熟企業如何與新創實際合作；

第二，由 AppWorks 帶路，推動台灣大 + AppWorks 走出台灣，成為一個大東南亞科技集團，為台灣企業的區域化寫下典範，同時也成為能加速 AppWorks 新創區域化的大平台；

第三，以建立一個市值 1,000 億美金 (US$ 100B) 的科技集團為目標，創造第一個由台灣出發、真正達到國際級的非代工企業；

第四，所有因為台灣大 + AppWorks 集團未來的價值成長，公司依規定希望給予我個人的獎勵，要能全數由集團捐為公益使用，且專注在推動台灣的教育改革與電影工業上。

我跟蔡董事長說，如果以這四個目標為前提，那就值得我花 10 到 15 年的生命去推動。這基本上是我的夢幻清單，如果這麼做的話，能為台灣創造的貢獻，比 AppWorks 繼續獨立營運還會巨大許多，想不到蔡董事長毫不猶豫的答應。也因此，我回頭與 AppWorks 的夥伴們溝通，得到大家的支持後，我們決定一起接受這個挑戰。所以開頭我說，我不是接下了台灣大總經理的職位，而是接下了整合台灣大與 AppWorks，放大出 10 倍成果的任務。

當然，這不是一件容易的工作，發展新的商業模式，我或許有 20 年的創業、工作經驗作為後盾，但對於管理電信事業，對於領導一個 7,000 人的大集團，我有太多需要學習的地方，所以，我請蔡董事長務必持續扮演我的 Partner，在這個過程中一起確保電信本業的營運，好讓我們有最大的空間與時間，去爭取新事業的發展，為所有「台灣大 + AppWorks」的 Stakeholders，爭取最佳的長期利益。

未來幾年，將是電信業轉型的關鍵時期，去年 499 之亂加速電信用戶 ARPU (平均每戶營收) 的下滑，消費者換機時間拉長導致手機營收停滯，接下來資本支出是 4G 近 4 倍的 5G 即將到來，更讓電信長達 20 年紅利時代難以延續，AI、IoT、Blockchain、Cloud 等巨型典範轉移接連的到來，進一步逼迫電信業者不能繼續防守。

另一方面，電信業已經建立的品牌、長期客戶關係、大量用戶數據，卻是極有價值，可以更全面應用的資產。透過台灣大 + AppWorks 的結合，目前已經產生 760 億年營收的 AppWorks 的 328 家新創，以及未來將持續培養的更多新興企業，都有機會透過與台灣大的合作加速成長，而台灣大也能因此取得新的營收引擎，創造雙贏的局面。

所以，在可預見的未來，AppWorks 的方向不會改變，我們將持續邀請優秀的創業者加入，透過 AppWorks 原有的能量，以及新增的台灣大平台幫助他們。AppWorks 基金的營運也不會改變，事實上，加入了台灣大的能量，我們有信心能為 LP 們創造更好的財務、策略報酬。我的角色，除了新增台灣大總經理以外，也沒有改變，將持續擔任 AppWorks 的董事長、合夥人，戮力確保台灣大 + AppWorks 的整合能順利成功、長長久久，創造多贏。唯一改變的，大概是我的工作時間將會增加，因此要犧牲與家人的相處，在此先跟偉大的老婆、兩個可愛的兒子道歉，感謝他們對這個決定的支持與諒解。

至於搬遷至雅加達、引導更多 AppWorks 新創進軍印尼的計畫，很遺憾必須暫緩，所幸 AppWorks 的新任合夥人 Jessica (劉侊縈)，已經承諾會扛起這個責任，相信在她的帶領下，AppWorks 的印尼計畫還是能夠大鳴大放、開花結果。

以上，就是針對此次台灣大 + AppWorks 的重大發展，向各位好友、媒體朋友的報告，懇求你們的支持。無論如何，我會持續為貢獻台灣而努力，希望我們這一輩的小孩們長大後，可以和我們一樣，以做台灣人為榮。

最後，預祝 您

新年快樂 諸凡順遂
助君張目 豬滿福保

Earlier today, Taiwan Mobile published an announcement communicating their intention to appoint me as the company’s general manager as of 4/1/2019. I’m sure this announcement may come as a surprise to many of my friends in the startup community, likely leaving you all with ample questions, concerns, and potentially even doubt. Let me take the opportunity to clarify the situation and explain the reasonings behind my decision for everyone.

Firstly, I must clarify that I am not merely taking over as GM of Taiwan Mobile, but taking on the bigger job of integrating Taiwan Mobile, a $12B market cap & $3.8B revenue company, and AppWorks, a $3.6B valuation & $2.5B revenue ecosystem, to amplify our impact by 10x.

