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China's booming auto market has enabled Chinese and foreign automakers that are constantly running in. They have begun to deeply realize that "there are great joys, and the struggle is lost." The principle of "Joint Venture Harmony" has become the greatest desire of automotive manufacturers. “Nanjing Iveco was able to achieve such a good result in the past decade thanks to the highly integrated management culture of both China and Italy, resulting in a 'Joint Venture Harmony' situation,†said Zhang Xin, general manager of Nanjing Iveco, praising the tenth anniversary celebration on March 30th. The secret to success in ten years.
"Nanjing Iveco is already one of our most dynamic and well-developed joint venture subsidiaries and has become the core strength of Italy's Iveco China strategy." The first announcement made by the Italian president Fiat and the Italian president Iveco to the media also illustrates this point.
"Harmonious Culture" Becomes Scarce Resource
In the past 20 years, the joint venture has been a typical feature of the Chinese automobile industry. Except for a handful of models such as Hongqi, Chery and Geely, almost all domestic cars are joint venture brands.
It is understood that during the 20-year history of joint ventures, there are roughly three joint venture peak periods for Chinese joint ventures. First, the first-generation joint ventures represented by Shanghai Volkswagen, Beijing Jeep, etc., mostly concentrated in the late 1980s and early 1990s, and were pioneers in joint ventures; secondly, joint ventures represented by Shanghai GM, Guangzhou Honda, etc. At the end of the 90s. The third peak was around 2002, representing the companies Dongfeng Nissan and FAW Toyota. Nanjing Iveco is the typical representative of the second joint venture.
In the course of more than 20 years of development of joint ventures in China, there have been common problems in joint venture auto companies. There are plenty of examples to manage the discourse power and to make you die or die, due to poor cooperation cutting off technical support, cutting off the market, and premature death.
For Sino-foreign joint venture automobile companies that lack technology, talent, and market, the corporate culture of “joint venture and harmony†has become the biggest scarce resource.
Harmony can be a win-win situation
In the history of the Chinese automobile industry, there are also many companies that have finally become "joint ventures and harmonious enterprises" after being run through.
At the initial stage of Dongfeng Nissan’s joint venture, some people also questioned the prospects for joint ventures. There were also internal conflicts in the company, but the two parties to the joint venture did not think that this was the result of competing for the right to speak, but attributed the reason to “the problem of cultural integrationâ€. The Nissan Action Plan was born. With the vision of "people, vehicles, and life" and the mission of "creating value together and seeking for the well-being", the business strategy was to "step by step for success". Dongfeng Nissan successfully broke the 2004 plan. After a year-on-year decline of 6.6% year-on-year, sales in the first ten months of 2005 increased by more than 200% year-on-year.
It is not just Dongfeng Nissan that has put aside the dispute over discourse power and is committed to creating a joint venture and a harmonious situation.
On March 28, 2004, the high-quality light passenger "Turin V" produced by Nanjing Iveco was launched in the world. Professionals evaluated this model as "a world-class product developed in the context of international cooperation", general manager of Nanjing Iveco Zhang Yan said proudly: “Turin V is a brand we developed ourselves and we have the intellectual property rights of this car.â€
In the eyes of Zhang Xin, Turin V is a “golden doll†born of Nanjing Automobile and Italy’s Iveco. However, in the decade of Nanjing Iveco, he also has his own unique approach in handling conflicts with foreign parties. “Foreign investors who come to invest and build factories in China must have his interests, and we hope to get their technology and also to gain benefits. The two parties’ goals are in fact the same,†said Zhang Xin. He believes that due to the huge differences between the Chinese and Western cultures, it is normal for the two parties to have contradictions in the process of cooperation. These contradictions can be divided into interest and non-interest. In the face of contradictions, Nanjing Iveco explored a joint venture and harmonious culture centered on "inclusiveness, communication and cooperation". This is exactly the motivation and gene that Nanjing Iveco flourished in the past decade.
In the collision of Chinese and Western cultures, the two sides gradually formed the management consensus of complementary advantages, built a management culture in an integrated manner, completed the modern process reengineering, extended the cross-cultural construction to the market culture, and shared a win-win situation with the market. Experts believe that it is precisely because of the culture of "joint ventures and harmony" that has been formed over the past decade. Nanjing Iveco has not only led the development direction of China's light vehicles, but has also become a model for successful cross-cultural cooperation between Chinese and foreign joint venture car companies, and has established itself for the Chinese automobile industry. A banner.
After the automobile industry, the joint venture era will be harmonious and win-win