...Strategies for MNEs in China: The Case of Danone and DHL International Business Winter 2014/2015 Table of contents 1. Introduction 3 1.1. FDIs and Entry in China 3 1.2. Research Contribution 3 1.3. Research Method 3 2. Literature review 4 2.1. FDIs 4 2.2. Macro Environment 5 2.3. Timing of entry 6 3. Discussion 6 3.1. Introduction of Cases 6 3.2. Motives of Entering China 7 3.3. Joint Venture in China 8 4. Conclusion 9 4.1. Implications 9 4.2. Limitations 9 4.3. Research Outlook 9 5. References 9 1. Introduction 2.1. FDIs and Entry in China How should MNEs enter China? MNEs are usually presented with multiple entry choices, namely export, licensing agreements, franchising and FDIs. While each mode presents advantages and disadvantages, FDIs cause MNEs to make direct investments and be directly present in foreign countries, as opposed to indirect investments and presence through other modes of entry, hence the name “foreign direct investment”. But with direct presence in a foreign country MNEs are subject to both formal and informal institutions, and those institutions will directly influence a company’s decisions and it’s mode of entry (Ingram, Silverman 2002). MNEs have to decide whether to go as a first or late mover and due to what kind of motivation they decide to do FDIs in China. In countries with a weak institutional framework, Meyer et al. (2009) find that MNEs should choose the Joint Venture FDI mode of entry...
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...Joint ventures with Chinese companies Some multinational companies have opened subsidiaries in China through joint ventures with Chinese companies. Not all of them are successful though; there are advantages and disadvantages of such joint ventures. In the last years, China has emerged as “a worldwide economic powerhouse”[1], becoming more and more attractive as a joint venture partner for multinational companies in order to gain access to the Chinese market. Foreign companies can profit from Chinese knowledge of the Chinese market, their contacts to important government institutions, their knowledge of the Chinese way to do business and Chinese regional characteristics. Cheap production opportunities and an already existing team of workers can also be a huge advantage for them. In addition to that, the companies can save money and reduce their risks should a particular project fail through resource and capital sharing.[2] Especially advances in technology are really expensive, therefore pooling money and personnel can cut costs significantly. The German carmaker Daimler AG for example has recently been involved in a joint venture with China’s BYD Co Ltd to produce electric cars. That way, they are sharing the high costs of producing such a car.[3] The foreign business partner usually contributes to the cooperation with know-how about production procedures and techniques as well as excellent distribution strategies and managerial expertise. Moreover, joint ventures give...
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...rational for China – Dunning’s Eclectic Paradigm. 4 Conclusion 6 References 7 Abstract China is one of the most attractive destinations for Foreign Direct Investments in the world. It is first destination for Inward FDI among developing countries (WTO, 2012). China has developed second world’s largest car market after U.S.A. and has been the largest car producer in the world since 2008. German company Volkswagen (hereafter VW) is the world’s second largest motor vehicle manufacturer after Toyota Motor (CNN, 2012) and the biggest manufacturer in Europe. VW is one of the earliest investors and the biggest foreign car maker in China with 15% of market shares. This report, by applying relevant theories, such as Dunning’s eclectic paradigm or Hymer’s internationalization theory, will explain why VW Company decided to invest in China through joint venture rather than acquisition or Greenfield investment. Introduction Chinese car industry, as well as many other branches, is very young, although dynamic and fast growing. In 1978 Chinese government introduced policy of open doors which allowed foreign companies to invest and operate in China. Since then car sector has developed rapidly from an infant to a mature industry. Moreover, Chinese government provides various incentives in order to attract foreign firms invest in Chinese car market, which the cause for industry dramatic development. VW entered Chinese market in 1984 setting up joint venture with the Shanghai...
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...4 Testimony 4 Automobile Industry in China 5 Projected Capacity 5 Holistic Supply Chain 6 GM & SAIC Partnership 6 Joint Ventures 6 Foreign enterprises 7 Corporate Level Strategy: 8 Business Level Strategy: 9 Conclusion: 10 References 11 Annexure 12 Executive Summary: This is a Case base scenario of Shanghai Automotive Industry Corporation (SAIC) and the General Motor Company (GM). The world’s largest automaker, traces its roots back to 1908. With its global headquarters in Detroit, GM does business in some 120 countries. The General Motors-China relationship dates back more than eight decades. GM China’s vision is together with its partners to be the best automotive group in China The joint venture between General Motors (GM) and Shanghai Automotive Industry Corp. (SAIC) in 1997 was regarded as the largest single foreign investment ever made in China. The joint venture was considered by many as a high-risk investment for GM at that time. Eight years after signing the joint venture, GM proved to the world that its investment in China was justified, with its growing market shares and successful partnership with SAIC. Attempts to understand the strategic alliance between GM and SAIC and how the relationship contributes to the success and rapid growth of GM in China. Also analyzes the strategies adopted by GM and the potential threats and challenges imposed on foreign automobile companies in China. Sheds light on devising viable strategies...
