STILL WATERS RUN DEEP IN DISPUTE AT WAHAHA
靜水流深-達(dá)能、娃哈哈之爭(zhēng)
By Geoff Dyer in Shanghai
Monday, June 18, 2007

Zong Qinghou, founder of the Wahaha drinks group, is a rare figure among Chinese entrepreneurs. Many have built strong operations in manufacturing and real estate but few have created a consumer brand known and respected across the country.
在中國(guó)的企業(yè)家中，娃哈哈飲料集團(tuán)創(chuàng)始人宗慶后是個(gè)不同尋常的人物。許多企業(yè)家在制造業(yè)和房地產(chǎn)業(yè)建立起了強(qiáng)大的業(yè)務(wù)，但很少有人能創(chuàng)建一個(gè)在全國(guó)范圍內(nèi)受人尊敬的知名消費(fèi)品牌。

That brand is gaining notoriety for other reasons. The name Wahaha was chosen to sound like a baby laughing but is now at the centre of an increasingly contentious international business dispute.
這個(gè)品牌還因?yàn)槠渌�的原因而聲名日隆。娃哈哈的名字選擇了聽(tīng)起來(lái)類似嬰兒笑聲的發(fā)音，但是，該品牌目前正處于一場(chǎng)日益激化的國(guó)際商務(wù)爭(zhēng)端的核心。

Danone, the French group that has a joint venture with Wahaha, has launched a $100m lawsuit in the US against two of Mr Zong's family and a subsidiary company over allegedly illegal sales of Wahaha drinks, while Mr Zong has accused Danone of trying to “frame” him and not understanding the Chinese market.
與娃哈哈擁有一家合資企業(yè)的法國(guó)集團(tuán)達(dá)能，已在美國(guó)對(duì)宗慶后的兩名家庭成員和一家子公司發(fā)起了1億美元的訴訟，稱其非法銷售娃哈哈飲料。而宗慶后則指責(zé)達(dá)能試圖“陷害”他，同時(shí)不了解中國(guó)市場(chǎng)。

The dispute could lead to the joint venture, one of the most successful in China, falling apart.
此次爭(zhēng)端可能導(dǎo)致中國(guó)最成功的合資企業(yè)之一最終分崩離析。

In the process, it has put the spotlight back on whether multinationals should invest in China through such partnerships.
在此過(guò)程中，它已將人們關(guān)注的焦點(diǎn)帶回到另一個(gè)問(wèn)題：即跨國(guó)企業(yè)是否應(yīng)通過(guò)此種合作方式在華投資。

Mr Zong, 62, blends many of the strengths and weaknesses of his generation of hard-driving entrepreneurs. He spends 200 days a year travelling the country, visiting markets and testing competitors' products to get a sense of what consumers want. While most rivals spent the 1990s focusing on big cities, he concentrated on smaller towns and rural areas to build broader support for the brand.
62歲的宗慶后，身上有著他這代苦干型企業(yè)家的優(yōu)勢(shì)和弱點(diǎn)。他每年花200天的時(shí)間巡視全國(guó)市場(chǎng)、測(cè)試競(jìng)爭(zhēng)對(duì)手的產(chǎn)品，以了解消費(fèi)者的需求。在90年代，當(dāng)多數(shù)競(jìng)爭(zhēng)對(duì)手將注意力集中在大城市時(shí)，他卻專注規(guī)模相對(duì)較小的城鎮(zhèn)和農(nóng)村地區(qū)，以為該品牌建立更廣泛的支持。

Wahaha remains a personality-driven company, with operations overly dependent on Mr Zong – who is often referred to as “Chairman Zong”.
娃哈哈仍然是一家由個(gè)人主導(dǎo)的企業(yè)，其業(yè)務(wù)過(guò)度依賴宗慶后——人們往往稱他為“宗總”。

He has flirted with eccentric diversification plans. Last year, he talked about going into the defence industry and mining.
他已迅速轉(zhuǎn)向了怪異的多元化計(jì)劃。去年，他曾談到要進(jìn)軍國(guó)防及采礦業(yè)。

For the past decade, Danone has benefited richly from Mr Zong's entrepreneurial energy. When Wa-haha wanted to launch its own bottled water in 1996, it entered a joint venture with the French company that provided capital for the operation in return for a 51 per cent stake. The bottled water is now the market leader.
過(guò)去10年，宗慶后作為一名企業(yè)家的精力，使達(dá)能從中獲益匪淺。1996年，當(dāng)娃哈哈希望推出自己的瓶裝水時(shí)，與這家法國(guó)企業(yè)成立了一家合資公司，達(dá)能提供運(yùn)營(yíng)資本，并以此換取了合資公司51%的股權(quán)。目前，該公司的瓶裝水已經(jīng)占據(jù)了市場(chǎng)領(lǐng)先地位。

