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eliteluxuryrentalss · 5 years ago

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Billionaire Li Shufu creates China’s first Global Carmaker with Geely Volvo merger of Engine Production units

With a net worth of $13.2 billion, Li Shufu, is a Chinese billionaire businessman, and the chairman of Zhejiang Geely Holding Group Co. Ltd. and Volvo Cars.

Chinese billionaire Li Shufu, owner of Geely Automobile, the second largest private automobile manufacturer in China is in talks to merge their engine operations with Swedish car maker Volvo Cars AB, in essence creating China’s first global auto maker.

Li’s global ambitions for Chinese automotive manufacturing goes back as early as 2010 when Geely first bought Volvo from Ford for $1.8 billion and then followed up with a slew of other high profile automotive acquisitions by adding Lotus Cars and a $9 billion stake in Daimler AG to his portfolio and since Jan 2020, announced his intentions on either taking a slice of Aston Martin or having the whole cake.

Billionaire Li Shufu creates China’s First Global Carmaker with Geely Volvo merger of Engine Production units

Volvo languished during the first decade of the aughts as Ford consolidated its US holdings and positions, divesting itself of Land Rover and Jaguar, and leaving Volvo with minimal resources and scant investment. Incidentally, Land Rover and Jaguar flourished after their divestiture, a combination of new design language first initiated by Ford and the willingness of Tata, the new owner to take a hands-off approach in letting veteran executives of both brands run the show.

Li’s track record deal closing and successful management of new business units like Lotus, puts Geely in clear leadership as China’s, if not Asia’s leading carmaker with a balanced consumer portfolio straddling all key segments. Geely Holding Group’s kicked the British brand into high gear in 2019, two years after it acquired a majority stake, by announcing plans to start producing the British sports car brand in China for the first time with the opening of a new 9 billion yuan ($1.3 billion) factory in Wuhan city. While Lotus would still be building supercars out of its Norfolk facility, a joint Geely – Lotus statement revealed that a key part of the firm’s strategy was “to revive the brand by expanding the brand’s manufacturing footprint globally” by targeting new markets by building higher-volume models in China.

Germany-based automotive manufacturer, Daimler, is set to develop its next generation of Smart electric cars in China following a joint venture with Geely. Under the agreement, the next generation of Smart cars are set to be assembled at a Chinese plant, with sales expected to begin in 2022.

The recent Wuhan coronavirus outbreak, now named COVID-19, appears to have put pause to Li’s expansion and acquisition plans. Just before the CCP’s lockdown of the city, shares of British luxury carmaker Aston Martin Lagonda Global Holdings Plc declined last month on Friday 17 January 2020, with insiders commenting that there’s “waning interest” from Li, the rumoured potential Chinese investor to buy a stake.

What Volvo Stands to Gain from Geely

The automotive industry is facing a massive disruption with most of the major car brands, even those previously sworn to the “roaring soundtracks of petroleum engines” as makers move towards electrification, and autonomous vehicles in an environment where ride-sharing, car-hailing apps and increasing peer-to-peer car sharing has been slowing demand for car purchases.

Volvo aims to reach Tesla Motors’ current level of EV sales from a standing start in just five years. Due to the high cost of electric car batteries making it more difficult for automakers to develop affordable zero-emission vehicles, it has led to a number of them forming alliances with Chinese partners.

Volvo’s merging of engine operations with Geely is a vital step in the brand’s roadmap for shifting to a fully-electrified lineup from a costs-of-production perspective, freeing up resources for the Swedish brand to focus on electric platforms in-house. According to Volvo Chief Executive Officer Hakan Samuelsson, combined business units would supply two million diesel and gasoline-powered engines, versus the 600,000 Volvo produces today.

London based business data provider IHS Markit forecasted electric car growth from 2% to 12% of new cars by 2030. Volvo has medium term objectives of achieving half of its global sales fully electric by 2025. In pursing combined engine production, Volvo gets to pursue in house development of electric gear-trains without sacrificing crucial revenue from existing petrochemical engines vehicles.

