康师傅饮品控股有限公司百事饮品事业部的整合对策研究
发布时间：2019-04-02 13:02
【摘要】：百事公司与康师傅控股有限公司于2012年3月在华达成战略联盟，康师傅饮品控股有限公司（隶属与康师傅控股有限公司）间接持有百事在中国的23家碳酸饮料和1家非碳酸饮料灌装企业，及百事（中国）投资有限公司的全部间接持股权益。百事通过转让旗下的饮料灌装企业获得康师傅饮品控股有限公司5%的股权，百事有权决定在2015年前将在康师傅饮品控股的间接持股增加到20%。同时，作为联盟的一部分，康师傅饮品控股有限公司还成为百事公司在华的特许经营总装瓶商，通过相关灌装企业系统独家生产、销售百事的碳酸饮料和佳得乐品牌产品，此外，百事公司和康师傅将各自旗下的果汁饮料产品使用百事授权的纯果乐品牌进行联合品牌经营。 通过股权转让、相互持股方式，，进行强强联合，优势互补，但两家企业的成长背景和发展经历不同，企业文化和管理风格存在显著差异，加之康师傅集团对碳酸饮料从未涉猎过，所以康师傅控股有限公司对百事饮品事业部的整合过程必然会相对较长，目前整合已经进行了两年多的时间，业绩指标有所改善，但是也存在一些问题。后续能否有效整合十分关键，将关系到联盟的成败。 作者认为，对百事饮品事业部的整合前期过于缓慢，后期又略显急进，整合过程中缺乏沟通和信任，本论文结合战略管理及并购整合战略的相关理论，对康师傅饮品控股有限公司的内外环境分析，对整合进行SWOT分析，在资产、人力资源、企业文化三个方面制定并执行整合对策。在资产整合方面，充分利用联合品牌效应，提高渠道融合程度，深入优化产能布局；在人力资源整合方面，重建信任关系，留住核心人才，完善激励机制；在文化整合方面，新文化宣传到位，突出人本文化，规范制度文化，重视团队文化。为保证以上措施的有效执行，应建立整合工作的组织保障，做好整合工作的节奏控制和沟通管理，加强整合风险管控. 对于百事饮品事业部的整合对策研究有助于实现康师傅与百事战略联盟的最大效益，而且为国内外的其它企业也提供一些参考。
[Abstract]:PepsiCo and Master Hong Holdings Limited entered into a strategic alliance in China in March 2012. Master Hong drinks Holdings Limited (affiliated with Master Hong Holdings Limited) indirectly holds all indirect stakes in PepsiCo's 23 carbonated drinks and 1 non-carbonated beverage filling enterprises in China, and PepsiCo (China) Investments Co., Ltd. has an indirect stake in all of Pepsi's 23 carbonated drinks and 1 non-carbonated beverage filling enterprises in China. PepsiCo has acquired a 5 percent stake in Hong Shifu drinks Holdings Limited through the transfer of its beverage filling company, and PepsiCo has the right to decide to increase its indirect stake in Hong Kong drinks to 20 percent by 2015. At the same time, as part of the alliance, Hong Shifu drinks Holdings Limited has also become PepsiCo's franchised general bottling company in China, exclusively producing and selling PepsiCo carbonated drinks and Gatorade branded products through relevant filling enterprise systems. In addition, PepsiCo and Master Kang will co-brand their juice beverage products using PepsiCo's licensed pure fruit brand. Through the transfer of equity, the way of mutual ownership, the combination of strength and strength, complementary advantages, but the growth background and development experience of the two enterprises are different, corporate culture and management style are significantly different, and there are significant differences in corporate culture and management style between the two enterprises. In addition, the Kang Shifu Group has never dabbled in carbonated drinks, so the integration process of Kang Shifu Holdings Limited to PepsiCo's beverage division is bound to be relatively long. At present, the integration has been going on for more than two years, and the performance indicators have been improved. But there are also some problems. Whether the subsequent effective integration is critical, will be related to the success or failure of the alliance. The author thinks that the integration of Pepsi Beverage Division is too slow in the early stage and a little rapid in the later period, and lack of communication and trust in the process of integration. This paper combines the relevant theories of strategic management and merger and acquisition integration strategy. This paper analyzes the internal and external environment of Kang Shifu Beverage Holdings Co., Ltd., carries on the SWOT analysis to the integration, and formulates and implements the integration countermeasures in three aspects: assets, human resources and corporate culture. In the aspect of asset integration, we should make full use of the co-brand effect, improve the degree of channel integration, optimize the distribution of production capacity, rebuild the relationship of trust, retain the core talents and perfect the incentive mechanism in the aspect of human resources integration. In the aspect of cultural integration, the new culture propagandizes in place, highlights the human-centered culture, standardizes the system culture, and attaches importance to the team culture. In order to ensure the effective implementation of the above measures, the organizational guarantee of integration work should be established, the rhythm control and communication management of the integration work should be done well, and the integration risk control should be strengthened. The research on the integrated countermeasures of Pepsi Beverage Division is helpful to realize the maximum benefit of the strategic alliance between Master Kang and Pepsi, and it also provides some references for other enterprises at home and abroad.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.82
