基于内部营销的并购企业文化整合研究
摘要
在市场竞争日益激烈的今天,并购已成为企业谋求自身迅速发展的一种有效手段。然而,回顾以往的并购事件,成功者却只占了较小的比例。许多学者对失败案例进行研究发现,企业文化成为影响企业并购成功与否的重要因素。如何进行文化整合成为摆在并购企业面前的一大问题。针对这一问题,学术界进行了大量的研究,并提出了诸如文化整合模式这样一些相对实用的文化整合成果,这些研究成果虽然对于提高文化整合效率起到了较大的作用,但仍需要进一步向前探索。
基于此,本文将内部营销这一先进管理理念引入这一领域,在内部营销与并购企业文化整合之间寻找切入点,并在此基础上设计出对并购企业文化整合有一定指导意义的基于内部营销思想的并购企业文化整合模型。同时,本文还结合了实际案例进行分析,以增强本文的实际应用价值。
本文首先回顾了并购企业文化整合以及内部营销的研究成果,同时对企业文化、企业并购、内部营销等理论进行了一定的分析。在此基础上,分析指出企业文化所具有的特点以及由此为文化整合带来的问题,针对这些问题结合内部营销自身的特点对内部营销应用于并购企业文化整合这一过程是否可行进行分析。通过分析最终得出,企业文化由于其坚固性、无形性、动态发展性的特性,使传统的管理理念指导并购企业文化整合这一过程中表现出有些乏力。同时,内部营销作为一种以人为本的全新的管理理念,对于并购企业文化整合这一实际过程是有一定针对性和实际应用价值的。
其次,通过对已有研究成果的加工,提出了基于内部营销的文化整合模型,并将模型的每一部分进行细化,详细论述了文化考察与分析、内部员工市场调查与细分、产品设计以及内部营销组合等这些构成模型的主要部分。与此同时,这些论述也证明了将外部营销的理论工具进行有针对的变换,应用于企业内部将在很大程度上拓展管理者的管理思路,对整个文化整合过程将会起到一定的促进作用。
再次,由于领导者在并购企业文化整合过程中的地位及作用非同一般,本文在结合自己研究的基础上对领导者在这一过程当中应当扮演的角色进行了分析,并提出了领导者在并购企业文化整合这一过程当中所应当扮演的设计师、教练员、服务者、模范者四种角色。
最后,结合湖南华菱钢铁集团有限责任公司的文化整合的实际情况,利用本文的研究成果进行分析,从中找寻在本案例中,企业所采取的哪些措施与本文的研究有共同之处,企业有哪些不足,以及应如何进行改进,从而证明了本文的研究是具有一定的现实基础和实际应用价值的。
Today, the fierce of competition in the market is increasing, mergers and acquisitions to enterprises have become the effective means for seeking the rapid development. However, Review the events of the past acquisitions, successful cases are of smaller proportion. Many scholars who study the failures found that corporate culture has been an important factor which influences the success or failure of the merger. How to integrate the corporate culture become a major issue in the face of corporate mergers and acquisitions. In order to solve this issue, a great deal of academic research have been done, and put forward such as cultural integration model which is relatively practical results. Although the results of these studies for improving the efficiency of cultural integration has played a larger role, but still need us to make further exploring.
Based on this, this paper introduce internal marketing into this area, looking for breakthrough point between internal marketing and the corporate culture integration of M & A, then design a meaningful model of the corporate culture integration of M & A to the reality. At the same time, the paper also combines the analysis of actual cases, so as to enhance the practical application of this value.
First, this paper reviews the study results of the corporate culture integration of M & A and internal marketing, and analysis the study results of corporate culture, corporate mergers and acquisitions and internal marketing. On this basis, point out that the characteristics of corporate culture and the problem because of those characteristics, in light of these problems with the characteristics of internal marketing then analysis the feasibility that using internal marketing into the corporate culture integration of M & A. By analyzing that drawing, due to that the characteristic of corporate culture is invisible, strong and dynamic development, the traditional management theory is useless to guide this issue. Meanwhile, as a people-oriented theory internal marketing is useful to the corporate culture integration of M & A.