Volvo Cars and Geely already share technology, most notably the Compact Modular Architecture (CMA), which is being used by Volvo Cars for its soon-to-be-announced smaller range of 40 series cars and by LYNK & CO.

In the meantime, with Geely, Volvo gains greater access to the largest car market in the world. Concordantly, Volvo’s stellar reputation for safety gets associated with Geely, a major talking and selling point considering that “Made in China” has not had the best reputation, allaying US consumer fears of Chinese-made automobiles.

Volvo managed to sell over 355,000 vehicles globally in the first half of 2019, a 2.5% gain over last year with the China market leading the biggest gains of 15.7% up 37,855 units from 32,712 during the same period in 2018. It will start production next year of the brand’s first fully electric car, a battery-powered XC40 compact crossover.

Hollywood icon Arnold Schwarzenegger was first to own a modified Humvee, pushing for a civilian model which he was amongst the first customers to order.

Li Shufu’s “hidden” objectives and Global Ambitions

Earlier in January 2020, billionaire Li discussed “working together with international partners” to “seize the technological commanding point through collaboration and sharing”, during preliminary discussions about investments in Aston Martin, it would appear that part of his global automotive strategy is the know-how and technology which could benefit his entire portfolio and not just Geely.

That said, Li’s acquisition strategy has been proving the most successful so far, other Chinese carmakers have attempted similar strategies to mixed results – Sichuan Tengzhong Heavy Industrial Machinery is still struggling with former US commercial sensation, Humvee. The H1 Humvee was a military grade vehicle which first rolled out for civilian markets in 1992 at the behest of Hollywood actor Arnold Schwarzenegger, buying a highly modified sand-coloured edition, before pushing for a consumer model. At its height, it sold 70,000 Hummers, becoming a symbol of wealth and excess but as gas prices spiked to all time highs between 2007 and 2009, the popularity of the car declined.

Shanghai Automotive Industry Corporation, the largest automaker in China, invested $600 million in bankrupt Korean automaker Ssangyong, before giving up in 2010, abandoning management rights over the carmaker, which was suffering from a serious liquidity crisis. A 70% share of SsangYong was acquired by Indian multinational automotive company Mahindra & Mahindra in February 2011. More recently, Beijing Automotive Group bought a 5% stake in Daimler in July 2019 and is considering lifting its holding in the Mercedes-Benz maker to as much as 9.9%.

With Li Shufu’s waning interest in Aston Martin, Bloomberg reported that Canadian billionaire Lawrence Stroll is emerging as the frontrunner to buy a stake in British manufacturer.

Geely launched Lynk & Co, a new luxury SUV aiming to tap the global market for ride-sharing and car-hailing services while taking on giants including Volkswagen AG and BMW AG.

Volvo announced that the merging of business operations to form a new supplier will not see any job cuts – the new unit will employ approximately 3,000 Volvo workers and 5,000 from Geely, across all departments including procurement, information technology and finance, typically the first departments cuts since these resources can be shared.

Li also owns 49.9% of Malaysian automaker Proton but his vision is to ultimately transform the conglomerate into a provider of transport services. Geely has developed and has plans to further expand car-sharing services while investing in alternative public transport options – VoloCity’s flying taxis and China Aerospace Science and Industry Corp’s own in-house high-speed trains. Ultimately, Geely might just become a global transport solutions provider instead of just a carmaker.

