My library information exchange? Search for articles to share with friends in the library? What is even more shocking is how many enterprises in China are controlled by foreign capital. 20 16-05-22? Zhao Jincheng 0 reads 24728? 82 years old and still hiding in my library? People of China, wake up. How much do you know about foreign-controlled enterprises in China? Economic security threats you don't know about! ! According to a research report published by the State Council Research and Development Center a year ago (July, 2006), among the industries that have been opened in China, the top five enterprises in almost every industry are controlled by foreign capital: among the 28 major industries in China, foreign capital has the vast majority of asset control rights in 2 1 industry. The glass industry and elevator manufacturers have been controlled by foreign investors; 18 of the national household electrical appliance enterprises, 1 1 are foreign joint ventures; The cosmetics industry is controlled by 150 foreign-funded enterprises; 20% of pharmaceutical enterprises are in the hands of foreign capital. According to the investigation by the State Administration for Industry and Commerce, foreign capital occupies an absolute monopoly position in computer operating systems, flexible packaging products, photosensitive materials, radial tires, mobile phones and other industries. In light industry, chemical industry, medicine, machinery, electronics and other industries, the products of foreign companies have occupied more than 1/3 of the market share. ? This was only a year ago, and now there has been a new vicious development in foreign mergers and acquisitions. Any foreign merger and acquisition of our state-owned enterprises will kill all the brands and technologies of our enterprises, leaving all the debts, unemployment, financial risks, poverty and mountains of serious social contradictions to me. In this respect, there is no substantial difference between private equity funds (PE) and professional multinational companies, but the merger of private equity funds and investment banks has added a second-hand banker. In the financial field, Xinqiao Capital (also PE) finally took control of Shenzhen Development Bank in 2004, and Guangdong Development Bank is now 36% owned by Citibank. The foreign shares of other major state-owned banks and financial institutions have reached 25% (of which PE accounts for a considerable proportion). Paper industry There are about 3,600 paper enterprises in China, with an output of 56 million tons (2005). In the past 10 years, both production and consumption increased at a rate of more than 10%, with production capacity accounting for 10% and consumption accounting for 14% of the world, ranking second in the world (second only to the United States). Most enterprises are short of funds, the technical equipment and raw materials are heavily dependent on foreign countries, the low-grade capacity is surplus, and the supply of high-grade paper is in short supply. Since 1990s, international paper giants such as UPM, Stora Enso and Indonesian Golden Light Group have entered the China market by way of joint venture or direct investment. For example, in 2005, International Paper and Sun Paper established a joint venture company in Yanzhou * * *, and invested 65.438+600 million dollars to build a 300,000-ton liquid packaging paper production line. In 2006, Huatai Group cooperated with Stora Enso Company of Finland to build a 200,000-ton advanced overpressure paper project in Dongying, Shandong. Case of CVC's acquisition of Chen Ming: Chenming Paper Group is a leading enterprise in China's paper industry. It turned out to be Shouguang paper mill with a production capacity of 6000 tons. It was listed on Shenzhen Stock Exchange on 1997, and its total assets are now11200 million yuan. It has more than ten production bases in Shandong, Wuhan, Jiangxi, Jilin, Hailar and other places, and the paper output in 2005 was 265,438+. In May 2006, American CVC (an investment management company jointly established by Citigroup and Asia-Pacific Enterprise Investment Management Company, which manages a private equity fund of $2.7 billion) signed a strategic investment letter of intent with Chen Ming, and issued 654.38 billion A shares to CVC privately, raising RMB 5 billion. CVC will hold 42% of Chen Ming's shares, surpassing Shouguang SASAC to become the largest shareholder. In September of the same year, this intention was cancelled, and the China Development Bank took the lead in forming a syndicate to apply for a long-term project loan of 6 billion yuan. Washing products in daily chemical industry: there are 4 domestic washing powder enterprises with an annual output of more than 80,000 tons, of which 3 are acquired by foreign capital. American Procter & Gamble Company used its brand advantages and tax incentives to basically crush domestic detergent enterprises, and the top ten domestic civil detergent brands were almost wiped out. Only Rejoice, Head & Shoulders, Pan Ting and Sassoon occupy more than 60% of the domestic market, exceeding the internationally recognized monopoly line. Every time P&G recruits an employee, it means that two or three employees of this former detergent enterprise in China have been laid off. In joint ventures in the daily chemical industry, foreign investors usually use the original production lines and marketing channels of China enterprises to work for foreign brands, while ignoring the original brands of China enterprises. 