Those who have experienced spring need not fear the cold; European companies coming to China can find peace of mind amid the energy crisis.

BMW Group has announced plans to relocate its MINI electric vehicle production line from the UK to China. Chemical giant BASF, defying the German chancellor’s opposition, has also “rebelliously” chosen China.

Amid the energy crisis, European companies coming to China to “weather the winter” appears to be becoming a major trend.

Chinese county-level cities, tasked with attracting investment, have sprung into action upon hearing this news.

A Blossoming Array of Opportunities

County Investment Promotion: “Know Thyself” and “Know Thy Enemy”

In county-level investment promotion, the county magistrate serves as the “guiding star.”

As the local chief executive, the county magistrate possesses the ability to “see through the surface to the essence,” often standing on higher ground, seeing farther, and thinking more deeply than frontline investment promotion staff.

The European energy crisis is a sudden opportunity.

The more we find ourselves in the midst of such a crisis, the more we must maintain strategic resolve.

Therefore, every frontline investment promoter must adopt the county magistrate’s perspective to re-evaluate their investment promotion tasks.

For example, when county magistrates take office, they never immediately convene meetings or assign tasks; instead, they first conduct on-site research at local industrial parks and enterprises.

Why? To get a clear picture of the local situation.

The fundamental skill of investment promotion is precisely to get a clear picture of the local situation.

Before launching investment promotion initiatives targeting foreign investors, it is essential to conduct in-depth research on local foreign-invested enterprises, particularly European ones.

First, to understand the “reasons and circumstances” behind their investment.

Land? Labor? Capital? Technology?

What is imagined in an office may differ greatly from what companies actually need in their day-to-day operations.

Take Taicang, Jiangsu, for example: this county-level city is home to over 400 German companies and is actually better known in Germany than it is in China.

Why did German companies initially cluster here?

Proximity to Shanghai? A port? Low land prices? A mature industrial chain?

All of these are true, but none may have been the decisive factor.

It was precisely through visiting each company to conduct research that Taicang discovered German firms’ preference for highly skilled technical workers. By vigorously promoting the “dual system” of vocational education, the city was able to gradually develop into a top-100 county and a county with a GDP exceeding 100 billion yuan.

In the first half of the year, Taicang attracted 40 industrial projects with registered capital of over $3 million each, with a total investment reaching $3.18 billion.

The “Home of German Companies” has become Taicang’s calling card.

Second, it’s about seizing the “opportunity” in investment promotion.

Beyond energy costs, European companies value China’s well-established industrial and supply chains.

Compared to the United States, which suffers from the “hollowing out” of its manufacturing sector and disrupted industrial chains, this is our greatest advantage.

Conversely, investment promoters must have a thorough understanding of the local industrial chain to ensure their efforts are targeted and effective. What is the current state of the industrial chain? What gaps need to be filled? In which directions can it be extended?

What kind of enterprises can fill the gaps in specific market segments?

What kind of enterprises can serve as “super nodes”—attracting massive orders from downstream sectors while connecting hundreds or thousands of upstream suppliers of varying categories and tiers?

For many domestic manufacturing enterprises,

the gap between the agony of “living hand-to-mouth” and the dream of “growing bigger and stronger” may be bridged by just one order that perfectly matches their production capacity.

Compared to simply recruiting a single enterprise or attracting a single investment, the implementation of a project that fosters industrial synergy—connecting scattered enterprises into lines and lines into chains—holds far greater long-term value.

Local experts know the ropes

Responding to every business need

It is worth noting that the investment opportunities arising from the energy crisis do not all come from external sources.

In July of this year alone, the 27 EU member states imported as many as 1.29 million electric blankets from China, a month-on-month increase of nearly 150%.

In the first half of the year, China’s exports of air-source heat pumps to Bulgaria, Poland, Italy, and Spain increased by 614%, 373%, 198%, and 71%, respectively.

Benefiting from the surge in export orders, many entrepreneurs are now expanding their operations.

For example, the heat pump manufacturer "HeatCube" has invested 250 million yuan this year to build a smart manufacturing center in Shunde. Once fully operational, it is expected to achieve an annual output value of 2 billion yuan and create 1,500 jobs.

Therefore, while attracting foreign investment is certainly important, we should not blindly believe that “foreigners are always better.”

Providing strong support to local enterprises is equally significant.

This surge in sales of heating products spans many industries—beyond electric blankets and heat pumps, it includes hot water bottles, thermal underwear, and more...

Many companies have plans to expand into Europe but lack experience in foreign trade.

If the government can assist these enterprises in establishing foreign trade teams and connecting with clients through cross-border channels, the companies can seize the opportunity to capture the international market, secure orders, and expand production through additional investment.

Such economic growth is driven by stronger endogenous momentum.

The last mile is the hardest

A business environment that not only begins but also sees things through to the end

Chinese electric blankets have become a hit in Europe as a way to stay warm—a choice born of necessity for Europeans, yet one that also highlights the value of globalization.

Decoupling is unpopular and ultimately harms both others and oneself.

This is precisely why China has consistently adhered to opening up and promoting world peace and development.

It is worth noting that while China exports such a large volume of electric blankets, the average price is only 90 yuan, resulting in meager profits.

Therefore, while this sales boom may appear to be a “huge win,” it has not actually reversed the situation of “large export volumes but low profits.”

Furthermore, no one can say for certain whether the impact of the energy crisis will be short-term or long-term.

Therefore, shifting focus away from fleeting trends and avoiding letting short-term market fluctuations influence decision-making is a wise move for both businesses and local governments.

However, even if companies throw themselves wholeheartedly into short-lived trends, this constitutes market behavior, and the government is not in a position to intervene.

As the guardian, referee, and facilitator of the market economy, the government should adhere to the principle of consistency—staying the course from start to finish.

If the government casually gives businesses the “green light” when a trend emerges, only to arbitrarily flash the “red light” when it fades, businesses will have no choice but to vote with their feet to avoid risk.

A truly good business environment does not require excessive policy favoritism; it simply needs to be consistent from start to finish.

Before a company invests, establish clear ground rules.

Once businesses have established themselves, these rules must be strictly enforced.

If we put ourselves in their shoes, entrepreneurs will certainly not let down this era, which demands that they strive and fight harder—not retreat or shy away.