本文選題：對外直接投資 + 并購��； 參考：《遼寧大學(xué)》2013年碩士論文

【摘要】：汽車行業(yè)是一個技術(shù)更新較快的行業(yè)，面臨巨大的競爭壓力。加入世界貿(mào)易組織之后，我國汽車行業(yè)面臨國內(nèi)和國外雙重競爭。在經(jīng)濟(jì)全球化日益加劇的背景下，對外直接投資已經(jīng)成為推動經(jīng)濟(jì)全球化和企業(yè)參與國際分工的重要方式，充分合理利用國外資源和國外市場是我國汽車行業(yè)“走出去”、實(shí)現(xiàn)可持續(xù)發(fā)展的重要途徑之一。2001年以來，我國企業(yè)對外直接投資活動越來越頻繁，但是以失敗而告終的案例很多，在投資過程中遇到很多障礙，有的對外直接投資活動因?yàn)槿谫Y出現(xiàn)問題導(dǎo)致資金供應(yīng)斷裂，，有的投資活動因?yàn)檎洗胧┎坏轿换虿粔蚩茖W(xué)而導(dǎo)致投資活動失敗，因而，本文研究對外直接投資的策略具有現(xiàn)實(shí)指導(dǎo)意義。對外直接投資企業(yè)根據(jù)戰(zhàn)略缺口理論明確自身的缺口資源，為彌補(bǔ)資源缺口而在國際市場上尋找能實(shí)現(xiàn)戰(zhàn)略目標(biāo)的企業(yè)，本文以吉利并購沃爾沃這一在我國民營企業(yè)乃至我國所有企業(yè)中具有突破性意義的并購案例為背景，對我國企業(yè)對外直接投資進(jìn)入模式中的并購模式的策略進(jìn)行研究，希望對我國企業(yè)實(shí)現(xiàn)“走出去”戰(zhàn)略起到一定的借鑒作用。 本文第一部分是緒論部分，主要從研究的背景，研究的內(nèi)容和行文思路及特色與創(chuàng)新之處三個方面的內(nèi)容來引題。第二部分介紹了對外直接投資理論，由于吉利并購沃爾沃是戰(zhàn)略獲取型投資活動，因而本部分介紹了戰(zhàn)略缺口理論，明確吉利收購沃爾沃是戰(zhàn)略資源獲取型投資，并且介紹了對外直接投資活動的兩種進(jìn)入模式，為下文分析準(zhǔn)備了理論工具。第三部分簡單的介紹了吉利收購沃爾沃的進(jìn)程。本文的重點(diǎn)部分是第四部分，集中從進(jìn)入策略、組建中介團(tuán)隊(duì)和融資策略、品牌價值評估和定位策略、人力資源整合策略、文化整合策略五個方面研究了吉利并購沃爾沃的策略及并購前后的效益變化。本部分的特色之處在于剖析了進(jìn)入模式的選取，并購過程中的品牌定位、知識產(chǎn)權(quán)、融資等策略及并購后的整合措施，并且，采用折線圖和柱狀圖分析了并購前后的效益變化過程。根據(jù)上述分析，本文最后提出了吉利并購沃爾沃的若干啟示。
[Abstract]:The automobile industry is a technology renewal fast industry, faces the huge competition pressure. After joining the World Trade Organization, China's automobile industry faces double competition both at home and abroad. Under the background of increasing economic globalization, foreign direct investment has become an important way to promote economic globalization and enterprises to participate in the international division of labor. Making full and reasonable use of foreign resources and foreign markets is the "going out" of China's automobile industry. Since 2001, the activities of foreign direct investment of Chinese enterprises have become more and more frequent, but many cases have ended in failure, and many obstacles have been encountered in the process of investment. Some OFDI activities lead to the breakage of capital supply due to financing problems, and some investment activities fail because the integration measures are not in place or not scientific enough, as a result, It is of practical significance to study the strategy of OFDI in this paper. According to the theory of strategic gap, foreign direct investment enterprises identify their own gap resources, and in order to make up for the resource gap, they look for enterprises in the international market that can achieve their strategic objectives. Based on Geely's merger and acquisition of Volvo, a breakthrough case in China's private enterprises and all enterprises in China, this paper studies the strategy of Chinese enterprises' foreign direct investment (OFDI) entry mode. Hope to achieve "go out" strategy for Chinese enterprises to play a certain reference role. The first part of this article is the introduction part, mainly from the research background, the research content and the writing thought, the characteristic and the innovation place three aspects content to quote the title. The second part introduces the theory of foreign direct investment. Because Geely's merger and acquisition of Volvo is a strategic acquisition investment, this part introduces the strategic gap theory, which makes it clear that Geely's acquisition of Volvo is a strategic resource acquisition investment. It also introduces two entry modes of FDI, and provides theoretical tools for the following analysis. The third part introduces the process of Geely's acquisition of Volvo. The focus of this paper is the fourth part, focusing on the entry strategy, the establishment of intermediary team and financing strategy, brand value evaluation and positioning strategy, human resources integration strategy, This paper studies Geely's strategy of merger and acquisition of Volvo from five aspects of the strategy of cultural integration and the change of benefits before and after the merger. The features of this part are the selection of entry mode, brand positioning in the process of M & A, intellectual property rights, financing and integration measures after M & A. The change process of benefits before and after merger and acquisition is analyzed by using broken line diagram and bar chart. According to the above analysis, this paper finally puts forward some enlightenment of Geely's merger and acquisition of Volvo.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F271;F426.471

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