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论文编号：	12216
作者编号：	2320180569
上传时间：	2020/12/15 11:15:16
中文题目：	德国农机C集团并购J公司后整合问题研究
英文题目：	Problem Research on Integration after M&A of Company J by German Agricultural Machinery Group C
指导老师：	任兵教授
中文关键字：	农业机械行业、并购、整合、文化差异、绩效评价
英文关键字：	Agricultural machinery industry,M&A,Integration,Cultural difference,Performance assessment
中文摘要：	近年来，越来越多的外资农机巨头进入中国农机市场，有的自建工厂，有的并购则国内农机制造企业，以争夺中国市场份额。其中，并购作为一种快速高效的方式，在行业内被采用较多。并购之后面临的整合工作往往是更为重要的，整合的效果通常决定了并购是否成功。但是，整合是一个长期而艰苦的过程，通常会有种种问题随之而来。因此，分析整合中的问题并提出改进措施，很值得研究与探讨，也十分具有现实意义。 本文采用案例分析的方法，以德国农机巨头C集团在2013年7月并购山东农机制造企业J公司，并在并购后的6年多时间内对C集团北京子公司与J公司进行整合的过程进行回顾与梳理，对整合中出现的问题和效果进行评价，得出研究结论和启示。首先，对并购、整合及绩效评价方法的概念、并购整合相关理论进行阐述和解释，以作为案例分析的理论基础；其次，对该并购案例进行了介绍，描述了并购双方的概况及双方领导人的背景，介绍了C集团的并购动因和当时国内整体农机市场的发展趋势，并阐述了并购整合的三个时间阶段的过程和结果；然后，针对整合过程中出现的问题，如决策层非理性行为、管理层能力和态度问题、经销商整合未产生协同效应、产品和销售未产生协同效应、忽视企业文化整合等几个方面进行分析和评价；进而，根据对整合过程中出现的问题，给出了相应的改进方案和建议；最后得出本文的研究结论与启示。 本文研究认为，该并购整合截至目前还并未达到预期效果，C集团应尽快重新评估市场和产品需求，整合双方经销商网络，缩减德国派驻高管并简化决策流程，加快整合后的新公司的组织架构和管理制度的重建，推进企业文化整合。希望本文可为外资企业并购整合提供参考与借鉴。
英文摘要：	In recent years, more and more foreign-funded agricultural machinery giants have entered the Chinese agricultural machinery market. Some have built their own factories, while others have merged and acquired domestic agricultural machinery manufacturers to compete for market share in China. Among them, merger and acquisition, as a fast and efficient way, has been widely used in the industry. The integration work after M&A is always more important, and the effect of integration usually determines the success of M&A. But integration is a long and arduous process, and problems always follow. Therefore, the analysis of the problems in the integration and to propose improvement, is worth studying and exploring, and also has the practical significance. This paper adopts the method of case analysis to the M&A on Shandong agricultural machinery manufacturing company J by German agricultural machinery giant group C in July 2013, and the integration process in next more than six years after M&A between the wholly-owned subsidiary in Beijing of group C and company J, comb and review, evaluate the problems arising from the integration and its effect, and come to the research conclusion and revelation. Firstly, the concepts of M&A, integration and performance evaluation methods, M&A and integration related theory are expounded and explained to serve as the theoretical basis for case analysis. Secondly, to introduce the case of M&A, describe the general situation of both parties and the background of leaders of both parties, introduce the motivation of M&A of Group C and the development trend of the whole domestic agricultural machinery market at that time, and expound the process and results of the three time stages of M&A and integration. Then, analyze and evaluate the problems in the integration process, such as the irrational behavior of the decision-maker, and the ability and attitude of the managers, and the lack of synergy in dealer network integration, and the lack of synergy in product and sales, ignoring the differences in corporate culture, etc. Then, according to the problems in the integration process, the corresponding improvement and suggestions are given. Finally, the research conclusion and revelation are obtained. This paper suggests that the M&A and integration has not achieved the desired effect so far, and group C should reassess market and product demand as soon as possible, integrate both dealer networks, cut Germany stationed executives and simplify the decision-making process, speed up the reconstruction of the organizational structure and management system for the new company after integration, promote the corporate culture integration. I hope this paper can provide reference and thoughts for the M&A and integration of foreign enterprises.
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