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Stefan Jacoby, a former head of VW USA, will be the new CEO of Volvo, after its acquisition with 100% ownership by Geely of China. Geely paid $1.3 billion cash for Volvo to Ford Motor, the original price was $1.8 billion but adjustments were made for retirement funds and working capital. Ford originally acquired Volvo for $6 billion. Ford has debt of $27 billion and will be able to reduce some of this debt wit cash from the Volvo sale.

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Talks between the parent company Geely and its Volvo unit in Sweden for technology sharing, including developing a car specially for the Chinese market. Volvo's technology would help Geely design a car to better compete in the Chinese market.

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In an unusual move the chairman of China's carmaker Geely, takes a 9.7% stake in Germany's Daimler AG. The investment was made not by Geely but by Mr. Li on his own. Geely acquired Volvo in 2010. After a decade of effort to turn Geely into a high quality brand from the low quality brand it was seen in 2008, Geely has now set its sights on expanding in the electric car field by allying itself with Daimler and other car companies. Geely is now the largest domestic brand in China.

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The competing visions of Li Shufu of Geely, Volvo's new Chinese owner, and that of Stefan Jaccoby, CEO of Volvo. Volvo is known for a family friendly car with fuel efficiency and safety. Geely's vision for Volvo is a luxury car that will compete with Mercedes S class and the BMW 7 Series, and Lexus in the Chinese upscale market. The problem is that China is less than 10% of Volvo's worldwide market and Jaccoby wants to keep these customers who buy the Volvo as an understated family friendly car that emphasizes safety and fuel efficiency. Geely executives are moving in another direction and are focussing on the fast growing market for luxury cars in China. This segment is dominated by Mercedes, BMW and Lexus, who sell 90% of the cars in this segment. Such a strategy would depend on gaining acceptance in this segment, which is highly uncertain. It also risks alienating customers around the world who look at Volvo in a certain way, just as Subaru owners in the U.S. look at Subaru in a certain way. The culture clash is also reflected in the backgrounds of the two executives. Jaccoby, is quiet in manner, studied at the University of Cologne, and worked at VW before joining Volvo. Li Shufu is a son of former farmers who built Geely from humble beginnings in a rural area of China. Li wanted to move aggressively and build three plants in China. Jaccoby persuaded Li to make plans for one plant and make agradual expansion. The design of a new Volvo shown recently in Shanghai also represents a compromise. The design is called Concept Universe and gives a larger and different look for the Volvo....

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Geely's plans for Volvo are to build a presence for Volvo in China. This includes plans for additional local manufacturing facilities. One near Shanghai, another in Chengdu, and another being considered for Daqing. Each plant would produce 100,000 cars, with the Chengdu plant nearly complete and the others still to be built. Geely has received $444 million and $148 million respectively from the municipal governments of Daqing and Shanghai. Geely executives pointed to the need to upgrade Volvo's S80 sedan to compete with the likes of Mercedes Benz S-Class and BMW 7 series. Volvo hopes to sell additional cars to the Chinese government and state run companies. Risks associated with expanding car manufacturing were cited by Chen Bin, senior official of the China National Developmet and Reform Commission, at an auto industry conference recently. He said the combined capacity to build cars in China for all companies willl reach 31.24 million vehicles by 2015, up from the 13.95 million vehicles at end of 2009. ...

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Over 60% of GM revenues in North America come from larger vehicles and SUV's. This is the situation as oil prices are rising and change is sweeping across the Middle East. Another problem is overcapacity in the auto industry. The overinvestment is highlighted by the recent decision of Geely to invest $10 billion in Volvo to double production to 800,000 units over 5 years. The car industry can produce 94 million cars the Economist magazine estimates, and demand worldwide is only 64 million. One estimate shows production capacity could reach 40 million in China by 2015!

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The move by Peugeot and Fiat Chrysler to merge is seen as an effort to use consolidation as a way to tackle depressed demand. Ford and GM are struggling in foreign markets, as Toyota and VW have expanded in foreign markets, and Geely has expanded in China with stakes in Daimler and Volvo AB. Added costs for the shift to electric cars, higher emissions standards,  are also hurting car makers. Global new car sales of 96 million in 2018 are expected to decline by 4% in 2019, and remain sluggish, with the U.S. China trade war and Brexit taking its toll. Some car companies are particularly affected. Chrysler's European car factories ran at about 52% in 2018, well below European industry average of 73%.

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Volvo is the economic centre of western Sweden. It merged with Geely of China after Volvo executives met with Geely Auto Holding group executives. Ford Motor acquired Volvo in 1999 for $6.45 billion but failed to invest in the company. Geely has invested $10 billion since the merger with Volvo and Volvo sales have increased. Volvo was able to operate autonomously under both Ford and Geely. There is now considerable uncertainty about the future of Volvo and its autonomous operating status after deterioration in relations between Sweden and China. 

Sweden has seen acquisitions of technology companies in Sweden by China and there is concern in Sweden from the standpoint of national security. In this new context there is considerable uncertainty in Sweden about the future of Volvo.

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Volvo's XC90 SUV new model in 2014 is the first under Geely ownership.