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My library message exchange? Search for articles to share with library friends? More shocked, how many enterprises in China are controlled by foreign capital. 216-5-22? Zhao Jincheng read 24728? Turn 82 and hide in my library? China people, wake up. How much do you know about foreign capital controlling China enterprises? Economic security threats you don't know about! ! According to a research report published by the State Council Research and Development Center a year ago (July, 26), among the industries that have been opened in China, almost all the top five enterprises in each industry are controlled by foreign capital: among the 28 major industries in China, foreign capital has the majority of asset control rights in 21 industries. The glass industry and elevator manufacturers have been controlled by foreign investors; Of the 18 national designated household appliances enterprises, 11 are joint ventures with foreign investors; The cosmetics industry is controlled by 15 foreign-funded enterprises; 2% of pharmaceutical enterprises are in the hands of foreign capital. According to the investigation by the State Administration for Industry and Commerce, foreign capital occupies an absolute monopoly position in computer operating systems, flexible packaging products, photosensitive materials, radial tires, mobile phones and other industries. In light industry, chemical industry, medicine, machinery, electronics and other industries, the products of foreign companies have occupied more than one-third of the market share. ? This was only a year ago, and now there is a new vicious development in foreign capital merger. Any foreign capital's merger with our state-owned enterprises will result in killing all the brands and technologies of our enterprises and leaving all the debts, unemployment, financial risks, poverty and mountains of serious social contradictions to me. In this respect, there is no substantial difference between private equity funds (PE) and professional multinational companies, but the merger of private equity funds and investment banks has added a second-hand dealer. In the financial sector, Xinqiao Capital (also PE) finally took control of Shenzhen Development Bank in 24, and Guangdong Development Bank is now 36% owned by Citibank of the United States. The foreign shares of other major state-owned banks and financial institutions have reached 25% (of which PE accounts for a considerable proportion). Paper-making industry There are about 3,6 paper-making enterprises in China, with an output of 56 million tons (25). In the past 1 years, both production and consumption have increased by more than 1%, accounting for 1% of the world's production capacity and 14% of the world's consumption, ranking second in the world (second only to the United States). Most enterprises are short of funds, heavily dependent on foreign countries for technical equipment and raw materials, with low-grade overcapacity and high-grade paper in short supply. Since the 199s, international paper giants such as UPM, Stora Enso and Indonesian Golden Light Group have entered the China market by way of joint venture or direct investment. For example, in 25, International Paper and Sun Paper established a joint venture company in Yanzhou * * *, and invested 16 million US dollars to build a 3,-ton liquid packaging paper production line. In 26, Huatai Group and Stora Enso of Finland jointly built an advanced overpressure paper project with an annual output of 2, tons in Dongying, Shandong. Case of CVC's acquisition of Chenming: Chenming Paper Group is a leading enterprise in China paper industry, originally Shouguang Paper Mill, with a production capacity of 6, tons. It was listed on Shenzhen Stock Exchange in 1997, and now its total assets are 11.2 billion yuan. It has more than 1 production bases in Shandong, Wuhan, Jiangxi, Jilin and Hailar. In 25, its paper output was 2.1 million tons, and its sales revenue was 17 billion yuan, ranking first in China for 11 consecutive years, ranking 5 Chinese enterprises. In May, 26, American CVC (an investment management company jointly established by Citigroup and Asia-Pacific Enterprise Investment Management Company * * *, which manages private equity funds of US$ 2.7 billion) signed a letter of intent for strategic investment with Chenming, offering 1 billion A shares to CVC privately, raising 5 billion yuan, and CVC will hold 42% of Chenming's shares, surpassing Shouguang State-owned Assets Supervision and Administration Bureau to become the largest shareholder. In September of the same year, this intention was cancelled, and the National Development Bank took the lead in forming a syndicate to apply for a long-term project loan of 6 billion yuan. Washing products in daily chemical industry: four washing powder enterprises with an annual output of over 8, tons in China, three of which were acquired by foreign capital. American Procter & Gamble used its brand advantages and tax incentives to basically crush domestic detergent enterprises, and the top ten domestic civil detergent brands were almost wiped out. Only four brands, Rejoice, Head & Shoulders, Pan Ting and Sassoon, occupy more than 6% of the domestic market, exceeding the internationally recognized monopoly line. Every time Procter & Gamble recruits an employee, it means that 2 ~ 3 employees of the former detergent enterprise in China are laid off. In the joint venture of daily chemical industry, foreign investors usually use the original production lines and marketing channels of China enterprises to work for foreign brands, while neglecting the original brands of Chinese enterprises. At the beginning of 1994, Unilever obtained the controlling right of