IMD-3-1949 © 2008
Hamilton, Stewart; Zhang, Jinxuan
For the majority of 2007, a public disagreement was going on in between Danone and Wahaha over their joint endeavor in China. The "antagonism" had actually even resulted in the French and Chinese presidents getting in touch with both business to resume "peace talks" and discover a friendly option. The Danone & Wahaha case checks out how this 10 years plus and when "sweet" partnership turned sour.
It functions as a basis to even more investigate exactly what might have been thought about as a "win-win" partnership; how it was formed, even more established and the best ways to prepare for and reduce particular threats when carrying out the company in China or other emerging markets, for instance, ways to specify development and the share of benefits and dangers. It then analyzes exactly what will occur next and the future outlook or most likely circumstance for Danone's companies in China. Knowing goals: The vital knowings in this case will use to the best ways to make all collaborations work, whether with Chinese partners or not, those based upon concepts of equality and shared advantages, enduring small distinctions and reach good understandings.
Subjects: Joint venture; Strategic partnership; Negotiation; Expansion; Emerging Markets; Diversification; Ownership control; Management control; Trademark ownership & transfer; Non-competition obligations; Dispute; Arbitration; Litigation; Governance; Risk management
Settings: China (PRC); Beverages; Food and Beverage; F&B; FMCG; 2006 revenue: Wahaha – RMB 18.7 billion ($2.5 billion); Danone – €14 billion ($18.5 billion); 2007