Second, based on the research results that have been processed, and put forward cultural integration model that based on the internal marketing, then details each part of model including inspection and analysis of the cultural, internal staff surveys and market segmentation, product design and Internal marketing mix and so on. At the same time, these discussions will also prove that the theory of external marketing tools that be appropriate transformed used in the corporate culture integration of M & A will largely expand the management of ideas, and will play a certain promoting role to the entire process of cultural integration.
Third, because of leaders playing very important roles in the corporate culture integration of M & A, the paper in the light of their own study, analysis the roles those leaders should act .At last, point out that the leaders should be the designers, instructors, and service providers and models in the corporate culture integration of M & A.
Forth, the combination of Hunan Valin Iron and Steel Group Co., the actual situation of cultural integration, using the results of the study to analysis, in order to find which measures taken by the enterprise in this case are common to this study, what are inadequate, and how these should be improved so as to prove that this study has a realistic foundation and practical application value.
基于此,本文将内部营销这一先进管理理念引入这一领域,在内部营销与并购企业文化整合之间寻找切入点,并在此基础上设计出对并购企业文化整合有一定指导意义的基于内部营销思想的并购企业文化整合模型。同时,本文还结合了实际案例进行分析,以增强本文的实际应用价值。
本文首先回顾了并购企业文化整合以及内部营销的研究成果,同时对企业文化、企业并购、内部营销等理论进行了一定的分析。在此基础上,分析指出企业文化所具有的特点以及由此为文化整合带来的问题,针对这些问题结合内部营销自身的特点对内部营销应用于并购企业文化整合这一过程是否可行进行分析。通过分析最终得出,企业文化由于其坚固性、无形性、动态发展性的特性,使传统的管理理念指导并购企业文化整合这一过程中表现出有些乏力。同时,内部营销作为一种以人为本的全新的管理理念,对于并购企业文化整合这一实际过程是有一定针对性和实际应用价值的。
其次,通过对已有研究成果的加工,提出了基于内部营销的文化整合模型,并将模型的每一部分进行细化,详细论述了文化考察与分析、内部员工市场调查与细分、产品设计以及内部营销组合等这些构成模型的主要部分。与此同时,这些论述也证明了将外部营销的理论工具进行有针对的变换,应用于企业内部将在很大程度上拓展管理者的管理思路,对整个文化整合过程将会起到一定的促进作用。
再次,由于领导者在并购企业文化整合过程中的地位及作用非同一般,本文在结合自己研究的基础上对领导者在这一过程当中应当扮演的角色进行了分析,并提出了领导者在并购企业文化整合这一过程当中所应当扮演的设计师、教练员、服务者、模范者四种角色。
最后,结合湖南华菱钢铁集团有限责任公司的文化整合的实际情况,利用本文的研究成果进行分析,从中找寻在本案例中,企业所采取的哪些措施与本文的研究有共同之处,企业有哪些不足,以及应如何进行改进,从而证明了本文的研究是具有一定的现实基础和实际应用价值的。
Today, the fierce of competition in the market is increasing, mergers and acquisitions to enterprises have become the effective means for seeking the rapid development. However, Review the events of the past acquisitions, successful cases are of smaller proportion. Many scholars who study the failures found that corporate culture has been an important factor which influences the success or failure of the merger. How to integrate the corporate culture become a major issue in the face of corporate mergers and acquisitions. In order to solve this issue, a great deal of academic research have been done, and put forward such as cultural integration model which is relatively practical results. Although the results of these studies for improving the efficiency of cultural integration has played a larger role, but still need us to make further exploring.
Based on this, this paper introduce internal marketing into this area, looking for breakthrough point between internal marketing and the corporate culture integration of M & A, then design a meaningful model of the corporate culture integration of M & A to the reality. At the same time, the paper also combines the analysis of actual cases, so as to enhance the practical application of this value.
First, this paper reviews the study results of the corporate culture integration of M & A and internal marketing, and analysis the study results of corporate culture, corporate mergers and acquisitions and internal marketing. On this basis, point out that the characteristics of corporate culture and the problem because of those characteristics, in light of these problems with the characteristics of internal marketing then analysis the feasibility that using internal marketing into the corporate culture integration of M & A. By analyzing that drawing, due to that the characteristic of corporate culture is invisible, strong and dynamic development, the traditional management theory is useless to guide this issue. Meanwhile, as a people-oriented theory internal marketing is useful to the corporate culture integration of M & A.
