Vietnam syndrome

Article Abstract:

US investors still flock to Vietnam, but businessmen there now realize that any profits will be a long time coming, thanks to high costs, corruption, anarchic laws, and confused policies. Infrastructure companies receive no export or financial support from Washington, putting them at a competitive disadvantage, while consumer-products companies face counterfeiting, smuggling, corrupt customs officials, and inefficient state-owned distributors. Few businesses have left yet, but fewer still are thriving.

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Won wanders: financed by South Korea, made in Vietnam

Article Abstract:

South Korean companies are investing aggressively in Vietnam, especially in manufacturing and industry, partly because it is one of the few countries Japanese conglomerates do not already dominate. While they complain of excessive red tape, labor conflicts, and poor infrastructure, S Korean firms invested $170 million in 1994 and another $160 million in the first half of 1995. Daewoo initially led the chaebol into Vietnam, and still claims to have the biggest operations there.

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Love thy neighbour?

Article Abstract:

South Korean managers in Vietnam have acquired a reputation for arrogance and brutal treatment of their workers, with new newspaper accounts appearing weekly. Taiwanese firms have had similar problems, perhaps because both work in labor-intensive industries such as textiles. Most of the labor conflicts occur at smaller companies where managers may have little training or experience abroad. The S Korean embassy is addressing the problem, but also blames the Vietnamese press.

Foreign business enterprises, Koreans, Koreans in foreign countries

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