Danone Case What were the intentions of Wahaha Group and Danone when setting up joint ventures in China? The Wahaha Group did very well in the Chinese market around the mid 1990s‚ but because foreign multinationals were rapidly entering China‚ it was afraid that it might lose its competiveness. The company was eager to expand its scale and market share in China‚ but it lacked the necessary financial capital to do so. This is why they wanted to cooperate with Danone. Wahaha needed cash‚ and also
Premium Marketing Joint venture
9-608-107 REV : APRIL 1 6 ‚ 2 0 0 8 ____________________________________________________________ ____________________________________________________ ANE DAMGAARD JEN SEN Global Knowledge Management at Danone At Danone we don’t talk about strategy‚ we react to the context around us. For me‚ it’s like a Lego box that you buy for your children. They start to play‚ trying to find a way to build the image on the Lego box. At the end of the day‚ they give up‚ throw out the box‚ and put the pieces
Premium Knowledge management Management Best practice
Danone was founded in 1919 by Isaac Carasso in Spain. Groupe Danone is a world market leader in dairy products. The company has been successful in knowledge management through all level of business. The company created ways of transferring and sharing knowledge throughout the company and between employees from around the world as the company has implemented a concept called the “Networking Attitude”. As a global company‚ Donone had to face many challenges‚ such as building information to employees
Premium Knowledge management
culture and expectations as to how business should and is being conducted. The first and main problem described in the case study revolves around the ownership structure and the control over the JV. It seems that the Chinese Wahaha expectations were that their 49% of the JV meant full control‚ as the other 51% were split half-half between Danone and Peregrine through the Singapore registered Jinjia. Danone later took over Peregrne’s part essentially gaining the 51% of the JV and theoretically gaining
Premium Management China People's Republic of China
among the firm and management makes decision based on feedbacks. In the case of Danone‚ the company formed a culture of networking in order to encourage more information sharing among employees. Danone has been a success in the consumer goods sector due to its innovative culture‚ and it also enjoys climbing revenues in the recent years. Knowledge management challenges faced by Danone There were two challenges faced by Danone. First‚ sharing was not a natural thing among employees especially when
Premium Management Knowledge management Goal
When and how did Danone expand into the Chinese market? There are several products primarily sell by Danone are yogurt‚ biscuits‚ and beverages in China. Danone emerged Chinese market at the end of 1980s. Since then‚ Danone has invested heavily in China‚ included building factories and expanding production. Danone purchased shares of numerous market and industry leaders as well. Danone has a network of partnership with few of local market leader in China‚ including Wahaha Group which is 51%‚ Robust
Premium Yoghurt Yoghurt China
Danone Case Study Contents Page Executive Summary Pg. 3 Introduction Pg. 4 Background Pg. 4 Problems Pg. 5 Issue 1- Lack of formal IT systems Pg. 5 Issue 2-Lack of incentives & rewards Pg. 5 Issue 3-Geographical dispersion Pg. 6 Issue 4-Development of Networking Attitude Pg. 8 -Why should the issue be addressed Pg. 8 -Competitive Advantage Pg. 9 Recommendations/ Strategies
Premium Knowledge management Tacit knowledge Management
dynamics 2: strategic alliance partners Case 12.1 Danone’s affair in China As of 2007‚ Danone‚ the French multinational food company‚ was in a fierce battle with China-based Wahaha Group (the largest beverage producer in China) to win control of their joint ventures (JVs) in China. The fight is reported to have started in 2005 when Danone uncovered some unusual financial figures at the JVs‚ but this did not become known to the public until 2007‚ when Danone and Wahaha Group failed to resolve their
Premium Brand Joint venture Brand management
Threat of New Entrants: It is quite difficult to enter the yoghurt industry because DANONE has most of the market shares and that makes it hard to make up a new brand. It would mean spending lots of money to arrive to a good position. ● Bargaining Power of Suppliers: In this case the power of suppliers is exclusively related to Danone because it has more than the half of the market share and this provides a lot of power for taking decisions about price and makes it easier to invest in new yoghurts
Premium Marketing Yoghurt Brand
Danone Business Conduct Policy Version Distribution Version 4.1 This document has been included in full in the Appendices of the May 2009 « Danone Inside PACK » so that it could be widely distributed throughout Danone. The highlights of these principles are laid out in the « Danone Inside PACK » itself (pages 49-60). In charge : DGD – Risk‚ Control & Audit Department Co-authors : DGD – Group Legal Department DGRH – Sustainable Development and Social Responsibility Department DGRH – Social Policy
Premium Internal control Internal audit