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News, analysis and comment from the Financial Times, the worldʼs leading global business publication

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News, analysis and comment from the Financial Times, the worldʼs leading global business publication

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focusing on health products.

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Culture clashes & differences

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1Wahaha think Danone doesn't invest enough money and technology 

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1Wahaha think Danone doesn't invest enough money and technology 

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2. The contract that was not allow

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Danone had ulterior motives of acquiring wahaha subsidiaries that are not part of the joint venture.

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Danone Accused Wahaha of operating similar parallel companies, fraud, undercutting sales

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Danone Accused Wahaha of operating similar parallel companies, fraud, undercutting sales

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With 51% stake of the joins belong to Danone, Danone start controlling over Wahaha (using ''wahaha'' name on product without permission from both side) and try to lower the price of wahaha stake in order to buy it off and then rebuffed it.

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the original agreement between the Danone and Wahaha that wahaha can not produce products with danone conflict

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the original agreement between the Danone and Wahaha that wahaha can not produce products with danone conflict

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the lack of understanding of governance issues

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the lack of understanding of governance issues

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To factor in cultural differences that may occur when doing business

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Danone think wahaha break the agreement use the wahaha brand for their non-joint venture company

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Danone think wahaha break the agreement use the wahaha brand for their non-joint venture company

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Danone: 51%
Wahaha 49%

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disput over transfer of trademark license  and the management of JV

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disput over transfer of trademark license  and the management of JV

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Detailed specific contracts to avoid conflicts of interest

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lash between Mr. Zong’s entrepreneurial style andDanone’s more bureaucratic and legalistic way of doingbusiness.

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lash between Mr. Zong’s entrepreneurial style andDanone’s more bureaucratic and legalistic way of doingbusiness.

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lack of understand of business operations in China by Danone

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Due to cultural differences and incompatible strategies, donate want to acquire and be major player in Chinese beverages market, but Wahaha needs a foreign partner to provide it with knowledge about how to expand beyond china, that’s why ijv between donate and Wahaha failed

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Danone wanted to be the major player in the market.

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Danone wanted to be the major player in the market.

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build trust and understand the liabilities of foreignness

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build trust and understand the liabilities of foreignness

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After the failure with Wahaha and Mengniu. Danone should reconsider their understanding about business in China and what it take to be succesful.

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focusing on a wide range of quality products

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focusing on a wide range of quality products