Second, based on the research results that have been processed, and put forward cultural integration model that based on the internal marketing, then details each part of model including inspection and analysis of the cultural, internal staff surveys and market segmentation, product design and Internal marketing mix and so on. At the same time, these discussions will also prove that the theory of external marketing tools that be appropriate transformed used in the corporate culture integration of M & A will largely expand the management of ideas, and will play a certain promoting role to the entire process of cultural integration.
Third, because of leaders playing very important roles in the corporate culture integration of M & A, the paper in the light of their own study, analysis the roles those leaders should act .At last, point out that the leaders should be the designers, instructors, and service providers and models in the corporate culture integration of M & A.
Forth, the combination of Hunan Valin Iron and Steel Group Co., the actual situation of cultural integration, using the results of the study to analysis, in order to find which measures taken by the enterprise in this case are common to this study, what are inadequate, and how these should be improved so as to prove that this study has a realistic foundation and practical application value.
引文
[1]一季度中国跨国并购交易逾10亿美元.上海证券报. 2007-4-24
[2]清科集团.2007年中国并购市场年度研究报告.2008
[3]马克思M.哈贝,佛里茨·克劳格,麦克R·塔姆.并购整合—并购企业成功整合的七个策略(张一平译).北京:机械工业出版社.2003,第v页
[4]邱明.关于提高并购成功率的思考,管理世界,2002年,第9期
[5]寿志钢.内部营销理论的拓展研究:[博士论文].湖北:武汉大学,2005/05
[6]Cartwright S., Cooper.C.L.. The Role of Culture Compatibility in Successful Organizational Marriage, Academy Management Review 1993 Vo1.7 No.2, 57-70.
[7]Richardson B.A&Robinson C.G. The impact of internal marketing on customer service in a retail bank, Journal of Bank Marketing. Vol.4 No.5. 1986, pp.3-30
[8]Gummesson E., Using internal marketing to create a new culture. The case of Ericsson quality, Journal of Business and Industrial Marketing, Vol.2 No.3, 1987, 23-38
[9]Tansuhaj P , Wong J.&McCullough J., Internal and external marketing: effect on customer satisfaction in banks in Thailand, International journal of Bank Marketing, 1987 Vol 5 No.3 73-83
[10]Ballantyne D., Internal networks for internal marketing, Journal of marketing management, 1997,Vol 13,343-366
[11]Berry.J.W.&Annis.R.C. Acculturative Stress: the Role of Ecology, Culture and Differentiation. [J]Journal of Cross- Cultural Psychology (S) 1974 382-406
[12]Birkinshaw,J.&Bresman,H.(2000) Managing the Post-Acquisition Integration Process: How the Human Integration and Task Integration Process Interact to Foster Value Creation. Journal of Management Studies, 2000 May 400-421
[13]Buono.A.F & Bowditch.J.L., The Human Side of Mergers&Acquisition: Managing Collisions Between People Culture and Organizations. San Francisco.CA: Jossey-Bass.1998
[14]Cooper.C.L&Cartwright.S.(1996) Most Acquisitions Fail C&L Study Says ,Mergers&Acquisitions Report 7. 1996 No.47. November 18, 2-4
[15]邱明.关于提高并购成功率的思考,管理世界,2002年,第9期
[16]蔡宁,沈月华.西方企业并购中的文化整合模式与选择理论研究综述,学术月刊2001年,第11期
[17]范征.并购企业文化整合的过程、类型与方法,中国软科学,2000年,第8期
[18]邱明.关于提高并购成功率的思考,管理世界,2002年,第9期
[19]方祖一.管理整合:企业并购中的管理创新和管理革命,北京商学院学报,2000年,第2期
[20]张永健.企业兼并中的文化融合,中国工业经济,1999年,第10期
[21]钟荣丙.并购企业文化整合及其模式选择,企业改革与管理,2006年,第11期
[22]潘爱玲.跨国并购中文化整合的流程设计与模式选择,南开管理评论,2004年,第7卷第6期
[23]Drucker ,P . Five Rules of Successful Acquisitions , The Wall Street Journal 1981 Vol10: 15
[24]Habeck,M. Michael,F.R After the Merger: Seven Rules for Successful post-merger Integration .London:pearson Education Limited,2000: 81-84
[25]Malekzadeh, A.R. & Nahavandi. A.(1990) Making MergersWork by Managing Cultures The Journal of Business Strategy 1990 May/June : 55-57
[26]Nahavandi,A.& Malekzadeh,A.R. Acculturation in Mergers and Acquisition, Academy of Management Review(13) 1988 :79-90
[27]Nahavandi,A.& Malekzadeh,A.R., Organizational Culture in the Management of Mergers, London, Quorum Books 1993
[28]Olie, R. Shades of Culture and Institutions in International Mergers. Organization Study. 1994 NO.15: 381--O5.
