In the context of globalization of Chinese enterprises, Geely followed the great state economic strategy of "going out" and carried out a series of applications of international strategy. The internationalization strategy has established Geely’s international status and influence and enhanced its overall image in an unprecedented manner.


On October 24, 2006, Geely Auto (the company of Geely Holding Group listed in Hong Kong) concluded an agreement with MBH to jointly manufacture the renowned taxi the "TX4" in London. Under the agreement, Geely Auto, Maple and MBH held a 51%, 1% and 48% stake respectively. Thus, the Chinese party became the controlling shareholder with a total 52% stake.
In March 2009, Geely Holding Group fully took over the world’s second largest automatic transmission manufacturer DSI, Australia as the most successful case of takeover in the auto industry amid the financial crisis. Following the buyout of DSI, Geely thoroughly changed DSI’s business mode. It would no longer be a transmission plant independent of a vehicle plant,, but a permanent partner of Geely, and Geely’s products would contribute at least 60% of its sales. In the fifth month after being acquired, DSI turned losses into gains.

In August 2010, Geely Holding Group took over global luxury car brand Volvo to become the first real multinational in China’s auto industry. The takeover drew worldwide attention, established Geely’s international status and made Geely a Chinese representative of going out. At the same time, soon after the takeover, with the soaring of its global sales, Volvo made profit for six consecutive quarters.

It has been a year since Geely’s takeover of Volvo, the largest of its kind in China’s auto history. As Volvo’s profit and business grew, Geely has demonstrated its strength to Volvo’s senior management and trade union. With the cementing of communication and advancement of cultural communication, Volvo’s global staff satisfaction has reached a record 84%.

Over the year, Volvo established a new board of directors and management team, mapped out its new corporate strategy and new brand strategy, and restructured its organization for better development. In the meantime, with the soaring of its global sales, Volvo made profit for six consecutive quarters, launched new models, revised its product plan for the coming decade, mapped out its China strategy, established a new Chinese management team and unveiled a global corporate culture.

Swedish King Carl Gustaf meets with Li Shufu

In November 2010, Swedish King Carl XVI Gustaf, on a scientific visit to China, met with Li Shufu, chairman of Geely Holding Group in Hangzhou. The two sides conferred on issues such as Geely’s corporate development, Volvo’s operations over the 100 days since takeover, the future technology and development trends of the auto industry, and education and talent training.

More than 50 leaders of the Royal Swedish Academy of Sciences and Swedish enterprises, in company with the king, exchanged views on respective concerns with the management team of Geely Holding Group and presidents and students of the four universities under Geely.

Li introduced his business experience to the king and delegation, and briefed them on Volvo’s progress. "Volvo was born in Sweden and became the best auto brand, now I’m pleased to see her extend the concept and keep growing under Geely and in China," said Gustaf.
   

Geely embarks on a trip of European cultural exchange with symphony orchestra

In September 2011, a delegation of more than 100 members of the Zhejiang (Geely) Symphony Orchestra, jointly established by Geely Holding Group and the Zhejiang Symphony Orchestra, went on a tour of six countries including Italy, Austria, Czech, Germany, Belgium and Sweden, embarking on a European trip of cultural exchanges with symphony as carrier.

This was Geely’s largest exchange with Europe since it took over the world luxury car brand Volvo. At the same time, the tour created records for the overseas exchange of Chinese symphony music whether in terms of scale, time and number of countries, and drew close attention from the countries it covered. Through music culture exchange, the tour made Chinese culture and Geely more familiar to Europeans.
Geely has established an international marketing system, and worked out strategic plans for international business circles in the coming five years. The launch of the CKD assembly and production lines in Russia and Indonesia accumulated experience and laid the groundwork for the accomplishment of Geely’s overseas strategic objective. In 2011, Geely will establish three to four more KD plants.

According to statistics, Geely Holding Group exported more than 100,000 units from 2007 to 2010, ranking first among domestic automakers. So far, Geely has established more than 400 overseas sales outlets, including tens of 4S stores in over 50 countries and regions such as Russia, Ukraine, Cuba, Turkey, Syria and Egypt.
 
 

 

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