不久前，美的集团董事长兼总裁方洪波在一次专访中谈到企业的转型路径。他表示，美的诸多管理实践，皆源于对发达国家跨国企业经验的学习与总结。 在列举学习对象时，除了广为人知的福特、丰田、特斯拉，他还特别提到了一个对国内读者相对陌生的名字：丹纳赫。 后来，为《丹纳赫模式》一书撰写推荐序时，方洪波更详细地提到丹纳赫对美的的影响。截止2024年，这套系统推动美的工厂效率年均提升约15%。 作为中国职业经理人中的代表性人物，方洪波将这本讲述丹纳赫模式的作品视为中国企业穿越周期的行动纲领，"对于包括美的在内的众多中国企业而 言，丹纳赫集团既是一面镜子，让我们看清差距；更是一把尺子，丈量出追赶的路径。" 40多年里，丹纳赫总计完成了近400次并购，花费约900亿美元，配合DBS（丹纳赫商业系统）赋能经营能力，创造出了约2000亿美元的市值，如果将被分 拆、出售的企业计算在内，其整体创造的股东价值接近2500亿美元。 根据丹纳赫2019年年报，自1984年至2019年，集团股票年均复合总回报率高达22%，超过巴菲特执掌的伯克希尔-哈撒韦公司，也是1984年以来唯一一个 在每个五年周期持续跑赢标普500指数的美国上市公司。 《丹纳 ...

Core Viewpoint - Danaher (DHR) has reached a significant support level and shows potential as a good investment choice from a technical perspective, having recently broken through the 200-day moving average, indicating a long-term bullish trend [1]. Technical Analysis - The 200-day simple moving average is a useful tool for traders and analysts to determine long-term market trends, serving as a support or resistance level [2]. - DHR has experienced an 11% rally over the past four weeks, and currently holds a Zacks Rank of 3 (Hold), suggesting it may be poised for another upward movement [2]. Earnings Estimates - The bullish outlook for DHR is reinforced by positive earnings estimate revisions, with no estimates decreasing in the past two months, while 11 have increased, leading to a rise in the consensus estimate [3]. - Given the important technical indicators and the positive trend in earnings estimate revisions, DHR is recommended for investors to consider adding to their watchlist [3].

Investment Rating - The report assigns a "Buy" rating to Thermo Fisher, while other companies such as Danaher, Samsung Bio, and Lonza remain unrated [2]. Core Insights - The report highlights that the impact of tariffs on the life sciences upstream sector is less than expected, leading to an overall upward revision of performance guidance for 2025 by most companies [4][29]. - Clinical CRO orders have unexpectedly increased, driven by strong biotech client demand, although the sustainability of this trend remains uncertain [4][31]. - The revenue recovery is outpacing profit recovery, with cost control pressures increasing due to external macroeconomic challenges [6][14]. Summary by Sections Performance Analysis - In 1H25, the performance of overseas CXO and life sciences upstream companies remained under pressure, but a sequential improvement was observed in 2Q25, with 7 out of 10 tracked companies showing revenue growth compared to 1Q25 [6][31]. - The median and average revenue growth rates for 2Q25 were +4.3% and +7.1%, respectively, compared to +0.2% and +6.0% in 1Q25, primarily driven by clinical CRO companies [6][8]. Tariff Impact - The impact of tariffs on sales of instruments and equipment for drug development and production was reported to be less than anticipated, with management from major life sciences companies indicating a more favorable outlook [29][30]. - Companies like Thermo Fisher and Danaher have adjusted their performance guidance upwards, reflecting a more optimistic view on tariff impacts [29][30]. Demand Trends - The C(D)MO sector continues to see strong commercial production demand, while life sciences upstream companies benefit from a recovery in consumable demand as clients complete inventory destocking [31][32]. - Clinical CRO demand has been bolstered by unexpected growth from biotech clients, although the sustainability of this demand is still in question [33][34]. Financial Metrics - The average gross margin for heavy asset companies decreased from 50.2% in 2021 to 45.7% in 2024, but showed signs of recovery in 2Q25 [15]. - The report notes that capital expenditures are expected to reverse the declining trend observed in 2023-24, potentially increasing future depreciation pressures [17]. Market Reactions - Following the release of 2Q25 results, stock prices for most overseas CXO and life sciences companies reacted positively, particularly for clinical CROs, which saw significant price increases due to better-than-expected performance [24][25].

