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1、中企海外并购成功与失败案例项胤翔方俊洪一坤卜士杰M&Achallengingthe "softpower"Whetheritis state-owned cross-border acquisitions, or privateenterprises overseasmergersandacquisitions, overseasinvestment ofChinese enterprises,shouldbein theprocessof goingout and competitiveenvironment tolearn and grow.To Volvo,
2、forexample, twistsandturns, culminatingin theacquisitionof Volvo in question,butinits acquisition process, still suffered fromtheEU authorities,intellectualproperty andother aspectsoftheproblem.The Tengzhong Hummer,butno more lucky lucky, eventually notapproved. Behind both"not profes
3、sional" reasons,butalso capital andotherissues.Resourcedevelopment withthe StateInformationCenter, XuChangming,director ofthewords, Geely hasbeenableto succeedbecause Geely isspecializedin thecar, throughthe approval morelikely. Andthe acquisition of alargenumberof capital tocomefromb
4、anks,toensurethat theacquisition canreally digestandabsorb, thatis, toalargeprobabilityofsuccess.lenovo: M&AIBMPCbusinessDecember8,2004, with $1.25billion purchaseof Lenovo ofIBM'sPC business, since, inthe global PCmarket, Lenovo rankedninth jumped upto thirdplace. Theacquisition ofbr
5、and,technology,management,products, strategicalliances andoperations inareassuchas the association itself hasa hugeupgrade. Afterthe acquisition,IBM personalcomputerbusiness, afullsetof all R&Dsystem ownedbyLenovo,Lenovo's acquisitionandmarketingcosts isdueto use ofIBM's distributionc
6、hannels toget theoriginal greatlyoptimized.Comments: Lenovo's experiencetellsusthat, despite nationalenterprises intechnology,management, foreignenterprises arelow comparedto,butifyou dareto seizetheopportunityto have thenecessary access,then,with therapid acquisition ofthis brand ist
7、hefutureof Chineseenterprises rapidly upper affect thedesirabilityof expanding overseasRoad.GeelyAutomobile: theacquisitionofVolvoGeely to the successfulimplementationof innovation-based brand strategy, beginning withtheacquisitionof overseas-based brandstrategy. InApril2009,Geely acq
8、uired