1At the beginning of 994, Unilever obtained the controlling right of Shanghai Toothpaste Factory, and operated Chinese toothpaste in Shanghai Toothpaste Factory by brand lease. The foreign party verbally promised that the investment ratio of "Jienuo" brand and "Zhonghua" brand was 4: 6, but it failed to materialize. China Toothpaste has contributed 800-900 million sales to Unilever for many years. Meijiajing, a famous trademark in China: The brand originally occupied nearly 20% of the domestic market. 1990, a joint venture between shanghai jahwa and Chen Zhuang, and the "Meijiajing" trademark was shelved. Multinational companies invest heavily in shanghai jahwa, in fact, they drive "Meijiajing" out of the market and open the way for their own brands. Shanghai jahwa's sales plummeted from 300 million yuan to 6 million yuan. 1994, shanghai jahwa paid 500 million yuan to take back the trademark of Meijiajing, but lost a precious opportunity. Cosmetics: L 'Oré al France is rapidly occupying the China market. The company acquired Little Nurse in 2003 and Yuxi in 2004. Ranked first in the field of makeup, and ranked second after completing two mergers and acquisitions in the field of skin care. The competition in the cosmetics market in China has become a foreign-led situation. After occupying the domestic high-end market, multinational companies are developing into low-end brands and impacting local enterprises. For example, Unilever has strengthened its layout in second-and third-tier cities since 2005. P&G will greatly reduce the prices of Rejoice, Tide and other products, and vigorously promote Olay throughout the country. L 'Oré al is looking for partners to explore the third-tier cities and rural markets after purchasing the little nurse. Avon in the United States and Shiseido in Japan are also ready to move. In February, 2007, Beijing Dabao, which ranks first in the domestic skin care industry, sold all its shares on the Beijing Equity Exchange (83.42% of the state-owned shares of Beijing Sanlu Factory, and 16.58% of the employees' shares). In March, we signed a contract with Johnson & Johnson Company of the United States to transfer all the shares. In 2005, Dabao's sales reached 780 million yuan (accounting for 1% of the national market), ranking first among domestic skin care enterprises. In this way, Johnson & Johnson has a second-and third-line marketing network of Dabao all over the country. The elimination rate of cosmetics enterprises is very high. There were more than 5,000 in China two years ago, but now there are only 3,300. In 2005, there were more than 130 foreign-funded cosmetics enterprises, accounting for 40% of domestic sales and more than 80% of profits (the sales profit rate of foreign-funded enterprises exceeded 10%, while that of domestic-funded enterprises was only 2-3%). At present, there are more than 20 local brands active in the market, such as Longrich, Fang La and Ding Jiayi. As foreign-funded enterprises aim at third-and fourth-tier cities, the space for domestic brands will be further squeezed. Medicine: Huayao Group: the largest antibiotic production base in China, with sales revenue of 7.8 billion yuan in 2004, ranking second in the whole industry. In 2005, it fell to the fourth place in the industry with a loss of 20 million yuan. The company is in debt trouble. In 2004, the equity reform was carried out. 407 million state-owned shares of listed company Huabei Pharmaceutical were converted into 654.38+0 billion yuan, and another 58.2 million state-owned shares were sold to DSM (the largest API manufacturer in Europe) for 200 million yuan, together with debts owed to Huabei Pharmaceutical. DSM subsequently acquired a 7.4% stake in Huabei Pharmaceutical. In February 2007, DSM bought a 25% stake in Huabei Pharmaceutical for another $35 million. Another contribution of/kloc-0.06 million USD was made to establish a new company in cooperation with the penicillin and vitamin business of Huayao Group, accounting for 49% of the shares. DSM became the second largest shareholder of North China Pharmaceutical. Harbin Pharmaceutical Group: In 2005, CITIC Capital of Hong Kong and Warburg Pincus Investment Group of the United States jointly invested to obtain a controlling stake (? )。 Gaitianli: On June 10, 2006, Bayer Healthcare (BHC) signed an agreement with Dongsheng Science and Technology Qidong Gaitianli Pharmaceutical Co., Ltd. to acquire the latter's "White Plus Black" cold tablets, "Xiaobai" syrup, "Xinli" cough syrup and other related assets for/kloc-0.72 billion yuan. This is the largest foreign merger and acquisition in the pharmaceutical field. In February 2007, Sumitomo Corporation and Sumitomo Corporation (China) Co., Ltd. purchased 0/6% and 4% shares of Henan Tian Fang Pharmaceutical Group/KLOC-respectively. Tian Fang pharmaceutical industry has changed from a state-owned joint-stock enterprise to a Sino-foreign joint venture. At present, most domestic pharmaceutical companies are foreign-controlled joint ventures? ) hardware and electrical equipment law SEB acquired Supor, the boss of domestic pressure cooker: Supor brand sales accounted for 40% of the pressure cooker market. In 2005, the sales of China cookware industry reached 5 billion yuan, and Supor's main business income reached 570 million yuan in the first half of 2006. Supor has the title of China famous trademark and China famous trademark, and the brand evaluation value is 65.438+62.48 billion yuan. In August, 2006, French SEB (the first brand of small household appliances in the world) bought 52.74-6 1% equity of Supor for 240 million euros (Supor and related companies sold 250 million shares of 18 yuan/share 14.38% equity to SEB * * *; Issue 40 million A shares to SEB at the same price, offer to