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...Case Overview (Successful of GM joint ventures in China) In 1997, General Motors establish a joint venture with the state-owned Shanghai Automotive Industry Corp (SAIC). GM investment value was at $1.6 billion. At the time, the Chinese market was very small; fewer than 400,000 cars sold per year. However, GM expects an expansion in Chinese automotive industry. Not only lack of local knowledge and connection in China, but the Chinese regulation forced GM to establish a joint venture with SAIC (SGM). There were only GM and Volkswagen in the Chinese market. See table 1 10 years later in 2007, GM and SAIC is able to sell more than 900,000 cars and light trucks per year, exceed GM expectation 18 percent increase over 2006. In addition, Chinese market grew to be about 8 millions cars per year, second largest car market in the world. The major hit is the mini-van cost $3,700, has .8 Liter engine, top speed of 60 mph, and weight less than 2,200 lbs. 460,000 mini-van sold in 2007. After the US economic crisis in 2008, GM sold a 1 percent stake in SGM to SAIC due the need to raise capital. In 2009, about 13.8 million cars sold in China, China become the largest automobile market in the world. SGM sold 1.8 million vehicles in 2009. In 2010, GM sold 2.35 million cars from total car sold in China grows to 18 million cars. China becomes the largest market for GM; surpass the US sales of 2.2 million cars. See table 2, 3 and 4. Case Discussion Questions 1. GM entered the Chinese market...
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...Introduction China is identified as one of the most popular markets since it is growing vibrantly. Hence, burgeoning market economy in China has attracted numerous companies that want to enter this market and Danone Group is one of them. Danone is a French food and beverage conglomerate and signed an agreement with the Hangzhou Wahaha Group in 1996, a Chinese beverage company, to set up a series of joint ventures in China. The partnership was established to market products under the Wahaha brand name. Ultimately, the agreement resulted into thirty-nine joint ventures. Those joint ventures were hugely profitable as the Wahaha brand became a household name in China. In spite of these successes, the relationship started to deteriorate. After years of court battles, Danone finally pulled out of the JV and ended this partnership with Wahaha. Based on the case study, this essay will firstly analyze Danone’s market entry mode and limitations of this mode. Subsequently, this essay will discuss contributions of both Wahaha and Danone in this relationship. Finally, this essay will present reasons for the Danone-Wahaha dispute and lessons derived from this dispute. Danone’s market entry mode Danone entered the Chinese market selling consumer drink products, including fruit juice, dairy products and bottled water, all with Chinese joint venture partners who were market leading brands in China. A joint venture is a special type of strategic alliance, which requires establishing a firm...
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...Energy Market Michael Alexander Landon Bunn Thomas Burrus Benjamin Duva Marcela Horan Table of Contents: Executive Summary…………………………………………Page 3 Demand for Energy…………………………………………Page 4 Coal and China…………………………………………………Page 6 Solar Energy in China………………………………Page 8 Competition…………………………………………………………Page 9 U.S./China Relations………………………………Page 10 Recommendations……………………………………………Page 14 Joint Ventures………………………………………………Page 15 References…………………………………………………………Page 17 Executive summary As the nation with the world’s largest population moves towards an industry focused on consumer products, the need for an abundant supply of energy becomes essential. While coal and oil are the current sources of energy, concerns about the quantity available and environmental problems force officials in China to look elsewhere for the country’s energy. Nuclear, wind, and hydroelectric power are all options in this field, but solar energy seems to be the most promising. This paper researches the history of energy demand in China and the potential of solar energy. By providing information about competition, the relations between China and the U.S., and methods of entry, we hope to give insight to those interested in entering the Chinese Energy Market. Demand for Energy in China Figure [ 1 ] From the 1940s to the 80s, the Chinese economy grew from an output level of 18% to 44%, while the amount of energy required to match the economic output tripled. This created an immense need...
