At present, Baosteel has set up a joint venture company in Brazil with Brazil's state-owned aluminum plant, the world's largest iron and steel ore company, and established a local factory with a scale of 8 billion US dollars. This provides abundant high-grade iron ore resources for Baosteel's high-end flat steel production in China and the local area.
Strategy 2: Establish a base and foothold overseas in order to obtain overseas oil and gas resources on a larger scale in the future.
China Chemical Import and Export Corporation invested/kloc-0.05 million USD to acquire some natural gas resources in UAE. This is the first time that China has purchased oil and gas resources overseas.
Strategy 3: Reduce the cost of resources and stabilize the supply of important resources for the development of domestic related industries.
In order to meet China's demand for copper resources, China Nonferrous Metals Group will buy shares of some foreign copper enterprises. The acquisition will provide sufficient, stable and reasonable copper resources for some important industries in China. China Nonferrous Metals Company recently plans to list its acquired shares.
Technical strategy
Strategy 4: Use investment to promote sales.
Eastcom is a telecom equipment manufacturer in Shanghai. Recently, Dongfang Communication acquired 0/9% shares of Interwave Company/KLOC-in California, USA, which has been listed on NASDAQ. Interwave is mainly engaged in the production of GSM/GPRS network equipment and provides system solutions. As part of the contract, Interwave will purchase equipment worth $25 million from Eastcom every year.
Strategy 5: vertically integrate high-tech parts and spare parts of product technology.
Guangdong Midea Group invested US$ 20 million to acquire Sanyo Electric's microwave oven business, and transferred the relevant personnel and equipment of this business to the company's China production base.
Strategy 6: Acquisition of world-class R&D institutions
BOE is a state-owned enterprise, and its revenue in 2002 reached 9 1. 1 100 million yuan. BOE invested $30.8 million to acquire Advanced Display Technology Co., Ltd., a wholly-owned subsidiary of Hyundai Group. Advanced Display Technology Co., Ltd. produces TFT-LCD display screens, which are mainly used in notebooks, desktop computers and televisions. After BOE acquired Advanced Display Technology Co., Ltd., it became the ninth largest TFT-LCD display manufacturer in the world. This is the largest foreign acquisition in China since 1949.
Strategy 7: Buy foreign high-tech brands and use them to dominate the domestic market.
Shanghai Electric Group (SEC) is the largest company in China that designs, manufactures and sells power equipment and mechanical equipment. Shanghai Electric bought Akiyama International Company (AIC), a famous Japanese printing machinery manufacturer, and all its color printing equipment and technology at a cost of $23 million. Shanghai Electric now controls the Japanese company, and it will continue to use AIC brand in China market.
Strategy 8: Acquisition of foreign R&D institutions to launch products globally.
Huawei Technologies is building a new R&D center in Bangalore, India. It employs 1500 employees in India. Huawei also spent $500 million to establish a production center in Mexico.
Product strategy
Strategy 9: Buy bankrupt or poorly managed small companies in some key foreign markets.
Huayi Group recently acquired the American Moltech Power System Company. Moltech, headquartered in Florida, is a company that produces batteries and was auctioned at a low price according to Chapter 1 1 of the United States Bankruptcy Law. Huayi Group will continue to operate Moltech in the United States, Britain and Mexico.
Strategy 10: occupy the regional market with localized production.
Hisense Group acquired the factory building of South Africa's Daewoo Group, purchased advanced production equipment and built a production line, which greatly enhanced the production capacity.
Strategy 1 1: Take the manufacturing base as a foothold and support China's further acquisition in the United States.
Zhejiang Wanxiang Group Co., Ltd. is a supplier of auto parts, whose products are sold to more than 40 countries and one of the top 500 enterprises in China. Wanxiang acquired most of the shares of American UAI Company and became the largest shareholder of the company. Headquartered in Chicago, USA, UAI mainly produces and sells a series of products such as brakes and parts, and is one of the main suppliers of such products in the US maintenance market. Zhejiang Wanxiang Group and the board of directors of UAI formed a joint presidium. The company set up Wanxiang American Fund in Elgin, Illinois, mainly to find raw materials and parts in China for customers of UAI and other American auto parts companies, and also to seek M&A opportunities for China enterprises in the United States.
brand strategy
Strategy 12: gradually expand the brand's share in the international market, so as to enhance the brand's value in the domestic market.
