中國化工借助“走出去”提升國內(nèi)競爭力
當(dāng)中國政府最初鼓勵國有企業(yè)和私營企業(yè)“走出去”時，很少有企業(yè)像中國化工(ChemChina)及其積極進(jìn)取的董事長任建新那樣熱情響應(yīng)號召。
In March 2015, the Beijing SOE paid €7.3bn for Pirelli, the Italian tyre company. Less than a year later it agreed to purchase Syngenta, the Swiss agribusiness group, for $44bn. So far, so standard. At a time of relative euro weakness, ChemChina took advantage of the renminbi’s purchasing power to acquire overseas companies with better technology and brand recognition.
2015年3月，這家總部位于北京的國企以73億歐元收購了意大利輪胎公司倍耐力(Pirelli)。不到一年后，中國化工同意以440億美元收購瑞士農(nóng)業(yè)企業(yè)先正達(dá)(Syngenta)。到這里為止，一切還算平常。在歐元相對疲軟的時候，中國化工利用了人民幣的購買力，收購了擁有更好的技術(shù)和品牌認(rèn)知度的海外企業(yè)。
It is what often happens after ChemChina buys a foreign target that differentiates its overseas investment strategy from so many of its Chinese peers. In what might be termed a kind of Trojan horse strategy, ChemChina then uses its foreign acquisitions — and foreign managers — to win market share back at home.
使中國化工的海外投資戰(zhàn)略區(qū)別于其他眾多中國企業(yè)的，是它在收購一家外國目標(biāo)企業(yè)之后時常采取的做法。中國化工接下來會利用收購的海外企業(yè)——和外國管理者——在中國國內(nèi)贏得市場份額，這或許可以稱為某種特洛伊木馬策略。
The Pirelli deal is an example. A year after the acquisition, ChemChina’s Aeolus Tyre unit sold most of its car tyre business to Pirelli. Headquartered in Milan and boasting a long association with the Formula 1 motorsport championship, Pirelli has a much more attractive brand than Aeolus, a relatively anonymous company from an even more anonymous city — Jiaozuo, in Henan province.
收購倍耐力就是一個例子。在完成收購一年后，中國化工旗下的風(fēng)神輪胎(Aeolus Tyre)把絕大多數(shù)汽車輪胎業(yè)務(wù)賣給了倍耐力。總部位于米蘭、與一級方程式賽車(F1)錦標(biāo)賽建立了長期聯(lián)系的倍耐力，品牌吸引力遠(yuǎn)遠(yuǎn)超過風(fēng)神這家相對默默無聞、來自更加默默無聞的河南焦作市的輪胎公司。
An earlier but much lower profile ChemChina deal provides an even better illustration of this strategy at work. In 2011, ChemChina acquired 60 per cent of Adama Agricultural Solutions, an Israeli agrochemical company that competes against global heavyweights such as Bayer, DuPont and Monsanto. Back in China, Mr Ren’s group had four domestic agrochemical companies, the most substantial of which was Shenzhen-listed Sanonda. According to Chen Lichtenstein, a former Israeli paratrooper who now runs Adama, Mr Ren had a vision of uniting its disparate China agrochemical units under the Israeli company.
中國化工另外一筆時間更早、但更為低調(diào)的交易，更好地闡釋了這種有效策略。2011年，中國化工收購了以色列農(nóng)用化學(xué)品制造商安道麥農(nóng)業(yè)解決方案有限公司(Adama Agricultural Solutions)的60%股份，后者是與拜耳(Bayer)、杜邦(DuPont)和孟山都(Monsanto)等全球巨擘競爭的公司。在中國國內(nèi)，中國化工擁有四家農(nóng)用化學(xué)品公司，其中規(guī)模最大的是在深圳上市的沙隆達(dá)(Sanonda)。據(jù)如今執(zhí)掌安道麥的前以色列傘兵翰林(Chen Lichtenstein)介紹，任建新的設(shè)想是把中國化工旗下各個中國農(nóng)化業(yè)務(wù)整合到安道麥之下。
“ChemChina said well, we actually have some agrochemical businesses in China,” Mr Lichtenstein recalls. “The notion was that ChemChina would let [Adama] management study its businesses in the area of agrochemistry and determine which ones were suitable to be integrated into a combined company.”
