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Schneider Electric's development path in China has been accompanied by mergers and acquisitions. Once, Qisheng Electric, TCL International Electric, and Merlin Gerin were included. Zhu Hai, who joined Schneider Electric in 1996, participated in or led the acquisition of a number of Chinese local electrical brands, and established a strong image of mergers and acquisitions in the industry.
For Zhu Hai, president of Schneider Electric China, the successful acquisition of Chinese local companies is the most proud achievement in his previous career. But at the moment, Zhu Hai has encountered an unprecedented crisis.
After acquiring the 9.2% stake in NVC Lighting, the Schneider team led by Zhu Hai was asked to withdraw from NVC by NVC lighting staff and dealers. In the struggle for the control of NVC lighting founder Wu Changjiang and his investment party, did Zhu Hai suddenly withdraw or reverse the situation and successfully enter the Chinese local enterprises?
Merger and acquisition
“M&A has rich experience and strong execution ability.†This is the deepest impression of Schneider Electric’s internal staff on Zhu Hai. A number of successful mergers and acquisitions have established Zhuhai's position in Schneider Electric.
At Schneider Electric, Zhu Hai served as the chief representative of Modi Kang brand in China, director of automation sales, and director of low-voltage product marketing. In 2004, he served as senior vice president of global OEM. Prior to his appointment as President of Schneider Electric China, Zhu Hai served as President of Delixi Electric from November 2007 to August 2009.
The strong integration of Delixi Electric has made Zhu Hai "famous in World War I." In November 2007, Schneider Electric and Delixi Group each formed a joint venture with a 50% stake, and Zhu Hai became the first general manager of the joint venture. One is Wenzhou's family-owned private enterprise, and the other is the French electric giant. The integration of the two is not difficult.
However, Zhu Hai withstood the pressure and carried out a strong and effective reform: on the first day of the establishment of the joint venture company, Zhu Hai cut 200 senior and middle-level employees. These retrenched employees were the management of Delixi at that time. Relatives; Zhu Hai also reduced 500 suppliers by 100 in the first year. After the stormy reforms, the joint venture company was successfully operated.
The success of the acquisition of Delixi Electric is also a turning point for Zhu Hai. "Before the Delixi joint venture, I refused to deal with any media. After that, in order to better explain the original intention of the joint venture project, I began to contact the media one after another." Zhu Hai once said. Since then, Zhu Hai has begun to appear more frequently in the public's field of vision.
In August 2009, Zhu Haisheng was the president of Schneider China and the first president of Schneider Electric in China. At the beginning of his appointment, Zhu Hai defined himself as "a bridge to communicate with China." He said: "The biggest advantage that distinguishes me from other foreign presidents is that I know China better than they do."
Zhu Hai’s predecessor, Du Huajun, former president of Schneider Electric China, once defined China’s strategy as “to achieve the growth of Schneider Electric’s China business through mergers and acquisitions, acquisitions and alliances with partnersâ€. Therefore, as the president of Schneider Electric China, Zhu Hai is destined to carry out the merger. 
Schneider is trapped in the NVC situation, and the "strong man" Zhu Hai is brewing to crack the trick.
In the struggle for the control of NVC lighting founder Wu Changjiang and his investment party, did the acquisition of “strong man†Zhu Hai quit or reverse the situation and successfully enter the Chinese local enterprises?