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宗庆后与达能的矛盾愈演愈烈。看起来,他们正在演出一部两败俱伤的连续剧。未来还将一波三折。这是一个跨国管理的鲜活案例。无论是站在娃哈哈的立场还是站在达能的立场,都将获得代价“高昂”的教训。达能:企业战略的跨国遭遇并购战略推进过程中,规范方向与公司政治的多重风险达能向宗庆后发难是因为其作为大股东无法继续接受失去控制权的尴尬。其实11年来达能一直如此,只是在其亚太区领导者新官上任后,就演变成非解决不可的原则性问题了。跨国管理中,文化各异,演变
The conflict between Zong Qing and Danone intensified. It looks like they are performing a two-game show. The future will be twists and turns. This is a vivid case of multinational management. Whether standing in Wahaha’s position or standing on Danone’s position, you will get the lesson of “high cost”. Danone: Multinational Experience in Enterprise Strategy During the process of promoting the merger and acquisition strategy, the multiple risks of regulating the direction and corporate politics was followed up by Danone because Zong was unable to continue accepting the embarrassment of losing control as a major shareholder. In fact, Danone has been so for 11 years. Only after its new chief of the Asia Pacific region took office, it has evolved into a non-solution principle issue. Cross-border management, cultural differences, evolution