In 2004, SAIC spent $500 million to control Ssangyong Motor, which was once a much-publicized merger. SAIC regards this acquisition as a major step to achieve its global strategic goals. However, due to improper integration, the two sides ran in for four years and ended in failure. SAIC only spent 500 million dollars to buy a lesson from cross-border mergers and acquisitions.
2. Ping An Acquisition of Fortis: Impulsive Punishment
This overseas investment, which excited China Ping An at first, now seems to be a nightmare. According to the announcement of Fortis Group on February 2, 2008 +65438, after the split, Fortis currently only has international insurance business, and 66% of the equity in the structured portfolio is assets and liabilities financed by automobiles. Fortis will no longer be involved in any banking business. By the last trading day of 2008, Fortis' offer was only 0.93 Euro.
3. CAO: Investing in futures and sinking sand.
At the end of 2004, China Aviation Oil Co., Ltd., once praised by Chinese enterprises as the strategic chessboard of "going out", suffered a cumulative loss of more than US$ 550 million due to the misjudgment of general manager Chen Jiulin in oil option and futures speculation, and filed for bankruptcy protection with the Singapore High Court on June 30, 2004.
4. CIC: Investing in Blackstone, assets shrink.
CIC, which started preparations in March 2007, used US$ 3 billion in foreign exchange reserves in May to participate in the US private equity giant Blackstone Group 10% IPO at a price of US$ 29.605 per share. The original intention of this transaction was to find a diversified investment outlet for China's foreign exchange reserves of $65,438 +0.2 trillion, but the result was not satisfactory. As of February 12, 2008, the loss of CIC in Blackstone investment reached121800 million USD.