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Apocalypse of China's Automobile New Joint Venture

2007 was destined to become a pivotal year in the development of China’s automotive industry. Its historical significance even surpassed that of 2003, when the sector experienced a significant boom. In this year, numerous eye-catching events took place across the industry. From bidding for standards and new car launches to price cuts and hot sales, everything was happening at once. However, the most impactful events were those involving major joint ventures. Compared to the successes of North-South Volkswagen, Shanghai General Motors, and Guangzhou Honda, it became clear that the trend of joint ventures had entered a new era. One of the most anticipated joint venture developments this year was the integration of SAIC and NAC. The collaboration actually began three years ago, with SAIC and Nanjing Automobile working together on an unprofitable British company, MG Rover. This failed partnership led to the current situation where SAIC owns Roewe and NAC controls MG, creating two distinct brands under different ownership. Despite SAIC's strong position and Roewe's earlier listing, NAC struggled. After integrating with Iveco, NAC found itself overshadowed by its partner. Yet, NAC wasn't yet on the brink of collapse. Both the central government and local governments of Jiangsu and Nanjing saw value in keeping the company alive. Under the SASAC's big car plan, NAC was given a chance to reposition itself through strategic partnerships. This led to intense negotiations between the SASACs of both regions, culminating in a cooperation agreement between SAIC and Yuejin Group—not NAC. While NAC insisted on maintaining its own path, the initial cooperation would focus on commercial vehicles and parts. However, from Yuejin’s perspective, only light commercial vehicles and related components were attractive to SAIC. Heavy commercial vehicles, already handled by SAIC Iveco Hongyan, were less appealing. Although this move might seem like a shortcoming for SAIC, it could be just the beginning of a larger integration strategy driven by SASAC. Meanwhile, independent brands faced their own challenges. Chery, once known for its bold claims, chose to form partnerships instead. Despite global struggles, Chery made progress through collaborations with companies like Quantum, Arvin Meritor, Chrysler, and Fiat. These partnerships helped improve its parts supply chain and address overcapacity and technological gaps. However, selling Dodge-branded vehicles in the West raised questions about potential conflicts with Chrysler. The pressure on Chery was immense, as it carried national expectations. Balancing political tasks with market demands proved difficult, adding another layer of complexity. Joint-venture brands also started to develop their own identities, facing growing competition from both domestic and international players. Though they claimed to represent Chinese interests, many of these “independent” brands were more like puppet armies, with the Chinese side playing a secondary role. As the market shifted toward a buyer’s market, brand reputation alone wasn’t enough—performance and profitability mattered most. The Peugeot-Hafei joint venture highlighted the evolving landscape. With multiple Chinese partners allowed, international brands were now competing more fiercely. Hafei, known for vans and mini-cars, aimed to climb higher by partnering with Peugeot, while Fiat sought new opportunities after its split with NAC. In the heavy truck sector, the landscape changed dramatically. SAIC and Iveco’s restructuring of Hongyan marked a turning point. Previously dominated by independent brands, the sector now saw increased foreign investment. SAIC’s strengthened presence in the heavy truck market signaled a shift in the industry’s dynamics. Looking back at the first half of 2007, the changes in the auto industry were profound. They reflected not only the rise and fall of individual companies but also the future direction of the entire sector. The consolidation of SAIC and NAC was just the start, with more transformations expected. Independent brands were actively seeking partners, while joint ventures continued to shape the market. Foreign capital penetration was accelerating, bringing both challenges and opportunities. In the long run, this competitive environment would benefit the industry and national development. But in the short term, it meant pain for self-owned brands, especially those lacking resilience. Overall, 2007 was a year of transformation, setting the stage for a more dynamic and competitive Chinese automotive industry.

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