本文關(guān)鍵詞： 并購 戰(zhàn)略管理 SWOT　出處：《陜西師范大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：1897年,公司并購始于美國,至今已經(jīng)有100多年的歷史。在西方經(jīng)濟發(fā)展史上共經(jīng)歷了5次大的并購浪潮,正是在這些大規(guī)模的并購事件中,涌現(xiàn)出一批大型、超大型公司,如當(dāng)今享譽世界的通用電氣(GE)、波音公司、寶潔公司都是通過數(shù)次合并而產(chǎn)生的。2001年諾貝爾獎得主、美國芝加哥大學(xué)教授喬治·斯蒂格勒(Stigler)在其名著《通向壟斷和寡占之路——兼并》一文中曾這樣寫道：“縱觀美國著名的大企業(yè),幾乎沒有任何一家不是通過某種模式,比如收購、兼并而發(fā)展強大的,幾乎沒有任何一家大型企業(yè)是僅通過內(nèi)部擴張就發(fā)展壯大起來的”。企業(yè)成長通過并購作為戰(zhàn)略手段,己有100多年歷史。 KH設(shè)計院作為聊城市的一家有實力的市政工程設(shè)計院,經(jīng)過了十幾年的發(fā)展歷程積累了深厚的物質(zhì)基礎(chǔ)和文化底蘊,鑒于企業(yè)逐利的本性及提高市場份額、提升行業(yè)戰(zhàn)略地位的目的,KH設(shè)計院采取了并購戰(zhàn)略,并購了聊城的X設(shè)計院來滿足公司的業(yè)務(wù)發(fā)展需要。但是,KH設(shè)計院在并購后也面臨著一系列的問題,其中最重要的就是并購后的KH設(shè)計院發(fā)展戰(zhàn)略的選擇問題,發(fā)展戰(zhàn)略的正確選擇關(guān)系到了KH設(shè)計院未來發(fā)展生存。何種發(fā)展戰(zhàn)略適合KH設(shè)計院并購后采用與實施是非常關(guān)鍵的。因此,本文的研究內(nèi)容就是探討研究KH設(shè)計院并購后的發(fā)展戰(zhàn)略問題,這對于KH設(shè)計院并購后的發(fā)展具有十分重要的實際意義。同時,在理論上可以進一步豐富和完善戰(zhàn)略理論以及并購理論,具有理論和實際的雙方面研究價值。 本文的研究內(nèi)容是：基于戰(zhàn)略理論與并購等一系列理論的基礎(chǔ)上,分析和探討KH設(shè)計院在并購后所面臨的實際情況,為KH設(shè)計院的未來發(fā)展選擇適合的發(fā)展戰(zhàn)略方向和模式；并且,在選擇了適合KH設(shè)計院并購后的發(fā)展戰(zhàn)略模式后,探討實現(xiàn)企業(yè)戰(zhàn)略目標的具體實施策略。因此,本文主體框架內(nèi)容劃分為六個部分：首先,第一部分內(nèi)容是緒論,主要介紹了文章的研究背景、意義以及目的等；第二部分,是關(guān)于文獻綜述的探討；第三部分,介紹了KH設(shè)計院并購過程概況；第四部分詳細分析了KH設(shè)計院并購后的戰(zhàn)略環(huán)境；第五部分,也是本文的重點內(nèi)容,分析了KH設(shè)計院并購后的發(fā)展戰(zhàn)略模式的選擇,以及實現(xiàn)企業(yè)戰(zhàn)略目標的具體實施策略；第六部分,即為本文的結(jié)語部分。 本文的核心內(nèi)容是針對KH設(shè)計院并購后的發(fā)展戰(zhàn)略問題,提出KH設(shè)計院可以采用改革式發(fā)展模式,這樣可以快速理順設(shè)計院的運行機制、管理體制,使KH設(shè)計院中人人有事做、事事有人做，使得KH設(shè)計院的資源在短時間內(nèi)得到有序、有效管理。同時，指出KH設(shè)計院并購后實現(xiàn)企業(yè)戰(zhàn)略目標的具體實施策略，主要從市場營銷策略、服務(wù)營銷策略、客戶關(guān)系管理策略、同上下游發(fā)展策略、人才發(fā)展管理策略等幾個方面為KH設(shè)計院的發(fā)展提供策略支持，并且本文指出KH設(shè)計院在并購后要解決四大關(guān)鍵問題，即要處理好并購后的文化整合問題，解決好并購后的組織管理問題，協(xié)調(diào)好并購后的財務(wù)整合問題以及重視并購后的人力資源整合問題。從多方面策略出發(fā)，，提高KH設(shè)計院的競爭力，提升KH設(shè)計院在行業(yè)內(nèi)的戰(zhàn)略地位，實現(xiàn)成為聊城市強大的權(quán)威市政設(shè)計院的戰(zhàn)略目標。
[Abstract]:In 1897, the company mergers and acquisitions began in the United States, has 100 years of history. In the history of the development of western economy has experienced 5 major waves of mergers and acquisitions, it is in these large-scale mergers and acquisitions, the emergence of a number of large, super large companies, such as General Electric's world-renowned (GE), Boeing the company, Procter & Gamble is the winner of the Nobel prize several times produced by the merger of.2001 years, University of Chicago professor George Stiegler (Stigler) in his masterpiece "leads to monopoly and oligopoly road -- a merger > wrote:" throughout the United States well-known large enterprises, almost no one not by some models, such as the acquisition, merger and development of a strong, almost no big companies only through internal expansion is developed. As a strategic means of enterprise growth through mergers and acquisitions, has been 100 years of history.
KH Design Institute of Liaocheng city as a strength of the Municipal Engineering Design Institute, after years of development has accumulated rich material and cultural heritage, in view of the enterprise profit nature and improve market share, enhance the strategic position of the industry to the KH Design Institute adopted the merger and acquisition strategy, the acquisition of X design Institute of Liaocheng to meet the business needs. However, the KH Design Institute is also facing a series of problems after the merger, the most important is that after the merger of KH design institute development strategy selection problem, development strategy choices related to the future survival and development of the KH Design Institute. The suitable development strategy after the acquisition of KH Design Institute and implementation is very important. Therefore, the research content of this paper is to explore the development strategy research of KH Design Institute after the merger, the merger and acquisition of KH for the development of the design institute has ten It has important practical significance. At the same time, it can further enrich and improve strategy theory and M & a theory, which has both theoretical and practical research value.