Shanghai Toothpaste Factory and operated Zhonghua Toothpaste Factory by brand leasing. The foreign party verbally promised that the investment ratio of its "Jienuo" brand and "Zhonghua" brand was 4: 6, but it was not fulfilled. Zhonghua Toothpaste contributed 8 million to 9 million sales for Unilever for many years. Meijiajing, a famous trademark in China: The brand used to occupy nearly 2% of the domestic market. In 199, shanghai jahwa and Johnson made a joint venture, and the "Meijiajing" trademark was shelved. Multinational companies have invested heavily in shanghai jahwa, in fact, they have driven "Meijiajing" out of the market and opened the way for their own brands. Shanghai jahwa's sales plummeted from 3 million yuan to 6 million yuan. In 1994, shanghai jahwa paid 5 million yuan to recover the trademark of Meijiajing, but it lost its precious opportunity. Cosmetics: L 'Oré al France is rapidly occupying the China market. The company acquired Little Nurse in 23 and Yuxi in 24. Ranked first in the field of makeup, and ranked second after completing two mergers and acquisitions in the field of skin care. The competition in China cosmetics market has formed a situation dominated by foreign capital. After occupying the domestic high-end market, multinational companies are developing into low-end brands and impacting local enterprises. For example, Unilever has strengthened the distribution in second-and third-tier cities since 25. Procter & Gamble will greatly reduce the price of products such as Rejoice and Tide, and vigorously promote Olay throughout the country. L 'Oré al is looking for partners to explore the third-tier cities and rural markets after acquiring the little nurse. Avon in the United States and Shiseido in Japan are also eager to move. In February, 27, Beijing Dabao, the number one skin care product industry in China, sold all its shares on the Beijing Equity Exchange (83.42% of the state-owned shares of Beijing Sanlu Factory and 16.58% of the employees' shares). In March, it signed a contract with Johnson & Johnson of the United States to transfer all its shares. In 25, Dabao's sales amounted to 78 million yuan (accounting for 1% of the national market), ranking first among domestic skin care enterprises. In this way, Johnson & Johnson has Dabao's second-and third-line marketing networks all over the country. The elimination rate of cosmetics enterprises is very high. There were more than 5, in China two years ago, and now there are only 3,3. In 25, there were more than 13 foreign-funded cosmetics enterprises, accounting for 4% of domestic sales and more than 8% of profits (the profit rate of foreign-funded enterprises is more than 1%, while that of domestic-funded enterprises is only 2-3%). At present, there are more than 2 kinds of local brands active in the market, such as longrich, Lafang and Ding Jiayi. As foreign-funded enterprises target third-and fourth-tier cities, the space for domestic brands will be further squeezed. Pharmaceutical: Huayao Group: the largest antibiotic production base in China, with sales revenue of 7.8 billion yuan in 24, ranking second in the whole industry. In 25, it fell to the fourth place in the industry, with a loss of 2 million yuan. The company is in debt trouble. Equity reform was carried out in 24. The 47 million state-owned shares of listed company Huabei Pharmaceutical were converted into 1 billion yuan, and the other 58.2 million state-owned shares were sold to Dutch DSM (the largest API manufacturer in Europe) for 2 million yuan, together with the debt owed to Huabei Pharmaceutical. DSM then acquired 7.4% equity of Huabei Pharmaceutical. In February 27, DSM bought 25% equity of Huabei Pharmaceutical with another $35 million. Another $16 million was invested to establish a new company in cooperation with the penicillin and vitamin business of Huayao Group, accounting for 49% of the shares. DSM became the second largest shareholder of North China Pharmaceutical. Harbin Pharmaceutical Group: In 25, CITIC Capital of Hong Kong and Warburg Pincus Investment Group of the United States jointly invested to obtain the controlling stake (? )。 Gaitianli: In October, 26, Bayer Healthcare (BHC) signed an agreement with Qidong Gaitianli Pharmaceutical Company of Dongsheng Technology to acquire the latter's "White Plus Black" cold tablets, "Xiaobai" syrup, "Xinli" cough syrup and other related assets for 1.72 billion yuan (18 million euros). Dongsheng Technology still retains some western medicines. This is the largest foreign merger in the pharmaceutical field. In February 27, Sumitomo Corporation and Sumitomo Corporation (China) Co., Ltd. purchased 16% and 4% equity of Henan Tianfang Pharmaceutical Group respectively. Tianfang Pharmaceutical has thus changed from a state-owned joint-stock enterprise to a Sino-foreign joint venture. At present, most domestic pharmaceutical enterprises are joint ventures controlled by foreign capital? ) Hardware and Electrical Appliances France SEB acquired Supor, the boss of domestic pressure cookers: Supor brand sales accounted for 4% of the pressure cooker market. In 25, the sales of cookware industry in China reached 5 billion yuan, and in the first half of 26, Supor's main business income reached 57 million yuan. Supor has the titles of well-known trademark in China and famous brand in China, with an estimated brand value of 1,624.8 million yuan. In August 26, French SEB (the number one brand of small household appliances in the world) bought 52.74-61% equity of Supor for 24 million euros (Supor and related companies sold 14.38% equity of SEB * * * 25 million shares at 18 yuan/share; Issue 4 million A shares to SEB at the same price, and offer to buy 48.6-66.45 million shares of Supor), and hold