Things are moving in the worst direction. The board of directors of NVC has met for several days but there is no consensus. The founder and former chairman Wu Changjiang returned to NVC and became jealous. The NVC factory that lost its soul has been on strike for several weeks, and suppliers and dealers have to premeditate another stove. Its performance has been swayed – the NVC, which has been the best performing stock on the Hong Kong Stock Exchange for two consecutive years, is no longer. After 2010 and 2011 revenues increased by 54.3% and 24.9% respectively, NVC's profit in the first half of 2012 has dropped by 50% due to the infuriating incident. Since the end of May, its share price has also fallen by 30%.
There is no winner behind the bleak. In order to regain the status of major shareholders, Wu Changjiang once financed the purchase of NVC's stock totaling 48.26 million shares, but the stock price fell all the way. Wu was forced to close the position twice and lost nearly 80 million Hong Kong dollars. Yan Yan, the chief partner of Softbank Saifu, was also reported by Anonymous letter to manipulate the NVC stocks, and its reputation was greatly impaired. The fall in the stock price has caused Schneider's purchase of NVC stocks to shrink sharply - from the high price of 4.42 yuan to 1.41 yuan. Worse, it has lost trust. Only 9.2% of the industry investors holding this stock are not financially strong, but they are already in a good position with employees, management, dealers and suppliers. On the day of the strike, the opponents even filled the banner with "Schneider, rolled out of NVC!"
For Zhu Hai, the global vice president of Schneider and the president of China, this is really a time. Previously, Zhu once said that communication is its strength, and said that the conflict between the two parties is often caused by national differences and cultural differences, and it is easy to reach a consensus on the basis of common interests. In addition, he also stressed that he has never lost his communication. Zhu is known for his dazzling resume – he joined Schneider in 1996, and in 2009, the French-speaking Chinese became Schneider’s first president of Chinese-American China. During this period, its business has expanded at an annual rate of 30% for several consecutive years.
However, at the closed meeting of NVC, Zhu was described as "indifferent and proud." After the meeting, there was a letter to the headquarters of Schneider Electric, signed by "NVC Lighting All Staff", accusing Zhu Hai and others of misconduct, mismanagement, etc., and said that "personal ability is low, hypocrisy, deception And stupid."
Path failure
Since entering the China market in the late 1970s, Schneider seems to have got some kind of deity. He has almost reconstructed the Chinese electrical market with strong mergers. In 2005 alone, he successfully acquired and participated in more than 20 leading companies in the market segment. Resistance, litigation, and criticism. For a long time, Zhu Hai has been a competent translator of Schneider's “joint venture control modelâ€. Schneider's China path was once described by Zhu Hai as a trilogy, namely, stone-splitting, different forms of joint ventures, large-scale mergers and acquisitions and independent investment.
Schneider's customary method is to control the management rights and sales rights of M&A objects or joint venture partners. First, the middle and high-level team, such as the general manager, will be stationed, followed by a comprehensive takeover channel to enhance market control capabilities. In terms of operation, Schneider has purchased parts, high technology usage fees, annual salary of senior executives, and capital increase pressure at high prices, forcing the joint venture parties to dilute their shares and even withdraw. In the past, similar methods of “cooperation-loss-capitalization-control†have been tried and tested. After obtaining the monopoly of the market segments one by one, Schneider can enjoy excess profits.
There is no winner behind the bleak. In order to regain the status of major shareholders, Wu Changjiang once financed the purchase of NVC's stock totaling 48.26 million shares, but the stock price fell all the way. Wu was forced to close the position twice and lost nearly 80 million Hong Kong dollars. Yan Yan, the chief partner of Softbank Saifu, was also reported by Anonymous letter to manipulate the NVC stocks, and its reputation was greatly impaired. The fall in the stock price has caused Schneider's purchase of NVC stocks to shrink sharply - from the high price of 4.42 yuan to 1.41 yuan. Worse, it has lost trust. Only 9.2% of the industry investors holding this stock are not financially strong, but they are already in a good position with employees, management, dealers and suppliers. On the day of the strike, the opponents even filled the banner with "Schneider, rolled out of NVC!"
For Zhu Hai, the global vice president of Schneider and the president of China, this is really a time. Previously, Zhu once said that communication is its strength, and said that the conflict between the two parties is often caused by national differences and cultural differences, and it is easy to reach a consensus on the basis of common interests. In addition, he also stressed that he has never lost his communication. Zhu is known for his dazzling resume – he joined Schneider in 1996, and in 2009, the French-speaking Chinese became Schneider’s first president of Chinese-American China. During this period, its business has expanded at an annual rate of 30% for several consecutive years.
However, at the closed meeting of NVC, Zhu was described as "indifferent and proud." After the meeting, there was a letter to the headquarters of Schneider Electric, signed by "NVC Lighting All Staff", accusing Zhu Hai and others of misconduct, mismanagement, etc., and said that "personal ability is low, hypocrisy, deception And stupid."
Path failure
Since entering the China market in the late 1970s, Schneider seems to have got some kind of deity. He has almost reconstructed the Chinese electrical market with strong mergers. In 2005 alone, he successfully acquired and participated in more than 20 leading companies in the market segment. Resistance, litigation, and criticism. For a long time, Zhu Hai has been a competent translator of Schneider's “joint venture control modelâ€. Schneider's China path was once described by Zhu Hai as a trilogy, namely, stone-splitting, different forms of joint ventures, large-scale mergers and acquisitions and independent investment.
Schneider's customary method is to control the management rights and sales rights of M&A objects or joint venture partners. First, the middle and high-level team, such as the general manager, will be stationed, followed by a comprehensive takeover channel to enhance market control capabilities. In terms of operation, Schneider has purchased parts, high technology usage fees, annual salary of senior executives, and capital increase pressure at high prices, forcing the joint venture parties to dilute their shares and even withdraw. In the past, similar methods of “cooperation-loss-capitalization-control†have been tried and tested. After obtaining the monopoly of the market segments one by one, Schneider can enjoy excess profits.
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