Written by With so many cross-cultural minefields, international business negotiations often flounder.
But that wasn’t the case with the 2010 acquisition of Volvo by China’s Zhejiang Geely Holding Group Co.
This case study stands out as a masterclass in cross-cultural negotiation.
The landmark deal not only marked a significant milestone in the automotive industry but also showcased the cultural intelligence (CQ) necessary for successful global business transactions.
Here’s where it all began…
Geely Meet Volvo
In 2010, Geely, a relatively unknown Chinese automaker, acquired Volvo Cars from Ford Motor Company for $1.8 billion.
This acquisition was a bold move by Geely, aiming to elevate its status on the global stage.
For Volvo, a prestigious Swedish brand known for safety, quality, and environmental sustainability, the acquisition posed both opportunities and challenges.
Cultural Dynamics
Chinese business culture often emphasizes hierarchical relationships, indirect communication, and long-term relationships.
Geely, a young and ambitious company, sought to expand its global footprint and saw Volvo as a perfect partner.
Swedish business culture values flat organizational structures, direct communication, and consensus-driven decision-making.
Volvo, with its strong heritage, was concerned about preserving its core values and operational independence.
Negotiation Approach
Geely’s Strategy
Geely approached the negotiation with a deep understanding of cultural differences.
They respected Volvo’s heritage, assuring that Volvo would retain its brand identity, operational independence, and continue production in Sweden.
This strategy was crucial in gaining trust and reducing resistance from Volvo’s management and employees.
Volvo’s Concerns
Volvo’s team was apprehensive about potential changes in corporate culture, job security, and maintaining high-quality standards.
Geely addressed these concerns by committing to uphold Volvo’s core values and investing in innovation and technology.
Challenges and Strategies
Trust Building
Geely invested significantly in building trust with Volvo’s management and workforce.
They engaged in extensive dialogues to understand Volvo’s concerns and communicate their intentions transparently.
Geely’s chairman, Li Shufu, emphasized Volvo’s autonomy and promised to invest in enhancing its competitiveness.
Integration and Adaptation
Post-acquisition, integrating different management styles and corporate cultures was challenging.
Geely allowed Volvo to maintain its Swedish management team and decision-making processes, ensuring a smooth integration.
They established a collaborative framework for sharing technology and expertise while respecting cultural differences.
Outcomes
Positive Synergy
The acquisition resulted in positive synergy between Geely and Volvo.
Volvo leveraged Geely’s financial strength to expand its product line and enter new markets, especially in China.
Geely benefited from Volvo’s advanced technology and strong brand reputation.
Cultural Respect
The success of this cross-cultural negotiation was largely due to Geely’s respect for Volvo’s corporate culture and commitment to maintaining its brand values.
This respect helped overcome cultural barriers and fostered a cooperative relationship.
The Geely-Volvo case study underscores the importance of cultural intelligence in cross-cultural negotiations.
It demonstrates that cultural diversity can be leveraged to create mutually beneficial outcomes and foster long-term success in international business.
Success Across Cultures 