Economic Development

Chinese investment in developed markets

May 21, 2015

Asia

May 21, 2015

Asia
Martin Koehring

Senior Manager for Sustainability, Climate Change and Natural Resources & Head of the World Ocean Initiative

Martin Koehring is senior manager for sustainability, climate change and natural resources at (part of The Economist Group). He leads Economist Impact's sustainability-related policy and thought leadership projects in the EMEA region. He is also the head of the, inspiring bold thinking, new partnerships and the most effective action to build a sustainable ocean economy.

He is a member of the Advisory Committee for the UN Environment Programme’s Global Environment Outlook for Business and is a faculty member in the Food & Sustainability Certificate Program provided by the European Institute for Innovation and Sustainability.

His previous roles at The Economist Group, where he has been since 2011, include managing editor, global health lead and Europe editor at The Economist Intelligence Unit.

He earned a bachelor of economic and social studies in international relations from Aberystwyth University and a master’s degree in diplomacy and international relations from the College of Europe.

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Key findings

  • China's ODI and foreign direct investment (FDI) into China have converged in recent years. In 2014 Chinese investment into the US exceeded US investment into China for the first time.
  • The communications and electronic-components sectors are particularly attractive to Chinese ODI. There is a rising preponderance of higher-skilled ODI projects, for example in the automotive sector.
  • ODI is increasingly flowing into alternatives and renewables projects. The latter will become increasingly important as China strives to wean itself off its coal dependency and mitigate the effects of climate change through developing and buying new technologies.
  • Key motives behind Chinese ODI in developed markets include: gaining market share in acquisition’s market; indirect expansion into strategically important markets; responding to domestic market pressures; acquiring knowledge, technology and brand; acquiring raw materials and energy; and diversifying and using foreign-exchange reserves.
  • In terms of type of deal, mergers and acquisitions (M&As) are becoming more important compared with greenfield development. Since 2010 China’s total outbound M&A value has exceeded its total outbound greenfield investment value cumulatively by 33%. In 2014 Chinese investors made the majority of their M&A deals in Western Europe, while the US was the main destination for greenfield investment.
  • The primary acquisition goals are access to a brand name and distribution network. By contrast, greenfield projects focus on the establishment of headquarters, subsidiaries, trade representative offices, trading companies and R&D centres, in order to facilitate Chinese firms’ access to developed markets.
  • The character of acquisitions has changed in the wake of the 2008-09 global financial crisis. There is a stronger focus on wider deal issues, proper due diligence and post-merger integration. Chinese companies are increasingly grappling with—and learning quickly about—the cultural barriers of fuller integration with acquired firms.

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