B公司并购后整合战略研究

发布时间：2018-01-01 20:23

本文关键词：B公司并购后整合战略研究　出处：《华南理工大学》2014年硕士论文　论文类型：学位论文

【摘要】：中国汽车保修设备市场经过三十多年的发展逐渐成熟，已成为世界各大型企业关注的焦点，市场空间广阔。B公司是德国BS集团在华全资子公司；S公司是美国S集团在华全资子公司。B公司和S公司是高度同质化的两家汽车保修设备企业， B公司于1998年进入中国市场，以销售原装进口欧洲汽车保修设备产品为主，因其产品质量过硬在国内高端市场称雄。S公司是B公司在中国的一个主要竞争对手，尤其在中端市场和职业教育渠道与B公司竞争尤为激烈。2012年BS集团并购了S集团汽车业务因而引起两家公司的在华子公司的合并。两家业务相似的公司合并后的整合战略对并购的成功与否至关重要。原B公司产品主要以中高端品牌为主，S公司产品主要以中低端品牌为主。并购后，新B公司的产品将面向高端、中端、低端全线中国市场。B公司母公司BS集团原有的战略是“检测+配件+服务Bytes+Parts+Service，，创造价值，共有价值，成为行业领导者”。并购后，B公司提出了新的战略：向客户提供统一的、专业的汽车检测诊断、技术信息、专用工具、维修设备和服务，成为技术专家、经销商和修理厂的首选供应商，在安全、环保的条件下以创新、领先的服务方案满足客户的个性化需求。新的B公司战略较为重视客户的需求和服务，努力做到一站式服务方案来满足客户的个性化需求。确立了并购后的新B公司战略，如何实施该战略成为新B公司的工作重点之一。结合实际情况考虑，新B公司整合战略实施规划主要包含了团队、业务、客户等三个部分。围绕着整合战略实施规划，并购后具体的整合活动将从企业文化整合、人力资源配置整合、市场营销整合等三个方面展开，并制定了一系列相应的详细的实施举措。本论文将运用管理学、企业战略管理的一些思想，结合B公司对美国S公司并购后整合的实例，以新B公司的整合策略为主线，探索汽车保修设备企业并购整合的实践过程，以期为今后汽车保修设备行业企业的并购整合提供一些有益的参考。
[Abstract]:After more than 30 years of development, China's auto warranty equipment market has become the focus of attention of large enterprises in the world. The broad market space. B company is a wholly owned subsidiary of German BS Group in China. S Company is a wholly-owned subsidiary of S Group in China. B Company and S Company are two highly homogenous automobile warranty equipment enterprises. Company B entered the Chinese market in 1998. To sell the original imported European automobile warranty equipment products, because of the quality of its products in the domestic high-end market. S is a major competitor of company B in China. Especially in the middle market and vocational education channels, competition with company B is particularly fierce. In 2012, BS Group acquired S Group Automotive Business, which led to the merger of two companies' subsidiaries in China. The integration strategy after merger is very important to the success of M & A. After M & A, the products of New B Company will be oriented to the high end and middle end. The original strategy of BS Group, parent company of low end China market. B, is to "detect Bytes Parts Service, create value and share value." "become an industry leader." after M & A, company B has proposed a new strategy: to provide customers with unified, professional automotive testing and diagnosis, technical information, specialized tools, maintenance equipment and services, and become technical experts. Dealer and repair factory's first choice supplier, under the safe, environmental protection condition, satisfies the customer's individuation demand with the innovation, the leading service plan. The new B company strategy pays more attention to the customer's demand and the service. Strive to achieve a one-stop service program to meet the individual needs of customers. Established the new B company strategy after the merger and acquisition, how to implement the strategy becomes one of the key work of the new B company. Considering the actual situation, the implementation plan of the new B company integration strategy mainly includes the team, business. Customer and other three parts. Around the integration strategy implementation planning, the merger and acquisition specific integration activities from the corporate culture integration, human resources allocation integration, marketing integration and other three aspects. And has formulated a series of corresponding detailed implementation measures. This paper will use some ideas of management, enterprise strategic management, combined with the merger and acquisition of company B to the United States S company after the integration example, with the integration strategy of the new B company as the main line. This paper explores the practical process of merger and acquisition integration of automobile warranty equipment enterprises in order to provide some useful reference for the merger and acquisition integration of automobile warranty equipment enterprises in the future.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F271;F416.471

【参考文献】