1. Fujian Nanfu Battery------------ Gillette Company of the United States
2. Henan Shuanghui Meat Products-------- ----Goldman Sachs Group of the United States
3. Heilongjiang Harbin Beer------------ AB (Budweiser Beer) of the United States
4. Heilongjiang Jiamusi United Harvester-------------American John Deere
5. Fujian Xuejin Beer-------------Belgium InBev
6. Sichuan Shuangma Group-------------Lafarge
7. Shenzhen Development Bank------------ -American New Bridge
8. G Huaxin-------------HOLCHIN B.V
9. G Dongmu-------- -----Mu Special Metals Industry Co., Ltd.
10. China Resources Jinhua------------- China Resources Textile
11. Hualin Tires-------------Singapore Giti Tire
12. Jiangsu Wuxi Weifu-------------Germany Bosch
13. Northwest Bearing-------------Germany FAG Company
14. Jinxi Chemical Machinery-------------Germany Siemens
15. TCL International Electricians------------- Legrand, France
16. Shanghai Tire and Rubber--------- ----Michelin of France
17. Shanghai Bell-------------Alcatel of France
18. SEG Samsung of Shenzhen---- ----------South Korea's Samsung Corning
19, De'Longhi Steel----------Russia's second largest steel company Evraz
20 .United Petrochemicals----------British-Dutch Shell
21. Wahaha--------Danone
22. Lucky---------Japan
There are also: 1. Maxam: This brand originally occupied nearly 20% of the domestic market. In 1990, Shanghai Jahwa (29.41, -0.66, -2.19, bar) entered into a joint venture with SC Johnson, and the "Maximum" trademark was shelved. Shanghai Jahwa spent 500 million yuan to take back the Meijia Net trademark in 1994, but the precious opportunity was lost.
2 Zhonghua Toothpaste: In early 1994, Unilever obtained a controlling stake in the Shanghai Toothpaste Factory and used brand leasing to operate the Shanghai Toothpaste Factory's "Zhonghua" toothpaste. Today, Zhonghua Toothpaste's market share has Too little.
3 Vitality 28: In 1996, after the joint venture with the German company Mejishi, the commitment stipulated by both parties to use the "Vitality 28" brand for 50% of the joint venture's laundry detergent output was not fulfilled. In the first three years*** The 184 million yuan invested in advertising for the "Vitality 28" campaign also turned out to be a dead letter. The well-known brand "Vitality 28" gradually disappeared from people's memory.
4 Nanfu Battery: Since September 1999, through several transfers, 72% of the equity fell into the hands of Gillette in 2003. Gillette’s Duracell battery entered the Chinese market for 10 years, with a market share of The rate is lower than Nanfu’s 10. After Nanfu was controlled by Gillette, it withdrew from overseas markets and half of its production capacity was idle. Nowadays, this battery brand that once occupied most of the Chinese market and is China's number one battery brand is no longer a national brand.
5 Robust: In 2000, Robust was acquired by Danone, and now the Robust brand has basically withdrawn from the market. In addition, Danone also acquired 50% stake in Shanghai Merlin (8.89, 0.00, 0.00, bar) Zhengguanghe Drinking Water Company and 22.18% stake in Huiyuan Juice in China. It also acquired 50% stake in Mengniu and 20.01% stake in Guangming Dairy Industry.
These companies all own well-known Chinese trademarks and are industry leaders.
6 Little Nurse: French L’Oreal acquired Little Nurse in 2003. Today, five years later, little nurses have almost disappeared from the market.
7 Supor (12.89, -1.10, -7.86, bar): Supor brand sales account for 40% of the pressure cooker market, with an estimated brand value of 1.6248 billion yuan. In August 2006, French SEB (the world's number one brand of small home appliances) obtained a controlling stake in Supor.
8 Dabao: On July 30, 2008, Johnson & Johnson announced the completion of its acquisition of Dabao. At this point, competition in China's cosmetics market has become dominated by foreign capital.
Although we still use the banner of being made in Fujian, the shares are not in our hands, and there are only a few national brands that truly belong to us. Not only that, many national brands in China have introduced a large amount of foreign capital, laying hidden dangers for foreign capital to acquire our national enterprises!
National enterprises also need some spirit. Maybe we can take a look at Japanese and Korean enterprises.
After World War II, Japan was in dire straits, and Sony was one of them. When Sony developed a semiconductor radio product and sold it to the United States, the local dealer said: "Sony has no reputation. But Americans all know our brand. If you put our brand on it, I can give you an order worth 100,000 US dollars.” At that time, Sony did not have that much liquid assets. However, founder Akio Morita rejected this request after careful consideration. Twenty or thirty years later, people asked Akio Morita what was your best business decision in the history of business and development of Sony? He said my best business decision was to turn down a $100,000 order and build the Sony brand. Here, we seem to be able to see the persistent spirit of the Japanese, which is a kind of national integrity. To build a brand, there must be a spirit in it.