Food Diplomacy Next Front for South’s Nations

The meal is a universal bonding ritual, a time for families or friends to socialize and catch up on the day’s activities. Food has the ability to transcend cultures and societies when humour, the arts, and diplomacy cannot. A person may know nothing about a particular country or culture, but they know what their appetite and palate likes. So it’s no surprise that countries in the South are turning to cuisine as a new weapon in their armoury of diplomacy and cultural outreach.

The phenomenon of ‘gastrodiplomacy’ got its start in Thailand. Thai cooking and restaurants had been on the rise around the world since the 1980s. But in 2002 the Thai government decided to use these kitchens and restaurants as new cultural outposts to promote brand Thailand and encourage tourism and business investment. The “Global Thai” campaign sought to increase the number of Thai restaurants around the world and boost Thailand’s cultural impact.

As The Economist reported at the time, more restaurants “will not only introduce delicious spicy Thai food to thousands of new tummies and persuade more people to visit Thailand, but it could subtly help deepen relations with other countries.”

Thailand’s 2002 campaign boosted the number of Thai restaurants around the world and made popular dishes like pad Thai and tom yum soup (http://www.bbc.co.uk/food/recipes/tomyumsoup_85069) familiar to many more people. They are now signature dishes, as synonymous with Thailand as hamburgers are with the United States.

Malaysia, whose varied and delicious cuisine is less known globally than that if its neighbour Thailand, has been running an aggressive campaign in Britain to promote its food. This included setting up a street market in the famous Trafalgar Square in central London: a high foot-traffic spot guaranteed to get the city’s attention.

South Korea also has been pursuing its “Kimchi” diplomacy, an ambitious US $44 million campaign to promote Korean food, or hansik (http://www.visitkorea.or.kr/enu/CU/CU_EN_8_1_5.jsp) as it is known, to more nations. They aim to make Korean food one of the top five most popular cuisines in the world. Using a master plan, South Korea is opening Korean cooking classes at top culinary schools like France’s Le Cordon Bleu and the Culinary Institute of America, increasing the number of overseas Korean restaurants to 40,000 by 2017, and promoting the food’s health qualities. The Korean staple of kimchi – a fermented, spicy cabbage dish – will be perfected at a “kimchi institute” to appeal to foreign palates (http://www.korea.net/detail.do?guid=45469).

Neighbouring North Korea has also turned to gastrodiplomacy with its chain of “Pyongyang Restaurants” (http://www.pyongyangrestaurant.com) around Asia and Europe. These eateries first appeared in China, near the border with North Korea, but have expanded widely during the last decade. Pyongyang Restaurants can be found in Vientiane, Laos; Siem Reap and Phnom Penh, Cambodia; and Bangkok and Pattaya, Thailand. In Europe, a restaurant has opened in the Dutch city of Amsterdam. The restaurants’ formula offers staff in traditional clothing, authentic North Korean interiors, North Korean art, cooking lessons, cultural performances, and singing. The food includes traditional Korean dishes like kimchi (fermented spicy cabbage), Pyongyang “cold noodle” and barbecued cuttlefish (squid).

One example of how gastrodiplomacy can work on the ground is the Kogi Taco Truck (http://kogibbq.com/), which serves up Korean-Mexican fusion food  in Los Angeles, California. This food truck moves around the city and uses social media like Twitter (www.twitter.com) to notify customers and fans of its location. The truck quickly developed a cult following and had lines lasting two hours as people ordered barbecued beef tacos topped in Korean “salsa roja” with coriander, onions, cabbage and a soy-sesame chilli dressing. The truck has been praised for bringing the appreciation of Korean food and culture to parts of the city that knew little about Korea.

A passionate promoter and chronicler of gastrodiplomacy is Paul Rockower, Communications Director of the Public Diplomacy Corps (http://publicdiplomacycorps.org), an organization dedicated to bringing
diplomacy to the public. He noted on the Nation Branding (www.nation-branding.info) website that “a keen eye for the irreverent is a must if you really want to make the nation brand stand out. Highlighting exotic tastes and flavors, and engaging in nontraditional forms of public diplomacy help under-recognized nation brands gain more prominence in the field of culinary and cultural diplomacy.”