Supor. In August 26, six of the eight deputy directors of china national hardware association Cooking Cookware Branch, such as ASD and Shenyang Shuangxi, issued a statement opposing the merger of Supor. They pointed out that Supor's sales in the cookware industry have exceeded 2%. According to the Regulations on Mergers and Acquisitions of Enterprises in China by Foreign Investors, if the merger party's turnover in the China market exceeds 1.5 billion and its market share reaches 2%, and if the merger leads to one party's market share reaching 25%, or if it continuously acquires 1 enterprises within one year, it must report to the Ministry of Commerce and the State Administration for Industry and Commerce. Supor's merger touched three of the four "red lines"; Once this monopolistic merger and acquisition becomes a reality, the benign competition pattern in the industry will become vicious competition led by price wars and advertising wars, and many domestic enterprises will go bankrupt, which will cause a large number of employees to lose their jobs. In Caitang Town, Guangdong Province alone, there are thousands of small cookware and hardware enterprises. After conducting an anti-monopoly investigation, the Ministry of Commerce formally approved the case in April 27. Lessons from SEB's joint venture with Shanghai Electric Iron Factory: The "Red Heart" brand electric iron of Shanghai Electric Iron Factory once occupied 47.4% of the domestic market share, and its brand evaluation value reached 13 million yuan in 1993. In April, 1996, SEB and the factory invested 16.5 million yuan (6% of SEB's investment) to establish Shanghai Cyber Electric Appliance Co., Ltd. There are 5 directors of the company, and the French side holds 3 places. The French side used the controlling stake to turn the red heart into a processing workshop, and AG lowered the price to transfer profits; Using the sales team and network resources accumulated by China for many years, SEB's Tefu and Haoyunda brands entered hundreds of shopping malls in the mainland at low cost, and implemented counter division, belittled the red heart brand and set foreign brands at the high end. Due to obvious discrimination in promotion, the market share of "Red Heart" has dropped sharply to 2%. Chinese directors repeatedly requested to introduce or develop new products or were rejected by the French side, and there were always conflicts between board meetings. The joint venture company accumulated losses of 3 million in three years, and its financial statements were passed every year. Finally, China was forced to withdraw. In 1999, the French side fully took over and changed the joint venture company into a wholly-owned company, leaving the Chinese side with a bad debt. The Chinese general manager (former deputy director of Shanghai Electric Iron Factory) warned those domestic enterprises that are talking about cooperation with foreign capital: foreign capital should not be easily controlled. Ma Detao, General Manager of Shuangxi Cookware Sales: At the beginning of M&A, the foreign party first fully controlled the superior resources such as the channels of the acquired brands and grafted their own brands, and then hid the domestic brands, taking advantage of the premium ability of international brands and realizing the all-inclusive from the high-end market to the low-end market through brand dislocation. Through monopoly mergers and acquisitions and brand strangulation, foreign capital has solidified domestic enterprises in the role of migrant workers in the international industrial division of labor. Nanfu Battery: Nanfu's predecessor was Fujian Nanping Battery Factory, with an initial registered capital of less than 2 million yuan, and produced paste batteries. In the mid-199s, the demand for batteries soared and the company developed rapidly. At the beginning of the 21st century, the total sales volume exceeded 7 million, with an output value of 76 million yuan and a profit of more than 2 million yuan. There are more than 3 sales outlets in China, occupying more than half of the China market and becoming the first alkaline battery manufacturer in China and the fifth largest in the world. In 1988, Nanping Battery Factory invested 2.8 million yuan in fixed assets (4% equity) and jointly established Nanfu Battery Co., Ltd. with Fujian Industrial Bank (9, yuan, 15%), China Export Commodity Base Construction Company Fujian Branch (2% based in Fujian) and Hong Kong China Resources Group Baifu Co., Ltd. (25% based in Fujian). In 1998, according to the Commercial Banking Law, Industrial Bank withdrew and sold its 15% shares to Dafeng Electric Appliance, which was established by all employees of Nanfu. In September, 1999, Nanping municipal government will carry out "property right reform" and "beautiful girls get married first", which will be linked with China International Finance Corporation. The company's subsidiary, CDH, jointly invested more than US$ 1 million with the Dutch National Investment Bank, US$ 4 million from Morgan Stanley and US$ 1 million from the Singapore Government Investment Company, and established "China Battery" in Hong Kong with Chinese shareholders. Four foreign shareholders * * * held 49% of the shares, and the Chinese shareholders contributed 69% of Nanfu, accounting for 51% of the shares of China Battery. "China Battery" has absolute control over Nanfu. In 1999, China Resources Baifu suffered huge losses in gold speculation, and sold 8.25% of its shares in "China Battery" and transferred the other 2% to another subsidiary of the base head office. In 21, the subsidiary transferred this 2% stake to Fubon Holdings for 78 million US dollars, and Fubon Holdings transferred it to Morgan Stanley for 15 million US dollars.