Core Viewpoint - Danaher Corporation exemplifies a low-profile, pragmatic, and innovative enterprise that has successfully transformed from a traditional manufacturing giant to a leader in life sciences through unique mergers, integrations, and enhancements [2][4]. Group 1: Business Model and Strategy - Danaher operates as a hybrid of a perpetual merger fund and a management consulting firm, achieving significant success in both capital markets and the real economy [4]. - The company has evolved from starting with million-dollar loans to becoming a multinational enterprise with a market value of over 100 billion dollars, showcasing a remarkable journey in business history [4]. - The core of Danaher's success lies in its clear strategic understanding and relentless execution, demonstrated through leveraged acquisitions, international expansion, and the establishment of the Danaher Business System (DBS) [4][6]. Group 2: Danaher Business System (DBS) - DBS is not merely a collection of management tools but a comprehensive business operating system that translates complex management theories into executable, quantifiable, and replicable actions [5][8]. - The essence of DBS is its ability to continuously evolve, ensuring operational efficiency and strategic execution through the application of various methodologies and tools [8][10]. - Leadership development is a distinctive feature of DBS, with a complete talent cultivation system that ensures cultural transmission and organizational vitality [8][10]. Group 3: M&A Strategy - Danaher's acquisition strategy is characterized by a market-first approach, focusing on high-growth industries and ensuring each transaction creates shareholder value through strict valuation discipline [6][10]. - The post-merger integration led by DBS is crucial for the success of acquisitions, emphasizing a pragmatic approach to ensure smooth and orderly integration processes [6][10]. Group 4: Lessons for Chinese Enterprises - Danaher's experience offers significant lessons for Chinese enterprises, emphasizing the importance of understanding the underlying logic of success rather than mere imitation [10][12]. - The potential of the Chinese market provides new growth opportunities for Danaher, while Chinese enterprises can inject new vitality into the Danaher model through their learning practices [10][12]. - The need for Chinese enterprises to establish their own business systems (XBS) is highlighted, requiring a deep understanding of management systems and continuous improvement [10][12][13]. Group 5: Long-term Value Creation - Long-termism and the power of compound interest are fundamental to Danaher's success, indicating that true business success lies in the ability to create sustained value rather than pursuing short-term gains [12][13]. - The current technological revolution presents numerous opportunities for Chinese enterprises to innovate and establish management systems that align with the characteristics of the new era [13].

Core Viewpoint - The article emphasizes the importance of mergers and acquisitions (M&A) for Chinese companies to transition from a cost-leadership model to a technology-leadership model, using the Danaher Group as a successful case study [2][10]. Group 1: Danaher Group's M&A Strategy - Danaher Group has successfully completed over 400 acquisitions, significantly expanding its business scale and improving gross margins through management empowerment and industry restructuring [2][10]. - The company initially targeted low-margin businesses, helping them improve operational efficiency and increase gross margins from 18% to 35% within 18 months through a standardized management system called DBS [7][8]. - Over time, Danaher shifted its focus to high-tech companies, leveraging its management expertise to enhance their operational processes while utilizing their technological advantages for its own innovation [8][11]. Group 2: Challenges Faced by Chinese Companies - Chinese companies are currently facing a "scale dilemma, profitability dilemma, and transformation dilemma," with an average gross margin of about 15%, indicating a need to transition from traditional cost-leadership to technology-leadership [10][11]. - Recent supportive policies for M&A in China, such as the "New Nine Articles" and "Six Articles for M&A," have injected significant momentum into the M&A market, with local governments establishing industrial M&A funds [10][11]. - The disparity in market capitalization between Chinese and U.S. companies suggests a vast potential for growth in the Chinese capital market, making M&A a crucial exit strategy for technology-driven firms [10][11]. Group 3: Strategic Recommendations - The article advocates for Chinese companies to seize the current M&A wave, focusing on precise target selection and management integration to achieve a transition from cost-leadership to technology-leadership [11]. - The three-step model of "M&A for scale, management for quality, and restructuring for excellence" is highlighted as a representative success strategy of Danaher Group [11].

