基于核心竞争力的北汽昌河并购重组研究

发布时间：2018-06-22 18:01

本文选题：核心竞争力 + 并购重组　；参考：《江西财经大学》2017年硕士论文

【摘要】：进入21世纪以来,我国汽车业迅速发展,汽车年产销量由2000年的200万辆至2016年的2800万辆。在短短不到20年的时间,产量翻了14倍,增加了近2600万辆。至今,中国已经超越了欧洲、日本、美国等汽车行业首屈一指的强国,无论是从消费还是从生产来看,中国当前在世界的排名都是第一位的。汽车业从开始的低迷期和平稳期,快速增长期到近几年的迅猛增长期,尤其是2009年之后基本上都是在迅速发展的阶段,快速发展促使我国的汽车产业格局发生了深远的改变。汽车业的规模逐渐增大,兼并和重组的现象逐步增多,产品的种类更加的丰富,质量也得到了极大的提升。由此一些自主品牌进入到了汽车行业当中,而且很多企业在兼并和重组之后,规模变得越来越大,汽车工业趋向繁荣,由此中国也开始从汽车大国逐步走向汽车强国。在汽车行业飞速发展的黄金十年,昌河汽车作为曾经连续六年微车老大和微车的祖师爷,连同其同胞兄弟哈飞汽车,由于连年亏损,市场低迷,经营状况恶化,最终在国务院国资委的主导下,在2010年10月被中国长安汽车集团公司重组,成为了其全资子公司。重组后的昌河汽车遇到了前所未有的新挑战和新机遇,特别是在经历了2008年的国际金融危机后,重组后的昌河汽车将走向何方,是摆在昌河汽车面前不可回避的重大战略问题。在中国长安重组后的第三年,由于企业文化融合不顺畅,经营管理矛盾重重,亏损持续扩大等问题,最终发生了罢工事件。在这次的重组失败后,昌河汽车几乎陷入万劫不复的深渊。在省政府的支持下,昌河汽车开始进行自救,联合北汽集团开始进行第二次被重组。2013年10月,北汽集团联合江西省政府重组昌河汽车。重组后的昌河汽车在北汽集团的产业规划中,昌河汽车将作为北京汽车在南方的重要战略基地,承载着北汽集团董事长徐和谊描述的“到2020年实现整车销量500万辆,其中自主品牌超过50%,进入世界汽车行业前12位,进入世界品牌500强”的“北汽梦”。第二次重组后的昌河汽车在砥砺前行,并且与北汽集团发挥着协同效应。本文在阐述核心竞争力与并购重组理论的基础上,对北汽集团重组昌河汽车的案例进行实践分析,在描述企业发展历史,重组动因,分析重组之前存在的问题以及重组后的昌河汽车核心竞争力的提升情况,提出昌河汽车重组后提升核心竞争力进一步对策,结合成功与失败的两个案例分析,最后总结昌河汽车重组的经验并获得启示。
[Abstract]:Since the beginning of the 21st century, China's automobile industry has developed rapidly. The annual car production and sales volume has increased from 2 million in 2000 to 28 million in 2016. In less than 20 years, production has increased 14 times to nearly 26 million vehicles. So far, China has overtaken Europe, Japan, the United States and other auto industry leading powers, in terms of consumption and production, China is currently ranked first in the world. Auto industry from the beginning of the downturn and stable period, rapid growth period to the rapid growth period in recent years, especially after 2009 is basically in the rapid development stage, rapid development prompted the pattern of China's automobile industry has undergone far-reaching changes. The scale of automobile industry increases gradually, the phenomenon of merger and reorganization increases gradually, the variety of products is more abundant, the quality has also been greatly improved. As a result, some independent brands entered the auto industry, and many enterprises became larger and bigger after merger and reorganization, and the auto industry tended to flourish. Therefore, China began to gradually move from a big automobile country to a powerful automobile country. In the golden decade of the rapid development of the automobile industry, Changhe Automobile, as the oldest and great-master of the micro-car for six consecutive years, together with its sibling, Hafei, has suffered from successive losses, the market is in a doldrums, and the operating conditions have deteriorated. Finally, under the leadership of SASAC, it was reorganized by China Changan Automobile Group in October 2010 and became a wholly owned subsidiary of SASAC. After the reorganization of Changhe Automobile has encountered unprecedented new challenges and new opportunities, especially after the international financial crisis in 2008, where the restructured Changhe Automobile will go, is an unavoidable major strategic problem in front of Changhe Automobile. In the third year after the reorganization of Chang'an in China, due to the unsmooth integration of corporate culture, the contradictions of management and management, and the continued expansion of losses, the strike finally took place. After the failure of the reorganization, Changhe car almost fell into the abyss of irrevocable. With the support of the provincial government, Changhe Automobile began to rescue itself, and the United BAIC Group began a second reorganization. In October 2013, BAIC Group United with Jiangxi Provincial Government to restructure Changhe Automobile. In the industrial planning of BAIC, the restructured Changhe Automobile will serve as an important strategic base for Beijing Automobile in the South, carrying the description of Xu Ho-yi, chairman of BAIC Group, that "5 million vehicles will be sold by 2020." One of the independent brands more than 50, into the world automotive industry top 12, into the world top 500 brands, "Beiqi dream". After the second reorganization of Changhe Automobile in the future, and BAIC Group to play a synergistic effect. On the basis of expounding the core competence and the theory of merger and acquisition, this paper makes a practical analysis on the case of BAIC Group restructuring Changhe Automobile, and describes the history of enterprise development and the motivation of reorganization. This paper analyzes the existing problems before the reorganization and the promotion of the core competitiveness of Changhe Automobile after the reorganization, and puts forward further countermeasures to enhance the core competitiveness after the reorganization of the Changhe Automobile, combining the two cases of success and failure. Finally, the experience of vehicle reorganization in Changhe is summarized and enlightenment is obtained.
【学位授予单位】：江西财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.471;F271

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