Did the long-term cooperation between both firms lead to more trust?

Did you observe any problems of bounded reliability with the two firms’

cooperation? Was there a vicious cycle of suspicion? Was there a vicious cycle of increasing dependency on a partner? Case 12.1 Danone’s affair in China As of 2007, Danone, the French multinational food company, was in a fierce battle with China-based Wahaha Group (the largest beverage producer in China) to win control of their joint ventures (JVs) in China. The fight is reported to have started in 2005 when Danone uncovered some unusual financial figures at the JVs, but this did not become known to the public until 2007, when Danone and Wahaha Group failed to resolve their disputes on the selling price of Wahaha-related non-joint ventures (non-JVs).

The quarrel between Danone and Wahaha Group has escalated. It involves disputes on brands, as well as on perceived unequal commitments to the JVs.

Lawsuits have been launched, both in China and internationally. How did cooperation turn into a large-scale battle?