But to adequately understand where we’re going, I think it’s important for everyone to know where we’ve come from. This begins with my story—for those of you that haven’t heard it before—which dates back to my time living in New York. It was around 2008 when I saw the launch of iPhone and Android, as well as the advent of Facebook, Twitter, etc, collectively catapulting social media into mainstream use. It was clear that software was increasingly taking over the world while the value of hardware was becoming more and more commoditized. This posed a dire existential threat to Taiwan, whose global economic contributions had been primarily driven by hardware and semiconductor manufacturing. This eventually prompted my resolve to move back to Taiwan and prevent our country from becoming a relic of the past.

This was by no means an easy decision. Not only did I have to give up my American dream, but my wife and child would have to completely uproot their lives, changing jobs and schools. It was a huge sacrifice on their end, so after moving back I dedicated myself to working hard every day to maximize my contribution to Taiwan and exert the greatest impact possible.

I have worn a lot of hats since, and it may seem that there is no correlation on the surface. But, there is indeed a common purpose behind them, which is to promote change in Taiwan. First of all, I have long written posts and columns in online communities such as my own blog, Facebook, and journals like “The Commonwealth Magazine,” while also giving speeches and interviews for a variety of outlets whenever possible. I see these activities as a way to share new knowledge, new ideas, and disseminate the nutrients needed for progress.

I set up AppWorks with my partners to systematically help young people start their own businesses and cultivate the next generation of business leaders that will steer Taiwan forward. That's why AppWorks started its semi-annual startup accelerator in 2010, and has been offering it for free ever since. With the addition of the latest batch AW#17, the AppWorks Ecosystem encompasses 328 active startups and 925 founders, having collectively generated US$ 2.5 billion in revenues and created 9,586 jobs—not an immaterial contribution to Taiwan’s economy needless to say. More importantly, we’ve created a tight-knit community where founders can form lifelong relationships, while seeking advice from both peers and mentors in good times and bad. I see that as a long-term value to society.

Once AppWorks took a firm foothold in Taiwan, we began targeting Southeast Asia in 2014 to invite outstanding ASEAN entrepreneurs to join us. We hope to promote Taiwan's regionalization through a network of international founders, and in turn, facilitate the development of SEA’s digital economy. We've made significant strides these past five years. AW#18 will kick off in March 2019, and consists of 33 teams, 19 of which hailing from countries across SEA and beyond. Spanning our entire ecosystem, AppWorks encompasses 160 companies currently operating in Southeast Asia, forming a truly regional network. Now, AppWorks founders from Taiwan, Hong Kong, and Singapore are expanding to Indonesia and Vietnam, and it is easy to find local AppWorks alumni to lead the way, greatly reducing the barriers for international expansion.

In addition to AppWorks Accelerator, we have been working hard to create more examples for a modern Taiwan. Taking venture capital as an example, we successfully raised US$ 11 million for Fund I in 2012 and US$ 50 million for Fund II in 2014. Under the efforts of the AppWorks team, the investment performance of the two funds is currently above the industry average, of which Fund II has achieved an annualized internal rate of return (IRR) of 29%. This is much higher than the top quartile of VCs in both Europe and the United States. By pursuing the same performance as international first-class funds, we hope to encourage Taiwanese LPs (short for venture capital investors) to be more confident in supporting local emerging GPs (short for venture capital management companies) and to promote the recovery and ultimate longevity of Taiwan's VC industry.

In 2016, we created AppWorks School with the aim of helping the younger generation pick up new skill sets, enhance their careers, and join the growing tech industry. The school offers four-month free programs and has now graduated 106 students, 85% of whom have secured jobs as software engineers, with a median starting salary of US$ 21,833. Although our scale is still tiny compared to larger institutes, we hope our efforts have inspired others to promote the modernization of Taiwan’s education system and equip young people with the necessary skills to thrive in the AI ​​era.

In addition, although AppWorks is still a small to medium-sized enterprise, it has received a lot of attention. Therefore, it often leads by example and demonstrates how to apply new thinkings to modern corporate management. In addition to internationally-competitive salaries, our colleagues enjoy flexible working hours and locations, unlimited vacation days, and several weeks off around Chinese New Year. AppWorks also recently launched an internal promotion track, promoting two of our very own staff to partners, Jessica Liu (30) and Andy Tsai (40). We hope that this move will also create a ripple effect across traditional Taiwanese industries, inspiring more local enterprises to put their faith in younger leaders.

