Geely’sacquisitionofVolvo

小組成員

杜

夏

管

瑋

王音合

姚景涵InformationChinaGeelyGroupisaprivatecompanywhichwassetupbyLiShufu.ItwasthefirstChineseprivateenteprisewhichventuredintothecarmanufacturingbusiness.Itisoneofthetop10privatecompanyincarbusiness.InformationTheVolvoGroupisoneoftheworld'sleadingprovidersofcommercialtransportsolutions,providingsuchproductsastrucks,buses,constructionequipment,enginesanddrivesystemsforboatsandindustrialapplicationsandaircraftenginecomponents.Wealsoofferfinancialsolutionsandotherservicestoourcustomers.OnAugust20,2010,GeelyholdinggroupboughtVolvofromFordcompany.

InformationWillGeely’sacquisitionofVolvosucceed?Challenges1.CulturegapGeely’scarcultureissodifferentfromVolvo'scarculture.Onewithabreathofruralyouth,theotherretainsthenoblelineageofEuropeanluxurycars.Willitdevelopintoapassionatelydevotedlovewhenthetworepresentsof83yearsaristocraticand13yearsofgrassrootsfeaturescomeacross?

Challenges2.BrandmanagementVolvo’spositionisabitawkwardnow.BecauseitisnotasmuchaswelcomedasBMWandMercedes-Benz,andmakingitcannotbecalledastheluxurybrand.Amoreaccuratesayingisahightiercarbrand.Thebadeffectisaboutthebranddamage.Volvolacktheimpressionofluxurycarsinthepast,thepricewilldropafteracquisition,plusScandinaviandesignstyleofinherentlylow-key.AlthoughVolvo’sdomesticsalesimproved,theinfluenceofbrandisindeeddeclined.Howtheyfacetothesechallenge?Strategies1.VolvoistotallyindependentofGeely

“GeelyisGeely;VolvoisVolvo."Causesanalysis:

Duetotheeconomiccrisisinrecentyears,Volvowasaffectedandhadbeeninastateofloss.Mr.LiputforwardastrategytochangethistrendandalsotomeetthestrictrequirementsmadebytheVolvowokers’union.Thisstrategyhadtwoachievement:onewasthatitgaveVolvothetimetoachieveastateofsteadydevelopmentandwentintotheChinesemarket;secondisthatitprovidedtimeforthetwobrandstogettoknoweachotherandenhancefusion.Strategies2.

thelocalizationofflashingaccretiontoformajointventure

Volvowouldsetuptwoproductionbasesinchengduanddaqingconstructioninnextfiveyearsafter2012.In2013,thecompanywilllaunchdomesticmodels.Anditplanstoachieveannualsalesto200000unitsin2016andmakestheChinesemarketsharereached20%.ThecurrentsituationofVolvoafterbeingacquired:1.InordertorealizethelocalizationofVolvo,GeelyandVolvomadeajointventureatthebeginningof2013,eachholding50%.2.In2012,Volvoachievedangreatincreaseinsalesandchangedfromsufferingadeficittomarkingprofit.3.Recently,mostofVolvo’scarshassufferedagreatdecreaseinsales.CurrentsituationCurrentsituationThepresentsituationofGeely'sdevelopment:Geelywanttoexpandintotheglobalmarket,thusitisinthesituationthattoturnthe"TechnicalGeely"intoa"QualifiedGeely".AnalysisandConclusionGeely'sacquisitionofVolvo,a