Globalization’s Evolving Picture
Not long ago, executives at the Dutch multinational Royal DSM, a maker of nutritional supplements and high-tech materials, used to require a battery of internal studies to decide where to do a deal or locate a new manufacturing plant. But today, “we won’t even do the study,” said Stephan B. Tanda , who is responsible for the Americas. “It’s clear it will be the United States.”
荷蘭皇家帝斯曼公司(DSM)是生產營養補充品與各種高科技材料的跨國企業,
高級主管一向依賴內部研究決定在哪裡找生意或設廠。該公司負責美洲區業務的譚達表示,
如今,「我們甚至不再做這種研究。顯然一定是美國」。
The United States, he said, has lots of cheap natural gas and a very lightly regulated labor market. At the same time, China, where Royal DSM has some 40 plants, is losing its edge. “It is less attractive than it used to be as a source from which to serve the world,” Mr. Tanda said. For the last time the United States was as competitive as it is now, he added, “you have to go back to before the first oil shock in the 1970s.” Of the $3.6 billion in acquisitions by Royal DSM since 2010, 80 percent has been in the United States.
他說,美國擁有可觀的廉價天然氣與管理寬鬆的勞力市場。在此同時,
皇家DSM大約設有40座工廠的中國大陸已經開始失去它的優勢。
譚達說:「作為一個服務 全球市場的基點而言,中國大陸的吸引力已經不如以往。」