南北车合并案例分析-金融学专业毕业论文

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1、Inrecentyears，thestate．ownedenterpriseofourcountryinthebackgroundofdeepeningreformandmakeprogresswhilemaintainingstability．Industryandgovernancestructuregraduallyimproved，andthecapitalmarketisbecomingmoreandmoreperfect·ManyactivitiesofmergersandacquisitionsofCh

2、ina'slarge‘state-ownedlistingCorporationbecomemorefrequent．ThispaperisbasedonthecasefortheacquisitionofCNRandCSRtoanalyzeacquisitionprocessoflistingCorporation．Asthebigtworailtransportationequipmentmanufacturingindustrytostartthereformofstate-ownedenterprises，i

3、tsstrategicgoalisobviouslytocombinethesimilarorhomogeneousenterprises，therebyimprovingthecompetitivenessofstate-ownedenterprisesintheintemationalmarket．Asthepathfinderofreformroadofstate—ownedenterprises，theacquisitionofCNRandCSRprovidesausefulreferenceforfutur

4、ereformofstate-ownedenterprises，providinganimportantCatTierfor”TheBeltandRoad”．”goout”andothermajoreconomicstrategiesatthesametime．Inthecurrentstageofexploration，theformofthereformofstate-ownedenterprisesstillpaymorea．ttentiontotherelativelyrapidandeffectiveway

5、ofmergersandacquisitions．Thepriorityselectionofstrategicdirectionisalsoneedtoadapttothestatepolicyandglobalstrategy．UnderthebackgroundofChina’Sstate-ownedenterprisereform，thePaperpointstothecaseofthemergerbetweenCSRandCNR．Usingthemethodbycombiningtheoryandcasea

6、nalysis，toanalyzethethemesandquestions，theprocessandtheresultarereflectedinthecase．Firstly,understandingtheessenceofthemergerfromthemergereffect，andthenthroughtheprocessofmergersandacquisitionsandtheendoftheintegrationtofindouttheproblems．Andonthisbasistodeepen

7、thedevelopmentofthinking，proposesolutionsandsummarizetheresearchconclusioninthelast．Keywords：ThemergerofCSRandCNR，Reformofstate—ownedenterprises，InternalIntegrationIV万方数据目录摘要．IIIAbstract．．IV1引言11．1选题背景11．2研究意义31．3主要研究内容和框架41．4本文的创新与不足之处51．4．1本文创新之处51．4．2本文不足之处6

8、2案例介绍72．1案例并购历程72．2案例的典型性和代表性82．2．1首个以战略合作为并购动因的国企并购案例82．2．2南北车合并为国企改革探索道路92．2．3中车的成立有助于服务国家的战略方针92．3南北车合并所带来的启示93案例分析．103．1并购效应分析．103．1．1消除了恶性竞争现象．103．1．2实现核心技术互补，拓宽业务范围．10