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在美国经济制度的核心部位,曾经有一种遗害无穷的假设——企业经营规模越大越好。在这种假设驱使下,美国企业嗜好“大而不是最好”的观念。美式管理以大批量生产、大规模营销为代表,倾向于纵向一体化经营,即自己拥有整套的原料产地、生产线和配送体系。比如福特汽车公司在匹茨堡拥有铁矿,在五大湖的冶炼厂把铁炼成钢,再在自己的生产线上制造出汽车。现在看来,如此庞大的系统,实在无法与日本和德国企业灵活多变的经营体制相抗衡。 从1992年开始,美国首先掀起了网络企业并购的浪潮。起初的并购只有7例,涉及总金额约20亿美元;到了1998年,并购案例达到456起,涉
At the core of the U.S. economic system, there has been an assumption that there is no limit to the number of infringements - the bigger the business, the better. Driven by this assumption, U.S. corporations are fond of the concept of “big instead of the best.” American management, represented by mass production and large-scale marketing, tends to integrate vertically, that is, it owns a complete set of raw material origin, production line, and distribution system. For example, Ford Motor Company owns iron ore in Pittsburgh, smelts iron into steel at the Great Lakes smelter, and then builds cars on its own production line. It now appears that such a huge system cannot really compete with the flexible and flexible operating systems of Japanese and German companies. Since 1992, the United States has started a wave of mergers and acquisitions of network companies. At the beginning, there were only 7 cases of mergers and acquisitions involving a total amount of about 2 billion U.S. dollars; by 1998, 456 cases had been involved in mergers and acquisitions.