Like many other global companies, Danfoss had been taking a slow boat to China. During the mid-1990s, the company moved some of the manufacturing of its valves, compressors, and motion controls there to take advantage of low wages. It was selling some of the output around the world and the rest locally, at high prices, to business customers in the major coastal Chinese cities. Was this the optimal strategy?
Read the complete interview from the latest McKinsey Quarterly.