Beiqi weak bargaining power in merger and acquisition system design

 Beiqi weak bargaining power in merger and acquisition system design
Wang Yukun: reflected. Chinese companies focus too much financial due diligence, due diligence does not know culture is equally important, and sometimes even more important. I believe, in the first arch to move forward in the process, the Chinese companies will have this ability in practice. reduced from the current 14 companies to 10 companies. a turbulent process of integration will arise. Recently, the Beijing Auto Group GM subsidiary Opel in the bid process has been knocked out, and their are many bidders bid the highest one. that the real reason behind that? car prices in China's overseas M & A path on? July 31 10:00 am, Netease car special, global M & A Research Center of Academic Committee, Senior Fellow Wang Yukun, China Central Television commentator observed today, Shen Sheng Yuan Zhu and Zhang Zhiyong, chief editor of the vehicle network topics in-depth interpretation and analysis.
Shen Zhu: May we state GM industry adjustment plan, and why all of a sudden the wind like a whirlwind restructuring Like to? we all sit still. Why did the recent Beijing auto discovery a little impatient? it to the next within a very short time to reach the entire layout, 90% of motor vehicles reduced from the current 14 companies to 10 companies. This is integration of a surging will emerge, and the planning process in the automotive industry, for what kind of stimulus Beiqi it? is four four small allocation, than it yields more than eighty thousand vehicles designated in the plan Changan Automobile inside. in our hearts and in management, the Beijing Automotive will not be convinced.
but in the process of national capacity to deploy the first half of the responsibilities of credit, including excess production capacity, is now rushing to carry out structural adjustments. right car is it? no longer let you in on the overall vehicle production expansion, it allows you to carry out an integrated resource allocation. for such features, Beiqi in number, only by way of reorganization and acquisition bottleneck can break it. We see to everyone in the international market not only in the fight fish shrimp, from China they were forced to break through the bottleneck is looking for opportunities from abroad, especially in the financial crisis the following, we shouted to buy the dips. that hunters, and we are sad .
Speaking of Hummer, the Hummer had been looking for Tata in India, the acquisition, but Tata has refused. because the Hummer's core technology, military technology can not be transferred to Tata, Tata Why should I feel To what? India has many places that we reach. count the entire 07 data, India, the entire M & A 230 billion U.S. dollars, we have 2.3 billion, the gap is too great. If this problem is the topic. We state-owned enterprises are popping up, we in the corporate culture, management system and dialogue are not above the common dialogue with the international atmosphere of this market. It is a cultural conflict, and I believe that Wang must have this understanding of .
another one, do not know if we are not concerned about Valin Iron & Steel, their right to speak in the M & A top international business than in the general attack several years earlier. We in the international M & A negotiations, we lack the talent, why India can are picking up trash the king? and we see a baby on the rush to go see this baby into my hands yet. There are many factors, Valin program you do not negotiate the twists and turns in 2004, how to dig Learn the rules of negotiation, how to have words with them on the negotiating skills. At the Beijing auto negotiation when, how fast to enter Germany's powerful trade unions, to understand the laws and regulations of the German industry, it is not practical skills stations Read some of the provisions on the outside, quickly recruiting, mergers and acquisitions to expand their team, this is not possible.
Wang Yukun: The expansion of the real M & A What is the purpose? If you just want to rush to expand the scale, this is some of the problem. There is also a problem of cultural integration, which is the core issue of M & A process. we said with the foreign world-class big companies that we lack the bargaining power, what is the bargaining power? the core is your new system design capabilities.
acquisition goals? we should pay attention to look at Toyota. Toyoda came to power, ruling in June, he had a profound reflection. He said Toyota was wrong, Toyota, departed from the track.
Toyota is doing at the earliest, when the textile machine, the result later became the car to a dramatic 1950, the difficulties encountered, forced to lay off a quarter of employees, Kiichiro Toyota, this time to resign. then they are basically no funds, started in that condition, when Toyota was thinking, we can only produce what is necessary, we do not have money, no strength, no technology, we can only rely on the creativity of employees, by employees The lever to reduce our cost, to create our cars to. So, what is needed for a production only, the other a full play the role of each employee. The two traveled to Toyota crisis of the fifties, and then to the sixties, seventies has grown into a scale model of a corporation.
but since the late nineties, the Toyota a little way off. how biased it? country are beginning to have inventory, and are beginning to size of the scale, to scale, and I desperately to acquire some companies, expanding the size of my. The results are very fit it takes time to integrate this work is bad. The results led to the emergence this year, Toyota is the first time in history large losses.
This is the reflection Toyoda. His departure from Toyota Toyota reflection is determined by the founder of a philosophy called the first turtle philosophy. turtle race with the hare, which is a Chinese story. But Toyota says , we are the tortoise, is to go forward step by step, step by step pursuit of the ultimate, sophisticated and change. all these years, it deviates from this one, it became a rabbit, running every day, running to front. Results , after the force of moral one, there has been a loss now.
Although Toyota is the boss now, reflect on this issue but it is worth drawing China's auto industry. You want to keep your development of a thing, you have to really be like Toyota and the Honda case, they are in the pursuit of technology to go forward step by step the power of your savings, fully rely on the strength of your employees. This is the first topic we say, in the end why the merger, and why the expansion.
