【摘要】：百事公司與康師傅控股有限公司于2012年3月在華達(dá)成戰(zhàn)略聯(lián)盟，康師傅飲品控股有限公司（隸屬與康師傅控股有限公司）間接持有百事在中國的23家碳酸飲料和1家非碳酸飲料灌裝企業(yè)，及百事（中國）投資有限公司的全部間接持股權(quán)益。百事通過轉(zhuǎn)讓旗下的飲料灌裝企業(yè)獲得康師傅飲品控股有限公司5%的股權(quán)，百事有權(quán)決定在2015年前將在康師傅飲品控股的間接持股增加到20%。同時(shí)，作為聯(lián)盟的一部分，康師傅飲品控股有限公司還成為百事公司在華的特許經(jīng)營總裝瓶商，通過相關(guān)灌裝企業(yè)系統(tǒng)獨(dú)家生產(chǎn)、銷售百事的碳酸飲料和佳得樂品牌產(chǎn)品，此外，百事公司和康師傅將各自旗下的果汁飲料產(chǎn)品使用百事授權(quán)的純果樂品牌進(jìn)行聯(lián)合品牌經(jīng)營。 通過股權(quán)轉(zhuǎn)讓、相互持股方式，，進(jìn)行強(qiáng)強(qiáng)聯(lián)合，優(yōu)勢(shì)互補(bǔ)，但兩家企業(yè)的成長背景和發(fā)展經(jīng)歷不同，企業(yè)文化和管理風(fēng)格存在顯著差異，加之康師傅集團(tuán)對(duì)碳酸飲料從未涉獵過，所以康師傅控股有限公司對(duì)百事飲品事業(yè)部的整合過程必然會(huì)相對(duì)較長，目前整合已經(jīng)進(jìn)行了兩年多的時(shí)間，業(yè)績指標(biāo)有所改善，但是也存在一些問題。后續(xù)能否有效整合十分關(guān)鍵，將關(guān)系到聯(lián)盟的成敗。 作者認(rèn)為，對(duì)百事飲品事業(yè)部的整合前期過于緩慢，后期又略顯急進(jìn)，整合過程中缺乏溝通和信任，本論文結(jié)合戰(zhàn)略管理及并購整合戰(zhàn)略的相關(guān)理論，對(duì)康師傅飲品控股有限公司的內(nèi)外環(huán)境分析，對(duì)整合進(jìn)行SWOT分析，在資產(chǎn)、人力資源、企業(yè)文化三個(gè)方面制定并執(zhí)行整合對(duì)策。在資產(chǎn)整合方面，充分利用聯(lián)合品牌效應(yīng)，提高渠道融合程度，深入優(yōu)化產(chǎn)能布局；在人力資源整合方面，重建信任關(guān)系，留住核心人才，完善激勵(lì)機(jī)制；在文化整合方面，新文化宣傳到位，突出人本文化，規(guī)范制度文化，重視團(tuán)隊(duì)文化。為保證以上措施的有效執(zhí)行，應(yīng)建立整合工作的組織保障，做好整合工作的節(jié)奏控制和溝通管理，加強(qiáng)整合風(fēng)險(xiǎn)管控. 對(duì)于百事飲品事業(yè)部的整合對(duì)策研究有助于實(shí)現(xiàn)康師傅與百事戰(zhàn)略聯(lián)盟的最大效益，而且為國內(nèi)外的其它企業(yè)也提供一些參考。
[Abstract]:PepsiCo and Master Hong Holdings Limited entered into a strategic alliance in China in March 2012. Master Hong drinks Holdings Limited (affiliated with Master Hong Holdings Limited) indirectly holds all indirect stakes in PepsiCo's 23 carbonated drinks and 1 non-carbonated beverage filling enterprises in China, and PepsiCo (China) Investments Co., Ltd. has an indirect stake in all of Pepsi's 23 carbonated drinks and 1 non-carbonated beverage filling enterprises in China. PepsiCo has acquired a 5 percent stake in Hong Shifu drinks Holdings Limited through the transfer of its beverage filling company, and PepsiCo has the right to decide to increase its indirect stake in Hong Kong drinks to 20 percent by 2015. At the same time, as part of the alliance, Hong Shifu drinks Holdings Limited has also become PepsiCo's franchised general bottling company in China, exclusively producing and selling PepsiCo carbonated drinks and Gatorade branded products through relevant filling enterprise systems. In addition, PepsiCo and Master Kang will co-brand their juice beverage products using PepsiCo's licensed pure fruit brand. Through the transfer of equity, the way of mutual ownership, the combination of strength and strength, complementary advantages, but the growth background and development experience of the two enterprises are different, corporate culture and management style are significantly different, and there are significant differences in corporate culture and management style between the two enterprises. In addition, the Kang Shifu Group has never dabbled in carbonated drinks, so the integration process of Kang Shifu Holdings Limited to PepsiCo's beverage division is bound to be relatively long. At present, the integration has been going on for more than two years, and the performance indicators have been improved. But there are also some problems. Whether the subsequent effective integration is critical, will be related to the success or failure of the alliance. The author thinks that the integration of Pepsi Beverage Division is too slow in the early stage and a little rapid in the later period, and lack of communication and trust in the process of integration. This paper combines the relevant theories of strategic management and merger and acquisition integration strategy. This paper analyzes the internal and external environment of Kang Shifu Beverage Holdings Co., Ltd., carries on the SWOT analysis to the integration, and formulates and implements the integration countermeasures in three aspects: assets, human resources and corporate culture. In the aspect of asset integration, we should make full use of the co-brand effect, improve the degree of channel integration, optimize the distribution of production capacity, rebuild the relationship of trust, retain the core talents and perfect the incentive mechanism in the aspect of human resources integration. In the aspect of cultural integration, the new culture propagandizes in place, highlights the human-centered culture, standardizes the system culture, and attaches importance to the team culture. In order to ensure the effective implementation of the above measures, the organizational guarantee of integration work should be established, the rhythm control and communication management of the integration work should be done well, and the integration risk control should be strengthened. The research on the integrated countermeasures of Pepsi Beverage Division is helpful to realize the maximum benefit of the strategic alliance between Master Kang and Pepsi, and it also provides some references for other enterprises at home and abroad.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.82

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本文編號(hào)：2452585