Apart from a financial bailout, what else can Geely bring to Volvo? Some consumers fear that the real Volvo would be gone as the brand loses its Nordic identity. However, industrial insiders believe that by the deal Li Shufu can not only help Volvo expand into the Chinese market and raise the cost-effective awareness of its staff, but also infuse his natural passion and vitality into its stagnant atmosphere. Even Par Ostberg, the vice president of Volvo Group, showed his confidence in the brand's outlook under the ownership of Geely.

A Creative Collision

Cultural collisions and the differences in labor practices are regarded as two vulnerable trouble spots in this type of cross-border merger, and Geely is hardly an exception to the rule. Li doesn't want to see those points as problems. He argues that whether the so-called clash and sticky labor issues will be troubles depends on how carefully Geely maps out Volvo's future. "All boils down to one point: the new Volvo must be a success, and success resolves everything." To achieve the ultimate goal, Li admitted he needed the help of the labor unions and would open his heart to them.

As for cultural differences, Li would rather interpret them as "creative collisions" that will lead to innovation rather than getting in the way. He argues that China has a vast territory that is roughly equal to the whole of Europe, so even domestically cultural differences can occur from time to time. As Li puts it, "Geely's employees come from around the world, and from every province of China, with different ethnicities, religions and family backgrounds; yet they still get along well. Asia and Europe, Geely and Volvo pose no new issue except for a little longer distance we need to cover together."