雀巢跨国并购经验分析及对我国企业的启示
发布时间：2018-11-24 11:39
【摘要】：根据清科研究中心公布的数据显示,2012年，中国企业海外并购交易金额高达298亿美元，“中国制造”在成功嵌入全球生产链后,“中国资本”也开始在国际资源配置和国际分工体系中发挥日益重要的作用。伴随着中国企业在国际直接投资中的地位和作用不断上升，并购失败案例也迅速增加。2010年，我国企业跨国并购的失败率高达11%。并购成功的企业由于后续的整合、管理等各种问题，企业的竞争力和盈利能力能否得到提高、实现并购的最优效应也有待考证。不可否认,中国企业在跨国并购领域还处于起步阶段，在资金、技术、管理等各个方面与发达国家企业存在较大差距，在跨国并购的过程中存在诸多问题。而作为世界上最大的食品制造商，雀巢公司自1867年成立以来已经进行了近百次跨国并购，，公司旗下一半以上的知名品牌都是通过兼并与收购获得的，可谓是跨国并购领域里的鼻祖。本文以雀巢公司跨国并购的历程为背景，综合运用文献归纳、案例分析、对比分析等多种研究方法，深入探究雀巢公司跨国并购成功的原因与经验，努力探寻跨国并购成功的必要条件，并通过与雀巢公司的对比，找出我国企业在跨国并购中存在的不足，提出相应的意见建议，包括并购前确定清晰的战略目标、加强并购后管理制度的融合与改进、加强并购后企业文化的整合、加强并购后人员的整合与人才的培养、积极实行本土化战略、注重研发和技术创新等。这些成功经验具有一定的普适性，可以为我国企业的跨国并购行为提供参考与借鉴，对于降低跨国并购的风险，提高跨国并购的成功几率有着十分重要的意义。
[Abstract]:According to data released by the Qingke Research Center, overseas mergers and acquisitions by Chinese companies amounted to US $29.8 billion in 2012, and "made in China" was successfully embedded in the global production chain. Chinese capital has also begun to play an increasingly important role in international resource allocation and international division of labor. With the increasing status and role of Chinese enterprises in international direct investment, the failure cases of M & A also increased rapidly. In 2010, the failure rate of cross-border M & A of Chinese enterprises was as high as 11.1%. Due to the following problems such as integration, management and so on, the competitiveness and profitability of successful M & A enterprises can be improved, and the optimal effect of M & A needs to be verified. There is no denying that Chinese enterprises are still in the initial stage in the field of cross-border M & A, and there are many problems in the process of cross-border M & A, such as capital, technology, management and so on. As the world's largest food manufacturer, Nestl 茅 has made nearly 100 cross-border mergers and acquisitions since its establishment in 1867. More than half of its well-known brands have been acquired through mergers and acquisitions. It can be said that cross-border mergers and acquisitions in the field of the ancestor. Based on the history of Nestle Company's cross-border M & A, this paper makes comprehensive use of literature induction, case analysis, comparative analysis and other research methods to explore the reasons and experiences of Nestl 茅 company's success in cross-border M & A. Try to explore the necessary conditions for the success of cross-border M & A, and through the comparison with Nestle Company, find out the shortcomings of Chinese enterprises in cross-border M & A, and put forward corresponding suggestions, including defining clear strategic objectives before M & A. Strengthen the amalgamation and improvement of the management system after M & A, strengthen the integration of corporate culture after M & A, strengthen the integration of personnel and personnel training after M & A, carry out the localization strategy actively, pay attention to R & D and technological innovation, etc. These successful experiences have a certain universality and can provide reference and reference for the transnational M & A behavior of Chinese enterprises. It is of great significance to reduce the risk of cross-border M & A and to improve the probability of success of cross-border M & A.
【学位授予单位】：首都经济贸易大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F416.82;F271
本文编号：2353561
[Abstract]:According to data released by the Qingke Research Center, overseas mergers and acquisitions by Chinese companies amounted to US $29.8 billion in 2012, and "made in China" was successfully embedded in the global production chain. Chinese capital has also begun to play an increasingly important role in international resource allocation and international division of labor. With the increasing status and role of Chinese enterprises in international direct investment, the failure cases of M & A also increased rapidly. In 2010, the failure rate of cross-border M & A of Chinese enterprises was as high as 11.1%. Due to the following problems such as integration, management and so on, the competitiveness and profitability of successful M & A enterprises can be improved, and the optimal effect of M & A needs to be verified. There is no denying that Chinese enterprises are still in the initial stage in the field of cross-border M & A, and there are many problems in the process of cross-border M & A, such as capital, technology, management and so on. As the world's largest food manufacturer, Nestl 茅 has made nearly 100 cross-border mergers and acquisitions since its establishment in 1867. More than half of its well-known brands have been acquired through mergers and acquisitions. It can be said that cross-border mergers and acquisitions in the field of the ancestor. Based on the history of Nestle Company's cross-border M & A, this paper makes comprehensive use of literature induction, case analysis, comparative analysis and other research methods to explore the reasons and experiences of Nestl 茅 company's success in cross-border M & A. Try to explore the necessary conditions for the success of cross-border M & A, and through the comparison with Nestle Company, find out the shortcomings of Chinese enterprises in cross-border M & A, and put forward corresponding suggestions, including defining clear strategic objectives before M & A. Strengthen the amalgamation and improvement of the management system after M & A, strengthen the integration of corporate culture after M & A, strengthen the integration of personnel and personnel training after M & A, carry out the localization strategy actively, pay attention to R & D and technological innovation, etc. These successful experiences have a certain universality and can provide reference and reference for the transnational M & A behavior of Chinese enterprises. It is of great significance to reduce the risk of cross-border M & A and to improve the probability of success of cross-border M & A.
【学位授予单位】：首都经济贸易大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F416.82;F271
【参考文献】
相关期刊论文 前10条
1 曹洪军,安玉莲;跨国并购理论研究综述[J];东方论坛(青岛大学学报);2003年06期
2 宾建成;;我国企业跨国并购的现状与发展方略[J];调研世界;2008年05期
3 王杏双;;我国企业海外并购失败的原因与对策分析[J];广东经济;2011年06期
4 潘爱玲;吴世农;;基于能力管理的跨国并购整合战略[J];广东社会科学;2007年04期
5 赵伟 ,古广东;中国企业跨国并购现状分析与趋向预期[J];国际贸易问题;2005年01期
6 冉宗荣;;我国企业跨国并购的整合风险及应对之策[J];国际贸易问题;2006年05期
7 张大龙;;我国企业跨国并购的现状及对策探讨[J];广东经济;2012年12期
8 牛海姣;肖斐;;雀巢跨国并购三部曲[J];国企;2013年09期
9 雷蕾;;雀巢的百年并购[J];光彩;2013年06期
10 武勇,谭力文;论中国企业跨国并购[J];经济问题探索;2004年08期
本文编号：2353561
本文链接：https://www.wllwen.com/jingjilunwen/gongyejingjilunwen/2353561.html