For Taiwan, which has tense relations with China, which does not recognize it as a nation, gastrodiplomacy is a way to get the island’s message across. Taiwan is spending US $31 million on its food diplomacy campaign around the world.

“Taiwan has figured out it can do better outreach work through the kitchen table,” Rockower told The Guardian newspaper. “When someone tries a sea-salt latte (a Taiwanese drink) it creates awareness about Taiwanese culture. The Koreans embarked on Kimchi diplomacy partly because their brands weren’t being recognized as Korean – Samsung was being recognized as a Japanese brand.”

By David South, Development Challenges, South-South Solutions

Published: December 2010

Development Challenges, South-South Solutions was launched as an e-newsletter in 2006 by UNDP's South-South Cooperation Unit (now the United Nations Office for South-South Cooperation) based in New York, USA. It led on profiling the rise of the global South as an economic powerhouse and was one of the first regular publications to champion the global South's innovators, entrepreneurs, and pioneers. It tracked the key trends that are now so profoundly reshaping how development is seen and done. This includes the rapid take-up of mobile phones and information technology in the global South (as profiled in the first issue of magazine Southern Innovator), the move to becoming a majority urban world, a growing global innovator culture, and the plethora of solutions being developed in the global South to tackle its problems and improve living conditions and boost human development. The success of the e-newsletter led to the launch of the magazine Southern Innovator.  

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Mongolian Enterprises Target Healthy Urban Lifestyles

In the Northeast Asian nation of Mongolia – landlocked between Russia and China – the traditional diet is based on the nomadic ways of its herders. Rich in meat and milk products, it is a diet that has evolved from the need to survive in a harsh climate doing hard physical labour – winter temperatures can drop below minus 50 degrees Celsius.

Social changes brought about by Mongolia’s economic journey since embracing free markets and democracy in the early 1990s have led to a growing urban population. The capital, Ulaanbaatar, has seen its population balloon for a variety of reasons – from collapsing rural economies to environmental disasters to the need to find work and opportunities – and is estimated to be over a million, out of a national population of just 2.6 million (World Bank).

Mongolia is experiencing serious food security problems due to factors including economic inflation and weather-related disasters, and is also confronting problems common to many countries in the age of globalization. According to the World Diabetes Foundation, 10 percent of the population is at risk of the disease, which it calls a lurking catastrophe.

As the paper “Lessons from a small country about the global obesity crisis” by Kelly D. Brownell and Derek Yach notes: “Globalization changes many features of modern life, including diets. As trade changes, diets can become more secure (hunger becomes less of a problem), but the cheapening of calories, the reliance on imported food, and the influence of food marketing drive up consumption and drive down nutrient density. Obesity, diabetes, and other chronic diseases are not far behind.”

In response to these problems, increasing awareness of healthy lifestyles has led to some new business ventures in Ulaanbaatar. This past summer, saw the opening of an organic vegetarian restaurant and shop: the Organic Café Shop, reports Green Traveler Guides.

Started by business partner-sisters  Bayarmaa Jarantai and Enkhmaa Jarantai with nephew Lkhagvasuren, the modest four-table restaurant and shop is a mini-revolution for a country as meat-loving as Mongolia. It serves up organic vegetarian meals and sells certified organic products. The spark of inspiration came when Bayarmaa read three books on the macrobiotic diet translated into Mongolian. The macrobiotic diet (http://en.wikipedia.org/wiki/Macrobiotic_diet) avoids highly processed foods and uses grains, beans and vegetables as its staples.

The cafe’s menu includes: vegetable salads (shredded cabbage, bell peppers, carrots and seasoning), stir-fried vegetables with tofu and asparagus soup, 10-grain soup, eggplant, and Mongolian vegetarian fried vegetables. Prices range between 2,500 Mongolian tugrug and 4,500 tugrug (US $1.75 and US $3.00).

The vegetables are sourced locally from Mongolian farmers and gardeners and are chemical-free. While not officially certified as organic, they are effectively that.

The shop sells certified organic products from China. The products include rice, grains, sugars and jams. (Made-in-Mongolia organic produce is a business opportunity waiting to happen: so far there are no certified organic packaged-product producers in the country).

The sisters import the products from Lohao City (http://www.lohaocity.com/eshow.asp) organic food market in Beijing, China.

