By Stewart Hamilton, Jinxuan Ann Zhang (auth.)
This booklet is set figuring out the variations and dangers, possession, tradition and administration practices whilst making an investment, handling or operating with chinese language businesses. It explores the development of out of the country directory of chinese language businesses and the explanations at the back of theattitude shifts in the direction of in another country chinese language stocks.
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Additional resources for Doing Business with China: Avoiding the Pitfalls
27 4 A Bittersweet Partnership After nine years, what started out as a sweet joint venture partnership began to unravel amid a public dispute that led to bitter lawsuits and ended with Wahaha buying out Danone’s interests in the joint venture and Zong eventually becoming the richest person in mainland China. The outcome of the dispute may not have been surprising, but the way it was handled was rather long and painful, and thus offers valuable lessons. The feud over control of the Wahaha empire offered a peek into the breakup of a major Sino-foreign joint venture.
With the aim of preventing Wahaha from transferring any assets to foreign countries during the legal process, Danone filed substantive actions, 36 D O I N G B USI N ESS WI T H C H I N A based on various tort* theories, against ten entities it believed to be linked to Wahaha in Samoa and the British Virgin Islands (BVI). The BVI high court placed eight companies registered there into receivership and froze their assets on November 9, 2007; the supreme court of Samoa issued a similar order for two entities on November 22.
23 million) according to their rank within the company. In 2003, the restructuring process was completed, and by then, Wahaha had already been partially privatized, and transformed from a 100 percent SOE into one where Zong and the employees owned the majority of shares. The employees’ shares were held by the employee union. In 2003, Hangzhou Wahaha Guangsheng Investment Co. 8 million), which increased to RMB80 million (US$11 million) the following year. Zong held 60 percent of Guangsheng’s shares, while the employee union held 40 percent.
Doing Business with China: Avoiding the Pitfalls by Stewart Hamilton, Jinxuan Ann Zhang (auth.)