buy Supor 48.6-66.45 million shares), and hold Supor. In August, 2006, among the eight vice-chairmen of china national hardware association Cooking Cookware Branch, six of them, such as Astar and Shenyang Shuangxi, issued a statement opposing the merger of Supor. They pointed out that Supor's sales in the cookware industry have exceeded 20%. According to the Regulations on Mergers and Acquisitions of Enterprises by Foreign Investors in China, the turnover of the acquirer in the China market exceeds 654.38+05 billion, and the market share reaches 20%, or if one party acquires 65.438+00 enterprises within one year, it must report to the Ministry of Commerce and the State Administration for Industry and Commerce. Supor merger touched three of the four "red lines"; Once this monopolistic merger and acquisition becomes a reality, the benign competition pattern in the industry will become vicious competition dominated by price wars and advertising wars, and many domestic enterprises will go bankrupt, which will cause a large number of employees to lose their jobs. In Caitang Town, Guangdong Province alone, there are thousands of small cookware and hardware enterprises. After conducting an anti-monopoly investigation, the Ministry of Commerce officially approved the case in April 2007. Lessons from the joint venture between SEB and Shanghai Electric Iron Factory: The "Red Heart" brand electric iron of Shanghai Electric Iron Factory once occupied 47.4% of the domestic market share, and the brand evaluation value of 1993 reached1300,000 yuan. 1In April, 1996, SEB and the factory invested1650,000 yuan (60% of SEB's investment) to establish Shanghai Cyber Electric Co., Ltd., with 5 directors and 3 French directors. The French side used the controlling stake to turn the red heart into a processing workshop, and AG reduced the price to transfer profits; Using the sales team and network resources accumulated in China for many years, SEB's Ford and Haoyunda brands entered hundreds of shopping malls in the mainland at low cost, implemented counter division, belittled the red heart brand and set foreign brands at the high end. Due to the obvious discrimination in promotion, the market share of "Red Heart" has dropped sharply to 20%. Chinese directors have repeatedly requested to introduce or develop new products or have been rejected by the French side, and there are always conflicts between board meetings. The joint venture company has accumulated losses of 30 million yuan in three years, and its financial statements have passed every year. Finally, China was forced to quit. 1999, the French side took over the joint venture company and changed it into a wholly-owned company, leaving a bad debt to the Chinese side. The Chinese general manager (former deputy director of Shanghai Electric Iron Factory) warned those domestic enterprises that are talking about cooperation with foreign capital: don't control foreign capital easily. Ma, General Manager of Shuangxi Cookware Sales: At the beginning, the foreign party first fully controlled the superior resources such as the channels of the acquired brands and grafted its own brands, then hid the domestic brands, and used the premium ability of international brands to realize the all-inclusive from the high-end market to the low-end market through brand dislocation. Through monopoly mergers and acquisitions and brand strangulation, foreign capital solidified the role of domestic enterprises as migrant workers in the international industrial division of labor. Fu Nan Battery: Fu Nan's predecessor was Fujian Nanping Battery Factory, with an initial registered capital of less than 2 million yuan, producing paste batteries. 1In the mid-1990s, the demand for batteries soared and the company developed rapidly. At the beginning of the 20th century, the total sales volume exceeded 700 million, the output value was 760 million yuan, and the profit was more than 200 million yuan. There are more than 300 sales outlets in China, occupying more than half of the China market, becoming the first alkaline battery manufacturer in China and the fifth in the world. 1988 Nanping battery factory was established as a joint venture with Fujian Industrial Bank (900,000 yuan, 15%), China Export Commodity Base Construction Company Fujian Branch (20% in Fujian) and Hong Kong China Resources Group Baifu Co., Ltd. (25% in Fujian), with a fixed asset investment of 2.8 million yuan. 1998, according to the Law on Commercial Banks, Industrial Bank withdrew and sold its 15% shares to Dafeng Electric Appliance, which was established by all employees in Fu Nan. From September 65438 to September 1999, Nanping Municipal Government will carry out "property right reform" and "beauty gets married first", which is linked with China International Finance Corporation. Dinghui Company, a subsidiary of the Company, invested more than US$ 6,543.8+0 million with the Dutch National Investment Bank, US$ 4 million with Morgan Stanley and US$ 6,543.8+0 million with Chinese shareholders to establish "China Battery" in Hongkong. Four foreign shareholders * * * hold 49% of the shares, and China shareholders contribute 69% of the shares of Fu Nan, accounting for 565.438% of the shares of China Battery. "China Battery" has absolute control over Fu Nan. During the period of 1999, China Resources Report transferred 8.25% of its shares in "China Battery" to another subsidiary of the base head office through gold speculation, resulting in huge losses. 200 1, the subsidiary transferred this 20% of the shares to Fubon Holdings for $78 million, and Fubon Holdings transferred it to Morgan Stanley for $ kloc-0/50,000.