發(fā)布時(shí)間：2018-08-13 09:12

【摘要】：近幾年來(lái),以央企為代表的國(guó)有企業(yè)兼并重組浪潮,對(duì)電力企業(yè)特別是大型電力集團(tuán)影響很大。以五大發(fā)電集團(tuán)為代表的大型發(fā)電集團(tuán),紛紛自愿或被迫進(jìn)行兼并重組,為做大規(guī)模,爭(zhēng)奪電力行業(yè)前列位置做準(zhǔn)備。目前,我國(guó)電力行業(yè)正處在發(fā)展轉(zhuǎn)型和戰(zhàn)略轉(zhuǎn)型期,“危、機(jī)”并存。發(fā)電行業(yè)有著良好的發(fā)展機(jī)遇,但面臨的問(wèn)題和困難也很突出。因此大型電力集團(tuán)在兼并重組時(shí)必須注意存在的問(wèn)題,站在戰(zhàn)略的高度對(duì)兼并重組的對(duì)象和方法進(jìn)行審視。 本文選取電力五大集團(tuán)中的中國(guó)HD集團(tuán)對(duì)DDDF新能源有限公司所持沈陽(yáng)JS能源股份有限公司全部股份受讓并購(gòu)案例為研究對(duì)象,生動(dòng)描述了并購(gòu)過(guò)程中的典型管理事件,并結(jié)合相關(guān)理論深入剖析了該過(guò)程中存在的問(wèn)題以及問(wèn)題的癥結(jié)所在,在此基礎(chǔ)上,最終提出了相應(yīng)的建議與對(duì)策。 本文旨在通過(guò)對(duì)中國(guó)HD集團(tuán)受讓并購(gòu)沈陽(yáng)JS能源股份有限公司的案例進(jìn)行分析,提出并購(gòu)中需遵循合理性、全面性、系統(tǒng)性等原則,完善并購(gòu)績(jī)效考評(píng)體系,通過(guò)子母控制體系引入,加強(qiáng)對(duì)被并購(gòu)公司的財(cái)務(wù)、人力等全方面的戰(zhàn)略層面的管理融合,加強(qiáng)企業(yè)文化融合、構(gòu)建共同文化價(jià)值體系,為其他企業(yè)兼并重組需要重視的問(wèn)題提供參考。
[Abstract]:In recent years, the wave of state-owned enterprises merger and reorganization, represented by central enterprises, has a great impact on power enterprises, especially large power groups. Large power generation groups, represented by the five major power generation groups, have volunteered or been forced to undertake mergers and reorganization in order to prepare for large-scale competition for the leading position in the power industry. At present, our country electric power industry is in the development transition and the strategic transition period, "danger, opportunity" coexists. Power generation industry has a good opportunity for development, but the problems and difficulties are also prominent. Therefore, the large electric power group must pay attention to the existing problems in the merger and reorganization, and examine the object and method of the merger and reorganization from the strategic perspective. This paper selects China HD Group among the five major power groups as the research object, and describes the typical management events in the process of M & A by selecting the case of the acquisition of all shares of Shenyang JS Energy Co., Ltd. Held by DDDF New Energy Co., Ltd. The existing problems and the crux of the problems in the process are deeply analyzed based on the relevant theories. On this basis, the corresponding suggestions and countermeasures are put forward. The purpose of this paper is to analyze the case of China HD Group's merger and acquisition of Shenyang JS Energy Co., Ltd., and put forward that the principles of rationality, comprehensiveness and systematicness should be followed in the M & A to perfect the performance appraisal system of M & A. Through the introduction of son mother control system, we should strengthen the management integration of all aspects of finance and manpower of the acquired company, strengthen the integration of corporate culture, and build a common cultural value system. For other enterprises to pay attention to mergers and reorganization issues to provide reference.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F271;F426.61

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