基于价值链的汽车企业并购资源整合研究

发布时间：2018-03-31 03:14

本文选题：价值链　切入点：汽车企业　出处：《中国海洋大学》2013年硕士论文

【摘要】：本文基于价值链理论、并购动因理论、企业资源观以及企业资源整合观，对中国汽车企业并购整合现状及存在的问题进行分析和研究，意在指出企业并购后对所获资源的整合，并提出合理的整合策略，为中国汽车企业并购提供借鉴。在写作过程中采用文献检索法，参阅大量国内外文献及新闻资料，在深入研读文献的基础上与我国汽车行业及企业的实际情况相联系，进行深入分析和研究；采用定性分析法，对资源整合的内容和策略进行分析；运用案例研究法，从价值链和资源整合观的角度深入分析吉利收购沃尔沃的案例，以此检验全文的理论逻辑。第一，对于价值链整合的内容及策略研究是各种资源整合研究的基础。价值链的延伸、扩散和互补分别对应纵向并购、横向并购及混合并购三大并购类型。在价值链整合时应该首先对目标企业的价值链进行评估，根据并购价值和整合难度进行整合。第二，从资产的角度讲，并购的物质资源整合实际上是对有形资产进行拆分组合、优化配置，并购企业应该根据自身战略等实际情况，对物质资源进行识别，利用优质物质资源，剥离低效物质资源。第三，对于技术资源的整合看似简单，但因为不仅能为并购企业带来新收益，也会带来负面影响，所以对管理者提出较大的挑战。技术资源整合时，应该根据并购类型进行差异化整合，横向并购注意融合，纵向并购注意拼接，混合并购注意甄选。第四，人力资源的整合往往是整合工作中最庞大的部分，管理者必须通过疏解因并购造成的员工压力，妥善安置员工，尤其要留住优秀人才，慎重选择管理人员，建立激励机制。要整合以上内容，必须采取四个方面的措施：全面评价高层管理人员的能力，，慎重决定其去留；根据并购类型进行差异化整合，横向并购适当裁员，纵向并购要加强专用性人才的技能培训，混合并购尽量保留原有的管理和技术人才；对于核心人才，要通过职业发展生涯规划、培训、绩效激励等激励机制留住，避免流失；科学界定解聘标准，对不符合新战略要求、重叠、低效的员工进行柔性解雇，基于适当的经济补偿。第五，外部关系资源中，客户关系是基础，要先对消费者进行测量和归类，研究并满足其需求，通过兑现承诺赢得消费者信任，通过沟通机制保持客户满意度和忠诚度；交易伙伴关系在并购中极其宝贵，应该通过能力评估筛选现有关系，挖掘潜在关系，制定整合方案，持续培育和支持交易伙伴关系网，对其进行考核和评价并不断更新；政府、媒介、社区关系相对敏感，前者通过政策法规直接决定企业的发展空间，后者通过影响舆论导向而影响企业形象，企业必须充分尊重并反哺当地。
[Abstract]:Based on the value chain theory, M & A motivation theory, enterprise resource view and enterprise resource integration view, this paper analyzes and studies the present situation and existing problems of the merger and acquisition integration of Chinese automobile enterprises, in order to point out the integration of the acquired resources after the merger and acquisition. And puts forward the reasonable conformity strategy, provides the reference for the Chinese automobile enterprise merger and acquisition. In the process of writing, we use the method of literature retrieval, refer to a large number of domestic and foreign literature and news materials, on the basis of in-depth study of the literature and the actual situation of China's automobile industry and enterprises, in-depth analysis and research; The qualitative analysis method is used to analyze the content and strategy of resource integration, and the case study method is used to analyze the case of Geely's acquisition of Volvo from the perspective of value chain and resource integration, so as to test the theoretical logic of the full text. First, the research on the content and strategy of value chain integration is the basis of all kinds of resources integration research. The extension, diffusion and complementarity of the value chain correspond to vertical mergers and acquisitions respectively. In the process of value chain integration, the value chain of the target enterprise should be evaluated and integrated according to the value of M & A and the difficulty of integration. Second, from the point of view of assets, the physical resources integration of mergers and acquisitions is actually to split and combine tangible assets, optimize the allocation, and the M & A enterprises should identify the material resources according to their own strategies and other actual conditions. Take advantage of high quality material resources and peel off inefficient material resources. Third, the integration of technical resources may seem simple, but because it can not only bring new profits to M & A enterprises, but also bring negative effects, it poses a great challenge to managers. It should be differentiated and integrated according to the type of M & A, horizontal M & A should pay attention to fusion, vertical M & A should pay attention to splicing, mixed M A should pay attention to selection. Fourth, the integration of human resources is often the largest part of the integration work. Managers must properly place their staff by relieving the pressure caused by mergers and acquisitions, especially by retaining outstanding talents and carefully selecting managers. In order to integrate the above contents, we must take four measures: to comprehensively evaluate the ability of senior management, to decide carefully whether to stay or not, to make differentiation and integration according to the type of M & A, and to cut staff appropriately in horizontal mergers and acquisitions. Vertical M & A should strengthen the skill training of specialized talents, and keep the original management and technical talents as far as possible, while the core talents should be retained by career development career planning, training, performance incentive and other incentive mechanisms to avoid loss. Scientifically define criteria for dismissal, flexible dismissal of employees who do not meet new strategic requirements, overlap, and low efficiency, based on appropriate financial compensation. Fifth, customer relationship is the basis of external relationship resources. First, we should measure and classify consumers, study and meet their needs, win consumer trust through fulfilling promises, and maintain customer satisfaction and loyalty through communication mechanism. Trading partnerships are invaluable in mergers and acquisitions, and existing relationships should be sifted through capacity assessments, potential relationships tapped, integrated programmes developed, networks of trading partnerships continuously nurtured and supported, evaluated and evaluated and continuously updated; governments, Media, community relations are relatively sensitive, the former through policies and regulations directly determine the development space of enterprises, the latter through the influence of public opinion to influence the image of enterprises, enterprises must fully respect and feed the local.
【学位授予单位】：中国海洋大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F271;F426.471

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