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The encyclopedia · Finance & Accounting · Financial decision · 2013–2023

Mengniu paid HK$10B for Yashili — then privatized it for a third of the price

Mengniu bought China's infant-formula maker Yashili at a 2013 peak. Birth rates fell, losses mounted, and the delisting cost a fraction of the price.

Mengniu · Yashili

What happened

In June 2013, Mengniu Dairy launched a tender offer for Yashili International at a total cost exceeding HK$10 billion, making it the largest acquisition in China's dairy industry. Yashili, listed on the Hong Kong exchange since 2010, was a mid-tier infant formula maker with factories in China and New Zealand. Mengniu, a dairy giant strong in liquid milk, wanted a foothold in the higher-margin formula business.

The deal attracted Danone as a partner: in 2014 the French group paid nearly HK$4.4 billion for a 25% stake in Yashili. Yashili then spent HK$1.23 billion acquiring Dumex China from Danone. The ownership web grew more complex even as the market shifted underneath it — China's birth rate began a sustained decline, new national formula standards raised compliance costs, and Yashili's revenue slipped. By 2022 the unit posted a net loss of ¥230 million, its second consecutive year in the red.

In 2022 Mengniu bought out Danone's 25% for HK$1.42 billion and proposed to privatize Yashili at HK$1.20 a share — a total of roughly HK$2.9 billion. The delisting completed on 5 July 2023. An acquisition that cost over HK$10 billion was unwound for about a third of the price. The brand that was supposed to give Mengniu a formula empire became a line item to be tidied up.

Why it happened

  • Mengniu paid a peak-market premium (>HK$10B) for a mid-tier formula maker just as China's birth rate began its steepest decline.
  • The Danone partnership added a layer of ownership complexity without adding distribution or brand strength.
  • Yashili never achieved the scale to compete with Feihe and other domestic leaders, and its losses widened each year.
  • The privatization at HK$1.20/share was an admission that the acquisition thesis had failed — but the capital was already spent.
What it cost>HK$10B paid; ~HK$2.9B recoveredcostly

The lesson

An acquisition priced for a growing market becomes a liability when the market shrinks. Mengniu paid for a baby boom that was already ending.

Sources

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    Somewhere, someone solved the problem this company failed at. 2nd Opinion →