發(fā)布時(shí)間：2018-07-10 05:53

  本文選題：醫(yī)藥企業(yè) + 并購(gòu)重組��； 參考：《天津大學(xué)》2014年碩士論文

【摘要】：并購(gòu)重組是企業(yè)成長(zhǎng)的一種重要方式。縱觀歷史，世界排名前列的跨國(guó)醫(yī)藥企業(yè)大多數(shù)都進(jìn)行了不同規(guī)模的并購(gòu)重組，隨著改革開(kāi)放的不斷深入以及我國(guó)醫(yī)藥行業(yè)的快速發(fā)展，我國(guó)醫(yī)藥行業(yè)必然會(huì)面對(duì)資源整合以及重組的問(wèn)題。近年來(lái)，各種新式的聯(lián)合、并購(gòu)和重組成為我國(guó)醫(yī)藥企業(yè)擴(kuò)大企業(yè)規(guī)模，淘汰落后企業(yè)以改善產(chǎn)業(yè)結(jié)構(gòu)的一大手段，發(fā)揮了一定的作用，然而我國(guó)醫(yī)藥企業(yè)并購(gòu)重組呈現(xiàn)出交易成功率逐年上升，而并購(gòu)重組后的效益卻不盡如人意的現(xiàn)象。 本文在綜述并購(gòu)重組相關(guān)理論的基礎(chǔ)上，結(jié)合我國(guó)醫(yī)藥企業(yè)并購(gòu)重組的現(xiàn)狀、動(dòng)因、存在的問(wèn)題等因素，選取了天津醫(yī)藥集團(tuán)并購(gòu)M公司的案例，引入平衡計(jì)分卡思想進(jìn)行深入研究，，對(duì)影響我國(guó)醫(yī)藥企業(yè)并購(gòu)重組成敗的因素進(jìn)行了探討，并提出了有助于我國(guó)醫(yī)藥企業(yè)并購(gòu)重組成功率的建議。 影響我國(guó)醫(yī)藥企業(yè)并購(gòu)重組成敗的因素可以分為影響并購(gòu)重組交易達(dá)成的因素和影響并購(gòu)重組整合的因素：（1）在并購(gòu)重組交易過(guò)程中，主要的影響因素有企業(yè)的發(fā)展戰(zhàn)略、對(duì)目標(biāo)企業(yè)的估值和并購(gòu)重組方案，其中發(fā)展戰(zhàn)略起到基礎(chǔ)的作用，目標(biāo)企業(yè)的估值是重要的準(zhǔn)備階段，并購(gòu)重組方案中的支付方式、收購(gòu)價(jià)格、目標(biāo)公司的規(guī)模以及對(duì)目標(biāo)公司員工的安排都會(huì)影響并購(gòu)重組的結(jié)果。（2）在并購(gòu)重組整合階段，可以從企業(yè)的發(fā)展戰(zhàn)略、資產(chǎn)、業(yè)務(wù)、文化等方面的整合過(guò)程來(lái)影響企業(yè)并購(gòu)重組的結(jié)果，醫(yī)藥企業(yè)尤其要重視無(wú)形資產(chǎn)的整合。 我國(guó)醫(yī)藥企業(yè)的并購(gòu)重組活動(dòng)，必須從戰(zhàn)略目標(biāo)出發(fā)，制定合理的并購(gòu)重組方案，謹(jǐn)慎地對(duì)目標(biāo)公司進(jìn)行估值，并重視并購(gòu)重組后的整合。
[Abstract]:M & A is an important way for enterprises to grow. Throughout history, most of the leading multinational pharmaceutical enterprises in the world have carried out mergers and acquisitions of different scales. With the deepening of reform and opening up and the rapid development of the pharmaceutical industry in China, China's pharmaceutical industry will inevitably face the problem of resource integration and reorganization. In recent years, various new forms of combination, mergers and acquisitions and reorganization have become a major means for Chinese pharmaceutical enterprises to expand their scale and eliminate backward enterprises in order to improve their industrial structure, and have played a certain role. However, the success rate of M & A of Chinese pharmaceutical enterprises is rising year by year, but the benefit of M & A is not satisfactory. On the basis of summarizing the relevant theories of M & A, combining with the present situation, motivation, problems and other factors of M & A of pharmaceutical enterprises in China, this paper selects the case of M & A of Tianjin Pharmaceutical Group. By introducing the idea of balanced scorecard, this paper probes into the factors that affect the success or failure of M & A of pharmaceutical enterprises in China, and puts forward some suggestions which are helpful to the success rate of M & A in Chinese pharmaceutical enterprises. The factors that affect the success or failure of M & A of Chinese pharmaceutical enterprises can be divided into two parts: (1) in the process of M & A, the main factors are the development strategy of enterprises. The valuation of the target enterprise and the plan of merger and acquisition, in which the development strategy plays a fundamental role, the valuation of the target enterprise is an important stage of preparation, the payment method in the plan of merger and reorganization, the purchase price, The size of the target company and the arrangement of the employees of the target company will affect the results of the merger and reorganization. (2) in the stage of merger and reorganization integration, the development strategy, assets and business of the enterprise can be considered. The integration process of culture and so on influences the result of M & A, especially the integration of intangible assets. The M & A activities of pharmaceutical enterprises in our country must proceed from the strategic goal, make a reasonable plan of M & A and reorganization, value the target company carefully, and attach importance to the integration after M & A.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.72;F271

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 楊潔;劉家順;;企業(yè)并購(gòu)后整合系統(tǒng)探析[J];商業(yè)研究;2006年06期

本文編號(hào)：2112323