企业并购后品牌生态战略构建及其整合系统研究
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摘要
在市场环境日新月异的今天,企业只有迅速建立核心竞争力才能生存。战略并购就是通过强化企业核心业务和构建核心能力来提高企业核心竞争力的。以品牌为核心和纽带,日益成为企业资本运营的重要机制,在企业并购中,品牌运营已成为企业购并和资源重新配置的重要机制。品牌整合对并购目标能否成功实现有着重要的影响。
本文首先结合系统学、生态学相关理论分析了企业并购后品牌整合系统权变演进和自组织条件体系,为并购后品牌整合提供了较为全面的理论框架。企业并购后品牌整合系统权变演进强调要遵循开放系统的思维方法,把并购后品牌整合系统内部要素以及并购后品牌整合系统与外部相关联价值链系统,乃至整个品牌生境看成一个整体,在强调系统内部状态差异同时,实现系统动态平衡。成功的企业并购后品牌整合能为企业带来负熵流和企业自身的负向熵变,有效地降低企业本身的熵值,使企业处于低熵值运行状态,以构筑、强化、拓展和获取核心竞争能力。
本文随后构建了以企业并购后品牌整合运行体系为基础,并购后品牌整合支持体系为保障和并购后品牌整合绩效体系为控制的并购后品牌整合三角形互动体系,并通过对他们之间内在逻辑关系的具体阐述,从而演译出一个比较完整的、综合性的并购后品牌整合系统分析框架。
在企业并购后品牌整合运行体系部分,构建了并购后品牌生态系统下的宏观管理模式、并购后企业品牌中观决策模式和并购后品牌个体微观运作模式三维一体的运作模型。三个部分相互作用、相互影响,共同促进并购后品牌的生态演进。
企业并购后品牌整合支持体系由内部支持体系和外部支持体系构成。内部支持体系主要探讨了并购后人员激活品牌的自我加强循环模型。外部支持体系主要是对并购后品牌价值网络上相关利益群体的整合及基于平衡计分卡的渠道整合来支持并购后品牌的外部运作。
最后构建了基于平衡计分卡的并购后品牌整合战略绩效框架,并运用模糊综合评价法对河南新郑卷烟集团公司并购后品牌整合绩效进行了实证分析,在某些范围内验证了本文研究的应用价值。
With the marketing environment varying from day to day, enterprises can only survive by acquiring the core competitive competence. Strategic M&A is one way to strengthen the core competence of an enterprise by establishing and highlighting the major business. More and more enterprises see M&A as a preferable way to transmit brand advantage. Numerous examples show that brand, as the core and link of an enterprise, gradually becomes the major mechanism of capital management with brand management as the major mechanism for M&A and allocation of resources. Brand integration plays an important role in implementing the goal of M&A.
First of all, the contingent evolution and self-organization of brand integration system after M&A are analyzed in this thesis to offer a general framework for brand integration after M&A. The contingent evolution of brand integration system after M&A lays emphasis on an open and systematic way of thinking which takes as one unity the internal factors of the brand integration after M&A, the value link system between the brand integration and external factors and even the general brand ecosystem and which realizes the dynamic balance of the system while emphasizing the disparity of the internal condition of the system. The successful brand integration after M&A of enterprises can bring negative entropy flow and negative entropy change and effectively reduces the entropy value which makes enterprises into a low entropy running condition to acquire build up, strengthen, and extend core competitive competence.
An initial framework of brand integration system is put forward afterwards which is based on the brand integration working system, guaranteed by the brand integration supporting system and regulated by the brand integration performance system after M&A. Furthermore, the internal logical relationship between them is analyzed in great detail to form a relatively wholesome and comprehensive analysis framework for brand integration system after M&A.
As to the brand integration working system, a triangle model is formed with the tripartite relationship among macro management in the brand ecosystem, the macro decision-making for enterprises and the micro working mode for individual brand after M&A. These three parts interacts to promote the brand’s ecological evolution after M&A.
The supporting system for brand integration comprises internal supporting system and external supporting system. The former focuses on the self-strengthening and recycling of the employee living brand. The latter lays emphasis on the integration of the relating interest groups in the brand value network and external brands running of channel integration based on balanced score card.
