本文選題：并購(gòu) + 價(jià)值增值��； 參考：《河南大學(xué)》2014年碩士論文

【摘要】：2008年全球金融危機(jī)以來(lái)，隨著國(guó)際市場(chǎng)的增速放緩，國(guó)內(nèi)企業(yè)為了更好的生存紛紛“抱團(tuán)取暖”，企業(yè)間的兼并重組就成了廣大企業(yè)抵御寒冬的重要方式之一。 企業(yè)間的并購(gòu)重組可以幫助企業(yè)擴(kuò)大生產(chǎn)經(jīng)營(yíng)規(guī)模，實(shí)現(xiàn)規(guī)模經(jīng)濟(jì)，也能夠迅速提升企業(yè)的市場(chǎng)份額，提高自身的競(jìng)爭(zhēng)力，除此之外也可以幫助企業(yè)整合資源，實(shí)現(xiàn)資源的共享或互補(bǔ)，并使企業(yè)可以更有效的實(shí)施品牌經(jīng)營(yíng)戰(zhàn)略，提升企業(yè)知名度，企業(yè)也可以通過(guò)并購(gòu)獲取充足的勞動(dòng)力和生產(chǎn)原料，來(lái)增加企業(yè)的綜合競(jìng)爭(zhēng)力。當(dāng)然，，并購(gòu)也不是實(shí)現(xiàn)企業(yè)價(jià)值增值的一劑萬(wàn)能藥，并購(gòu)戰(zhàn)略的實(shí)施應(yīng)該是在充分考慮了企業(yè)所面臨的復(fù)雜市場(chǎng)環(huán)境和自身的條件后，做出的重大決定，并且并購(gòu)在實(shí)施過(guò)程中也需要將各種因素的不良影響降到最低，才能確保并購(gòu)取得預(yù)期的效果。但是現(xiàn)實(shí)中，并購(gòu)的成功率不高，因此對(duì)企業(yè)的并購(gòu)戰(zhàn)略進(jìn)行客觀、系統(tǒng)的評(píng)價(jià)，成為企業(yè)并購(gòu)戰(zhàn)略中不可或缺的一個(gè)環(huán)節(jié)。這個(gè)環(huán)節(jié)中實(shí)現(xiàn)價(jià)值增值是是一個(gè)重要的衡量標(biāo)準(zhǔn)，從實(shí)現(xiàn)價(jià)值增值的角度出發(fā)，企業(yè)的并購(gòu)戰(zhàn)略需要和外部環(huán)境相適應(yīng)，也需要和企業(yè)自身資源和能力相匹配，因此在確定并購(gòu)戰(zhàn)略時(shí)要對(duì)企業(yè)的內(nèi)外部環(huán)境做出清晰的分析，才從中找出實(shí)現(xiàn)協(xié)同效應(yīng)的基本出發(fā)點(diǎn)。 白酒產(chǎn)業(yè)是我國(guó)的一個(gè)歷史比較悠久的產(chǎn)業(yè)，白酒文化早已經(jīng)融合成我們中華民族優(yōu)秀文化的一部分。五糧液作為中國(guó)白酒的領(lǐng)軍企業(yè)之一，其在資金、技術(shù)、人才方面有著其他白酒企業(yè)無(wú)法比擬的優(yōu)勢(shì)，在行業(yè)遭遇寒冬時(shí)候，選擇了腰部發(fā)力，通過(guò)并購(gòu)一些地方型酒企，研發(fā)生產(chǎn)中低端白酒產(chǎn)品，搶占中低端產(chǎn)品市場(chǎng)的戰(zhàn)略舉措。此舉雖然飽受爭(zhēng)議，但也不失為目前我國(guó)一些大型酒企度過(guò)“行業(yè)寒冬”的一種可行的辦法。 本文主要采取以下研究方法包括案例分析法和比較分析法。首先回顧了國(guó)內(nèi)外對(duì)并購(gòu)戰(zhàn)略以及價(jià)值增值的最新研究情況，然后在總結(jié)與并購(gòu)相關(guān)的理論時(shí)，也對(duì)影響并購(gòu)價(jià)值增值的因素進(jìn)行了分析歸納，在此基礎(chǔ)上構(gòu)建了一個(gè)并購(gòu)戰(zhàn)略價(jià)值增值的評(píng)價(jià)體系。然后通過(guò)引入五糧液股份有限公司（下稱五糧液）并購(gòu)戰(zhàn)略為案例，在對(duì)五糧液并購(gòu)戰(zhàn)略分析的基礎(chǔ)上，來(lái)驗(yàn)證評(píng)價(jià)體系的可行性，同時(shí)也對(duì)五糧液的并購(gòu)戰(zhàn)略提出相應(yīng)的改進(jìn)建議。
[Abstract]:Since the global financial crisis in 2008, with the slow growth of the international market, domestic enterprises in order to better survive one after another, the merger and reorganization of enterprises has become one of the most important ways to resist the cold winter. Mergers and acquisitions among enterprises can help enterprises expand their scale of production and operation, realize economies of scale, rapidly increase their market share and enhance their own competitiveness. In addition, they can also help enterprises integrate resources. To realize the sharing or complementation of resources, and to enable enterprises to implement brand management strategy more effectively, to enhance the visibility of enterprises, enterprises can also acquire sufficient labor force and production raw materials through mergers and acquisitions to increase the comprehensive competitiveness of enterprises. Of course, M & A is not a panacea for realizing the value added of enterprises. The implementation of M & A strategy should be a major decision made after fully considering the complex market environment and its own conditions faced by enterprises. In order to ensure the desired effect, M & A also needs to minimize the adverse effects of various factors in the process of implementation. But in reality, the success rate of M & A is not high, so the objective and systematic evaluation of M & A strategy has become an indispensable link in M & A strategy. The realization of value increment in this link is an important measurement standard. From the angle of realizing value added, the strategic needs of M & A of an enterprise adapt to the external environment, and it also needs to match the resources and capabilities of the enterprise itself. Therefore, we should make a clear analysis of the internal and external environment in order to find out the basic starting point of realizing synergy. Liquor industry is an industry with a long history in our country. Liquor culture has already become a part of the excellent culture of Chinese nation. As one of the leading Chinese liquor enterprises, Wuliangye has unparalleled advantages in terms of capital, technology and talent. In the cold winter of the industry, Wuliangye chose to exert its power at the waist, and through the merger and acquisition of some local liquor enterprises, Research and production of low-end liquor products, low-end products to occupy the market strategic measures. Although the move is controversial, it is also a feasible way for some large Chinese wine companies to survive the "industry winter". This paper mainly adopts the following research methods, including case analysis and comparative analysis. First of all, it reviews the latest research on M & A strategy and value increment at home and abroad, and then, when summarizing the theories related to M & A, it also analyzes and sums up the factors that affect the value increment of M & A. On this basis, a M & A strategic value added evaluation system is constructed. Then through the introduction of Wuliangye Co., Ltd (hereinafter referred to as Wuliangye) M & A strategy as a case study, on the basis of the analysis of Wuliangye M & A strategy, to verify the feasibility of the evaluation system. At the same time, Wuliangye M & A strategy put forward corresponding suggestions for improvement.
【學(xué)位授予單位】：河南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F271;F426.82

