Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 9 July 2008
Length: 19 pages
Data source: Field research
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Abstract
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 US. 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?
Locations:
Industries:
Size:
USD7 billion (US)
Other setting(s):
2007
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 8 February 2010
Length: 4 pages
Data source: Field research
Portuguese language
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 9 July 2008
Length: 20 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 23 January 2013
Length: 19 pages
Data source: Published sources
Topics:
Advertising strategy; Business history; Conglomerates; Execution; Globalization strategies; Goal setting; Incubators; Integration planning; International business; Management by objectives; Mergers & acquisitions; Organizational values; Regional economic integration; Vertical integration; Work history
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 18 May 2018
Length: 9 pages
Data source: Published sources
About
Abstract
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 US. 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?
Settings
Locations:
Industries:
Size:
USD7 billion (US)
Other setting(s):
2007
Related
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 8 February 2010
Length: 4 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 9 July 2008
Length: 20 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 23 January 2013
Length: 19 pages
Data source: Published sources
Topics:
Advertising strategy; Business history; Conglomerates; Execution; Globalization strategies; Goal setting; Incubators; Integration planning; International business; Management by objectives; Mergers & acquisitions; Organizational values; Regional economic integration; Vertical integration; Work history
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 18 May 2018
Length: 9 pages
Data source: Published sources