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Case
| HBS Case Collection
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2008
(Revised from original 2008 version)
Wanxiang Group: A Chinese Company's Global Strategy
by
Regina M. Abrami, William C. Kirby, F. Warren McFarlan, Keith Chi-ho Wong and Tracy Manty
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Abstract
With an almost forty-year history as a business in China, the Wanxiang Group has navigated through the significantly different political and economic changes in China to succeed as a global leader in the auto parts industry and to develop into a broad business conglomerate. Beginning in 1994, when it first began its operations in the United States, Wanxiang started to expand its role as a parts supplier into a discerning acquirer of distressed companies in the U.S. While it saw acquisition as an exciting means for growth, company strategy at its Hangzhou, China headquarters also included vertical integration with a goal of developing a full-on electric car. Were these two goals divergent or complementary: mutually supportive or exclusive?
Keywords: Mergers and Acquisitions;
Business Conglomerates;
Global Strategy;
Business History;
Growth and Development Strategy;
Vertical Integration;
Auto Industry;
Hangzhou;
United States;