But despite the Organic Café Shop’s good intentions, it is not immune to the country’s food security issues: Bayarmaa admits to being puzzled about how she will be able to continue to source the fresh vegetables she needs during the harsh winter months. Ulaanbaatar is the coldest national capital in the world and fresh produce has to be imported at considerable expense.

Another enterprise promoting healthy living in Ulaanbaatar is the Ananda Café and Meditation Centre (http://www.anandacenter.org/), a vegetarian restaurant and yoga (http://en.wikipedia.org/wiki/Yoga) centre. Yoga is the traditional physical and mental discipline from ancient India used to keep physically fit. It is a form of exercise that appeals to a wide age range and can be done pretty well anywhere.

The Ananda Centre offers courses in yoga and meditation, vegetarian cooking classes and nature retreats.

Resources

1) Yoga poses to help with relieving constipation (from Jen Reviews). https://www.jenreviews.com/yoga-for-constipation/

By David South, Development Challenges, South-South Solutions

Published: November 2010

Development Challenges, South-South Solutions was launched as an e-newsletter in 2006 by UNDP's South-South Cooperation Unit (now the United Nations Office for South-South Cooperation) based in New York, USA. It led on profiling the rise of the global South as an economic powerhouse and was one of the first regular publications to champion the global South's innovators, entrepreneurs, and pioneers. It tracked the key trends that are now so profoundly reshaping how development is seen and done. This includes the rapid take-up of mobile phones and information technology in the global South (as profiled in the first issue of magazine Southern Innovator), the move to becoming a majority urban world, a growing global innovator culture, and the plethora of solutions being developed in the global South to tackle its problems and improve living conditions and boost human development. The success of the e-newsletter led to the launch of the magazine Southern Innovator.  

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Mongolia Looks to Become Asian IT Leader

A Mongolian information technology company founded by a woman has shown a way to thrive in the country’s often-chaotic economic environment. With the global economic crisis moving into its third year, Intec’s strategies to survive and thrive offer lessons for other IT start-ups in the South.

While the global economy’s prospects are still uncertain, on the positive side, many believe the best place to be is in emerging economies like Mongolia, with some foreseeing healthy growth for the next 20 to 30 years. Mongolia’s information technology entrepreneurs are looking to prove this is the case. The country has made great strides in improving e-government – jumping from 82nd place to 53rd in the UN e-government survey 2010 (http://www2.unpan.org/egovkb/global_reports/10report.htm) – and is now aiming to become an Asian software and IT services outsourcing powerhouse.

A Northeast Asian nation (http://en.wikipedia.org/wiki/Mongolia) sandwiched between Russia and fast-growing China, Mongolia grapples with the combination of a large territory, a small population (2,641,216) and limited transport infrastructure connecting it to its neighbours. Historically, it is a nomadic nation with a strong animal herding tradition. But during the Communist period, it industrialized and became more urban. After the collapse of Communism at the beginning of the 1990s, the country experienced a terrible economic and social crisis, with rapidly rising poverty rates and high unemployment.

Despite its infrastructure obstacles, Mongolia has been able to develop a lively information technology sector, often with the assistance of the United Nations. During the late 1990s, as the internet revolution exploded, the UN led on supporting infrastructure, skills development, innovation and legislation.

Information technology consulting and services company Intec (www.itconsulting.mn), founded in 2004, has been able to thrive through the global economy’s ups and downs by identifying an under-serviced niche as a consulting, research and training company. Intec now has five full-time staff and works with a broad network of Mongolian and international consultants.

As is often the case with new businesses, Intec initially found that many doors were closed to start-up enterprises.

“The major challenges which I faced were to make people understand about the consulting services,” said Intec’s founder, Lkhagvasuren Ariunaa. “The consulting services concept was new to Mongolia and Mongolians at that time and not many organizations were willing to work with consulting services. The international and donor organizations were keen to work with consulting services companies; however, they were requiring companies to have a list of successfully implemented projects, which was difficult for a new starter like Intec.

“For example, registering with the Asian Development Bank consulting services database required companies to be operational for at least three years. So, we got registered with ADB consulting services database only in 2008. Meanwhile, personal connections and communication skills helped to find jobs and opportunities for Intec.”

