Going global helps to feed aspirations

Although Ge's offer was not the highest among all the bidders, Manassen's management team appreciated Bright Food's business values and bet on the prospects offered by its distribution channels in the vast Chinese market.

Ge stressed that M&As are not the only solution to gain traction in a foreign market. Companies can choose to become strategic investors to cater to a specific need, which doesn't necessarily involve comprehensive cooperation. For instance, Bright Food may leverage Diva's distribution channels to access French wine dealers but it doesn't need to invest in heavy assets.

Business is not all about money, which is the vivid lesson Ge has learned. Going global is a steady course that Chinese companies should learn over time. They should learn to form a sound relationship with key business middlemen such as law firms, accounting agencies and banks.

Chinese companies should also fully take into account business risks including the debt ratio, political stability and social benefits.

Two "historical" moments during international negotiations have long captivated Ge. When he addressed hundreds of local employees on the topic of "Manassen's future and dream", Ge felt that Chinese people had really stood up to the world.

The second story is somewhat more sentimental. During a trip to Bordeaux, Ge met an old lady who ran a century-old vineyard.

She told Ge her great-great-grandfather started the business and today her great-great-grandson was working for the same vineyard. "Doing the same thing for several generations is a secret of success. That's what I have always desired," he said.

hewei@chinadaily.com.cn

Reporter's log:

Making a hobby out of his career while also being a legislator