併購動機、併購對象之選擇與併購後之整合階段分析－以O公司併購L公司為例 none

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題名:	併購動機、併購對象之選擇與併購後之整合階段分析－以O公司併購L公司為例 none
作者:	郭正漢;Cheng-han Kuo
貢獻者:	管理學院高階主管企管碩士班
關鍵詞:	併購執行;併購對象;併購整合;併購動機;併購;Merger Execution;Merger Partner;Merger Integration;Merger Motive;Merger
日期:	2011-05-23
上傳時間:	2011-06-04 16:36:21 (UTC+8)
出版者:	國立中央大學
摘要:	隨著全球化趨勢之興起，許多企業紛紛運用「併購」之方式提升競爭優勢，以因應競爭愈來愈激烈之產業環境。2002年，台灣正式公布「企業併購法」，使得國內企業在運用併購策略上有了更詳盡之法規可以遵循，進而帶動了國內企業併購活動之蓬勃發展。另一方面，近年來國際市場上許多企業運用科技產品結合時尚設計之創新理念開發科技精品，例如：2007年，韓國手機大廠（LG）選擇與時尚精品界巨擘品牌（PRADA）作結合，共同發表全新概念之精品手機，不僅提高了高科技產品之附加價值，同時亦創造出流行話題。個案公司認為與L公司之結合可謂效法2007年飛利浦與施華洛世奇兩大品牌之異業合作，將時尚設計融入於科技產品之中，設計出擁有藝術造型設計、琉璃色彩的科技精品，創造出嶄新的商機。除此之外，個案公司與L公司之併購案為台灣首宗科技產品與時尚藝術結合之案例，故為相當重要且值得研究之議題。因此，本研究之研究目的主要為探討個案公司併購L公司之詳細過程，包括個案公司的併購動機、併購對象之選擇、併購過程及整合管理階段之執行，以了解個案公司於併購過程中如何妥善地整合與管理以維持營運之順暢，進而歸納出影響併購成效的可能因素及策略性之建議。本研究採用個案分析法，透過與高階主管的訪談，並進行相關文獻及次級資料的蒐集與分析。根據研究結果本研究獲得三項結論。首先，個案公司有鑑於產業環境之快速變遷，以及近年來國際市場掀起一股科技產品結合時尚設計之潮流，洞悉併購為未來提升競爭優勢的方法之一；另一方面，個案公司期望能夠透過併購之方式為投影事業注入更多的創意設計，以及順利將品牌帶入大中華市場，因此決定進行併購。再者，個案公司經過多方面之評估，認為L公司不僅帶給個案公司更高的經濟利益，亦能夠提升個案公司於大中華地區的品牌知名度，故選擇L 公司進行併購，並於2007年立即展開併購流程。最後，個案公司針對併購後可能產生的風險制定整合管理之配套措施，以至於個案公司於併購後能夠快速地穩定公司營運，加快整和作業之執行效率。除此之外，本研究綜觀整體併購過程進而提出三項策略性建議，包括參考國外類似的併購案例之作法、提升雙方公司文化之契合度，以及重視人力資源管理。 Following the increasing trend of globalization, many corporate entities have begun using the “merger” to increase their competitiveness in order to face the increased challenges of a highly competitive corporate environment. In 2002 Taiwan formally introduced “corporate merger legislation”, giving local corporations a legal framework with which to engage in merger strategies, resulting in many such mergers being carried out in Taiwan. Additionally, in recent years many corporations in the international market have been combining high-tech products with fashionable designs with the goal of creating innovative and fashionable high-tech products. For example, in 2007, the Korean mobile phone giant LG cooperated with the popular fashion designer PRADA to jointly create trendy and fashionable cell phones, combining technological innovation with fashion to create a popular new product. The companies mentioned in this research believe that the successful company L merger also led to the unusual cooperation in 2007 between Phillips and Swarovski two completely unrelated companies, bringing together different types of expertise, to create artistically designed technological products, giving both companies new business opportunities. Additionally, the merger between the aforementioned companies served as a major research precedent for the merger between Taiwan’s first high tech company and a fashion designer. As such, this research is primarily focused on research inot the merger process between the aforementioned companies and company L, including the motivation behind the merger, how they chose their cooperative partners, and how integration was supervised during the merger process. The aim to learn how the companies involved can maintain efficient management during the process and discover the factors that contribute to a successful partnership, to use as future strategic advice for other companies. This research is conducted using case analysis, interviews with upper management, and related information gathered from the literature as well as other secondary data sources for analysis. Based on our research we have come to 3 conclusions. First, the case companies have, in order to deal with the rapid changes in the corporate environment in recent years, as well as the recent international market trend of combining technological products with fashion designs, concluded that undergoing mergers and partnerships with fashion designers is an effective way of increasing their competitiveness; additionally, the case companies also hope that through mergers they can bring in new, fresh, and creative ideas in order to successfully market their products in the greater Chinese market. Second, the case companies, having conducted evaluations from many angles, believe that merging with company L will not just increase their own revenue but can also increase the brand recognition of their products on the greater Chinese market, causing them to begin the merger process starting in 2007. Finally, after completion of the merger, the case companies have greater protection against potential risks, allowing them to quickly stabilize the operation of their companies, increasing the efficiency and speed of integration. Additionally, this research proposes 3 strategic suggestions for companies considering a merger, including; studying foreign precedent merger cases of similar companies, improving the compatibility of the corporate culture for both companies, and focusing on human resource management.
顯示於類別:	[高階主管企管（EMBA）碩士班] 博碩士論文

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