Alongside the private sector, I am also actively involved in promoting Taiwan’s transformation through public sector activities. In 2016, I took over as chairman of TiEA (Taiwan Internet and E-Commerce Association) from Mr. Hung-Tze Jan (詹宏志). After taking office, I have worked hard to promote our industry and successfully convinced government cabinet members to create a separate category for e-commerce companies, which didn’t previously exist in Taiwan’s stock market. Since 2017, I have been the co-convenor of the Asia-Silicon Valley Development Agency Advisory Committee, advisor of DIGI+ Taiwan, and the country’s member in ABAC (APEC Business Advisory Council). Most recently in 2018, I was appointed by the President to represent Taiwan in the APEC Vision Group, where 21 member states come together to define APEC's vision for the next 20 years. Although these are all voluntary work, I have treated them as full-time jobs because they produce opportunities that can greatly influence Taiwan’s future.

Finally, last year I was prepared to uproot my family again and move to Jakarta. With a population of 260 million people, I observed that Indonesia was a rapidly emerging economy, producing many areas where Taiwan and Taiwanese companies can contribute. In the span of just five years, Indonesia went from a barren startup landscape to producing four local unicorns and attracting the presence of three international unicorns. Although the opportunities are abundant, Indonesia’s ecosystem was much different from Taiwan’s, creating immense cultural, regulatory, and competitive barriers for Taiwanese companies. I had thus planned on relocating to Jakarta in hopes of better leading AppWorks startups into Indonesia and shortening our distance from the world’s fourth most populous country and GSEA’s biggest economy. I would have had to sacrifice some of my roles and responsibilities in my Taiwan, but I put faith in my partners and co-workers to fill the void.

With all that said, I want you to understand that the underlying mission to change Taiwan has never faltered. With this mission in mind, I’ve never hesitated in making decisions over the years because I’ve never needed to consider my own interests—but only the things I can do at the moment to best contribute to Taiwan and generate the most impact. It’s what prompted my resolution to move back from New York, my intent to move to Jakarta, and now my decision to take on this new opportunity with “Taiwan Mobile + AppWorks.”

Not long ago, the Chairman of Taiwan Mobile Daniel Tsai reached out and asked if I was interested in taking over as General Manager of Taiwan Mobile. At first, I was unable to take his offer because I was getting ready to move to Indonesia and I didn’t know how this would contribute to making Taiwan better. After allowing myself a few days to contemplate, I found an answer. I told Chairman Tsai that I would take on the position, but only if I can pursue these 4 ambitions:

First, leverage the AppWorks ecosystem to help transform Taiwan Mobile into a true technology company. At the same time, leverage Taiwan Mobile as a platform to accelerate the growth of AppWorks startups, thereby creating a successful collaboration template for other Taiwan & SEA large corporations to work with startups.

Second, with AppWorks leading the way, establish Taiwan Mobile + AppWorks into a regional technology group across Greater Southeast Asia, in turn, inspiring other Taiwanese companies to explore Southeast Asia as well as becoming a platform for startups to go regional.

Third, build Taiwan Mobile + AppWorks group to a market cap of US$ 100 billion and create the first non-OEM company that originates from Taiwan and truly reaches a global scale.

Fourth, throughout the process, all the bonuses I am entitled to shall be donated by the group to public welfare, focusing specifically on promoting education reform and the film industry in Taiwan.

I told Chairman Tsai if these are the goals, it’s worth dedicating the next 10 - 15 years of my life to achieve. This is basically my dream list. If I do this, the contribution to Taiwan and the GSEA region as a whole from the combined entity will be much greater than the continued independent operation of AppWorks. Chairman Tsai agreed on these four goals and gave me his promise, but it was still not a decision that I could make on my own--after all building AppWorks into what is it today was not something I did alone. Therefore, I went back to communicate with the AppWorks partners and team, and with everyone's support, we decided to accept this challenge together.

Thus, at the beginning of the post, I said, that I am not only taking over the position of Taiwan Mobile’s GM, but undertaking the task of integrating Taiwan Mobile and AppWorks to amplify our impact by 10x. Of course, developing a completely new business model is not an easy job. I may have 20 years of entrepreneurship and work experience under my belt, but I still have much to learn when it comes to managing a massive telecoms operation with over 7,000 people, most of whom are much more familiar with the industry than me. Therefore, I asked Chairman Tsai to act as my partner through the process to ensure the continued operations of the telecoms unit. This will enable more time and space to develop new businesses, benefiting all “Taiwan Mobile + AppWorks” stakeholders in the long run.

