The Danone-Wahaha Dispute
44 May–June 2008 chinabusinessreview.com
COMMENTARY
Jingzhou Tao and Edward Hillier
A Tale of Two Companies
The Danone-Wahaha dispute is a story of the relationship between two very different entities against a backdrop of incredible change. The dispute reveals many questions that China faces as it integrates into the world economy, such as what to do when rule of law leads to an unpopular result or harms a valued
Chinese company.
The players
Group Danone SA, a Paris-based multinational corporation
(MNC), is a giant in the global dairy product and bottled water markets. The MNC employs roughly
90,000 staff across five continents.
Though it is a beverage giant in China, the Hangzhou
Wahaha Group Co., Ltd. is much smaller than Danone.
Since its founding in the late 1980s, the company has grown from three people selling drinks to school children to become the largest Chinese bottled-water company today. This growth is mainly the result of the drive and talent of founder Zong Qinghou, who expanded the company by satisfying Chinese consumer demand and aligning his business strategy with government policy.
Danone and Wahaha formed their first joint venture
(JV) in China in 1996. Over the years, the number of JVs grew from 5 to 39, and annual sales rose from a few hundred million renminbi to more than ¥14 billion ($2 billion) in 2006. Danone held a 51 percent stake in the JVs and appointed Zong chair of the JVs’ board.
In the 12 years since the first JV’s formation, China has taken a leading role on the world stage. Hong Kong and Macao returned to mainland China, China entered the World Trade Organization (WTO), and Beijing won its bid to host the 2008 Summer Olympics. Moreover, continuing reform and strong economic growth have dramatically changed not only China itself, but perceptions of the country, both at home and abroad. Finally, China’s business environment has changed tremendously in the last 10 years. In many ways, China in
COMMENTARY
Jingzhou Tao and Edward Hillier
A Tale of Two Companies
The Danone-Wahaha dispute is a story of the relationship between two very different entities against a backdrop of incredible change. The dispute reveals many questions that China faces as it integrates into the world economy, such as what to do when rule of law leads to an unpopular result or harms a valued
Chinese company.
The players
Group Danone SA, a Paris-based multinational corporation
(MNC), is a giant in the global dairy product and bottled water markets. The MNC employs roughly
90,000 staff across five continents.
Though it is a beverage giant in China, the Hangzhou
Wahaha Group Co., Ltd. is much smaller than Danone.
Since its founding in the late 1980s, the company has grown from three people selling drinks to school children to become the largest Chinese bottled-water company today. This growth is mainly the result of the drive and talent of founder Zong Qinghou, who expanded the company by satisfying Chinese consumer demand and aligning his business strategy with government policy.
Danone and Wahaha formed their first joint venture
(JV) in China in 1996. Over the years, the number of JVs grew from 5 to 39, and annual sales rose from a few hundred million renminbi to more than ¥14 billion ($2 billion) in 2006. Danone held a 51 percent stake in the JVs and appointed Zong chair of the JVs’ board.
In the 12 years since the first JV’s formation, China has taken a leading role on the world stage. Hong Kong and Macao returned to mainland China, China entered the World Trade Organization (WTO), and Beijing won its bid to host the 2008 Summer Olympics. Moreover, continuing reform and strong economic growth have dramatically changed not only China itself, but perceptions of the country, both at home and abroad. Finally, China’s business environment has changed tremendously in the last 10 years. In many ways, China in