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\u4e2d\u7f8e\u4e4b\u95f4\u7684\u7d27\u5f20\u5173\u7cfb\u6301\u7eed\u5347\u7ea7\uff0c\u5bf9\u4e8e\u5728\u4e24\u56fd\u5e02\u573a\u95f4\u6e38\u8d70\u7684\u4f01\u4e1a\u6765\u8bf4\uff0c\u538b\u529b\u53ea\u4f1a\u589e\u52a0\u3002\u89e3\u51b3\u8fd9\u4e00\u56f0\u5883\u5e76\u975e\u6613\u4e8b\u3002<\/p>\n

\u52a0\u5dde\u5bf9\u5927\u5feb\u9910\u8fde\u9501\u4e1a\u5de5\u4eba\u7684\u6700\u4f4e\u5de5\u8d44\u63d0\u5347\u81f320\u7f8e\u5143\/\u5c0f\u65f6\uff0c\u5bfc\u81f4\u5e73\u5747\u65f6\u85aa\u63d0\u9ad8\u4e8618%\uff0c\u4f46\u672a\u524a\u51cf\u5c31\u4e1a\u3002\u6839\u636e\u52a0\u5dde\u7ecf\u6d4e\u5b66\u5bb6\u8fc8\u514b\u5c14\u00b7\u91cc\u5947\uff08Michael Reich\uff09\u548c\u4e39\u5c3c\u65af\u00b7\u7d22\u65af\u57fa\u7684\u6700\u65b0\u7814\u7a76\u8bba\u6587\uff0c\u8be5\u653f\u7b56\u4fc3\u4f7f\u7269\u4ef7\u4e0a\u6da8\u4e86\u7ea63.7%\u2014\u2014\u4e0e\u884c\u4e1a\u58f0\u79f0\u7684\u6da8\u5e45\u4e0d\u540c\u3002\u7814\u7a76\u8fd8\u8868\u660e\uff0c\u5728\u5b9e\u65bd\u653f\u7b56\u4e4b\u524d\uff0c\u9910\u5385\u5229\u6da6\u5c31\u5df2\u9ad8\u4e8e\u7ade\u4e89\u6c34\u5e73\uff0c\u5e76\u5438\u6536\u4e86\u5de5\u8d44\u4e0a\u6da8\u7684\u4e00\u90e8\u5206\u6210\u672c\u3002\u800c\u7279\u8bb8\u7ecf\u8425\u8005\u5411\u6bcd\u516c\u53f8\u652f\u4ed8\u5176\u6536\u5165\u56fa\u5b9a\u767e\u5206\u6bd4\u4f5c\u4e3a\u7279\u8bb8\u8d39\uff0c\u56e0\u6b64\u5f53\u4ed6\u4eec\u63d0\u9ad8\u4ef7\u683c\u65f6\uff0c\u5927\u90e8\u5206\u989d\u5916\u5229\u6da6\u90fd\u76f4\u63a5\u6d41\u5165\u4e86\u6bcd\u516c\u53f8\u6536\u76ca\u3002<\/p>\n

\u6211\u8be2\u95ee\u7ecf\u6d4e\u5b66\u5bb6\u8fc8\u514b\u5c14\u00b7\u65af\u5ef7\u6069\uff08Michael Strain\uff09\u5bf9\u6b64\u7814\u7a76\u7684\u770b\u6cd5\u3002\u4ed6\u6307\u51fa\u4e00\u4e9b\u4f4e\u6280\u80fd\u5de5\u4eba\u7684\u53ef\u80fd\u88ab\u89e3\u96c7\u5e76\u66ff\u6362\u4e3a\u56e0\u85aa\u916c\u4e0a\u6da8\u800c\u88ab\u5438\u5f15\u7684\u66f4\u9ad8\u6280\u80fd\u7684\u5de5\u4eba\uff1b\u540c\u65f6\u5f3a\u8c03\u5feb\u9910\u5de5\u4eba\u5728\u63d0\u9ad8\u4e86\u4ef7\u683c\u7684\u5730\u65b9\u6d88\u8d39\uff0c\u56e0\u6b64\u4ed6\u4eec\u7684\u6536\u5165\u6709\u6240\u589e\u52a0\u4f46\u53c8\u56e0\u4e3a\u4ef7\u683c\u4e0a\u6da8\u800c\u6709\u6240\u51cf\u5c11\u3002<\/p>\n

