【作者】 张丽；

【导师】 何佳讯；

【作者基本信息】 华东师范大学 ， 企业管理， 2011， 硕士

【摘要】 并购,一直是企业为了实施经营性扩张,实现规模经济,最大限度的追求资本性收益的重要战略,而并购后带来高利润的同时,高风险的问题也会随之而来。并购必然会引发战略整合、文化整合、人力资源整合、财务整合、组织整合和品牌整合等一系列问题,这些整合是为了并购价值的实现及核心竞争力的提高而进行的,但实际上在并购行为发生时,高层领导关注的大多是与产品相关的内容如成本、研发等,而忽视了品牌整合,在实际的并购中有大部分公司对品牌策略是忽视或很少考虑到的,而实际上品牌整合是企业能否实现并购成功的关键因素,并决定并购最终的成败。在并购大军中,现今医药企业的并购可以说是风生水起。医药企业因其研发周期长,投入大,风险高等特点,外部并购成为其发展的重要战略。本文以医药行业的并购为背景,以默沙东制药公司并购先灵葆雅为例,回顾其并购历程,探讨其并购后品牌整合策略,分析其旗下各品牌关系和整合问题,最终确立品牌整合在并购中的战略重要地位。全文共分为6章。第一章,探讨当前并购的研究背景、意义、方法和思路。第二章,概述并购和品牌整合的内容,分析当前并购的背景、趋势、特点以及并购后品牌整合的重要性,并探讨了不同品牌整合策略及其适用条件,为企业并购后的品牌整合寻找依据。第三章,以默沙东制药公司为例,介绍医药企业并购特点趋势,分析了其并购后组织整合、品牌整合策略的现状。第四章,分析了默沙东并购后的品牌资产评估以及盈利现状,提出了默沙东并购后品牌整合存在的问题。第五章,最后从文化整合、人力整合出发,探讨如何解决默沙东制药公司品牌整合策略的问题,并提出了相关的改进的对策和建议。第六章,分析和回顾了本文的论点、内容,并总结了文章的论点和不足之处。经过本文的研究指出,并购如“股市”,有高回报,也有高风险,尤其需要重视并购后的整合过程,失败的案例大多发生在该过程,其中品牌整合又占有很大一部分比例,因此,无论是默沙东制药公司这样的跨国外资企业,还是中国中小型的企业,都应充分重视品牌整合的战略地位,加快整合步伐,创建旗帜品牌及同其他品牌的联系,并不断保持和创新品牌活力,只有这样,才能成功实现经营性扩张和规模经济,保证并购的最终收益。更多还原

【Abstract】 Mergers and acquisitions, has been the important strategy of expansion of operating enterprises to implement and achieve economies of scale, maximize the pursuit of capital gains. Although M&A bring high profits, high-risk issues will follow as well. M&A strategy will inevitably lead to such conflicts like as cultural integration, human resource conformity, financial integration, organizational integration, brand integration and other issues, such integration is to realize the value of M&A and the improvement of core competencies, but during M&A activity, most of the leadership actually is concerned with product-related content such as cost, R&D, and etc., at the expense of brand integration. Brand integration strategy is to been ignored or rarely taken into account for most companies within M&A, but in fact is the critical factors, who determine whether corporate brand integration can be achieved success or not, and ultimately determine the success or failure of the whole M&A project.Currently M&A of pharmaceutical companies are increasingly popular. Due to it’s long R&D cycle time, big investment, high risk characteristics and etc., external acquisitions become an important strategic development. In this paper, on the background of the pharmaceutical industry M&A, for example, MERCK &CO. merged Schering-Plough, now, let’s review it’s acquisition process, discuss the biand integration strategy, and analyze the relationship between many subbrands and its integration issues, finally establish brand integration in the strategic importance of M&A. The paper is divided into six chapter.1. Discussions of the current M&A research background, significance, methods and ideas.2. Overview of M&A and brand integration, analysis of the current M&A background, trends, characteristics and importance of brand integration after M&A, discuss a different brand integration strategy and application conditions, find out the basis for the post-merger integration of the brand.3. Based on the M&A of MERCK &CO,would describe characteristics of M&A trend in pharmaceutical industry, analysis of the status of organizational integration, brand integration strategy after M&A.4. Analysis of the asset valuation and profitability of MERCK&CO. brand after the acquisition, and many problems while brand integration5. Finally, based on the cultural integration, human integration, discusses how to solve the MERCK &CO. pharmaceutical company’s brand integration strategy issues and put forward relevant measures and suggestions for improvement6. Analysis and review of the standpoints of this article, content, and summarizes the article’s standpoint and inadequacies.Point out that not only high returns, but also high risk existing in M&A, such as "stock market". In particular, need to focus on post-merger integration process, mostly in case of failure during this process, of which brand integration occupies a large part. Therefore, whether such MNC like as MERCK, or Chinese small and medium enterprises should pay full attention to the strategic position of brand integration, accelerate the pace of integration, create model brand and links with other brands, and continue to maintain and create brand vitality. Those viewpoints are the only way to successfully achieve business expansion, economies of scale, and ensure the ultimate benefits.更多还原