本文编号：2452585
[Abstract]:PepsiCo and Master Hong Holdings Limited entered into a strategic alliance in China in March 2012. Master Hong drinks Holdings Limited (affiliated with Master Hong Holdings Limited) indirectly holds all indirect stakes in PepsiCo's 23 carbonated drinks and 1 non-carbonated beverage filling enterprises in China, and PepsiCo (China) Investments Co., Ltd. has an indirect stake in all of Pepsi's 23 carbonated drinks and 1 non-carbonated beverage filling enterprises in China. PepsiCo has acquired a 5 percent stake in Hong Shifu drinks Holdings Limited through the transfer of its beverage filling company, and PepsiCo has the right to decide to increase its indirect stake in Hong Kong drinks to 20 percent by 2015. At the same time, as part of the alliance, Hong Shifu drinks Holdings Limited has also become PepsiCo's franchised general bottling company in China, exclusively producing and selling PepsiCo carbonated drinks and Gatorade branded products through relevant filling enterprise systems. In addition, PepsiCo and Master Kang will co-brand their juice beverage products using PepsiCo's licensed pure fruit brand. Through the transfer of equity, the way of mutual ownership, the combination of strength and strength, complementary advantages, but the growth background and development experience of the two enterprises are different, corporate culture and management style are significantly different, and there are significant differences in corporate culture and management style between the two enterprises. In addition, the Kang Shifu Group has never dabbled in carbonated drinks, so the integration process of Kang Shifu Holdings Limited to PepsiCo's beverage division is bound to be relatively long. At present, the integration has been going on for more than two years, and the performance indicators have been improved. But there are also some problems. Whether the subsequent effective integration is critical, will be related to the success or failure of the alliance. The author thinks that the integration of Pepsi Beverage Division is too slow in the early stage and a little rapid in the later period, and lack of communication and trust in the process of integration. This paper combines the relevant theories of strategic management and merger and acquisition integration strategy. This paper analyzes the internal and external environment of Kang Shifu Beverage Holdings Co., Ltd., carries on the SWOT analysis to the integration, and formulates and implements the integration countermeasures in three aspects: assets, human resources and corporate culture. In the aspect of asset integration, we should make full use of the co-brand effect, improve the degree of channel integration, optimize the distribution of production capacity, rebuild the relationship of trust, retain the core talents and perfect the incentive mechanism in the aspect of human resources integration. In the aspect of cultural integration, the new culture propagandizes in place, highlights the human-centered culture, standardizes the system culture, and attaches importance to the team culture. In order to ensure the effective implementation of the above measures, the organizational guarantee of integration work should be established, the rhythm control and communication management of the integration work should be done well, and the integration risk control should be strengthened. The research on the integrated countermeasures of Pepsi Beverage Division is helpful to realize the maximum benefit of the strategic alliance between Master Kang and Pepsi, and it also provides some references for other enterprises at home and abroad.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.82
【参考文献】
相关期刊论文 前3条
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2 詹文凤;;实现共赢的企业成长方式之战略联盟——以百事可乐与康师傅战略联盟为例[J];财务与会计(理财版);2012年05期
3 吕斌;;康师傅并购百事中国悬疑[J];法人;2012年01期
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