论文部分内容阅读
正如对沃尔沃“胃口大开”的吉利,根据BCG的一项近期调查,尽管经济危机尚未过去,金融行业的不确定性依然存在,但是欧洲三分之一的企业在2009年展开各种收购活动。这并不让人意外。中国的企业也希望利用这个时机完成对受到危机影响大的世界一流企业的并购。然而,过去的TCL等并购的教训仍然深刻。吉利即使并购成功,是否能回答好保护“金鹅”、统一不同文化、克服组织障碍、坚持以客户为主导、管理复杂性、优化智力资本以及建立PMI能力等一系列的管理问题呢?
As with Geely, a “big appetite” to Volvo, according to a recent BCG survey, uncertainty in the financial sector persists despite the economic crisis, but one-third of European companies launched various acquisitions in 2009 activity. This is not surprising. Chinese enterprises also hope to take this opportunity to complete the mergers and acquisitions of world-class enterprises that are greatly affected by the crisis. However, the lessons of mergers and acquisitions such as TCL in the past are still profound. Geely can manage a series of management problems such as “Golden Goose”, “Protecting the Golden Goose”, unifying different cultures, overcoming organizational obstacles, adhering to customer-oriented management, managing complexity, optimizing intellectual capital and establishing PMI capability even if the merger is successful?