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Ford Motor Co. is busy selling its assets. The British "The Sunday Times" reported on August 6th that this second-largest auto company in the United States will likely sell its remaining Land Rover and Jaguar companies and hand them over to the family in a "packaged" form. Financial Investors. As this has come so quickly, it has almost renewed its "progress plan" at the beginning of the year. Ford Motor Co., Ltd. launched a business restructuring plan in January this year. It hopes to reduce employees from 25,000 to 30,000 by 2012 and close 14 factories.
In Detroit, another giant car company was also in a business dilemma: At the end of 2005, GM's stock fell to the lowest point in 23 years, operating losses of 10.6 billion US dollars, liabilities reached a record 292 billion US dollars. In April of this year, General Motors sold a 51% stake in its auto finance company to the Selberly Capital Management Company for a price of 7.4 billion U.S. dollars. At the moment, the GM-Renault-Nissan Tripartite Alliance, which is costly and will probably become the largest merger and acquisition case in the world's automotive history, is also actively being explored.
Renault Nissan’s head Carlos Ghosn asserted: “The new round of mergers and acquisitions in the global automotive industry will be overwhelming.†In this round of reorganization of the international automotive industry, Chinese car companies are no longer spectators.
One of China's first and sixth-largest auto glass makers in the world are preparing to take a shot. The Fuyao Group has revealed that they are bidding for some of Ford’s glass assets. At the beginning of July, Lu Guanqiu, Chairman of Wanxiang Group’s Board of Directors, also made it clear that he was considering the acquisition of some of the low-end assets of Delphi, a Tier 1 supplier of General Motors. Even the "Chicago Tribune" made such a surprise: "When American companies see rusted equipment and lost jobs, Chinese companies see milk and money."
Indeed, this is a breakthrough in the history of China’s automobile development. Since the 1990s, there have been two landmark mergers and acquisitions in the global automotive industry: the merger of Germany’s Daimler-Benz and the Chrysler Corporation in 1998 (the largest merger in the world’s automotive history); and 1999 The French company Renault merged with Nissan Motor Co. of Japan. At that time, China’s auto industry was almost a “worry-free†attitude, but now we have become a new stakeholder.
Of course, we are also concerned about another set of data: Although, over the past 20 years, Chinese companies’ overseas mergers and acquisitions have grown at an average annual rate of 17%, 67% of overseas acquisitions have not been successful since 1986. TCL, a well-known consumer electronics product manufacturer in China, recently faced a huge loss. It had previously purchased Alcatel’s mobile phone business to expand its international business. Haier’s purchases of American brands like Microtek have also failed due to difficulties in integration.
Judging from the current overseas acquisitions of Chinese auto companies, most of them are branches or business units that are difficult for foreign companies to operate. Our idea is to use the advantages of cheap production costs in China to revitalize the rigid assets of the acquired companies. However, due to the fact that Chinese companies have their own technological obsolescence, poor business strategy, lack of management experience and other “congenitally deficient†factors, the integration benefits are difficult to reflect.
Lu Guanqiu once said, “We are still very weak and we have to take advantage of acquisitions,†but even if we step back and integrate it into the new wave of mergers and acquisitions in the world, we will provide Chinese auto managers with more practical opportunities. And gradually mature international thinking.
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