Finally, the strategic performance framework for brand integration after M&A is established on the basis of balanced score card. In addition, the brand integration proficiency of Henan Xinzheng Tobacco Corporation is analyzed with a fuzzy comprehensive evaluating method, which illustrates the application value of this research in certain degree.
本文首先结合系统学、生态学相关理论分析了企业并购后品牌整合系统权变演进和自组织条件体系,为并购后品牌整合提供了较为全面的理论框架。企业并购后品牌整合系统权变演进强调要遵循开放系统的思维方法,把并购后品牌整合系统内部要素以及并购后品牌整合系统与外部相关联价值链系统,乃至整个品牌生境看成一个整体,在强调系统内部状态差异同时,实现系统动态平衡。成功的企业并购后品牌整合能为企业带来负熵流和企业自身的负向熵变,有效地降低企业本身的熵值,使企业处于低熵值运行状态,以构筑、强化、拓展和获取核心竞争能力。
本文随后构建了以企业并购后品牌整合运行体系为基础,并购后品牌整合支持体系为保障和并购后品牌整合绩效体系为控制的并购后品牌整合三角形互动体系,并通过对他们之间内在逻辑关系的具体阐述,从而演译出一个比较完整的、综合性的并购后品牌整合系统分析框架。
在企业并购后品牌整合运行体系部分,构建了并购后品牌生态系统下的宏观管理模式、并购后企业品牌中观决策模式和并购后品牌个体微观运作模式三维一体的运作模型。三个部分相互作用、相互影响,共同促进并购后品牌的生态演进。
企业并购后品牌整合支持体系由内部支持体系和外部支持体系构成。内部支持体系主要探讨了并购后人员激活品牌的自我加强循环模型。外部支持体系主要是对并购后品牌价值网络上相关利益群体的整合及基于平衡计分卡的渠道整合来支持并购后品牌的外部运作。
最后构建了基于平衡计分卡的并购后品牌整合战略绩效框架,并运用模糊综合评价法对河南新郑卷烟集团公司并购后品牌整合绩效进行了实证分析,在某些范围内验证了本文研究的应用价值。
With the marketing environment varying from day to day, enterprises can only survive by acquiring the core competitive competence. Strategic M&A is one way to strengthen the core competence of an enterprise by establishing and highlighting the major business. More and more enterprises see M&A as a preferable way to transmit brand advantage. Numerous examples show that brand, as the core and link of an enterprise, gradually becomes the major mechanism of capital management with brand management as the major mechanism for M&A and allocation of resources. Brand integration plays an important role in implementing the goal of M&A.
First of all, the contingent evolution and self-organization of brand integration system after M&A are analyzed in this thesis to offer a general framework for brand integration after M&A. The contingent evolution of brand integration system after M&A lays emphasis on an open and systematic way of thinking which takes as one unity the internal factors of the brand integration after M&A, the value link system between the brand integration and external factors and even the general brand ecosystem and which realizes the dynamic balance of the system while emphasizing the disparity of the internal condition of the system. The successful brand integration after M&A of enterprises can bring negative entropy flow and negative entropy change and effectively reduces the entropy value which makes enterprises into a low entropy running condition to acquire build up, strengthen, and extend core competitive competence.
An initial framework of brand integration system is put forward afterwards which is based on the brand integration working system, guaranteed by the brand integration supporting system and regulated by the brand integration performance system after M&A. Furthermore, the internal logical relationship between them is analyzed in great detail to form a relatively wholesome and comprehensive analysis framework for brand integration system after M&A.
As to the brand integration working system, a triangle model is formed with the tripartite relationship among macro management in the brand ecosystem, the macro decision-making for enterprises and the micro working mode for individual brand after M&A. These three parts interacts to promote the brand’s ecological evolution after M&A.
The supporting system for brand integration comprises internal supporting system and external supporting system. The former focuses on the self-strengthening and recycling of the employee living brand. The latter lays emphasis on the integration of the relating interest groups in the brand value network and external brands running of channel integration based on balanced score card.
Finally, the strategic performance framework for brand integration after M&A is established on the basis of balanced score card. In addition, the brand integration proficiency of Henan Xinzheng Tobacco Corporation is analyzed with a fuzzy comprehensive evaluating method, which illustrates the application value of this research in certain degree.
引文
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