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论文编号：	2927
作者编号：	2220081006
上传时间：	2011/3/24 9:58:58
中文题目：	A集团的国际化战略研究
英文题目：	A group''s internationalization strategy research
指导老师：	于斌
中文关键字：	关键词： A集团 国际化战略 跨国并购
英文关键字：	Key words: Group A International Strategy Cross-border M&A
中文摘要：	摘 要 20世纪90年代以来，经济全球化成为不可避免的时代潮流与发展趋势。在经济全球化的推动下，跨国公司对外直接投资增长突飞猛进。跨国并购逐渐替代跨国创建而成为跨国公司对外直接投资的主导方式。全球的商业环境和企业竞争格局发生了深刻的变化。“国内市场国际化，国际竞争国内化”的新的竞争格局已经渐趋形成。中国企业的国际化之路不仅关系到中国企业的持续发展，还关系到中国整体经济的平稳发展。 本研究旨在以A集团通过并购日本D公司、美国G国际公司实施国际化战略的事件为案例，系统地分析和总结A集团并购D公司八年来的经验和教训，进一步探讨A集团收购G国际公司的策略得失，及其实现国际化战略目标的路径选择，为中国国有企业通过跨国并购推进国际化战略的决策提供参考。 A集团是中国最大的综合性装备制造集团之一，印刷包装机械是它重点的业务发展单元。要想改变现状，迅速赶上国际先进水平，具有国际竞争力，没有新的超常规的战略举措，是不可能有突破性的进展的。据此，A集团提出了“三步走”的国际化战略：第一步，“走出去”，跨国并购发达国家的拥有先进核心技术、国际知名品牌和全球营销网络等优质资产的制造企业；第二步，“引进来”，改造和发展与并购企业的战略资源相匹配的国内公司，通过与并购企业进行技术、管理等方面的交流与合作，快速缩短与国际先进技术的差距，使其成为国内的行业领先者；第三步，“联动发展”，通过对国内企业和并购企业的进一步整合，成为在国际上具有竞争力和影响力的战略经营单位，从而增强整个集团的竞争优势，最终成为真正的国际化公司，实现跨越性的发展。本文应用SWOT分析方法和行业吸引力—业务实力矩阵模型从理论上分析了A集团并购G国际公司的可行性。在印刷行业进入成熟阶段并处于重大变革的时期，A集团并不具有也未形成支持这次变革的技术力量和管理能力。在战略规划、组织制度、财务、人才、文化等方面，A集团都还没有准备好来管理这个机构遍布100多个国家的庞大跨国公司。 本文用案例分析的方法探讨了跨国并购之前的可行性研究与并购之后联动战略实施的有效性，提出中国支持国内企业推进国际化战略必须进行国家体制与机制以及国有企业治理结构的国际化契合性变革，要注重国际化战略的系统研究，不断进行国际化资源和能力的培育，充分发挥国内外资源的优势，创新企业核心竞争力，突破国际化发展的囚徒困境，实现国际化经营的又好又快的发展。
英文摘要：	Abstract Since the 90s of the 20th century, economic globalization has become an inevitable trend of times and development tendency. Under the impetus of economic globalization, the growth of foreign direct investment in multinational corporation advances rapidly. Therefore, cross-border M&A has been the dominant way of foreign direct investment instead of cross-border establishment. With the profound changes of global business environment and competitive situation, the new competitive structure of “the internationalization of the domestic market and the domestication of the international competition” has been gradually formed.The internationalization of Chinese enterprises not only relates to the sustainable development of Chinese enterprises, but also relates to the stable development of the whole Chinese economy. This research aims at systematically analyze and summarize the experience and lessons during the eight year of which Group A merged D Company and further explore the strategic gains and losses, the path of achieving its international strategy goal in the acquisition of International Company G by the case study of implementation of international strategy in the acquisition of Japanese D Company and the United States G International Company by Group A. It can be the decision-making reference for promoting the internationalization strategy in the cross-border mergers and acquisitions by Chinese state-owned enterprises. Group A is one of the largest comprehensive equipment manufacturing groups in China, and its main business development unit is printing and packaging machinery. It is impossible to make a breakthrough progress without the new and transnormal strategic initiatives, if Group A wants to have the international competition to change the status quo and quickly catch up with the international advanced level. Thus, Group A makes an international strategy in three steps: first, “going-out” which means to merge and acquire manufacturing company with advanced core technology, international brands, global marketing networks and other high-quality assets in developed countries.Second is “bringing-in”. It is necessary to alter and develop the domestic company matched with the strategic resources in merged company. Through communication and cooperation with merged company in the field of technology, management and other aspects, Group A can be the domestic industry leader and shorten the gap with the international advanced technology. The third step is “coupled development”. By the further integration between the domestic enterprise with the merged company, Group A becomes the strategic business units with international competition and influence, thereby enhancing the competitive advantage of the whole group. Eventually it can be a truly international company and achieve the development leaps and bounds.This paper uses SWOT analysis method and the matrix of industry attractiveness-business strength to analyze the feasibility of the acquisition that Group A merges international enterprise G. In the period of which the printing industry enters the maturation stage and faces great changes, Group A did not own or form the technical power and management capacity to support the changes. Obviously, in the aspect of strategy planning, organizational system, finance, talents, culture and etc, Group A did not get ready to manage the huge enterprise that spread over 100 countries. This thesis uses the method of demonstration to discuss the feasibility research before transnational acquisition and the effectiveness of the coupled strategy after the acquisition, put forward that if our country wants to support national enterprises to advance international strategy, we must operate the international compatibility change of national structure and mechanism and the governing structure of state-owned enterprises, focus on the systematic research of international strategy, foster the international resource and capacity continually, develop the resources home and abroad and the core competence of innovative enterprises fully, break the prisoner’s dilemma of international development and realize the good and fast development of international operation.
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