\u201c\u80a1\u7968\u5e02\u573a\u6709\u65f6\u64ad\u4e0b\u98ce\u66b4\u800c\u975e\u62a5\u5bfc\u5fae\u98ce\u201d\uff0c\u2014\u2014E.B. \u767d\u8ba4\u4e3a\u80a1\u7968\u5e02\u573a\u7684\u5e7f\u6cdb\u58f0\u8a89\u5e76\u672a\u5f97\u5230\u516c\u6b63\u4f53\u73b0\uff0c\u300a\u7ebd\u7ea6\u5ba2\u300b1955\u5e743\u670826\u65e5\u7684\u4e13\u680f\u6587\u7ae0\u300a\u80a1\u5e02\u53cd\u590d\u65e0\u5e38\u300b\uff0c\u540e\u96c6\u7ed3\u4e8e\u300aE.B. White\uff1a\u6765\u81ea\u65b0 Yorker 1925-1976\u300b(1990)\u3002 <\/p>\n

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\u65b0\u95fb\u6765\u6e90\uff1a<\/b>www.nytimes.com
\u539f\u6587\u5730\u5740\uff1a<\/b>Opinion | Breaking Up With China Is Hard to Do<\/a>
\u65b0\u95fb\u65e5\u671f\uff1a<\/b>2024-09-30
\u539f\u6587\u6458\u8981\uff1a<\/b><\/font><\/p>\n

