Wanxiang Group: A Chinese Company's Global Strategy (B)
Citation:
Kirby, William C., and Erica M. Zendell. "Wanxiang Group: A Chinese Company's Global Strategy (B)." Harvard Business School Teaching Note 314-139, May 2014. View Details|
Supplement HBS Case Collection January 2013 Wanxiang Group: A Chinese Company's Global Strategy (B) |
Abstract
Supplements the A Case 308-058. 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: Business History; Global Strategy; Business Conglomerates; Vertical Integration; Goals and Objectives; Mergers and Acquisitions; Auto Industry; China; United States;
Citation:
Kirby, William C., Nancy Hua Dai, and Erica M. Zendell. "Wanxiang Group: A Chinese Company's Global Strategy (B)." Harvard Business School Supplement 313-096, January 2013.