Core Insights - Danaher Corporation has successfully completed nearly 400 acquisitions over 40 years, spending approximately $90 billion, resulting in a market capitalization of about $200 billion and creating around $250 billion in shareholder value [2][3][4] - The company achieved an average annual return of 22% over the past 40 years, outperforming the S&P 500's 12% and Berkshire Hathaway's 16% during the same period [2] Acquisition Characteristics - High frequency of acquisitions, averaging over 10 per year, with a peak of 19 in one year, and no year without acquisitions [4] - High success rate of acquisitions, with most large transactions being notably successful [4] - Cross-industry acquisitions spanning various sectors, including low-end manufacturing, environmental instruments, aerospace, and advanced life sciences [4] Evolution of Acquisition Style - In the 1980s, Danaher adopted a strategy focused on high leverage and significant asset restructuring, later shifting to a decentralized management approach [6] - Under CEO Kalp, a core team was established, leading to a more scientific and structured acquisition process, integrating the Danaher Business System (DBS) into acquisition management [7][8] Recent Trends in Acquisitions - Post-2016, Danaher has focused on divesting non-core businesses and concentrating on life sciences and medical diagnostics, with over 95% of acquisition funds directed towards these sectors [11][12] - The average number of acquisitions decreased to 7.4 per year, but the size of individual transactions increased significantly, with an average deal size of $910 million [12][13] Platform Strategy - Danaher has established strategic platforms through foundational acquisitions, followed by adjacent market and bolt-on acquisitions to enhance growth [16][20] - The water quality platform, initiated in 1996, has seen significant growth, with revenues increasing from $500 million in 2002 to $2.9 billion in 2022 [21] Performance Metrics - The water quality platform achieved a return on invested capital (ROIC) exceeding 20% [21] - The testing and measurement platform, which included notable acquisitions like Fluke and Tektronix, generated substantial returns and contributed to Danaher's reputation for successful acquisitions [23] Life Sciences and Diagnostics - The life sciences platform has become a key focus, with significant investments and acquisitions aimed at enhancing capabilities in biomedicine and diagnostics [42] - The in vitro diagnostics platform has also proven successful, with revenues reaching $9.6 billion and a profit margin of 27.4% [38][41]

Core Viewpoint - The article discusses the challenges faced by Chinese enterprises in a highly competitive environment characterized by homogenization, price wars, and rising costs, emphasizing the need for a systematic methodology to navigate these challenges and achieve sustainable growth [2]. Group 1: Challenges in the Business Environment - The business landscape in 2025 is marked by unprecedented restructuring, with common anxieties among enterprises regarding profit erosion and growth stagnation [2]. - Cost reduction and efficiency enhancement have shifted from strategic choices to survival necessities for companies [2]. Group 2: The Danaher Model - The book "The Danaher Model" dissects the success strategies of Danaher, known as the "king of acquisitions," highlighting the Danaher Business System (DBS) as a key driver of its success [2]. - Danaher’s approach to acquisitions has evolved from merely capturing undervalued assets to using acquisitions as a means for industrial upgrading [7]. Group 3: Midea Group's Implementation - Midea Group began learning from international advanced enterprises, specifically the Toyota Production System, but initially saw limited success [4]. - After engaging with Danaher, Midea developed its own Midea Business System (MBS), focusing on lean talent development and factory transformation [4][5]. - By 2018, Midea's domestic factories completed their lean transformation, leading to an average efficiency improvement of approximately 15% annually [5]. Group 4: Globalization and Future Strategies - Danaher’s globalization strategy combines internal and external growth, emphasizing the importance of localizing research and development [8]. - Midea has established 17 R&D centers and 22 manufacturing bases globally, aiming to create a "second home market" [8]. - The future competition will hinge on both lean management capabilities and the integration of advanced digital technologies [7]. Group 5: Lessons for Chinese Enterprises - The book serves as a high-density management tool, addressing key questions about mergers and acquisitions, the evolution of lean management, and balancing localization with integration in globalization [10]. - Danaher’s journey from a $1 million loan for its first acquisition to a market value exceeding $200 billion illustrates the importance of adhering to fundamental principles such as process reliance and efficiency [10].

