Voith’s business also clearly reveals the shifting priorities of companies setting up in China. Ten to 15 years ago, most were there to set up factories where they could churn out goods for export. Now, like many other executives, Mr Lienhard espouses the mantra of “in China, for China. His focus is to use China’s manufacturing prowess to sell locally.

福伊特的业务发展还清晰地展现出外国企业进入中国后经营重点的变迁。十年至十五年前，绝大多数外国企业在中国建立的是用于生产出口产品的工厂。而现在，林哈德和其他很多高管一样信奉“中国产、中国销的理念。他重点关注的是，用在华产能生产面向中国本地市场销售的产品。

Of its €1bn of sales to customers based in China last year, half came from the company’s China plants, with the rest imported into the country, mainly from Germany. “By 2015, my plan is to increase annual sales in China to €1.5bn, of which two-thirds would come from our China operations, Mr Lienhard says. Over the period, he intends to triple the size of Voith’s China workforce to 10,000.

福伊特去年在中国市场的销售额达到10亿欧元，其中一半来自该公司设在中国的工厂，另一半来自该公司从国外（主要是从德国）进口到中国的产品。林哈德表示：“我的计划是到2015年时将公司在华年销售额提升至15亿欧元，并使其中三分之二来自公司在华工厂。他还计划在这段时间里将福伊特在华员工规模扩充两倍，至1万人。

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