CS公司合并重组的管理整合案例研究

发布时间：2018-03-07 09:43

本文选题：并购　切入点：合并　出处：《华南理工大学》2015年硕士论文　论文类型：学位论文

【摘要】：并购重组是现代企业进行资产重组和资源重新配置,迅速做大做强、有效提升核心竞争力的重要手段之一。然而,企业并购重组并不总是成功的,失败案例举目皆是。从大量的失败案例也可以看出,企业并购重组之所以失败,关键问题是在并购重组之后忽视或者没有能够实现重组各方在战略、资源、业务、人事、文化等多方面的有效管理整合。从一定程度上说,并购重组后的管理整合效果将决定并购重组的最终成败。本文运用案例研究的方法,以CS公司为对象,对其合并重组后管理整合过程中的问题和原因进行了分析研究。CS公司是业界领先的电信运营支撑系统(OSS)提供商,致力于为全球信息服务运营商提供成熟高效的OSS整体解决方案和专业服务。CS公司是由中国通信服务股份有限公司(HK.0552)控股,并与埃森哲国际有限公司(NYSE.ACN)于2009年底合资成立的,通过合并GL和RD公司的OSS业务团队而组建的高科技企业。目前已成为是国内电信行业运营支撑系统领域规模最大、产品解决方案最齐全、营销服务网络最广的专业软件服务企业。然而,CS公司合并重组后的整合之路并非一帆风顺,整合初期出现了诸多问题,产生了许多的矛盾和冲突。如同所有重组企业一样,CS公司成立伊始就围绕初始的美好愿景,轰轰烈烈地进行了重组整合。在随后的两年中,公司的经营管理就出现了许多问题和矛盾,引发核心骨干团队流失,服务质量下降,市场岌岌可危,并导致连年的巨额亏损。本文通过对CS公司合并重组整合过程的案例进行研究,运用并购重组、管理整合等企业收购重组活动可能涉及的相关理论和工具,紧密结合真实的案例事件,较为深入分析了CS公司合并重组后整合各层面所出现的问题及其背后的原因,从而从案例中得到了一些关于企业合并重组后整合的有益启示。
[Abstract]:M & A is one of the important means for modern enterprises to reorganize their assets and redistribute their resources, become bigger and stronger quickly, and effectively enhance their core competitiveness. However, M & A is not always successful. From a large number of failed cases, we can also see that the key problem in the failure of mergers and acquisitions is to ignore or fail to realize the strategic, resource, business, and personnel aspects of the reorganization after the merger and reorganization. Culture and other aspects of effective management integration. To a certain extent, the effect of management integration after M & A will determine the ultimate success or failure of M & A. This paper analyzes the problems and causes in the process of management integration after the merger and reorganization. CS is the leading provider of telecom operation support system (OSS). Committed to providing global information service operators with a mature and efficient OSS overall solution and professional services. CS is controlled by China Communications Services Co., Ltd. (HK.0552) and is a joint venture with Accenture International Co., Ltd. in end of 2009. The high-tech enterprise established by merging GL and Rd's OSS business team has become the largest domestic telecom industry operation support system field and the most complete product solution. The most extensive professional software service enterprise in the marketing service network. However, the road of integration after the merger and reorganization of CS Company was not smooth, and there were many problems in the initial stage of integration. There have been many contradictions and conflicts. Like all reorganized enterprises, CS was formed with a dynamic reorganization and integration around its original and beautiful vision. In the following two years, There are many problems and contradictions in the operation and management of the company, which leads to the loss of core backbone teams, the decline in service quality, and the precarious market. This paper makes a case study on the process of merger and reorganization of CS Company, and makes use of the relevant theories and tools that may be involved in corporate acquisition and reorganization activities, such as M & A, management integration, etc. Closely combined with the real case events, this paper deeply analyzes the problems and the reasons behind the integration after the merger and reorganization of CS Company, and thus obtains some useful enlightenment on the integration after the merger and reorganization of the enterprise.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F271;F627

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