Shen Bamboo's second question, why are we negotiating with GM's weak?
you can say is funding, institutional issues, this and that, no problem. because your system does not re-design capability, and you want to its technology, the light did not work, you need to have the program set out cultural system. then this system the most crucial point is that you can point out the shortcomings of GM where it is? why it led to sell these assets, sell the Opel? it leads to sell the Opel, according to my observation, is a general thought, should the latter half of the twentieth century, the United States the figures there is a problem management system. It figures management system over time to show what is the problem? presents all of the companies are in fact a global world, the bureaucracy, while the real workers in the field, whether in the development, production and sales are up all day to fill some of reporting forms, and that it should account for a quarter, one-third, or even half of the time, this system is not effective, this structure is a problem fundamentally.
we, as China newcomer power, you have to have a kind of cultural tension, when negotiating a new company to design the model. this topic started, then, is a very ambitious topic. anyway is your bargaining power is the sink made of bamboo cultural issues, to me, is the new system of recycling, you have the design capability. The new system design capabilities, do not put complicated, simply put, in the twentieth century, including previous business owners before the financial crisis is to make your own money, that is, the maximum profits to shareholders. The results that led to the financial crisis. Now we all realize that this path is not enough.
then the twenty-first century enterprise, there should be a new gene and culture design in there. the new culture in which design, Generally speaking, there is three main points.
first point, your company's aspirations, the company's objectives.'s ambitions, the company's purpose, the company sought, This is not simply the pursuit of five people in the company to pursue these people, so there is no way to call your staff, but there is no way to encourage community collaboration called the power company to help you achieve this. ambition is a very important piece of point.
The second point is the extended range of enterprise systems. Now, when Chinese companies go out of negotiations, or holding me so I have to a complete enterprise to this concept a bit narrow. Now the design of business scope, to upstream expansion, including assistance in business are in fact one of the integrated one, in order to help how to how the interests of the. like the Japanese companies, whether it is Honda or Toyota, did a survey last year, with more than 400 to be a CEO questionnaires. Do you think which of the company's purpose is important? is the employees, customers, collaboration, business, society, shareholders, the five sorting, sorting the results are very consistent. To the happiness of employees and their families is on the first One of, if we are ranked or ranked Chinese company shareholders, we will be discharged on the surface of society, but does not discharge the concrete. Some people would say that the first row of customers because the company is to my clients, this also is a matter of course. But Japanese companies are more refined, the first row to the happiness of employees and their families. The second row has more interesting is the exclusive provider of staff to collaborate and their families happy. that is to say, why Japan to collaborate on such an important business location? means that its system-wide in the extended enterprise, not just that this one business, provide it all in front of it are one of collaboration, it has an integrated supply chain concept. The third row of customers only.
expansion of the scope of enterprise systems, in fact, most entrepreneurs are not as we recognized in China. If you are in negotiations with each other, there is also very important to these things. GM is also Well, no matter what Honda Motor Co. wanted to learn Toyota's supply chain management, but can not learn, this culture is its DNA, the gene, they do not. U.S. listed company, is to me the performance of listed companies, is to huge profits, is to figure this one simply can not learn.
third element of modern business is to design system in every workplace, every scene, to keep the forward sophisticated, constantly changing , continued on to the details of deep plowing. I was in every general position, should have a moment to the pursuit of the ultimate moment. In pursuit of this moment you are perfect, the next minute there the next minute I'm perfect . This is definitely not the perfect ending to this, and this minute I have to pursue the perfect be. the next minute the next minute there's perfect, I would like to further pursue. is the ultimate moment to moment, that with us Generally not a perfect.
When you work, you in the pursuit of this ultimate process, virtually every person in the spirit you can feel the spiritual status of the forward step by step go. Since the work to achieve the ultimate, personal spirit while maintaining the sophistication to bring it joy. such as these people get together today, his views and my views are a kind of collision, the collision process is a joy.
modern enterprise system design, of course many details about these three, if Beijing auto With these three, I went to talk with the GM, I want to integrate you how I integrate you, I to this asset, the first not to talk about technology, you have what I need, because you are mainstream models in Europe, so I want you to this thing, I will not speak of this. I am concerned, now the company, because general failure of the United States is your set of management is a problem, and now management is the core of the thing sufficient incentives frontline staff, the management system of the United States with this far. is to make you a judge in this regard, like a needle-like, all of a sudden dive to him, he felt pain, then a motivation to reach our goal. and then say our range is very wide, not just on the upstream, and downstream, as well as partners , and even my products to the times, there must be something spiritual. Then again, we do the company over the years, we do Beiqi company is doing, and we step by step, every post is so full of vitality and creativity. In this case, will the weak bargaining power of Chinese companies do?
ability of the company's overall design, which is the framework for capacity, and I talked about this for some time been an abstract power, capability and overall structure Assuming the ability, directly related. Chinese companies making cross-border mergers and acquisitions, be sure to get out of specific issues, there is a framework for thinking. This is your ability to integrate the most important stage in the negotiations reflected. Chinese companies too much emphasis on financial due diligence, Cultural due diligence do not know is equally important, and sometimes even more important. I believe, in the first arch to move forward in the process, the Chinese companies will have this capability in practice.
Original Source: NetEase car