Mengniu announced that it would cooperate with Junlebao and invest 469.2 million yuan to hold 51% of Junlebao Dairy.

China Resources Snow acquired a 45% stake in Hangzhou West Lake Beer Asahi (Co., Ltd.) Co., Ltd. and 16 registered trademarks including "西湖" for RMB 268 million.

Earlier in March 2000, international food giant Danone of France acquired Robust.

Many foreign companies have taken a fancy to China, a "hot land", and have invested in mergers and acquisitions.

Danone alone holds equity interests in many leading beverage companies such as Robust, Bright Dairy, Shenzhen Yili, Shanghai Zhengguanghe Drinking Water, Huiyuan Juice, etc., and shares profits with brands such as Wahaha and Mengniu Dairy through joint ventures.

Danone's cooperation with leading companies in mainland China has enabled Danone to gain more and more benefits from the Chinese market.

So what will happen to Chinese companies?

On November 30, 2001, at five o'clock in the afternoon at the Robust headquarters in the Guangzhou International Trade Center, Robust President He Boquan announced a shocking news to all middle-level and above cadres: He and Yang Jiaqiang, Wang Guang, Li Baolei, Peng Yanfen, etc.

Five entrepreneurs resigned collectively.

Guangdong Robust Group is a nationally renowned large-scale food and beverage enterprise, one of the top ten enterprises in China's beverage industry, one of the second batch of key development large-scale enterprise groups in Guangdong Province, and the first of the top fifteen industrial enterprises in Zhongshan City.

"Bai's" is one of the few "well-known trademarks" recognized by the State Trademark Office in China's food and beverage industry.

In early 2000, Robust became an important member of the multinational food company Danone Group in China, thus gaining more advanced management concepts and long-term development potential and motivation.

So what is the reason why the executives of Robust Group resigned collectively?

According to media reports, He Boquan had serious differences with Danone, the controlling party, on future development strategies.

I chose to do this for the development of Robust.

With health products, dairy products and beverages as its development direction, Robust has successively launched Robust milk yogurt (including Robust milk, AD calcium milk, Healthy Express AD calcium + bifid factor milk beverage, etc.), milk (including

Robust pure milk, sweet milk, chocolate milk, strawberry milk, high calcium milk, student milk, etc.), drinking water (including Robust purified water, mineral water, mint water, etc.), tea drinks (including Robust lemon

Tea, oolong tea, jasmine tea, etc.), jelly pudding and other five series of high-quality products are sold well all over the country.

But Robust's sales have been deteriorating and have fallen behind its rival Wahaha.

It is no longer important how big the differences between Robust and Danone are. What is important is the future development of Robust and how to return the previous Robust to its previous state.

Nowadays, the trend of mergers and acquisitions is rising again, whether it is the mergers and acquisitions of leading foreign companies or the mergers and acquisitions of domestic companies, and Robust's mergers and acquisitions have given us inspiration.

You must grasp your own brand, protect your own interests, and allow the company to develop in the long run.

Be sure to grasp the values ??of both parties to avoid some disagreements.

Every enterprise has its own value proposition, and different values ??lead the development of the enterprise. We cannot say which one is bad and which one is good, so there will be conflicts between enterprises, thus hindering the development of the enterprise.

After the merger and acquisition, it is no longer the original "enterprise". It has new content, so there will be a new corporate culture. For the development of the enterprise, we must adapt to the new corporate culture.