The telecoms industry will likely undergo a crucial transformation in the next few years. Last year’s “NT$499 war” accelerated the decline of telecom subscribers’ ARPU (average revenue per household). Longer replacement periods for smartphones have led to the stagnation of mobile phone revenues and the rollout of 5G will cost four times the capex as 4G. These factors all threaten the industry’s ability to maintain the fluid growth it’s experienced for the past 20 years. Furthermore, the arrival of paradigm shifting technologies such as AI, IoT, Blockchain, and Cloud have put all telecom operators on the defensive.

On the other hand, the telecoms industry has established brands, long-term customer relationships, and a massive amount of user data—all valuable assets that can be better maximized. Through the combination of Taiwan Mobile + AppWorks and the 328 startups that AppWorks has cultivated, all emerging startups will be able to look to the combined platform as a strategic engine for cooperation and growth. This is will also enable Taiwan to develop new sources of value creation--a win-win for both sides.

Therefore, in the foreseeable future, AppWorks will not change direction. We will continue to invite outstanding entrepreneurs to join our accelerator, staying true to the original ethos of AppWorks, while leveraging the new Taiwan Mobile platform to help them. The operation of AppWorks Funds will not change. In fact, with the backing of Taiwan Mobile’s resources, we are confident that we can create better financial and strategic rewards for LPs. My role at AppWorks will not change. I will continue to serve as a partner of AppWorks. I will ensure that the integration of Taiwan Mobile + AppWorks will be a successful, long-lasting win-win situation for all stakeholders involved. The only change is probably that my working hours will increase, effectively cutting into my family time. So first, I must apologize to my great wife and two lovely sons, and thank them for their continued support and understanding of this decision.

As for the plan to move to Jakarta and guide more AppWorks startups to enter Indonesia, regrettably it must be suspended. Fortunately, Jessica Liu, AppWorks’ newest partner, has promised to take up this responsibility. I believe that under her leadership, AppWorks' Indonesia initiative will still be able to make a big splash and develop fruitfully.

Hopefully, this post has provided you with all the relevant details regarding the Taiwan Mobile + AppWorks announcement. To friends and media, I sincerely appreciate your continued support. At any rate, I will continue to work hard to contribute to Taiwan. I hope that the children of our generation will grow up and be proud of being Taiwanese.

Finally, I wish everyone all the best. Have a wonderful and prosperous pig year!

a Kyle Le short Doc.
Special thanks to Monique, Lan, and Hassan.
Monique's Restaurant: Au Nid d'Hirondelles
384 bd. Zerktouni Casablanca
Lan's shop: 408 Zerktouni Casablanca

The Vietnamese diaspora ranges as far as Morocco. In fact, there are many Vietnamese people who live in Morocco and I was able to meet two. Many Vietnamese people emigrated to Morocco during the French Imperial period and WW2. Many emigrated in more contemporary times for economic opportunities. Morocco is definitely one place that not too many people think of to resettle, but according to these two Vietnamese women, life is great.

More Vietnamese People Abroad: https://www.youtube.com/playlist?list=PLnwupzqd-YETpXp2yyLpw7F7L_lPGbMKU

Thank you Olivia for helping me with the French.

Subscribe Now for MORE Videos: https://goo.gl/tMnTmX
Help me make more videos: http://www.patreon.com/kylele

Sign Up for Exclusive Content and to Keep in touch with me! https://madmimi.com/signups/172747/join

--------------------------------------------------------------------------------------
About Me: I'm Kyle Le and I used to live, travel, and eat in Vietnam and many Asian countries. I'm passionate about making videos and sharing modern Asia to the world. I've traveled everywhere in Vietnam, from Hanoi to Saigon - Far North, Central Highlands, Islands, and Deep Mekong Delta - I've visited there. In addition to 15+ countries from Indonesia to Thailand to Singapore, you'll find all of my food, tourist attractions, and daily life experiences discovering my roots in the motherland on this amazing journey right on this channel. So be sure to subscribe- there's new videos all the time and connect with me on social media below so you don't miss any adventures.
----------------------------------------­-----------------------
More Info: http://www.KyleLe.net
Like: Facebook: http://www.fb.com/KyleLe.net
Follow: Instagram and Snapchat @KyleLeDotNet

Original Music by Antti Luode.
Filmed with a Panasonic G7 14-140mm. 15mm
Audio from a Rode Micro / Rode Link

