urity”, signed an executive order on May 15 that led the US Department of Commerce to put Huawei and its affilia
tes on an Entity List, which would restrict the sale or transfer of US technologies to the company.
Craig Allen, president of the council, said many of its members are suppliers to Huaw
ei, and all of them have been impacted by the Department of Commerce’s move.
Founded in 1973, the council represents around 200 US companie
s doing business with China, including Apple and Microsoft. It also includes chipmakers Inte
l and Qualcomm, which have said they would stop offering supplies to Huawei until further notice.
The members will follow US law, but there is a cost associated with that, Allen told China Daily.
If they wanted a replay of what happened to ZTE, a Chinese company which relies heavily on outsider
technologies, they may never see it. Because Huawei is a dramatically different kind of business.
The Plan B Huawei has just revealed — a series of self-developed chips — is only part of what makes it an enterprise of strategic insight, and hence resilience. Over
time, that insight has rewarded it with a viable biosphere that its founder Ren Zhengfei believes will enable it to weat
her the storm. “Our growth may drop a bit in the wake of US restrictions, but negative growth is impossible,” said a confident Ren during a Tuesday inter
view with Chinese media, adding that Huawei has cultivated longstanding trust with industry partners.
That may be why, even after Google barred Huawei from some Android featur
es, Ren spoke highly of the Silicon Valley giant, praising it as a “good company”. That may
and hada from Tibet autonomous region, shawls from Kashmir, hangs of cloisonnéenam
el from Beijing, Yengisar dagger from Xinjiang Uygur autonomous region, and a CD of exotic music.
“My favorite souvenirs are unique and distinctive objects. Stereotyped souvenirs at diffe
rent destinations will fail to attract visitors and even dampen the impression of a special attraction,” said Shi.
Zhou Weihong, deputy general manager of Spring Tour, a part of the Shanghai-based Spring Group, sai
d the cultural and geographical values of local souvenirs are neglected in many cases, adding that the expe
rience of overseas travel-related products can be a benchmark for Chinese souvenirs.
“In Japan, tourism souvenirs have a strong geographic characteris
tic, and they are made at a particular place, and can be bought only there, nowhere else. In