| 书目名称 | Managing a Chinese Partner | | 副标题 | Insights from Gobal | | 编辑 | Lub Bun Chong | | 视频video | | | 图书封面 |  | | 描述 | By drawing on the experiences of Danone, Nestlé, Coca-Cola and SABMiller, this book provides an insight into why and how the managing a Chinese Partner can deliver value for a joint venture in China, a goal shared by many but achieved by few. | | 出版日期 | Book 2013 | | 关键词 | care; China; joint venture | | 版次 | 1 | | doi | https://doi.org/10.1057/9781137005823 | | isbn_softcover | 978-1-349-43485-5 | | isbn_ebook | 978-1-137-00582-3 | | copyright | Palgrave Macmillan, a division of Macmillan Publishers Limited 2013 |
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Front Matter |
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Abstract
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| 2 |
,The Case for Laying the Cornerstones, |
Lub Bun Chong |
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Abstract
When French president Nicholas Sarkozy made a state visit to China in November 2007, he went about with standard diplomatic protocol and measured political rhetoric, no doubt to the relief of French companies in China given his colourful character and propensity for occasional controversies back home. On that trip, his team secured US$30 billion worth of contracts for French companies, again no doubt securing political points amongst business communities back home. That would have marked the end of a typical presidential visit to China for any head of state. But not this one: In between discussions on pressing global matters such as the Korean Peninsula nuclear issue and the Darfur civil war, President Sarkozy found time in his tight three-day schedule to discuss what had come to be commonly known as the Wahaha Dispute with his counterpart President Hu Jintao.
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,Danone’s Bitter Split-Up with Hangzhou Wahaha, |
Lub Bun Chong |
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Abstract
Of French origin, Danone started as a family-owned glass manufacturing business in 1864, and grew to become global No. 1 in fresh dairy products and No. 2 in bottled water and baby nutrition, with sales of €21 billion (US$28 billion) for the year ended 31 December 2012.
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,Nestlé’s Nurturing Care of Totole, |
Lub Bun Chong |
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Abstract
Of Swiss origin, Nestlé started in 1866 with the opening of the first condensed milk factory in Europe, and grew to become the world’s largest food and beverage company, with almost 30 brands generating sales in excess of CHF1 billion each.. Nestlé recorded sales of US$98 billion for the year ended 31 December 2012.
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,Coca-Cola’s Long Courtship of COFCO, |
Lub Bun Chong |
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Abstract
Of American origin, Coca-Cola started in 1886 with sales of just nine glasses of . per day, and grew to become the world’s biggest beverage company with over 500 brands and selling 1.8 billion servings per day. Coca-Cola recorded sales of US$48 billion for the year ended 31 December 2012.
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,SABMiller’s Leap of Faith with China Resources, |
Lub Bun Chong |
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Abstract
Of South African origin, SABMiller started in 1895 producing 82,000 hectolitres of lager per annum, and grew to become one of the largest brewers in the world, selling 229 million hectolitres of lager and recording sales of US$22 billion for the year ended 31 March 2012.
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,Lonely Journey of an Ice Cream Peddler in China, |
Lub Bun Chong |
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Indeed, the experiences of Nestlé with Totole, Coca-Cola with COFCO and SABMiller with CRE provide a compelling case for finding and managing the right Chinese partner for sustainable success in China. Yes, the case is compelling, at least insofar as the fortunes of Nestlé, Coca-Cola and SABMiller in this book are concerned. However, it is also important to acknowledge that working with and managing a Chinese partner is not the “be all and end all” solution. Indeed, Nestlé’s pursuits in the ice cream sector offer useful insights on its lonely journey as an ice cream peddler in China, that is without a Chinese partner.
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,Catering to Every Palate in China (… almost), |
Lub Bun Chong |
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Abstract
The year 2009 was a momentous one for Totole as it marked Nestlé’s 10th year as a shareholder and partner, as well as the inauguration of the world’s largest chicken essence plant in Totole. In that same year, Totole launched a number of new products including Sichuan pepper oil, which is made from a type of pepper that is so named due to its widespread usage as an ingredient in the cuisine of Sichuan.. Apart from being different from the bulk of Totole’s other products, which by and large cater to less fiery palates, the new . is also eye catching since Sichuan is the home base of Sichuan Haoji, Nestlé’s other chicken essence joint venture. Indeed, as Nestlé described it back in 2001, its investment in Sichuan Haoji provided “additional access to and expertise in the world famous Sichuan cuisine,”. thereby setting itself up for the intriguingly intricate challenge of adding . to its existing food-flavouring brand portfolio of . and, to a lesser extent, ..
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,Three Steps to Laying the Cornerstones, |
Lub Bun Chong |
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Abstract
Many foreign companies think that they manage their Chinese partners, but it’s often a different picture on the ground in China. This chapter proposes a “Build in Three Steps” approach — namely, strategic mindset, strategic objective and added value, and corporate resources and commitment — for a more effective management of Chinese partners.
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Back Matter |
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Abstract
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发表于 2025-3-21 16:59:26
