本文關(guān)鍵詞： 西南水泥有限公司 并購(gòu)整合 水泥行業(yè)　出處：《西南財(cái)經(jīng)大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：2008年年初汶川大地震至今,我國(guó)西南地區(qū)固定資產(chǎn)投資的增長(zhǎng)比率一直徘徊于高位。由于基建及房地產(chǎn)的工程對(duì)水泥的需求持續(xù),水泥行業(yè)一直保持著速迅的發(fā)展勢(shì)頭。一方面,水泥行業(yè)面臨產(chǎn)能過剩,政府對(duì)落后水泥生產(chǎn)增收更高昂的電價(jià)以及在財(cái)政、信貸等方面加強(qiáng)管制,限制新增產(chǎn)能,淘汰更多落后產(chǎn)能,令中小企業(yè)發(fā)展受阻；另一方面政府密集出臺(tái)政策推動(dòng)的水泥行業(yè)兼并重組,未來的擴(kuò)張只能通過大企業(yè)兼并收購(gòu)進(jìn)行。 中國(guó)建材股份有限公司(以下簡(jiǎn)稱“中國(guó)建材”)組建西南水泥有限公司對(duì)我國(guó)西南地區(qū)中小水泥企業(yè)并購(gòu),是我國(guó)水泥行業(yè)的重大盛事,也是中國(guó)建材發(fā)展“大水泥”戰(zhàn)略、勾畫南北版圖的完美收官。 并購(gòu)并非易事,其中更為關(guān)鍵的是并購(gòu)后如何進(jìn)行整合。本文試圖將企業(yè)并購(gòu)的相關(guān)理論結(jié)合到西南水泥的并購(gòu)整合實(shí)踐中去,分析論證西南水泥并購(gòu)整合的成功之處。 本人在西南水泥有限公司組建初期,曾作為商業(yè)銀行客戶經(jīng)理全程跟蹤、參與其組建并購(gòu)的過程,對(duì)該公司的并購(gòu)經(jīng)歷有詳細(xì)的了解。本文以西南水泥有限公司為例,從并購(gòu)理論、我國(guó)水泥行業(yè)態(tài)勢(shì)為切入點(diǎn),分析企業(yè)并購(gòu)的背景、動(dòng)因及并購(gòu)模式,深入探討企業(yè)并購(gòu)整合的相關(guān)措施,對(duì)西南水泥有限公司成功并購(gòu)整合的經(jīng)驗(yàn)進(jìn)行了總結(jié)。 本文的主要內(nèi)容如下：第一部分是緒論部分。介紹本文的選題背景、研究的目的和意義及主要內(nèi)容。第二部分是本文的理論基礎(chǔ)及行業(yè)態(tài)勢(shì),闡述了本文主體西南水泥有限公司在并購(gòu)中用到的相關(guān)理論,包括并購(gòu)概念、并購(gòu)模式、并購(gòu)動(dòng)因、并購(gòu)整合幾個(gè)方面,以及我國(guó)水泥行業(yè)態(tài)勢(shì)。第三部分主要為本文案例主體西南水泥有限公司簡(jiǎn)介,同時(shí)對(duì)西南水泥的并購(gòu)動(dòng)因以及并購(gòu)模式進(jìn)行了分析。第四部分,主要介紹西南水泥有限公司并購(gòu)整合。通過企業(yè)文化整合、組織結(jié)構(gòu)重組、人力資源整合、品牌效應(yīng)整合、銷售渠道整合等五個(gè)方面來闡述西南水泥在整合方面的做法。第五部分,西南水泥有限公司并購(gòu)啟示。本部分主要對(duì)西南水泥有限公司并購(gòu)案例帶給我們的啟示進(jìn)行總結(jié)。 本文的主要貢獻(xiàn)是將企業(yè)并購(gòu)的相關(guān)知識(shí),融入到實(shí)際工作中,對(duì)西南水泥并購(gòu)案例進(jìn)行深度分析。通過對(duì)西南水泥并購(gòu)整合過程進(jìn)行理論和實(shí)際相結(jié)合的分析,總結(jié)該案例帶給我們的啟示。
[Abstract]:Since the Wenchuan earthquake in early 2008, the growth rate of fixed asset investment in southwest China has been hovering at a high level. The cement industry has maintained a rapid development momentum. On the one hand, the cement industry is facing overcapacity, the government has increased electricity prices for backward cement production, strengthened controls on finance and credit, and restricted new production capacity. The elimination of more backward production capacity has hampered the development of small and medium-sized enterprises; on the other hand, the government's intensive policies to promote the cement industry mergers and restructuring, the future expansion can only be done through large enterprise mergers and acquisitions. China Building Materials Co., Ltd. (hereinafter referred to as "China Building Materials") to set up Southwest cement Co., Ltd. to the southwest of China's small and medium-sized cement enterprises merger and acquisition, is a major event of the cement industry in China, but also China's building materials development "big cement" strategy, The perfect end of the map of the north and the south. M & A is not easy, especially how to integrate after M & A. This paper attempts to combine the theory of M & A into the practice of M & A of Southwest cement, and analyze the success of M & A of Southwest cement. In the initial stage of the establishment of Southwest cement Co., Ltd., I have followed the whole process of the establishment and acquisition of Southwest cement Co., Ltd as a customer manager of commercial bank, and have a detailed understanding of the merger and acquisition experience of this company. This paper takes Southwest cement Co., Ltd as an example. Based on the theory of M & A and the situation of cement industry in China, this paper analyzes the background, motivation and mode of M & A, probes into the relevant measures of M & A integration, and summarizes the experiences of successful M & A integration of Southwest cement Co., Ltd. The main contents of this paper are as follows: the first part is the introduction part. It introduces the background of this paper, the purpose and significance of the research and the main content. The second part is the theoretical basis and industry situation of this paper. This paper expounds the relevant theories used in M & A of Southwest cement Co., Ltd., including the concept of M & A, the mode of M & A, the motivation of M & A, and the integration of M & A. And the situation of cement industry in China. The third part is the introduction of Southwest cement Co., Ltd., the main body of this paper, and the analysis of M & A motivation and M & A mode of Southwest cement. Part 4th, This paper mainly introduces the merger and acquisition integration of Southwest cement Co., Ltd., through the integration of corporate culture, organizational structure reorganization, human resources integration, brand effect integration, This part mainly summarizes the inspiration of Southwest cement Co., Ltd.'s merger and acquisition in the 5th part, the merger and acquisition of Southwest cement Co., Ltd. The main contribution of this paper is to integrate the relevant knowledge of enterprise M & A into the actual work, and to make a deep analysis of the case of cement merger and acquisition in Southwest China, through the theoretical and practical analysis of the integration process of the merger and acquisition of Southwest cement. Summing up the case to us.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.721;F271

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本文編號(hào)：1510811