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来源：百度知道 编辑：UC知道 时间：2024/05/14 13:10:09
A quick scan of the business press over the years would reveal one common thread of business activity - mergers and acquisitions (M&As). Companies for a long time now have readily adopted this route to business domination and market leadership.
Examples of glorious and often controversial M&As are aplenty in the business world: Procter & Gamble's acquisition of Gillette; Adidas' merger with Reebok; Mittal Steel's merger with Arcelor (one of the most controversial mergers, stirring up national sentiment among the French and even causing the French government to oppose it initially); HP's merger with Compaq; and the list goes on.
Despite such tremendous M&A activity, a recent report by McKinsey claims only one in every five M&As actually succeeds. CFO magazine has stated a 50% drop in productivity in the first four to six months following a deal and only 23% earn their cost of capital. Further research has found that the larger the target firm acquir
Examples of glorious and often controversial M&As are aplenty in the business world: Procter & Gamble's acquisition of Gillette; Adidas' merger with Reebok; Mittal Steel's merger with Arcelor (one of the most controversial mergers, stirring up national sentiment among the French and even causing the French government to oppose it initially); HP's merger with Compaq; and the list goes on.
Despite such tremendous M&A activity, a recent report by McKinsey claims only one in every five M&As actually succeeds. CFO magazine has stated a 50% drop in productivity in the first four to six months following a deal and only 23% earn their cost of capital. Further research has found that the larger the target firm acquir
快速扫描的商业新闻之一。在过去的几年里会揭示常用螺纹的商务活动-合并和收购(存在)。公司现拥有欣然采用该路线商业统治和市场领导地位。
实例的光辉,经常有争议的存在是在商界比比皆是:宝洁公司的收购,阿迪达斯的并购吉列和锐步;米塔尔钢铁公司的合并与阿塞洛(一个最有争议的合并,激起民族情感在法国,甚至引起了法国政府反对它最初),惠普公司的合并,不胜枚举康柏。
尽管如此巨大的并购活动中,麦肯锡最近的一份报告声称只有五分之一的实际存在。首席财务官》杂志宣称有50%的生产力下降第4至6个月后,只有23%的交易赚取资本成本。进一步的研究已经发现了更大的目标公司获得更大的比例,丧失争夺市场份额后采集。尽管这种说法,似乎有很多公司在并购浪潮。跳
尽管许多描写的后果中存在较大的商界,存在于品牌的影响、品牌管理、品牌资产。什么是关键的问题要问公司并购前?当两个大品牌一起或者通过合并或通过收购?在品牌战略应该如何产生的实体设计吗?这些是一些关键问题,本文的地址。
要考虑的因素是前并购
当品牌,比如阿迪达斯和锐步决定携起手来,代价是非常高的。两个品牌一直围绕着独特的个性——个性很强,很认同的品牌是基于潜在的品牌的个性。另外,被竞争对手合并,直到将雕刻出了独特的品牌在市场利基市场。同样地,挑战是post-merger整合等存在的任何结果之前,对股东价值创造将举行。
分析了post-merger表演之前,公司应充分理解他们需要考虑的关键因素与另一个前合并他们的品牌。
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