The joint negotiation process between Daimler and Beiqi Foton was blocked. This means that Beiqi Foton and Daimler’s ambitious global commercial vehicle joint venture plan will be greatly reduced 14 months ago, which means that the two long-running love runs that have lasted for eight years are still difficult to achieve.
It is another 8 years. Previously, the joint venture between Daimler and FAW Group also continued for 8 years without interruption. Eventually, the joint venture project between Daimler and Fuqi was only 6 years after the signing of the cooperation intention; even Beijing The Beijing Mercedes-Benz sedan project strongly promoted by the municipal government also used to wait for 2 years.
The high profile and ambition before "love" and the long wait in "love" made this oldest car company in the world leave an "oligible" impression to the outside world. As a result of the recent cooperation between Daimler and BYD, it was also suspected that it would be a beautiful love run.
The reasons for the slow progress of Daimler's projects in China are various, including industrial policy, market environment, partners, and Daimler's own reasons.
It was not too late for Daimler to enter China, but the 1988 North Mercedes-Benz heavy truck project and the 1997 Yangzhou Yaxing Mercedes-Benz bus project were unsuccessful. The reason is very simple: Daimler did not really pay attention to China at the time, and most of them were small projects that asked for a stone.
In accordance with the concept of Schlumper, Daimler's then-chairman, Daimler has set up centers on five continents. The center of the Americas is Chrysler, and the center of Asia is Japan's Mitsubishi and South Korea Hyundai, but soon, with engineering technology. Known Daimler exposed the lack of cooperation capabilities and failed to reorganize the Mitsubishi project. At this time, the fast-growing Chinese auto market really entered the vision of Daimler.
The "big fish" that Daimler first targeted in China is the FAW Group, which seeks opportunities for full-line products such as heavy trucks, light passengers and light trucks to enter China. However, after eight years of intermittent negotiations, FAW did not agree that the "liberation" brand was eaten. Eventually Daimler chose to give up. At that time, Daimler, with its Mercedes-Benz brand aura, chose more tough and rigid negotiation strategies.
After missing FAW, Daimler chose Beiqi Group, which has a strong government background, and it was Beiqi Foton, which had already emerged from the light truck market.
At that time, negotiations with Beiqi Foton, the biggest policy resistance came from the restriction that “a foreign-invested automobile company can only have two vehicle joint venture partners in Chinaâ€. Daimler hopes to promote Beiqi Foton's acquisition of Yangzhou Yaxing and squeeze out a joint venture to achieve cooperation with Beiqi Foton. In terms of shareholding structure, Daimler is not satisfied with the mere establishment of a joint venture company but wishes to acquire the shares of Beiqi Foton listed companies, but the SFC also imposes strict restrictions on the ratio of foreign shares of A shares listed companies. In this way, Beiqi Futian and Daimler's project can not be understood for a long time.
At this time, Daimler threw out a big stack, that is, can also Mercedes-Benz brand cars to China production. After the Guangzhou Automobile was shut out, Mercedes-Benz settled in Beijing and became the headline of financial news. On September 8, 2003, BAIC signed a strategic cooperation framework agreement with Daimler, but it was not until August 8, 2005 that the joint venture company was formally established. The story was complicated and complicated. Although Beijing Benz was eventually established under the compromise and promotion of all parties, it was not until 2009 that the joint venture was gradually on track.
Many of Daimler's problems in China are related to the recklessness of his early years. First of all, when Daimler first entered the Chinese mainland market, he relied heavily on Hong Kong, Taiwan, and Southeast Asian companies. A typical example was the Daimler project in Fujian. As Taiwanese China Motors Corporation is a middleman, Daimler has made Taiwan China account for about 16% of the shares in the final joint venture. It is hard to imagine that as the world’s top car company like Daimler, setting up a company in China’s world’s largest auto market will require finding middle companies. In addition, in the Mercedes-Benz China Sales Company, Hong Kong Lixing Bank is also one of the shareholders to redeem the agreement that was granted to Lixingxing as the Mercedes-Benz sales agent in mainland China in the earlier years.
Second, Daimler's internal bureaucratic style, the intertwined interests of the chain, and so on, all make this company difficult to be effective. At present, Daimler's chairman, Zeche Chew, has worked in Detroit for many years, and it is a bit of a style of American auto companies. It does attach great importance to the Chinese market. Therefore, at the beginning of the China project, Daimler often speaks surprisingly. No matter whether it is the Beiqi Foton heavy truck project or BYD's electric vehicle cooperation project, it has shown great innovations, which has filled China with hope.
However, as the project progressed, Daimler's conservative style and complex relationship began to prevail on some details, and the negotiations became a marathon. Moreover, in Daimler, heavy trucks, cars, light passengers and other businesses are independent and their communication is not smooth. To this end, Cai Chei sent a new high-ranking Holley newly appointed chairman of Daimler Northeast Asia and set up his office in Beijing. With this "old Mercedes" mediating, the situation has only improved.
In addition, Daimler is essentially a company with strong expertise in technology and engineer culture. Its high technical and quality requirements make it difficult for partners to understand and comply. The high and low figures make Daimler increasingly uncooperative. In the world, Daimler also has few successful car cooperation cases. Chrysler and Mitsubishi are examples of the past.
However, this stereotype of Daimler is also an important quality of its success. Saying that Daimler has made slow progress in China is because not only does he want to see Daimler’s clearer, more focused China strategy, but also more efficient and effective Chinese actions.
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