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...Question 1: Samsung finds itself in an enviable position. Its competitive advantages in memory span all parts of the company and its production process. As seen in the graphs below, Samsung has a low Willingness to Supply (WTS) as measured by its raw materials cost of just $1.18, which is 36% lower than the competitors’ average. Its capital efficiency is superior by roughly 18% with a per unit depreciation cost of only $1.35. This efficiency largely stems from the high yield rates and productivity at Samsung, with average yields reaching 80% while competitors’ levels are in the mid 60% range. Additionally, Samsung’s quality and reliability allow it to achieve a price premium of at least 15% over its rivals. The graphs depict Samsung’s advantages in various components. To summarize, the significant price premium and the absolute advantages in terms of material sourcing and capital efficiency allow Samsung to enjoy operating margins of 24%(based on 256Mb equiv.) while other firms remain in loss territory. There are many activities at Samsung that give rise to such dominance in profitability. 1) Pricing: Samsung is able to charge higher prices mainly because of its superior quality and reliability. Typically, a faulty memory chip will cause huge losses for IT manufacturers. This makes them more willing to pay an extra dollar or two for Samsung chips compared with other memory chip makers 2) Depreciation: Samsung is able to cut down per unit depreciation costs by having...
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...create returns for the shareholder. The host country usually wants long-term capital investments that bring in foreign technology, create jobs based on significant value-added production and exports, and train management and workers. Polaroid's fundamental strategy in China is the same as it has been for the Soviet Union, Eastern Europe, and India: to tie the company's goals into the needs of these countries. Polaroid has reconciled the natural differences by focusing on points of mutual advantage, namely manufacturing for export, provided there is a demand for export goods. Like other firms, Polaroid has developed its commitment to China in stages as benchmark goals were met. It began by selling, moved to subcontracting component assembly, and when comfortable with its partner, started discussions on a joint venture. This case study focuses on the evolution of the venture and describes an important component of dealing with the domestic market-sales and marketing. This description originally appeared in Business China (July 29 and August 12, 199 1) and is adapted here with permission of the publisher, Business International Asia/Pacific Ltd. Polaroid has been selling directly into the China market since the early 1980s, primarily via its Hong Kong regional office marketing, subsidiary. By the mid- 1980s, Polaroid was ready to explore the next steps, and talks with the central government led Polaroid to initiative discussion with the Shanghai Motion Picture...
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...MABE: Learning to Be a Multinational Strategic Management 75-498 Section 1 Professor T. Mao By group 10: Daniel Sgro 103442079 Elizabeth Oduwole 104078842 Mohammad Rafi Siddique 103606130 Si Shen 103552129 Table of Contents 1. Problem Identification…………………………………………………..…2 a. Key Issue……..………………………………………………………………...…2 2. Situation Analysis………………………………………………………..…2 b. External Analysis……...…………………………………………………………2 i. PESTEL………….……………………………………………………...….……2 ii. Industry………….………………………………………………………….……3 iii. Porter’s 5 Forces…..……….……………………………………………………3 iv. Diamond Model……………………………………………………………….…4 v. 1-2-3 Model………………………………………………………………………4 vi. CAGE Framework…………………………………………………………....…5 c. Internal Analysis………………...…………………………………….…………5 vii. VRINE……………….………………………………………………..…………5 viii. Value Chain…………..…………………………………………………………6 ix. Financial………………..……………………………………………..…………6 3. Alternatives & Recommendation…………………………………….……7 d. Alternatives………..………………………………………………………..……….……7 e. Recommendation………...…………………………………………...….…….………....7 f. Implementation………………………………………...………………………………...8 g. Contingency Planning……………………………………………………………………8 4. Appendices………………………………………………………….………9 h. Appendix A: VRINE Table…………………………………………………......……….9 i. Appendix B: Decision Matrix…………………………………………....…….…..……9 j. Appendix...
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...UPS IN CHINA China is perceived as a strategic location, by UPS, for freight forwarding industry. UPS is following a strategy to increase its base in Mainland China. Chinese government is following a drive to join the World Trade Organization, and phase out restrictions such as prohibiting controlling stakes in joint ventures and limiting the local partner to choose companies to partner. Q. Discuss the possible motives for UPS plans? Expand its express-delivery service network on mainland China UPS plans to open 18 new offices in a 50-50 joint venture agreement with Sinotrans Intents to sign an agreement with Sinotrans to invest and transfer information technology and management Q. From the perspective of UPS what competitive advantages and disadvantages characterize China’s inward FDI regime Advantages Capture market size and growth prospects Economies of scale, fuelled by abundance of cheap labor Mitigate the possible problems of foreign exchange Risk sharing by JV Transfer core management expertise In China’s drive to join the World Trade Organization, China has promised to phase out prevalent restrictions Overcome barrier to entry Disadvantages Lack of “soft” financial infrastructure (e.g. credit ratings agencies, managerial skills…) The non-existence of appropriate investor protection mechanisms Sinotrans has joint ventures with UPS competitors An area of restricted investment. The Chinese government...
