In 2018, Chinese kitchen manufacturer Joyoung announced the cost of 12,49 million bad people ($1.87 million) to purchase 51% of the control share of the Shark Ninja vacuum company (US).
Joyoung and Shark Ninja finished merging in 2019, under the control of JS Global. Yuan Ding, Professor of Computation Capital, Chief of Business School of China - Europe, told of the time many people had previously predicted cultural conflict, the thind brand identity would eventually lead to a recession for the American brand.
However, Shark Ninja then accelerates the product's innovation cycle, adapting more accordingly to markets such as Japan and England, overcoming many long-lived opponents. Over the past five years, Shark Ninja stock on the New York floor has increased $359%, capitalized at 17.47 billion.
Get out! [The Personnel works at Shark Ninja. Image: Shark Ninja](htttts ://1-kmand.vnecdn.net/2026/06/collage-de-fotos-moosboard-ares-554)68-180657477.png?w=20&h=0&q=100&dpr=1&fit=1&ft&s=JuFY1-KNKNNNNNNNNN1PCNNNNNNA)
- Personnel worked at Shark Ninja. Image: Shark Ninja*
According to Professor Yuan Ding, the same thing happened when Chinese businesses purchased the historic Western brands for hundreds of years such as Flex, SKKL, or the Senior Sussanse (Australia). "The businesses controlled by China are growing very well," he said.
Ended up after more than a decade of research, counseling and teaching on multi-national businesses, especially the purchases - the M&A (M&A) across the border, Professor Yuan Ding and his partner point out the motivations for Western companies to sell themselves and the way Chinese businesses "real" them.
In particular, there are two groups that typically choose the road "selling". One is the oldest brands, built during the Western period controlling the entire value chain, from production, design to brand construction.
With the desire to improve financially, they gradually expanded their leases outside Asia, ranging from production to design, developing the product. Over time, many of their suppliers rose to competition, causing the advantages of the Western brand to erode.
The second group is startup from the U.S., UK or Australia, specializing in technology development, brands and rentals. After their initial success, they reach the limit as they want to expand the market, with increased costs and limited the ability to bring innovative innovations to industrial scale, commercialization.
"These two engines both lead to the Western business purchased by Chinese companies", Professor Yuan Ding, pointed out. For example, Grene purchased Volvo as the first group, and Joyoung purchased Shark Ninja in the second case.
After the acquisition, the group of experts pointed out that Chinese businesses had incorporated between light intervention and long-term investment vision. The Western management team usually maintains, the brand identity is protected and the local market strategy is not immediately altered.
Notably, the Chinese business offers what many Western companies have lost or have never built, including deep control of production activities combined with design, marketing.
Unlike the Western business depending on the supply network that causes the deployment to meet lateness or lack of flexibility, the ability to control the entire chain of value allows Chinese businesses to save operating costs, respond quickly to changes in demand or product design.
For example, the CEO of the hand-held tool company and the Chervon gardening equipment in Nanjing stated that the purchase of Flex and SKKL helped them to restructuring the production process, optimizing the use of the plant and more closely controlled quality. Or due to the technical depth and production control, Joyoung speeds up the design cycle and adjusts the product to the market conditions for Shark Ninja.
In addition, many businesses from the emerging market as China operate in extremely competitive digital ecosystems. They are strong about developing products based on data, marketing through social networking and electronic commercial development, which many Western brands are hard to keep up with.
After the purchase of Sunderse, H&H applied these powers not only in China but also in Western markets.[citation needed] The revival of the Pet Pet Pet Food and Zesty Paws Pet Nutrition in the United States is also motivated by more effective online marketing and electronic trade strategies.
In the early 1990s, the founder of Acer Stan Shih mentioned "The Smile Curve" (Smiling Curve) in the value chain administration. This concept identifies the source's early suture (R&D, design, innovation) and the end of the source (sign, marketing, customer service) which produces high value.
While, the middle stitches include production, assembly, creating the lowest value. Many Western businesses chose to retain design and franchises, while the production was delivered to Asia. However, after decades of application, some brands fell into the case of production and progressive production.
"It may be said that the capacity of Chinese businesses is re-constructuring the whole 'wrestling line', not only producing value in production stitches but also in design and marketing", Professor Yuan Ding, remarked.
Angelo An (in HBR, Yicai)
[! [ Europe is increasingly dependent on the Chinese plant(data:image/gif;base64,R0lGODlhAQAABAAAAAAABAAAAAAAAAAAAAAAAAAAACATATAAEAEAAEAEAEAEAWEEEEAWEVEEEEAVA).net/chau-au-cang-hang-hang-hú-vá-vá-vá-vá-vá-vá-may--may-may-may-may-mayocququocococococococococococococ-50-50-50-50-50-50-50-50-5078786767676767-50786767676767676778787878787878787878787878786767676767676767676767676767676767676767676767676767676767676767676767676767676767676767167676767676711111
#[citation needed][citation needed]
[More and more European companies maintain or even open the supply at Central China to maintain competitive ability across the globe.][htttts www.vnvexpress.net/chau-gau-gaut-gaut-vano-may-company]