Ariunaa had worked for the Soros Foundation (http://www.soros.org/) but it closed its offices in Mongolia in 2004. Faced with unemployment, Ariunaa went about seeing what she could do next: a dilemma many people face in today’s economy.

“It took me about eight months to develop a business plan and directions of operation of the company. I started in a big room at the national information technology park building with one table, chair and computer.

“It has been quite challenging years for bringing a company to the market and finding niches for us. We have franchised the Indian Aptech WorldWide Training center (http://www.aptech-worldwide.com) in Mongolia – may be one of the few franchising businesses in Mongolia. Currently that center is now a separate entity/company and it has over 20 plus faculty staff and over 300 students.”

Ariunaa had been active in the sector for over 10 years, but while knowing many of the players and organizations, she spent time researching what niche Intec could fill in the marketplace.

“Looking at the ICT market, there were quite a number of internet service providers, mobile phone operators, a few companies started developing software applications, and services etc. However, there were only two to three consulting companies in the ICT sector which to my knowledge at that time were providing consulting services, and still there was a room for Intec.”

Intec then focused on three areas: consulting services, training and skills, and research. Intec found they were pioneering a new concept in Mongolia.

Intec’s first contract was a job with the University of Milwaukee-Wisconsin in the United States to organize a three week course for American students to learn about the digital divide in Mongolia. But the global economic crisis hit Mongolia hard in 2009.

“It was challenging to survive and continue working the same way,” Ariunaa said. “There were few ICT-related jobs in Mongolia at that time, and one of our major clients left Mongolia and we had to find other clients in the market.

“One of the ways of approaching this was that we were not asking for fees, instead we would have a barter agreement – we will deliver them services and they will provide some services for us. For the company itself, we needed to find ways of financing and covering costs for renting of premises, paying salaries for staff on time, paying taxes and other expenses.”

The environment in Mongolia is being helped by the Information and Communications Technology and Post Authority (ICTPA) of Mongolia (http://www.ictpa.gov.mn) , which has been driving forward an e-Mongolia master plan. With 16 objectives, it ambitiously seeks to place Mongolia in the top five of Asian IT nations, competing with South Korea, Singapore, Japan and China.

Ariunaa believes Mongolia has many competitive advantages. “Mongolia is known for a high-literacy rate and math-oriented training and education, and ICT specialists are targeting to become a software outsourcing country for other countries. Another advantage of Mongolians is that they can easily learn other languages: we are fluent in Russian, English, Japanese, Korean, German and we believe that with these two major advantages, we will be able to do a good job with outsourcing of software development.”

While men still dominate the ICT sector in Mongolia, Ariunaa has not found being a woman a disadvantage. “In Mongolia, as gender specialists say, there is a reverse gender situation. Women are educated, well-recognized and well-respected. There were situations, when I was the only women participant in the meeting with about 20 men. But I never felt somewhat discriminated or mis-treated and I think that’s the overall situation towards gender in Mongolia.”

Intec’s success working with Aptech WorldWide Training’s franchising contract brought many advantages for a start-up. “It’s a faster way to do things, and you don’t have to re-invent the wheel.”

As a Mongolian company, Intec has found it best to play to its local strengths. “National companies have knowledge, expertise and experience of local situations, know players and understand about legal, regulatory matters. … partnership or cooperation are one of the means of cooperating with big global players.”

Intec’s success is also down to Ariunaa’s enthusiasm: “It’s fun and I love doing it – just usually do not have enough time!”

By David South, Development Challenges, South-South Solutions

Published: July 2010

Development Challenges, South-South Solutions was launched as an e-newsletter in 2006 by UNDP's South-South Cooperation Unit (now the United Nations Office for South-South Cooperation) based in New York, USA. It led on profiling the rise of the global South as an economic powerhouse and was one of the first regular publications to champion the global South's innovators, entrepreneurs, and pioneers. It tracked the key trends that are now so profoundly reshaping how development is seen and done. This includes the rapid take-up of mobile phones and information technology in the global South (as profiled in the first issue of magazine Southern Innovator), the move to becoming a majority urban world, a growing global innovator culture, and the plethora of solutions being developed in the global South to tackle its problems and improve living conditions and boost human development. The success of the e-newsletter led to the launch of the magazine Southern Innovator.  

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