美国M并购N后的整合管理问题研究

发布时间：2018-05-28 13:39

本文选题：企业并购 + 核心竞争力　；参考：《西南交通大学》2014年硕士论文

【摘要】：在经济全球化的今天,各企业处在激烈的市场竞争中,当市场机会来临时,并购成为企业获得战略竞争力的一种新的重要的战略手段。在全球经历五次并购浪潮以后,并购不再是单单为了获得投机性收益,不再盲目追求业务的多元化经营,而是希望通过并购带来的协调效应和企业核心竞争力的增强来实现企业的长期竞争优势,“战略并购”成为并购浪潮的重要特征。很多企业通过并购的方式来实现产品的拓展、大公司规模、提高人力成本优势、增加市场份额以规避风险、转嫁产业危机、化解债务和提高公司在同行业的竞争力。世界涂料工业也同样以这种方式进行发展,为强化公司能够在某个产品市场领域的竞争优势和能力,实现公司的全球化经营目标,一些涂料大公司也在不断通过资金或技术等注入的方式相互兼并和收购。21世纪初开始,收购、合资或技术转让已成为涂料企业发展途径的主旋律。无论是国内还是国外都在不断上演着收购与被收购的故事。中国的涂料业也在经历着一场前所未有大规模的洗牌,并购与被并购是涂料界在近几年中一直热议的话题。美国M涂料公司也在涂料市场白热化的竞争中,于2006年收购了中国国内涂料界具有领导地位的民族企业广东N有限公司。该并购案对国内涂料中小企业带来了巨大的震动,M涂料和N的强强联手是否可以实现M在中国涂料市场的战略目标?抑或是并购后的N淡出领导地位历史舞台的开端?M并购N后的发展将对国内涂料界的发展对涂料界具有非常重要的借鉴意义。本文在阐述国内外相关理论的基础上,从人力资源整合、文化整合、组织结构三个纬度,对美国M涂料并购广东N后管理整合中存在的问题进行分析,并在此基础上探讨并购后有效整合的解决方案。
[Abstract]:In today's economic globalization, enterprises are in fierce market competition, when the market opportunities come, mergers and acquisitions become a new important strategic means for enterprises to obtain strategic competitiveness. After five waves of mergers and acquisitions around the world, mergers and acquisitions are no longer just for the sake of speculative profits, nor do they blindly pursue diversification of business. It is hoped that the long-term competitive advantage of enterprises will be realized through the coordination effect brought by M & A and the enhancement of the core competence of enterprises. Strategic M & A has become an important feature of M & A wave. Many enterprises through M & A to achieve product expansion, large company size, improve the advantage of human costs, increase market share to avoid risks, transfer the industrial crisis, resolve debt and improve the competitiveness of the same industry. The world paint industry is also developing in this way, in order to enhance the competitive advantage and ability of the company in a certain product market, and to realize the goal of global operation of the company. Some large paint companies have been merging and acquiring each other through capital or technology injection. Since the beginning of the 21st century, acquisition, joint venture or technology transfer has become the main theme of the development of paint enterprises. Both domestic and foreign are constantly staged the story of acquisition and acquisition. China's paint industry is also experiencing an unprecedented large-scale reshuffle, M & A and M & A has been a hot topic in the coatings industry in recent years. In the fierce competition in the paint market, American M paint Company acquired Guangdong N Co., a leading national enterprise in China in 2006. The acquisition of domestic paint small and medium-sized enterprises brought a huge shock to the M coating and the strong and strong of N can achieve M in the Chinese paint market strategic objectives? Or the beginning of N fading out of the leading position after M & A. The development of M M after M M M N will be very important for the development of domestic coatings industry. On the basis of expounding the relevant theories at home and abroad, this paper analyzes the problems existing in the management integration after M coating M M M acquires Guangdong N from three latitudes of human resources integration, cultural integration and organizational structure. And on this basis to explore the effective integration after the merger and acquisition of the solution.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F271;F416.7

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