李勍/文 对于当下处于转型关键期的中国企业而言，如何突破传统发展模式的局限，实现从成本领先模式到技术领先模式 的蜕变，已是亟待解决的问题。丹纳赫集团，这家在全球并购版图中熠熠生辉的企业，其发展历程宛如一部教科 书，为中国企业提供了极具价值的借鉴。丹纳赫集团的并购活动持续了40多年，一直保持着低调与神秘，今天终 于有亲历者帮我们揭开丹纳赫集团这家"并购之王"的神秘面纱，让我们一睹顶尖并购活动的真相。 丹纳赫集团不仅通过400多次并购扩大了商业规模，还通过管理赋能显著地提升了企业毛利率，再通过产业重组最 终聚焦在高毛利率的新兴技术领域，从成本领先模式升级到了同时具备成本领先和技术领先优势的最佳模式。并 购扩大业务规模，管理提升经营绩效，重组聚焦新兴技术，这种"做强做优做大"的三部曲，正是现阶段中国企业 需要学习借鉴的。 从成本领先到技术领先的华丽转身 丹纳赫集团在发展初期，把目光投向了一些低毛利率的企业。这些企业往往在市场中挣扎求存，面临着成本高、 效率低等问题。丹纳赫集团凭借其独特的并购眼光，将它们纳入麾下。随后，丹纳赫商业系统（Danaher Business System，DBS）发挥了关键作用。DBS是一 ...

Core Insights - Danaher has achieved an impressive 1800% revenue growth through 400 acquisitions over 40 years, outperforming Berkshire Hathaway and matching the performance of private equity giants like Blackstone and KKR [2] - The book "The Danaher Model" by former Danaher executives reveals two core competencies that drive Danaher's success: the Danaher Business System (DBS) and exceptional strategic acquisition and integration capabilities [2] Group 1: Power of Common Sense - Danaher's success is rooted in simple common sense rather than complex theories, emphasizing a market-first approach in its acquisition strategy [5] - The principle of "every acquisition adds value" helps Danaher avoid blind expansion and focus on high-barrier, high-value sectors [5] - The company believes in the power of compounding, aligning with Warren Buffett's view that "time is a friend of great companies" [5] Group 2: Power of Systems - Danaher has transformed adherence to common sense into a practical, executable system known as DBS, which is a dynamic management framework rather than a rigid manual [6] - The continuous evolution of DBS incorporates best practices from acquired companies, making it a resilient and adaptive system [6] Group 3: Power of Culture - DBS is not only a methodology but also a core cultural element that fosters resilience within the organization, with humility being a key characteristic of Danaher's corporate culture [7] - Other core organizational traits include excellence, honesty, and focus, along with six behavioral principles that guide operations [7] - The success of Danaher fundamentally stems from its culture, which is essential for other companies to learn from [7]

Core Viewpoint - The article discusses the challenges faced by Chinese enterprises in a highly competitive environment characterized by homogenization, price wars, and rising costs, emphasizing the need for a systematic methodology to navigate these challenges and achieve sustainable growth [2]. Group 1: Challenges in the Business Environment - The business landscape in 2025 is marked by unprecedented restructuring, with common anxieties among enterprises regarding profit erosion and growth stagnation [2]. - Cost reduction and efficiency enhancement have shifted from strategic choices to survival necessities for companies [2]. Group 2: The Danaher Model - The book "The Danaher Model" dissects the success strategies of Danaher, known as the "king of acquisitions," highlighting the Danaher Business System (DBS) as a key driver of its success [2][10]. - Danaher’s approach to acquisitions has evolved from merely capturing undervalued assets to using acquisitions as a means for industrial upgrading [7]. Group 3: Midea Group's Implementation - Midea Group began learning from international advanced enterprises, specifically the Toyota Production System, but initially saw limited success [4]. - After engaging with Danaher, Midea developed its own Midea Business System (MBS), focusing on lean talent development and factory transformation [4][5]. - MBS has led to significant efficiency improvements, with an average annual increase of approximately 15% in factory efficiency since its implementation [5]. Group 4: Globalization and Local Adaptation - Danaher’s globalization strategy combines internal growth with external acquisitions, emphasizing the importance of local adaptation in research and development [8]. - Midea has established 17 R&D centers and 22 manufacturing bases globally, aiming to create a "second home market" through its Own Branding & Manufacturing (OBM) strategy [8]. Group 5: Lessons for Chinese Enterprises - The article posits that Danaher serves as both a mirror and a measuring stick for Chinese enterprises, helping them identify gaps and paths for improvement [10]. - The success of Danaher, which saw its market value exceed $200 billion, is attributed to its adherence to fundamental principles such as process reliance, fact respect, and efficiency prioritization [10].