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  • January 2013
  • Supplement
  • HBS Case Collection

Wanxiang Group: A Chinese Company's Global Strategy (B)

By: William C. Kirby, Nancy Hua Dai and Erica M. Zendell
  • Format:Print
  • | Language:English
  • | Pages:19
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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.
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About The Author

William C. Kirby

General Management
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Related Work

    • May 2014
    • Faculty Research

    Wanxiang Group: A Chinese Company's Global Strategy (B)

    By: William C. Kirby and Erica M. Zendell
    • January 2018 (Revised May 2018)
    • Faculty Research

    Wanxiang Group: A Chinese Company's Global Strategy (C)

    By: William C. Kirby and Yuanzhuo Wang
Related Work
  • Wanxiang Group: A Chinese Company's Global Strategy (B) By: William C. Kirby and Erica M. Zendell
  • Wanxiang Group: A Chinese Company's Global Strategy (C) By: William C. Kirby and Yuanzhuo Wang
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