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onlevelup01 · 6 years ago

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MUMBAI: Courts and banks should expedite the resolution process of Essar Steel, which has been going on for more than 20 months, said Sajjan Jindal, chairman at JSW Group that failed in its bid to acquire the prized steelmaking assets through the bankruptcy court.In an exclusive interview to ET, Jindal conceded that the entry of European steel giant ArcelorMittal, which has won the race for Essar Steel, will bring discipline in the Indian steel market and make it more organised.He, however, felt the near-$10 billion (Rs 69,272 crore) cheque that the Lakshmi Mittal-led ArcelorMittal may be writing for Essar Steel — accounting also for the price it will ultimately pay for ports, pipelines and Uttam Galva’s dues — may not be viable. If JSW were to acquire Essar Steel, even an offer worth $5 billion would have been a tad too steep, Jindal said.“...but beauty lies in the eyes of the beholder,” he said.Jindal, however, warned that delaying the handing-over of Essar Steel might force Lakshmi Mittal to change his mind. “Given that there are global headwinds to the steel industry and with ArcelorMittal’s global presence, its margins are under tremendous pressure,” he said. “At this stage if the courts and the banking system continue to delay the matter then my worry is that ArcelorMittal may find some way to get out of the deal.”JSW Steel had actively participated in the sale of stressed assets that the Insolvency and Bankruptcy Code has facilitated. However, it could not bag the asset it wanted the most — Bhushan Steel — which would have given the company a five million tonnes ready steel capacity and a foothold in the east market. Rival Tata Steel won the race for Bhushan Steel.Defending his seemingly conservative approach in bidding for Bhushan Steel, Jindal said though JSW Steel felt it had bid the “top dollar” for the asset, Tata Steel ended up bidding higher than they could have anticipated.69669596 ‘Govt Should Fix Liquidity Crisis’“It is because their investment per tonne is higher than our investment per tonne that they paid more,” he said.After losing out on Bhushan Steel, JSW Steel had also tried to enter the fray for Essar Steel, but by that time “it was too late”, Jindal said. A failure to submit expression of interest on time kept his firm out of the contest for the Hazira-based fully integrated flat carbon steel maker with a capacity to produce 10 million tonnes per annum (mtpa).Out of the crop of 12 highly stressed steel assets sent for insolvency proceedings, JSW Steel has bagged Monnet Ispat and Energy. It also pipped Tata Steel in bidding for Bhushan Power and Steel, though the final order on its acquisition is still awaited.Apart from aggressively expanding its steel capacity that is estimated to reach 40-50 mtpa by 2025, the $14-billion JSW Group is also diversifying into newer, consumer-facing businesses. In 2017, its power arm JSW Energy had announced a plan to enter the electric vehicle industry. However, in March this year, JSW Energy announced it has abandoned the plan due to “high uncertainties associated with the business”.“We were very keen to pursue the business, but then, later on, we realised that we don’t have the core competency in that and also the technology for it is still developing and a lot of changes might still take place,” Jindal said. He confirmed that talks of acquiring General Motors’ Talegaon plant for the project had been “almost finalised”.69669601 Asked whether he would review his decision to enter the EV space, Jindal said, “Never say never.” He, however, conceded that it is difficult to look at the business again in the future.For now, the group is focusing on entering the retail household consumers through its newly launched paints and furniture businesses that require smaller investments.ON LEVERAGEJSW Steel, the flagship company of the group, currently sits on net debt of almost Rs 46,000 crore. It has announced brownfield expansions of both its Vijaynagar and Dolvi plants and is also doubling its value-added capacity.Jindal said with all the investments going towards newer capacities, this year the company’s Ebitda multiple might stretch in comparison to its net debt, but it will get corrected next year when these projects start earning. The company’s net debt to Ebitda ratio is 2.4x currently.Jindal also said that over the next six months, he plans to wind down his share of pledged holding that currently stands at close to 50%.Much like other captains of India Inc, Jindal also batted for the government to “fix” the liquidity crisis. He also exhorted the government to set a target to grow at 12% by announcing big-ticket projects and boosting spend on infrastructure as it would create more jobs.He also said the government should only control strategic assets such as oil and gas, and nuclear power, while others like steel, aluminium and airlines should be given in the hands of the private sector or strategic investors that could run them more efficiently.Jindal said if the state-run National Aluminium Company (NALCO) and Steel Authority of India (SAIL) were put on the block, he would certainly have a look at it.He said by 2025, close to 95% of JSW Steel’s targeted 40-50 million tonnes assets will come from India while the rest will come from the global assets. “After that, we have not yet made plans and they will depend on the demand in India, how it is growing and what is the role of other steel companies,” Jindal said. from Economic Times http://bit.ly/2MvoaDY

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onlevelup01 · 6 years ago

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