“中國化工說，我們實際上在中國有一些農(nóng)化公司，”翰林回憶道，“意思是，中國化工會讓(安道麥的)管理層研究它在農(nóng)化領(lǐng)域的公司并決定哪些公司適合整合到合并后的企業(yè)中。”
The result, it was envisioned, would be the world’s “first integrated global China” agrochemical group. Like so many other industries, the global agrochemical sector and that of China resemble two parallel but separate universes. Just as multinational companies often struggle to get a foothold in China’s intensely competitive domestic market, Chinese companies often make little progress internationally.
根據(jù)設(shè)想，結(jié)果將打造全世界“第一家全球性一體化中國”農(nóng)化集團。像其他很多行業(yè)一樣，全球農(nóng)化行業(yè)和中國農(nóng)化行業(yè)類似于兩個平行但獨立的宇宙。正如跨國企業(yè)往往很難在中國競爭激烈的國內(nèi)市場站穩(wěn)腳跟，中國企業(yè)往往在國際化方面幾乎毫無進(jìn)展。
In 2015 China’s crop protection market was the world’s third-largest, valued at $5.4bn, but it was also incredibly fragmented. No one player had more than a 10 per cent market share, and foreign entrants had a total share of less than 25 per cent. A combined Adama-Sanonda entity, Mr Ren reckoned, would have a solid foothold on both sides of the divide.
2015年，中國作物保護市場為全球第三大，總值達(dá)到54億美元，但該市場四分五裂的程度也令人難以置信。沒有任何一家企業(yè)擁有10%以上的市場份額，外國企業(yè)所占的總份額不足25%。任建新認(rèn)為，安道麥和沙隆達(dá)組成的合并企業(yè)在兩邊都會擁有穩(wěn)固的立足點。
So ChemChina boosted its interest in Adama to 100 per cent last year and injected it into Sanonda. The merged entity, which in October reported a 5.4 per cent increase in third-quarter sales to $844m, will retain the Adama brand, not Sanonda’s.
因此去年中國化工將對安道麥的持股增至100%，并把它與沙隆達(dá)合并。這家合并后的企業(yè)將保留安道麥的品牌，而不是沙隆達(dá)的品牌。10月，該企業(yè)公布財報稱第三季度銷售額增長5.47%，至8.44億美元。
It is also headed by Mr Lichtenstein, highlighting another unusual aspect of Mr Ren’s strategy. While many Chinese SOE bosses retain existing managers to run overseas acquisitions, Mr Ren has appointed foreign nationals to senior positions within ChemChina itself. Before the Adama-Sanonda merger, Mr Ren asked Mr Lichtenstein to head the ChemChina division that oversaw both units. In February 2016 he hired Michael Koenig, a German national and former Bayer executive, to run China National Bluestar, another ChemChina division.
該企業(yè)仍然由翰林執(zhí)掌，這突顯了任建新策略的另一個不同尋常的方面。盡管中國很多國企老總會選擇讓現(xiàn)有管理者繼續(xù)掌管收購來的海外企業(yè)，但任建新是任命外國人擔(dān)任中國化工的高級職位。在安道麥與沙隆達(dá)合并前，任建新讓翰林領(lǐng)導(dǎo)中國化工負(fù)責(zé)管理兩家企業(yè)的部門。2016年2月，他聘請前拜耳高管、德國人米夏埃爾•柯尼希(Michael Koenig)來執(zhí)掌中國化工旗下另一家公司中國藍(lán)星(China National Bluestar)。
Many observers attribute Mr Ren’s willingness to do things differently to his experiences in building ChemChina from a small state-owned industrial cleaning company into one of China’s largest industrial groups. ChemChina has always had to compete to survive. As Mr Lichtenstein says, “they are always coming from behind with this notion, OK, let’s be a bit more clever”. At a time when SOE reform in China largely consists of using mergers to create ever larger domestic monopolies, ChemChina’s strategy of “going out” to improve its domestic competitiveness shows another way.
很多觀察人士把任建新愿意另辟蹊徑的思路，歸功于他把中國化工從小型國有工業(yè)清洗企業(yè)打造為中國最大工業(yè)集團之一的經(jīng)驗。中國化工一直都不得不在競爭中搏生存。正如翰林所說的那樣，“他們總是帶著‘好吧，我們做得聰明點’的想法后來居上”。在中國國企改革主要利用合并來打造更大的國內(nèi)壟斷企業(yè)之際，中國化工通過“走出去”來提高其國內(nèi)競爭力的策略展示了另一條改革之路。
