Geely's Hehe-Based Acquisition of Volvo
Zhejiang Geely Holding Group is a famous private enterprise which originated in Taizhou. It has demonstrated distinct features of Hehe Culture since its inception. In 2010, Geely Group completed its acquisition of all shares in Volvo Car Corporation. Faced with the integration issues after the acquisition, Geely Group adhered to the principle of respecting cultural differences and explored a way that the two parties could work in an independent but coordinated manner. After properly handling issues on enterprise, talent, technology, intellectual property rights, and trade union culture that are common to see in cross-border mergers and acquisitions, it successfully completed the acquisition and integration, and promoted the integrated development of Chinese and foreign automobile cultures. This was the first time that a Chinese auto company had successfully acquired a foreign luxury car company and brand, and it's called one of the most iconic events of overseas mergers and acquisitions in China's auto industry.
The Hehe-based acquisition of Volvo by Geely fully demonstrates that on the premise of mutual respect and independence, exploring a new development path of joint progress and mutual benefit in accordance with laws and regulations is the right path of cooperation for the common development of enterprises in all countries amid economic globalization.
吉利與沃爾沃的和合并購模式
浙江吉利控股集團(tuán)是臺州市民營企業(yè)的代表，自創(chuàng)始之初就具有鮮明的和合文化基因。2010年，吉利集團(tuán)完成對沃爾沃轎車公司全部股權(quán)的收購。面對收購后的整合與融合問題，吉利集團(tuán)秉持尊重文化差異的價值取向，探索雙方相互獨(dú)立、深度協(xié)同的發(fā)展方式，妥善處理了跨國并購中普遍存在的企業(yè)、人才、技術(shù)、知識產(chǎn)權(quán)、工會文化等若干問題，順利完成了收購和整合，促進(jìn)了中外汽車文化的融合發(fā)展。這是中國汽車企業(yè)成功收購?fù)鈬廊A汽車企業(yè)和品牌的第一宗案例，被稱為中國汽車產(chǎn)業(yè)海外并購最具有標(biāo)志性的事件之一。
吉利與沃爾沃的和合并購模式充分說明，在相互尊重、互不影響?yīng)毩⑿缘那疤嵯拢婪ê弦?guī)地探索一條攜手共進(jìn)、互利共贏的新型發(fā)展道路，是經(jīng)濟(jì)全球化背景下各國企業(yè)共同發(fā)展的合作之道。
