联系我们

论文查询结果	返回搜索

论文编号：	12546
作者编号：	2320170727
上传时间：	2021/6/15 15:29:31
中文题目：	Q集团并购X公司后的整合策略研究
英文题目：	Research on the Integration Strategy of Q Group after Merging X Company
指导老师：	薛有志
中文关键字：	并购整合；规模效应；宠物医疗；连锁宠物医院
英文关键字：	M & A Integration; Scale Effect; Pet Medical; Chain Pet Hospital
中文摘要：	我国宠物医疗行业自上世纪90年代开始萌芽，至今已近三十载，目前我国宠物医疗市场规模约200亿，占宠物行业市场的比例约为20%，但相较欧美等成熟市场38%的宠物医疗市场占比而言仍存极大空间，近几年来行业发展迅速，尤其自2015年以来大量资本涌入宠物医疗行业，更是促进了宠物医疗机构向连锁化、规模化、规范化的方向发展。在资本的驱动下，通过实施并购以扩大市场规模、形成协同效应、增强行业竞争力成为了连锁宠物医疗机构的最常见扩张手段。企业在实施并购后，将面临各方面的挑战和冲突，主要包括战略协同、组织结构融合、业务整合、财务整合、人力资源整合、文化协同等方面，尤其在尚未成熟的宠物医疗行业，并购后整合更应提起重视，整合失败将直接导致管理不力甚至严重亏损的后果。宠物医疗机构应该根据自身的并购类型选择合适的并购整合模式，总结出适合本企业的整合策略，从而提高并购的成功率。 本文研究对象为宠物医疗行业内一例典型的并购整合案例，并购方Q集团为处于初创期且资金充裕的连锁宠物医院集团，被并购方X公司为传统个体户经营模式的小型连锁宠物医院。本文对Q集团并购X公司的动因、过程、并购后整合的内容以及整合过程中的冲突进行了介绍，提出整合冲突的解决方案，并分析方案的实践效果，进而总结研究适合Q集团的并购后整合的策略。 从整合后的业绩表现来看，Q集团对X公司的并购整合比较成功，分析研究其整合策略，主要为三点：完善的尽职调查是并购整合成功的基础；持续的业绩提升是并购整合成功的关键；坚持数据化运营思路是并购整合成功的依据。虽然在宠物医疗行业中，并购作为扩张手段已被广泛使用，但相关的研究并不多见，本文具有一定的创新意义和实践功能，为宠物医疗行业内的并购整合也提供了借鉴。
英文摘要：	China's pet medical industry began to sprout in the 1990s, and it has been nearly 30 years. At present, the scale of China's pet medical market is about 20 billion, accounting for about 20% of the pet industry market. However, compared with 38% of the mature markets in Europe and the United States, there is still a huge space. In recent years, the industry has developed rapidly, especially since 2015, a large number of capital has poured into the pet medical industry It also promotes the development of pet medical institutions in the direction of chain, scale and standardization. Driven by capital, M & A to expand market scale, form synergy effect and enhance industry competitiveness has become the most common expansion means of chain pet medical institutions. After the implementation of M & A, enterprises will face challenges and conflicts in various aspects, including strategic coordination, organizational structure integration, business integration, financial integration, human resource integration, cultural coordination, etc. especially in the immature pet medical industry, the integration after M & A should be paid more attention, and the failure of integration will directly lead to poor management and even serious losses. Pet medical institutions should choose the appropriate M & A integration mode according to their own M & A types, and summarize the integration strategies suitable for their own enterprises, so as to improve the success rate of M & A. The research object of this thesis is a typical case of merger and integration in the pet medical industry. Q group is a chain pet hospital group in the initial stage with abundant funds, and X company is a small chain pet hospital with traditional self-employed business model. This paper introduces the motivation and process of Q group's merger and acquisition of X company, the content of post merger integration and the conflict in the process of integration, puts forward the solution of integration conflict, analyzes the practical effect of the solution, and then summarizes the strategy of post merger integration suitable for Q group. From the perspective of performance after integration, Q group's M & A integration of X company is relatively successful. The analysis of its integration strategy mainly includes three points: perfect due diligence is the basis of successful M & A integration; continuous performance improvement is the key to successful M & A integration; adhering to the idea of data operation is the basis of successful M & A integration. Although M & A has been widely used as a means of expansion in the pet medical industry, the related research is rare. This thesis has a certain innovative significance and practical function, and also provides a reference for the M & A integration in the pet medical industry.
查看全文：	预览  下载(下载需要进行登录)