| 公司之间的跨国并购是一项高利润并随同着高风险的贸易行动，但是今朝我国公司跨国并购的胜利率其实不高，固然并购完成了，但在公司跨国并购以后的整合中，未必能完成运营、治理等诸多方面的协同这一初志，成果招致并购未能获得真实的胜利。公司跨国并购后果不睬想最重要的成绩在于公司并购后整合难而招致的并购后果欠安，没有施展效益最年夜化的感化。本文自创查阅了年夜量的材料，对一些文献停止了整顿，在综合研究结果的基本上，对上汽团体与韩国双龙汽车并购案停止深刻的剖析和总结，韩语论文网站，最初提出了我国公司跨国并购整合须要从公司计谋整合、公司文明整合、人力资本整合、组织与轨制整合、财政整合和品牌整合六个方面停止整合的建议，这将为我国公司经由过程跨国并购完成营业优势互补，优化资本设置装备摆设，完成公司双赢的局势供给参考根据。跟着全球经济的赓续成长，我国公司应当赓续进修总结和自创国际外的跨国并购经历。只要赓续进修，赓续总结和赓续测验考试，韩语论文网站，能力在跨国并购的路途上越走越远，对于跨国并购后的整合也将愈来愈成熟，终究走向胜利。 Abstract: Between enterprise's transnational merger and acquisition (M & A) is a high profit and accompanied by high risk trade action, but the current our country enterprise transnational merger and acquisition success rate is not high in fact, of course, mergers and acquisitions completed, but in the integration after cross-border mergers and acquisitions of enterprises, may not be able to finish operation, management and so on many aspects of collaborative the beginning, resulting in a mergers and acquisitions failed to obtain a true victory. The consequences of multinational mergers and acquisitions to ignore to the most important achievement is post merger integration difficult incurred as a result of the merger and acquisition (M & A) consequences of Qianan, not cast the role of benefit maximization. The created access to a large amount of material, in some literatures stopped for rectification, in, on the basis of comprehensive research results, of SAIC Group and South Korea's Ssangyong Motor merger stop the profound analysis and the summary, is first put forward by China's enterprises transnational mergers and acquisitions integration need advice from company strategy integration, enterprise culture integration, human resource integration, organization and rail system integration, fiscal consolidation and brand integration of six aspects of integration, which will our country enterprise through process of transnational mergers and acquisitions completed business advantage complementary, optimization of capital equipment, complete business win-win situation to provide the reference. Along with the ceaseless development of the global economy, China's enterprises should continuously study and summarize the profits from the domestic and foreign transnational mergers and acquisitions experience. As long as learning ceaselessly, ceaseless summary and gengxu test, ability in transnational merger and acquisition (M & A) the road more walk more far, on the cross-border M & A integration will also increasingly mature and eventually to victory. 目录: 摘要 3-4 ABSTRACT 4 1 我国公司跨国并购整合问题的提出和国内外探讨近况 6-10 1.1 问题的提出 6 1.2 国内外公司跨国并购整合探讨近况 6-8 1.3 公司跨国并购整合的探讨意义、措施和主要内容 8-10 2 公司跨国并购整合的相关理论 10-14 2.1 相关概念界定 10-11 2.2 公司并购成因的理论依据 11-13 2.3 公司跨国并购整合的必要性 13-14 3 案例介绍和略论-以上汽集团与韩国双龙并购案为例 14-24 3.1 案例介绍 14-18 3.2 案例略论 18-22 3.3 上汽集团与双龙汽车并购案对我国公司跨国并购整合的启示 22-24 4 我国公司跨国并购整合内容及建议 24-42 4.1 公司战略整合 24-28 4.2 公司跨文化整合 28-32 4.3 公司人力资源整合 32-34 4.4 公司组织与制度整合 34-35 4.5 公司财务整合 35-38 4.6 公司品牌资源整合 38-42 参考文献 42-43 致谢 43 |