In retrospect, however, the business was an accident waiting to happen. Executives familiar with the joint venture say Danone has little influence on day-to-day operations. Yet, if Mr Zong wanted to use the Wahaha name on other products, he needed permission from the joint venture board – in other words Danone.
然而，回過(guò)頭看，這家公司早晚會(huì)出問(wèn)題。熟悉這家合資企業(yè)的高管表示，達(dá)能對(duì)日常經(jīng)營(yíng)沒(méi)有什么影響力。但是如果宗慶后希望在其它產(chǎn)品上使用娃哈哈品牌，則需要獲得該合資公司董事會(huì)——換言之就是達(dá)能——的同意。

“In the successful joint ventures, the two companies have skills that complement each other, but in this case they are also competitors,” says Paul French, a retail industry consultant in Shanghai.
上海的零售咨詢顧問(wèn)Paul French表示：“在一家成功的合資企業(yè)中，雙方應(yīng)當(dāng)有相互彌補(bǔ)的技能，但在這個(gè)案例中，它們還是競(jìng)爭(zhēng)對(duì)手。”

According to Danone, Mr Zong's response was conflict. He set up a parallel sales company to market and distribute water and other joint venture drinks products.
達(dá)能表示，宗慶后的反應(yīng)是矛盾的。他設(shè)立了一家平行的銷售企業(yè)，推廣并分銷水及其它合資企業(yè)的飲料產(chǎn)品。

With a slew of lawsuits pending, Danone won the first stage of the battle last week when Mr Zong resigned as chairman of the joint venture company, to be replaced by Danone's Asia boss Emmanuel Faber.
目前有很多未決的訴訟，而達(dá)能獲得了這場(chǎng)斗爭(zhēng)第一階段的勝利，宗慶后已辭去了合資公司董事長(zhǎng)的職務(wù)，并由達(dá)能亞太區(qū)總裁范易謀接任。

However, the depth of the task facing Danone as it tries to assert control was underlined on Friday when Wahaha employees issued public statements denouncing the French company.
然而，娃哈哈雇員則發(fā)表公開(kāi)聲明，譴責(zé)這家法國(guó)公司，從而突現(xiàn)出達(dá)能宣稱對(duì)該公司擁有控制權(quán)這一任務(wù)所面臨的困難。

A letter claiming to be from the Wahaha sales team stated: “We formally warn Danone and the traitors they hire, we will punish your sins. We only want Chairman Zong… Please get out of Wahaha!”
一封據(jù)稱來(lái)自娃哈哈銷售團(tuán)隊(duì)的信宣稱：我們正式警告達(dá)能及其雇傭的叛徒，我們將懲罰你們的罪惡。我們只要宗總……請(qǐng)滾出娃哈哈！

Danone did not comment publicly on the letter.
達(dá)能未對(duì)這封信發(fā)表公開(kāi)評(píng)論。

The danger for Danone is that Wahaha's extensive sales and distribution network, which deals with both the joint venture's drinks and Wahaha's own products, will undermine the joint venture.
對(duì)達(dá)能來(lái)說(shuō)，危險(xiǎn)在于娃哈哈龐大的銷售和分銷網(wǎng)絡(luò)將對(duì)合資企業(yè)形成危害。該網(wǎng)絡(luò)同時(shí)銷售合資企業(yè)的飲料和娃哈哈自己的產(chǎn)品。

A consultant who asked not to be named said: “From Danone's point of view, it had become impossible to work with Zong, but it might also be impossible to run the company without him
一位不愿透露姓名的顧問(wèn)表示：“從達(dá)能的角度來(lái)看，已不可能與宗慶后合作，但在沒(méi)有宗慶后的情況下運(yùn)營(yíng)公司也不可能。”

However, Lu Jinyong at the Foreign Economic and Trade University in Beijing, says Danone should be able to stabilise the business. “There have been disagreements for some time so I assume Danone planned for the worst-case scenario,” he said.
然而，北京對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)的盧進(jìn)勇表示，達(dá)能應(yīng)該有能力穩(wěn)住該項(xiàng)業(yè)務(wù)。他表示：“一段時(shí)間以來(lái)一直都存在分歧，因此，我猜想達(dá)能已經(jīng)為最壞的情況做好了準(zhǔn)備。”

In his battle with Danone, Mr Zong has tried to use his political contacts. He chose the National People's Congress in March to go public with his attacks on Danone.
在與達(dá)能的爭(zhēng)端之中，宗慶后已設(shè)法動(dòng)用政治方面的關(guān)系。他選擇在3月份的全國(guó)人大上公開(kāi)抨擊達(dá)能。

However, there are signs that the heavy nationalist language used by Mr Zong has not gone down well in Beijing.
不過(guò)，一些跡象表明，宗慶后使用的帶有強(qiáng)烈民族主義色彩的語(yǔ)言在北京并不太奏效。

State media reported that Beijing has tried not to take sides in the dispute.
國(guó)有媒體報(bào)道稱，中國(guó)政府方面試圖不偏袒爭(zhēng)議中的任何一方。

If Mr Zong is to squeeze Danone out of control of the Wahaha brand, he will need to rely on his own energies.
如果宗慶后要使達(dá)能喪失對(duì)娃哈哈品牌的控制權(quán)，他需要憑借自己的力量。