【摘要】：在企業(yè)發(fā)展中，專業(yè)化與多元化的爭議并不存在絕對的是與非。對于我國成長型企業(yè)來說，細(xì)分市場集中企業(yè)資源，培育核心競爭力，不斷鞏固和壯大所在領(lǐng)域的競爭地位，，這是實(shí)現(xiàn)企業(yè)階段性目標(biāo)理性的選擇。近年來，由于市場競爭的結(jié)果，企業(yè)之間的并購在國內(nèi)有很多，有整合成功的案例，但是失敗的案例更多，其中有很多是因?yàn)闋I銷整合的失敗。并購企業(yè)在獲得目標(biāo)企業(yè)的經(jīng)營權(quán)或股權(quán)之后，在企業(yè)發(fā)展戰(zhàn)略、組織結(jié)構(gòu)、人力資源、企業(yè)文化、營銷整合方面等安排的不完整，從而導(dǎo)致并購企業(yè)沒有實(shí)現(xiàn)企業(yè)預(yù)期。 本論文以我國專用汽車行業(yè)中最大的企業(yè)集團(tuán)——Z車輛集團(tuán)為研究背景。簡單闡述Z車輛集團(tuán)的成立、發(fā)展的過程，以營銷整合戰(zhàn)略的角度，分析Z車輛集團(tuán)在企業(yè)并購協(xié)同、企業(yè)文化整合以及具體營銷整合行動(dòng)方面的不足之處；通過并對Z車輛集團(tuán)戰(zhàn)略規(guī)劃的分析，給出管理制度、信息溝通網(wǎng)絡(luò)、銷售決策系統(tǒng)、營銷理念、品牌推廣等營銷整合方面的建議。 并購不是企業(yè)經(jīng)營要素的簡單相加，而是企業(yè)經(jīng)營戰(zhàn)略布局的全面整合，通過整合實(shí)現(xiàn)經(jīng)營、管理、財(cái)務(wù)和戰(zhàn)略協(xié)同效應(yīng)。營銷整合是企業(yè)并購的龍頭，銷售的成功與否關(guān)系著企業(yè)的生命。以Z車輛集團(tuán)營銷整合戰(zhàn)略為研究對象，本文營銷整合的角度，對于企業(yè)并購的戰(zhàn)略規(guī)劃、組織結(jié)構(gòu)、企業(yè)文化整合、人力資源整合等方面給出了具體的建議。
[Abstract]:In the development of enterprises, there is no absolute dispute between specialization and diversification. For the growing enterprises in our country, it is a rational choice to concentrate the enterprise resources, cultivate the core competence, consolidate and strengthen the competitive position in the field, which is the rational choice to realize the stage goal of the enterprise. In recent years, as a result of market competition, there are many successful cases of merger and acquisition among enterprises in China, but there are more cases of failure, many of which are due to the failure of marketing integration. After acquiring the management right or the stock right of the target enterprise, the merger and acquisition enterprise has not realized the enterprise expectation because of the incomplete arrangement in the aspects of enterprise development strategy, organization structure, human resources, enterprise culture, marketing integration and so on. This paper takes Z vehicle Group, the largest enterprise group in China's special purpose vehicle industry, as the research background. This paper briefly expounds the establishment and development of Z vehicle Group, and analyzes the deficiencies of Z vehicle Group in the aspects of enterprise merger and acquisition synergy, enterprise culture integration and specific marketing integration action from the angle of marketing integration strategy. Through the analysis of Z vehicle Group's strategic planning, this paper gives some suggestions on marketing integration, such as management system, information communication network, sales decision system, marketing concept, brand promotion and so on. M & A is not a simple addition of business elements, but an all-round integration of business strategy layout, through which the synergy of operation, management, finance and strategy can be realized. Marketing integration is the leader of M & A, and the success of sales is related to the life of the enterprise. Taking the marketing integration strategy of Z-vehicle Group as the research object, this paper gives some concrete suggestions on the strategic planning, organization structure, enterprise culture integration and human resources integration of M & A from the angle of marketing integration in this paper.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F271;F274;F426.471

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