During the Spring Festival, most tire companies changed their schedule of overtime and busy production, and had a holiday earlier on February 10. Under multiple pressures such as structural overcapacity and constant trade friction, the tire industry has high inventory, low profits and weak demand. In an interview with reporters, industry expert Deng Haiyan said that in order to resolve the current contradictions and realize China’s transition from a tire-producing country to a powerful country, mergers and reorganizations are the only way to go. In the coming years, mergers and acquisitions will become a trend in the tire industry.
Industry will be big waves
It is an indisputable fact that the structural overcapacity of tires in China is serious. According to the calculation of equipment procurement by the China Chemical Equipment Association, the total production capacity of all steel tires in China will reach 180 million units by 2014, and the total production capacity of semi-steel tires will reach over 600 million units. The annual sales of all-steel tires were less than 110 million sets, and half-steel tires were about 400 million sets. The utilization rate of tire production capacity in China is significantly lower. In the coming few years, low-end tires will face greater pressures to remove capacity.
Under such circumstances, it is obvious that China's tire industry can no longer take the old road of expansion. The Central Government and local governments have also fully recognized this and issued regulations for the entry of tires and started implementing them. Local governments tend to be rational in attracting investment. Not only have preferential policies and conditions been gradually reduced or eliminated, but also the company’s environmental protection and energy saving requirements have become more stringent. For example, at the beginning of 2014, the Shandong Provincial Government passed the “Implementation Opinions on Resolving the Contradiction of Serious Overcapacity†in principle, and tires and other industries were included in the overcapacity industry in Shandong Province.
There are many tire companies in China, and the industry concentration is far below the world average. With the current structural overcapacity of tires and increasingly stringent local policies, mergers and acquisitions are the most effective way to quickly increase the degree of concentration.
According to Deng Haiyan, a tire industry expert, the current situation in China's tire industry is equivalent to the white goods industry in the 1990s, that is, thousands of companies concentrate on producing lower-grade products. After more than ten years of mergers and acquisitions, there are only a handful of home appliance companies that currently have a real weight. It can be foreseen that the tire industry will also experience a big wave of Ebbing, and the remaining companies will be rapidly and powerfully ranked among the best in the world.
Mergers and Acquisitions International Giants
Deng Haiyan introduced that making M&As bigger and stronger is a successful experience proven by world-class tire companies. The world’s top two Bridgestone Japan’s and France’s Michelin have dozens of tire factories, a significant portion of which was acquired through mergers and acquisitions. The most successful merger was Bridgestone's acquisition of the American Firestone, which quickly bridged Michelin and became the world's new leader in the tire industry.
The major way that World Tire Corporation entered the tire market in China is mergers and acquisitions. Top three of the world's top 75 tire companies: Bridgestone of Japan, Michelin of France, and Goodyear of the United States, respectively, through the acquisition of Shenyang No. 3 Rubber Factory, Shenyang Tire Plant, and Dalian Rubber Plant to directly enter the Chinese market and realize production On the basis of this, and gradually expand the scale of production and increase market share; Singapore Jiatong Tire has implemented five mergers and acquisitions, respectively acquired tire companies in Anhui, Chongqing, Yinchuan and Jilin, and built a new factory in Fujian. , Completed a comprehensive strategic layout in the Chinese market; US Cooper Tire, Carlisle, GPX International Tire acquired the assets of Chengshan Tire Co., Ltd., Guangdong Meiyan Tire Co., Ltd. and Hebei Tire Co., Ltd. in 2006 and successfully entered China's tire market. Japan’s Toyo Tire also acquired Shandong Yinshi Luhe Rubber Tyre Co., Ltd. in 2011.
Domestic M&A has just begun
Compared with foreign tire companies, the implementation of M&A by domestic tire companies started late and was small. Prior to 2010, the most influential mergers in the tire industry were: Qingdao Double Star Co., Ltd. merged with Qingdao Huaqing Industrial Group Co., Ltd. in 1998, and China National Chemical Corporation acquired Qingdao Huanghai Rubber Group and Fengshen Tire Co., Ltd. in 2006. Part of the company's equity. The main purpose of the merger between the two companies is to achieve diversified operations and enter the tire industry.
After 2011, domestic tire companies will move from horizontal mergers and acquisitions to vertical mergers and acquisitions, and from scale-up to perfection of the industrial chain. Among them, there are 5 mergers and acquisitions that expand the scale of operations: Shuangqin Group acquired Xinjiang Kunlun Tire Co., Ltd. in 2014; Sailing Co., Ltd. acquired shares of Shandong Jinyu Industrial Co., Ltd. and Shenyang Peace Meridian Tire Manufacturing Co., Ltd. in 2012. In 2014, it acquired the assets of engineering tires of Shandong Jinyu Tire Co., Ltd. and shares in Furuitex Rubber and Guoma Group. There are 3 mergers and acquisitions that extend the industry chain: Shuangqin Group acquired Huatai Rubber Co., Ltd. in 2011. Racer shares acquired Taihua Loyong rubber processing plant and UK distributor Kings RoadTyres Group Limited in 2012 and 2014, respectively.
However, Deng Haiyan said that compared with the history of M&A in the world's tire industry for more than 100 years, M&A in the Chinese tire industry has just started and the experience is not yet abundant. In the many cases of mergers and acquisitions that have taken place, the success rate of completion of mergers and acquisitions is not high. Therefore, enterprises must pay more attention to knowing and knowing each other in order to increase the success rate of mergers and acquisitions. The first is to fully evaluate the company's own M&A capabilities, including core resource output capabilities, M&A process management capabilities, and M&A risk management capabilities. Second, it is necessary to formulate a detailed M&A strategy and conduct in-depth investigations into acquired M&A companies to minimize M&A risk; In the implementation of mergers and acquisitions, it is necessary to combine the economic cycle and the capital market cycle to effectively reduce costs. Fourth is to achieve a smooth integration after mergers and acquisitions, especially the integration and integration of culture.
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