Người Việt Đồng Tâm
Để tranh đấu cho công lý và hỗ trợ người dân Đồng Tâm, mỗi người dân Việt đều có thể làm nhiều việc khác nhau trong đó có phần vận động sự quan tâm và can thiệp của quốc tế. Do đó, chúng tôi kêu gọi đồng bào Việt Nam trong và ngoài nước cùng gửi điện thư (email) đến tất cả các tòa đại sứ và lãnh sự quán có mặt tại VN, Liên Hiệp Quốc, các Tổ chức quốc tế nhằm kêu gọi họ yêu cầu chính phủ Việt Nam:
- Đồng ý cho đại diện các đại sứ quán, các tổ chức trong nước và quốc tế đến thăm hỏi, tìm hiểu, giúp đỡ dân làng và các nạn nhân.
- Cho phép các tổ chức quốc tế, phóng viên quốc tế như của AP, NY Times, Reuters, RFI, CNN, Aljazeera đến Đồng Tâm để tác nghiệp và cung cấp thông tin trung thực nhất.
- Yêu cầu nhà cầm quyền Hà Nội ngừng sử dụng bạo lực, hay tiếp tục đe doạ sử dụng bạo lực cũng như chấm dứt hành vi vu cáo khủng bố đối với mọi dân làng Đồng Tâm.
Dear Sir/Madam:
It is with grave concerns that I draw your attention to the following:
•​On January 9, 2020 a violent clash over a land dispute in Dong Tam commune, Vietnam where excessive military and police force was deployed that killed an 84-year-old civilian and injured several others. The elderly who had been a vocal leader in the struggle against land confiscation was shot twice in the head and once in the chest while sleeping in his bed. Several other elderly and farmers of the same commune were arrested or assaulted and badly injured. Reportedly there were some 3000 police heavily armed with tear gas, explosives and live ammunition that launched the attack at approximately 3 a.m. on that day targeting the house of the local elderly leader. His sons were also arrested and his daughter in law and grandchildren were also hunted down while running away by police sniffer dogs.
•​This is the latest bloody conflict of land seizures in Dong Tam commune where tension has been simmering for some three years. Farmers claim that the government seizes 59 hectares (116 acres) of their farmland for the military-run Viettel Group, which is Vietnam’s largest mobile phone company, without consultation, consent and adequate compensation for the rightful owners.
•​While violent land confiscations are not uncommon in Vietnam, this is the first time the authorities claimed there had been 3 policemen killed during the attack against the rightful owners of the lands. Human Rights Watch and other international human rights organizations have urged the authorities to investigate the killings fairly and to hold accountable those who used violence and whether excessive police force was justified so as not to wrongly accuse and further victimize the victims.
•​Similarly, last year, just days before the Vietnamese traditional new year, “Tet”, on January 4 and January 8, the authorities in Ho Chi Minh city also launched an attack against the Loc Hung Vegetable Garden, a settlement area claimed by the Catholic Church and registered for agricultural use in 1991, 1995, and 2005, and ever since the land had been used by residents for growing vegetables.
•​During the two-day operation, some thousand uniformed police and plain clothes forces wearing masks equipped with about 8 bulldozers and earth movers to demolish all the houses in Loc Hung Vegetable Garden, Tan Binh district, without prior warning, proper notice, or adequate compensation for the residents.
•​This forced hundreds of displaced victims who are mostly defectors and people who had escaped the Communist regime in the North in 1954, and former prisoners of conscience, political dissidents and veterans of the former army of South Vietnam out of their homes.
•​Lawyers in the country protested against the local authorities’ abuse of power claiming the state should have issued an order for land appropriation first before any issuance of an eviction order to residents of Loc Hung Vegetable Garden.
Therefore, we earnestly ask [your embassy] [U.N. organization]…. to exert diplomatic pressure and
1. Urge the Vietnamese government to end military and police repression and abuse of powers against civilians;
2. Urge the Vietnamese government to recognize the importance of engaging in respectful dialogues and fair negotiations to solve land disputes peacefully rather than resorting to violence.
3. Urge the Vietnamese authorities to investigate with impartiality and transparency and punish all those who are responsible for the human rights violations and the violence in Loc Hung Vegetable Garden and Dong Tam commune so that there is no impunity for crimes committed by state officials.
4. Urge the Vietnamese authorities to permit access to Dong Tam and Loc Hung survivors by local and foreign journalists, diplomats, UN agency officials and other impartial observers to assess what evolved there and monitor the government’s investigation of these incidents.
5. Urge the Vietnamese government to recognize unfair and arbitrary land confiscation for economic projects displacing local people is the source of social unrest, publi