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 崔世娟;孫利;藍(lán)海林;;我國(guó)企業(yè)重組與重組績(jī)效關(guān)系研究評(píng)述[J];管理觀察;2009年16期

2 周小春;李善民;;并購(gòu)價(jià)值創(chuàng)造的影響因素研究[J];管理世界;2008年05期

3 陳穎;;德魯克的128企業(yè)管理思想解讀[J];經(jīng)濟(jì)論壇;2008年09期

4 張潔梅;;企業(yè)并購(gòu)后的知識(shí)整合——以TCL并購(gòu)阿爾卡特為例[J];理論月刊;2011年09期

5 韓金宏;勵(lì)建榮;;我國(guó)白酒行業(yè)的現(xiàn)狀和發(fā)展前景[J];農(nóng)產(chǎn)品加工(學(xué)刊);2006年02期

6 王延才;中國(guó)白酒行業(yè)發(fā)展報(bào)告[J];釀酒科技;2001年05期

7 楊廷棟;;白酒的發(fā)展取向是滿足消費(fèi)者的價(jià)值需求[J];釀酒科技;2009年09期

8 高景炎;;白酒形勢(shì)淺談[J];釀酒科技;2012年11期

9 王淑芹;張嘉凌;;五糧液品牌策略研究[J];經(jīng)濟(jì)研究導(dǎo)刊;2013年10期

10 趙姍姍;李娜;;淺談白酒行業(yè)面臨的困境及應(yīng)對(duì)策略[J];釀酒;2013年04期

本文編號(hào)：2068548