论文部分内容阅读
上汽集团是中国著名的大型汽车企业集团,在2005年正式合并韩国双龙汽车时,恰逢我国经济蓬勃发展,其公司发展前景相当不错,不过到了2008年上汽集团的净利润同比2007年下跌115.72%,暴跌至-8.5亿元。在公司发展前景最好的黄金阶段为何会遭遇如此重创,其原因值得深思;另外,当今我国上市公司并购交易数量大幅增加,面对这一情况,我们应该如何衡量并控制其并购交易的风险,从而尽可能地减少海外并购交易给我国企业带来的负面影响。本文通过我国国内首个汽车行业跨国并购失败的案例分析,引出对我国企业跨国并购交易的启示。
SAIC Motor Corporation is a well-known large automobile enterprise group in China. When it formally merged Ssangyong Motor Co., Ltd. in 2005, it coincided with the vigorous development of China’s economy and its development prospect was quite good. However, by 2008, SAIC’s net profit dropped by 115.72% , Plunged to -8.5 billion. In the golden stage of the company’s development prospects, why is it so hard hit? The reasons are worth pondering. In addition, the number of mergers and acquisitions in China’s listed companies has increased dramatically. In the face of this situation, how should we measure and control the risks of M & Thus minimizing the negative impact that overseas M & A transactions have on Chinese enterprises. In this paper, through the case analysis of the first cross-border mergers and acquisitions failed in China’s automobile industry, this paper draws inspiration on the cross-border M & A transactions of Chinese enterprises.