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...about coffee, but also about the experience created in the stores and in the company. Also, Starbucks persists to be profitable and it is. They live by a strict, slow growth policy completely dominating a market before setting its sights further abroad. As a supplement tot the growth provided by new outlets, Starbucks tried out new concepts in their store but the management felt that it took away from their core business. In 1994, Starbucks introduced a drink called Frappuccino, a cold coffee drink. Through a joint venture with Pepsi, a grocery-store version was marketed. International expansion to Japan and the UK As Starbucks was reaching the point of saturation in North America, the firm set its sights on overseas expansion. In 1996, Starbucks opened its first Japanese store (a joint venture with Sazabu) in Tokyo’s Ginza district. Almost immediately, Starbucks enjoyed huge success in Japan. By 2003, more than five hundred stores were operating as joint ventures in Japan. A large portion of its international business is in Asia, and Starbucks plans to continue expanding its presence throughout Asia. Starbucks’ experience in Britain was quite different....
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...Danone v. Wahaha: Lessons for Joint Ventures in China Steven M. Dickinson Harris Moure PLLC www.harrismoure.com Danone Group and its partner, Wahaha Group Company, are shareholders in a joint venture company that is the largest beverage company in China. A recent dispute between the partners now threatens to wreck the joint venture. What lessons can be learned from this dispute for investors considering new joint ventures in China? Disputes such as this are not inevitable in China. They can be avoided by following certain basic rules. Many of the most important rules were violated in this case. As a result, the problems that have arisen were almost certain to occur. I. The Facts A. Formation of the Joint Venture Company The Wahaha Joint Venture (“JV”) was formed in February, 1996. At the start, there were three participants in the JV. (1) Hangzhou Wahaha Food Group Co. Ltd. (“Wahaha Group”), led by its chairman Mr. Zong Qinghou. (2) Danone Group, a French corporation (“Danone”). (3) Bai Fu Qin Ltd., a Hong Kong corporation (“Baifu”). Danone and Baifu did not invest directly in the JV. Instead, Danone and Baifu formed Jin Jia Investment Co. Ltd., a Singapore corporation (“Jinjia”). Upon the formation of the JV, Wahaha Group owned 49% of the shares of the JV and Jinjia owned 51% of the shares of the JV. This structure led to immediate misunderstandings between the participants. From the Wahaha Group’s point of view, the division of ownership was 49% Wahaha Group, 25...
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... Company: Starbucks Country: China Going to do an international joint venture with “----“company in China. Advantages International joint ventures allow for much faster and less costly access to foreign markets than can be achieved by purchasing an existing company in the jurisdiction or starting a new venture. IJVs provide quick access to channels of distribution, and they provide access for the non-resident partner to knowledge and know-how of the local marketplace, which substantially enhances the probability of success for the venture. The resident partner also often has existing relationships with key suppliers and customers, and proficiency in the local language and customs. These benefits can be especially critical to a small or medium-sized business that does not have the capital, resources or Expertise necessary to pursue the opportunity unless it is able to share the risks and the costs through an alliance such as an international joint venture. IJVs allow the partners to move quickly, cost effectively and with credibility (provided by the reputation of the resident partner) in the local marketplace. The parties to an IJV can also take advantage of complementary lines of business and synergies that may exist between the two companies. Disadvantages An international joint venture can result in a frustrating experience and ultimately a failure if it lacks adequate planning and strategy...
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...Executive Summary Joint venture is method or an approach which allows companies to further their interest internationally without taxing their resources b having a partner who is compatible to work on the project albeit in short term or long term project. Joint venture allows companies to pool their resources together and benefit each of the companies in reaching their potential. Apart from that, joint venture also allows company to complement each other short coming with what they do best. This is evidently shown when discussing Daicel Evonik Ltd where Daicel Chemical Industries Ltd and Huels AG complement each other in term market knowledge and technological capabilities know-how among them. But then, joint venture does have limitation where culture plays an important barrier to achieve success. In Danone Co. Ltd and Wahaha Co. Ltd which will be discussed further, the dissolution of ventureship between these two companies can be attribute to communication particularly in conflict management. Thus, managing cultural differences is important especial in term of managing conflict among the partners. Conflicts are parts of life and may appear in any organization. They particularly often occur in hybrid organizations whose parents coming from different cultures, different countries with different ways of thinking and doing things. Knowing how to management conflict with proactive approach (minimize conflicts to happen) and reactive approach (resolve conflicts) is crucial for firms...
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