For most of year 2007, a public disagreement was going on over their joint venture in China between Danone and Wahaha. The "antagonism" had even led to Chinese and French presidents calling on both corporations to restart "peace talks" and find an amicable solution. The Danone & Wahaha case looks into how this ten year plus and once "sweet" partnership turned sour. It functions as a foundation to further discover what could have been measured as a "win-win" partnership; how it was shaped, further developed and the way to anticipate and mitigate specific risks when carrying out business in China or other emerging markets, for example, the best way to define increase and the share of dangers and benefits.
It then analyzes what is going to occur next and the future prognosis or likely scenario for Danone's companies in China. Learning objectives: The key learnings in this case will be relevant to the best way to get all the partnerships work, whether with Chinese partners or not, those based on the principles of equality and mutual advantages, enduring small differences and reach mutual understandings.
PUBLICATION DATE: August 14, 2008 PRODUCT #: IMD367-HCB-ENG
This is just an excerpt. This case is about GLOBAL BUSINESS
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