The turmoil between Dehao Runda and NVC Lighting continues. Of these two names, most stock traders will be familiar with the former, while those who have decorated themselves will probably have heard of the latter. Dehao Runda, which started out as a toaster exporter, made every effort to transform and develop LED during the international financial crisis. NVC Lighting is a well-known local lighting industry giant.
Just like there would be no post-marital quarrels without marriage, all mergers and acquisitions will have a process of integration and digestion. However, the current status of Dehao Runda and NVC Lighting seems to be heading towards no bottom line. All kinds of revelations, about the company and individuals; all kinds of conflicts, verbal and physical. It is hard to tell that this is a matter between two well-known companies and two successful entrepreneurs.
Dehao Runda's acquisition of NVC Lighting, one for seeking market terminals and the other for strong upstream support, originally seemed like a match made in heaven. But the current situation is that the performance tasks of the acquiree seem to have become an unachievable goal, and the acquirer has handed over a loss-making performance report to investors.
"The barbarian at the door" is destined to solve the problem in a barbarian way. A long time ago, when Wall Street investment banking giants were struggling to grow up, no matter what kind of company they were, investment banks would come to you to help you design mergers and acquisitions. As a result, there was the famous "Barbarians at the Door", various on-stage and off-stage transactions, all kinds of bizarre designs, and a merger war that never happened without any gunpowder. It did not make any famous company, but it made the reporter who wrote the book a success.
But it was in such an environment that the entrepreneurs here learned the "barbarian rules", learned how big fish eat small fish, learned how big fish eat big fish, and learned the skills of being able to digest an elephant even after it has been swallowed by a snake. This is probably why Yahoo, whose own business has almost disappeared, can become a technology giant just by holding shares in Alibaba [Weibo]; why IBM [Weibo] sold all its ThinkPads to Lenovo but lived better; why General Motors was able to quickly resurrect after going bankrupt...
Many times, this kind of skill may not be learned by studying EMBA. Judging from the transformation process of Dehao Runda, in the past, the opportunities were big fish eating small fish, and almost all of them belonged to local companies with similar cultures and huge disparities in strength, so there was no difficulty in integration. But this time when I ate a bigger one, I got stuck on the fish bones, which was probably due to my ability.
Integrating the leader requires ability, while the integrated requires attitude. Business behavior has its own business rules. Even if you are gambling, you must have a mentality of being willing to admit defeat. Of course, this is not a case of NVC Lighting. It is not uncommon for many local entrepreneurs to quickly bypass the prohibition clause and start a new company with the same business after selling the company. Although it is said that the shopping mall is like a battlefield and you need to think quickly, a successful businessman must be wise and foolish.
Originally, one was trying to transform, and the other was a local enterprise with an established foundation. It is a pity that it has turned out like this.
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