This year, the domestic joint venture cooperation in the field of trucks can be described as endless.
From the beginning of the year, Foton and Daimler signed a commercial vehicle cooperation agreement. By mid-year, Sinotruk and Mann signed a strategic cooperation agreement. FAW Group and the U.S. General Motors established a joint venture. The recently reported Jianghuai and U.S. NC2 signed medium and heavy trucks. The engine joint venture cooperation framework agreement, a series of Chinese and foreign "marriage" is dazzling. Guangqi Hino, which was a joint venture earlier, also released the first model 700 series heavy trucks.
The financial crisis that has swept the world has caused international truck giants to suffer huge shocks. Some have taken the initiative to seek cooperation in China, while others have accelerated the negotiation process. Some projects that have been deadlocked for many years have finally achieved positive results. Industry sources said that a new wave of truck joint ventures is surging.
â– Foreign brand trucks in China are not satisfied
In the 1980s, in order to reverse the weak foundation of China’s truck industry and the “negligence in lightness†of products, domestic truck companies have introduced foreign technologies. For example, the introduction of the heavy truck technology of the Austrian Steyr Company and the N-series light truck technology of the Japanese Isuzu Company have enabled the truck industry in China to achieve a leapfrog development.
After entering the 1990s, with the development of China's truck industry, foreign companies that are optimistic about the Chinese market are no longer satisfied with simply transferring technology. They have sought out joint venture partners in China, and a number of Sino-foreign joint ventures and cooperation truck companies have emerged.
Because foreigners have mastered product technology and have more right to speak, they tend to focus on trade orientation in the joint venture's business process. They contemptuously do not even want to introduce technology to joint ventures at all, and they only want to profit from assembly products. However, the assembled foreign brand heavy trucks are not only expensive, but also do not adapt to China's national conditions, users do not buy it. As a result, the joint venture’s operating performance was poor, and some even ended in failure.
Volvo's initial joint venture negotiation was with the old heavy truck group consisting of Jiqi, Shaanxi Auto and Hongyan. After the old heavy truck group was divided into three, the new heavy truck group continued to negotiate with Volvo. After the Chinese and foreign parties negotiated and established a joint venture company after eight years, the sales of the joint venture was virtually dead in name because of serious obstacles to product sales.
â– Adjusting attitude to cooperate with Chinese partners
In recent years, after the introduction and re-innovation of imported technologies, the production scale, brand influence, technology and manufacturing level of self-owned truck companies have been significantly improved, and the sales volume of products has maintained a relatively high level of growth, and their position in the domestic market has become more stable. According to statistics, as of September this year, European trucks have sold 1.27 million vehicles, a decrease of 35.6% year-on-year. China's truck sales have been 1.67 million, an increase of 30.96% year-on-year. In the general weakness of the global truck market, the thriving Chinese market has made foreign truck giants particularly jealous. Joining hands with Chinese partners is undoubtedly the best way to improve business performance and reduce risks.
With the establishment of SAIC Iveco Hongyan in 2007 as a symbol, in the new wave of joint ventures and cooperation, international truck giants have obviously learned the lessons of the failure to promote high-end foreign brands in China. They realized that although the technical level of Chinese products is currently not advanced enough, it has a huge market due to its price/performance advantage, making it difficult to counterbalance. Therefore, the new wave of joint ventures and cooperation has shown many differences compared with the past.
Truck industry analyst Yang Zaiqi pointed out that in this wave of joint venture cooperation, foreign giants no longer insist on assembling and selling foreign brand trucks as joint ventures. Some choose dual brand routes, such as Iveco Hongyan and GAC Hino. Branded products, and the production of foreign brands of high-end heavy trucks; some of the advantages of both sides of the resource set to build Chinese branded products, such as the joint venture between Foton and Daimler, not only retain the integrity of the Foton brand, Daimler also promised to promote Foton Motors International market.
â– Focus on sharing the achievements of the Chinese market
One of the most striking features of this round of joint venture cooperation is that some joint ventures have broken the traditional mode of 50:50 equal shareholding. For example, in the cooperation project between China National Heavy Duty Truck and Man, Man brings not only funds, but also exclusive licensing technology for TGA trucks, Euro III, Euro IV, Euro V emission standard engines and related components in China. A new cooperation model of "technology transfer + equity investment".
Yang Zaichen pointed out that this seemingly highlighting the transformation of the right to speak of the Chinese has actually been a model of market development that the international truck giant has gradually summed up in the Chinese market after many years of hard work and reduced profits. . In this way, they can not only continue to obtain valuable technology transfer fees but also share China's lucrative operating profits. Not only that, but also eliminating the need for early investment in the establishment of a joint venture, foreign parties can move forward and backward during the cooperation process, without sharing the business risks.
According to Tan Xiuqing, vice president of Shandong Heavy Industry Group Co., Ltd., the cornerstone of this round of joint venture cooperation is no longer "for the market for technology," but "for business results for technology." Foreign investment also no longer emphasizes market share, brand influence, and other indicators, but puts profits first. They gradually came to understand that since their products are not suitable for the current stage of the Chinese market, it is better to first sell the products to Chinese partners so that more benefits can be obtained. The technology that China has resorted to in return for huge amounts of money is mostly foreign so-called "mature" technology. The foreign party hopes to firmly control the pace of technological upgrading of Chinese enterprises so that China can only follow and cannot surpass it.
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