Geely Automotive's Acquisition of Volvo

Amy Y Y CHEN, Xinran Wang, Michael YOUNG*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

5 Citations (Scopus)

Abstract

The case describes Geely Automotive's strategy to grow from an unknown Chinese refrigerator manufacturer into a global international player. A big step toward Geely's internationalization was its acquisition of Volvo Car Corporation in 2010. The acquisition prompted the largest profits and most intense technology transfer in Geely's history. But it also created conflicts between the two merging organizations including differences over leadership style, resource sharing, and branding strategy. The case discusses the synergies and challenges encountered by Geely and Volvo and illustrates the details of the acquisition. The case also provides lessons for other enterprises from emerging economies that are increasingly wishing to expand to well-developed markets such as America and Europe.

Original languageEnglish
Pages (from-to)183-202
Number of pages20
JournalAsian Case Research Journal
Volume19
Issue number1
DOIs
Publication statusPublished - 7 Jun 2015

Scopus Subject Areas

  • Business, Management and Accounting(all)

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