It\u2019s not an easy time to be an American multinational company that sells to or buys from China. As the governments of the United States and China butt heads, they\u2019re pressuring companies to take sides.\nLook at Ford. In January, the heads of two congressional committees asked the Biden administration to investigate four Chinese companies that they said were involved in Ford\u2019s planned battery factory in Michigan. The committee chairs claimed that the companies had ties to the Chinese military, the Communist Party, the North Korean government and human rights abuses in China\u2019s Xinjiang region.\nOr look at Apple. As this newspaper has reported, \u201cFor years, Apple has bowed to Beijing\u2019s demands that it block an array of apps, including newspapers, VPNs and encrypted messaging services.\u201d Apple \u201calso built a data center in the country to house Chinese citizens\u2019 iCloud information, which includes personal contacts, photos and email,\u201d The Times wrote.\nThe two companies \u2014 which once saw business with China as a major bright spot \u2014 are repeatedly forced to scramble to explain. Ford, for example, told Reuters it follows U.S. government regulations \u201cacross our business.\u201d Apple C.E.O. Tim Cook talks up the company\u2019s Americanness: \u201cI know that a company like Apple could only come from America \u2014 and we are as committed as ever to giving back to our great country,\u201d he said in Arizona in 2022.\nAn analysis released Monday by Strategy Risks, a 12-person business intelligence company focused on relations with China, lists Ford first and Apple third in a ranking of exposure to China among the 250 biggest publicly traded firms in the United States. (Second on the list is Carrier Global, the heating, ventilating and air-conditioning company.) Other analysts might rank the companies lower. You could make a case that Tesla, ranked fourth by Strategy Risks, is more exposed than Ford, Carrier or Apple. But the publication of the list nonetheless invites a look at the China strategies of two of America\u2019s most famous companies.\nThe question that bedevils American C.E.O.s is how close to get to Chinese frenemies: companies that can be both friends as partners and enemies as competitors. The Chinese market is lucrative, but American companies that have entered it have given the Chinese valuable intellectual property \u2014 sometimes willingly, sometimes not.\nAs Chinese companies have caught up and in some cases surpassed American companies in technology, the new question for the American ones is whether to attempt to fight their way back to the forefront, at great cost, or cede the market to the Chinese and become their customers.\nThat\u2019s the dilemma these days for Jim Farley, who has been the chief executive of Ford since 2020. The Wall Street Journal reported this month that Farley returned from a China trip in May amazed by Chinese companies\u2019 progress in electric vehicles, telling a fellow Ford board member that \u201cthis is an existential threat.\u201d\nFord has predicted it will lose around $5 billion on its electric vehicle operations in 2024. That\u2019s in spite of high tariffs that block Chinese E.V.\u2019s from the American market. In August Ford announced it was pulling the plug on an all-electric, three-row sport utility vehicle and delaying the rollout of a large electric pickup truck by about 18 months, to 2027.\nFarley is steering a middle course with regard to China. Ford is taking subsidies from the U.S. government to make batteries in Michigan. But it\u2019s licensing technology for them from China\u2019s C.A.T.L., the world\u2019s largest maker of E.V. batteries. That amounts to an acknowledgment of Chinese technological leadership, coupled with a commitment to in-house manufacturing.\nFarley\u2019s latest tactic for keeping up with Chinese competition is setting up a new operation in the Los Angeles area to design electric vehicles that will be entirely new from the pavement up, built around those new batteries.\nIt might work, or it might not. Some Wall Street analysts are skeptical. \u201cFocus on your core,\u201d John Murphy, a Bank of America analyst, said in a talk in June. He said Ford, General Motors and Stellantis, the parent of Chrysler, should focus on selling gasoline-powered trucks in North America, which remain highly profitable, while \u201cultimately investing in autonomous connected and electric vehicles over time.\u201d (Ford says its Chinese operations have turned profitable.)\nApple, though still widely admired in China, is losing market share in smartphones and encountering political headwinds. While Apple has tried to remain in the good graces of the government, Chinese agencies and government-backed firms have banned their employees from bringing iPhones and other foreign devices to work. Jon Stewart\u2019s show on Apple\u2019s streaming service ended last year partly because potential show topics related to China and artificial intelligence were causing concern among Apple executives, The Times reported.\nApple has made moves to reduce its reliance on Chinese sources for parts but has made little progress. Nikkei Asia reported in April that Apple increased its use of parts from China-headquartered suppliers and Chinese manufacturing sites in 2023, while using fewer suppliers from Taiwan, the United States, Japan and South Korea. Apple said in March that it was expanding a research center in Shanghai and opening a new lab in Shenzhen, the tech hub near Hong Kong.\n\u201cEveryone has the same dilemma\u201d of fearing over-dependence on China but also worrying about becoming uncompetitive if they pull out, James Andrew Lewis, a senior vice president at the Center for Strategic and International Studies, told me. \u201cPeople are hedging their bets.\u201d\n\u201cIt would take Apple a decade to get out of China\u201d even if it wanted to, Jeff Fieldhack, a research director for Counterpoint Research, told me. \u201cIt\u2019s not just the building of devices. It\u2019s the huge ecosystem of components.\u201d\nAn Apple spokesman declined to discuss the company\u2019s exposure to China. The company says it designs all its products in California and has more than 90,000 employees in the United States, versus about 16,000 in \u201cGreater China,\u201d which for Apple includes Taiwan.\nIf tensions between China and the United States continue to ratchet up, the pressure on companies that straddle the two markets will only intensify. There is no easy way out.\nCalifornia\u2019s $20 minimum wage for workers in big fast-food chains \u201cincreased average hourly pay by a remarkable 18 percent, and yet did not reduce employment,\u201d according to a new working paper by the economists Michael Reich of the University of California, Berkeley, and Denis Sosinskiy of the University of California, Davis. The policy increased prices about 3.7 percent, \u201ccontrary to industry claims of larger increases,\u201d they estimated. Profit margins of restaurants were above competitive levels before the policy and absorbed \u201ca substantial share\u201d of the increased expense on wages, they calculated. Franchise owners pay a fixed percentage of their revenue in royalties to their parent companies, so when they raised prices, the parent companies got more money that went straight to the bottom line.\nI asked Michael Strain, an economist who has debated Reich on minimum wages in print, what he thought of the research. He said some of the lowest-skilled workers might be fired and replaced by higher-skilled workers who would be attracted by the higher pay. Also, he said fast-food workers eat at the restaurants where prices rose, so \u201cyou\u2019re kind of giving a pay boost to workers with your right hand and you\u2019re taking a bunch of it back with your left hand.\u201d\n\u201cThe stock market, which is a sort of horse track without the horses, does not deserve its wide reputation as a barometer. It sometimes sows the hurricane, instead of reporting the breeze.\u201d\n\u2014 E.B. White, \u201cStock Market Zigzags,\u201d The New Yorker, March 26, 1955, collected in \u201cE.B. White: Writings from The New Yorker 1925-1976\u201d (1990)\n<\/pre>\n
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