论文标题:燕京啤酒的并购战略评价
The Evaluation on the M&A Strategy of the Yanjing Beers
论文作者
论文导师 陈荣秋,论文学位 硕士,论文专业 工商管理
论文单位 华中科技大学,点击次数 1390,论文页数 42页File Size440K
2006-04-01论文网 http://www.lw23.com/lunwen_578042/
Yanjing Beers;; M&A;; Strategy ;;Integration
随着经济全球化的进一步发展,企业面临着越来越激烈的竞争环境。并购作为企业实现快速发展的一个重要战略,正越来越引起中国企业的关注。与西方上百年的并购历史相比,我国的并购实践还处在初级阶段。因此,通过分析燕京啤酒成功的并购战略,总结其成功的经验,深入研究和分析并购理论和动因,探索科学的战略并购方法,对我国企业并购实践具有重要的意义。 首先,从企业并购、发展战略的定义入手,对企业并购与发展战略之间的关系进行了说明,提出本文所研究的目的、意义。 接着,针对我国啤酒行业的发展情况,详细叙述了国内啤酒行业的主要经济特性和消费需求特性,对燕京啤酒的基本情况进行了阐述。在此基础上,对燕京啤酒的并购背景、并购动因、并购过程进行了说明,对燕京啤酒的并购整合绩效进行了有效的论证分析,证明燕京啤酒并购的成功。 任何企业战略的制定实施,都离不开对企业内部和外部环境的限制。在分析燕京啤酒竞争力(采用迈克尔·波特的五种竞争力模型)的同时,对燕京啤酒有力把握外部环境因素进行了评价。通过对燕京啤酒的内部资源能力、并购行为、并购战略的分析,说明燕京啤酒在并购的过程中充分利用了内部的环境因素。 最后,为保证企业并购战略的成功,得出了几点结论,包括:在选择企业并购战略时,要根据企业的长期发展战略和企业的核心竞争能力进行综合考虑;并购要获得成功,要求有明确的主业发展战略;动用企业的核心竞争优势把企业的资源集中于有限的和最擅长的经营活动上。
As the further development of economic globalization, enterprises are facing more fierce competitions. Regarded as an important strategy for rapid expanding, M&A (merger and acquisition) has acquired more attention from China’s enterprises. Compared with the M&A which has existed for more than one hundred years in the West, the M&A in China is still in the elementary stage. Therefore, it will be helpful in choosing settlement method for M&A to study and analyze M&A theory and the motivation, explore the ways of the strategic decision making and the evaluation of the target company, give a close look at the M&A trend. From analyzing the M&A strategy of Yanjing Beers, the author has concluded its experience of success so as to enlighten these ambitious State-owned Enterprises. This thesis first gives a brief introduction of Yanjing Beers’historical background, its motive of M&A and the reason of its success by means of performance evaluation. Considering many interior and exterior difficulties faced by Yanjing Beers, the thesis analyzes such aspects as industrial competition, the resources and capabilities of the company so as to support the idea that Yanjing’s M&A strategy not only makes a good use of exterior opportunities, but also puts its own interior strengths into full play which is also the basis for its success. Besides, the company can effectively adjust its product portfolio and structures of organization to let it get better accustomed to the changes of the market and quickly realize the low-cost M&A strategy. At last, the thesis draws from Yanjing’s experience two inspirations, which are worthy of the attention of other enterprises.
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