The research content of this paper is: Based on the theory and strategy of M & a series of theory, analysis of the actual situation and discuss the KH Design Institute faced after the merger, KH Design Institute of the future development direction and development strategy mode; and, in the choice of the strategic mode suitable for the development of the acquisition of KH Design Institute after the discussion of the specific implementation strategies to achieve strategic objectives of the enterprise. Therefore, the main body of this framework is divided into six parts: first, the first part is the introduction, mainly introduces the research background, significance and purpose; the second part is a discussion about the literature review; the third part introduces the KH Design Institute M & a process overview; the fourth part analyzes the strategic environment of the acquisition of KH Design Institute; the fifth part, the key contents of this paper, analyzes the development mode of KH Design Institute after strategic mergers and acquisitions The choice of the type, and the concrete implementation strategy of realizing the strategic goal of the enterprise; the sixth part, that is the conclusion part of this article.
The core content of this paper is to solve the problem of the development of strategic M & KH Design Institute, proposed the KH design institute can adopt the reform pattern of development, operating mechanism, which can quickly improve the design institute management system, the KH Design Institute in everyone something to do, everything was done, the KH Design Institute's resources are in order, a short period of time effective management. At the same time, points out the specific implementation strategy of the acquisition of KH Design Institute after the enterprise strategic target realization, mainly from the market marketing strategy, service marketing strategy, customer relationship management strategy, upstream and downstream development strategy, several talent development management strategies and other aspects of the development of KH Design Institute to provide policy support, and this paper points out that KH Design Institute after the merger to solve four key problems, namely to handle the cultural integration after the merger, to solve the problem after the merger of the organization and management, coordination of financial integration after merger. We should pay attention to the integration of human resources after M & A. Starting from many aspects, we will improve the competitiveness of KH Design Institute and enhance the strategic position of KH Design Institute in the industry, so as to achieve the strategic goal of Liaocheng's powerful Municipal Design Institute.

【學(xué)位授予單位】：陜西師范大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272

【參考文獻】

相關(guān)期刊論文 前6條

1 陳秋東,汪少華;芻議企業(yè)并購后的整合[J];商業(yè)研究;2005年02期

2 黃濤;李甲;;中國商業(yè)銀行海外發(fā)展投資模式的決策研究——基于跨國并購與新建投資的實證分析[J];國際金融研究;2010年10期

3 遲海燕,馬曄華;各種資產(chǎn)重組方式的比較分析[J];上海金融;2000年01期

4 黃靜,曾伏娥;多元化經(jīng)營企業(yè)如何打造品牌整合優(yōu)勢[J];商業(yè)經(jīng)濟與管理;2002年09期

5 齊艷秋,王春;論購并后整合戰(zhàn)略[J];外國經(jīng)濟與管理;2001年09期

6 劉汝東;;企業(yè)并購后最佳發(fā)展模式的選擇[J];中國商貿(mào);2011年18期

本文編號：1493668