Haier Group is a famous home appliance manufacturer in Qingdao, China. In 200 1 year, Haier cooperated with Mike Jemal, an experienced local home appliance distributor in the United States, and established Haier America Company, which specializes in selling Haier refrigerators, air conditioners and other home appliances in the United States. Haier USA also established a manufacturing plant in South Carolina to ensure the retail supply of products.
Haier USA occupies a high market share in the American small air conditioner and refrigerator market. The promotion of the company's brand in the American market has made Haier more competitive in brand and channel skills in the face of fierce competition from global home appliance enterprises in China. Zhang Ruimin, CEO of Haier, said that if you want to win in the domestic market, you must win in foreign markets.
Strategy 13: Try to localize your product design when entering new markets.
200 1, Haier group invested $7 million to acquire the Italian refrigerator manufacturer Mengheti. Haier hopes to enter the European market by having its own production base locally. Mengheti has its own design centers in Lyon and Amsterdam, and Haier can make product design more localized by acquiring Mengheti.
Strategy 14: adopt Americanized management and adopt multi-brand combination strategy for different market segments.
Guangzhou Zhujiang Piano Factory entered the American market by setting up an office and design center in California. Pearl River Piano Factory employs American management team and technical support personnel to adopt multi-brand combination strategy for different market segments in the United States. While retaining the Pearl River trademark, they joined the Herman Miller brand with American modern furniture design style and acquired the German Rudisheimer brand. In the eyes of American consumers, companies such as Stanway & Sons Piano Factory and Bechstein, which are "from Germany", are symbols of high-end piano technology, so the Pearl River Piano Factory used the brand Rudisheima to impact the high-end piano market in the United States. At present, Zhujiang Piano Factory has occupied 40% of the upright piano market share in the United States, and made a breakthrough in the American baby grand piano market.
Strategy 15: Acquisition of local brands in the global market
Shanghai Haixin Group produces plush and flannel raw materials, which are mainly used in toys, clothes, homes, shoes and hats. It is the largest plush toy manufacturer in China and plans to become the largest plush toy manufacturer in the world. The company acquired the textile factory and trademark patent of Glenoit, an American household fabric manufacturer. Glenoit has factories in Ontario, Canada and North Carolina, USA. Haixin Group now has its own home brand in the American market, and the company's annual output of fluff fabrics has increased by nearly one third.
Strategy 16: Enhance the brand's popularity and reputation in China and highlight the brand's characteristics by establishing relations with western markets.
Li Ning is a well-known consumer sporting goods brand in China. During the Sydney Olympic Games, Li Ning sportswear became the uniform of the French gymnastics team, which enabled the company to enter the European market. Li Ning Group signed a design contract with the famous Italian design studio ROK. Recently, Li Ning has established its own sales agent network in Germany, Czech Republic, Greece and Russia.
Strategy 17: global niche brand strategy
Hongtashan Group (HRP) is a famous cigarette manufacturer in Yunnan, with a market share of 7% in China. The company signed a contract with a German tobacco company and obtained the production license of a certain brand of this company. In China's domestic market, there are more and more foreign competitors, and the competition is becoming more and more fierce. Hongtashan Company's point of view is: "It is better to cooperate with foreign companies than to be eaten by foreign companies."
Marketing channel strategy/marketing channel strategy
Strategy 18: Communication and cooperation between transnational channels and sales networks
Haier Group and Sanyo Group have set up a distribution and sales joint venture, which can sell Sanyo products in China and Haier products in Japan.
Strategy 19: Turn manufacturing advantages into more valuable channel assets.
Hualian Group plans to build a large shopping center in Romania, including department stores and supermarkets. 80% of the goods sold in shopping centers are made in China.
Strategy 20: Expand transnational voice and data telecommunication transmission channels.
In 2002, China Netcom invested $80 million to acquire telecom operator Asia Global Connect. Through this acquisition, Netcom will consolidate its telecommunications network and operating license, thus promoting its expansion in Japan, South Korea and other Asian countries.