Zhejiang Haili Electronic Technology Co., Ltd (Holip) (A2)

By Adrian B. Ryans, Winter Nie and Abraham Hongze Lu

7 pages

January 2009

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Reference: IMD-3-2052

The case describes how Fang Guangming, a serial Chinese entrepreneur, entered the relatively high-technology frequency converters business from the stuffed toy business where he began. Holip started by reverse engineering Japanese products, outsourcing capital intensive parts of the manufacturing process and limiting Holip’s production role to final assembly and testing. Holip opted for a sales strategy that worked well with local Chinese customers. Its early success was largely due to fast response time, customized services and low prices. The company suffered losses in its first year, and then quickly became profitable by having a very lean cost structure and introducing new and higher quality products. The company had ambitions to grow and to move up in the market by developing new and better products. However, developing the appropriate technology was a significant barrier and the management felt they needed access to additional capital to achieve their objectives. One option that management was considering was to sell out to Danfoss. The (A2) case is written from the perspective of Holip management and has much detailed and complete information on Holip and the hopes and concerns of the Holip management team. The information on Danfoss is quite limited. Much of this additional information was not known to Danfoss at the time of the (A1) case. The (A1) and (A2) cases allow the class to be split into two groups: one seeing the situation through the eyes of Danfoss and the other seeing the situation through the eyes of the Holip management team. This leads to a richer classroom discussion of the two perspectives than is possible if the whole class has read the (A) case.

Learning Objective

To understand how a fairly typical low cost Chinese player thinks and operates, and the challenges that many of them face as competition in their markets intensifies. Depending on the course’s learning objectives, the Danfoss-Holip case series can be taught either by using the A case followed by the B case, or by using the A1 and A2 cases followed by the B-case.

Keywords

Low Cost Competition, Pre-acquisition Analysis, Dual-brand Strategy, General Management, Strategy

Settings

China
May 2005

Type

Field Research

Available Languages

English

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Teaching note

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This case study is part of a series

Danfoss Motion Controls acquiring Holip (B)
Danfoss Motion Controls and Holip (A)
Danfoss Motion Controls and Holip (A) (Abridged)
Danfoss motion controls (A1)
Zhejiang Haili Electronic Technology Co., Ltd (Holip) (A2)

This case study is part of a series

Danfoss Motion Controls acquiring Holip (B)
Danfoss Motion Controls and Holip (A)
Danfoss Motion Controls and Holip (A) (Abridged)
Danfoss motion controls (A1)
Zhejiang Haili Electronic Technology Co., Ltd (Holip) (A2)

Danfoss Motion Controls acquiring Holip (B)

By Adrian B. Ryans Winter Nie and Abraham Hongze Lu
Case reference: IMD-3-2053 ©2009

Summary

Danfoss Motion Controls purchased Holip in November 2005. After acquisition, Danfoss used a dual-brand strategy and Holip was left as an independen...

Reference IMD-3-2053

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

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