[29]Olie, R. Culture and Integration Problem in International Mergers and Acquisitions. European Management Journal,1990 Vo1.8, No.2: 206-215.
[30]Picker,I. Shapiro,H.D.etc. Mergers and Acquisitions: Strategic is the Word. Institutional Investor 1991 NO.1: 74-81
[31]Schein,E.H., The Corporate Culture Survival Guide, San Francisco. CA: Josse Bass Publishers.1999
[32]Shrallow,D.A.. Managing the Integration of Acquired Operations, Journal of Business Strategy 1985 Vol 6 NO.1: 30-36.
[33]Shrivastava, P. Post -Merger Integration ,Journal of Business Strategy. 1986 NO.7: 65-76.
[34]杜继平.浅谈现代饭店服务业中内部营销管理,浙江学刊1996年,第05期
[35]黄新胜.保持员工积极性的内部营销,商业研究,1998年,第10期
[36]王学人.我国电信企业推行内部营销的思考,四川通信技术,2001年,第04期
[37]杨淑霞.论电力企业的内部营销,华北电力大学学报(社会科学版),2002年,第02期
[38]陈永.论内部营销观念在中资银行的运用,湖北社会科学,2003年,第12期
[39]郭国庆.论社会中介组织的内部营销,山西财经大学学报,2003年,第05期
[40]杨坚红.内部营销理论在图书馆管理中的应用,河南图书馆学刊,2004年,第04期
[41]殷红卫.内部营销理论及其在饭店管理中的应用,江苏商论,2005年,第07期
[42]马莉.内部营销理论及其在高校中的应用,昆明理工大学学报(社会科学版),2005年,第01期
[43]王海.内部营销在医院管理中的应用,中国医院,2006年,第02期
[44]陆冬芸.浅议商业银行的内部营销,新金融,2003年,第07期
[45]高峰.内部营销在煤炭企业的运用,煤矿现代化,2002年,第06期
[46]邵彬涛.会展企业的内部营销战略,集团经济研究,2007年,第05期
[47]杨林.企业并购中的文化整合研究:[硕士论文].四川:四川大学2006/03
[48]丹尼斯J·克希尔.内部营销---你的公司的下一个增长阶段(刘京安,减恒佳).北京:机械工业出版社,1999.
[49]伯恩特H.施密特著.体验式营销.四川:中国三峡出版社,2001。
[50]黄静.内部营销与以人为本的企业文化,经济管理,2001年,第05期
[51]汪涛,崔国华.经济演进背景下体验营销的解读和构建,经济管理,2003年,第20期
[52]崔国华.以体验观点构建的内部营销框架,经济管理,2003年,第8期
[53]刘凤军,雷丙寅,王艳霞.体验经济时代的消费需求及营销战略,中国工业经济,2002年,第8期
[54]加里·德斯勒.人力资源管理(刘听,吴雯芳).北京:中国人民大学出版社,1999
[55]彼得·圣吉.第五项修炼(郭进隆).上海:上海三联书店,1998
[56] B.约瑟夫.派恩,詹姆斯.H.吉尔摩.体验经济(夏业良,鲁炜).北京:机械工业出版社,2002
[57] Lovelock C.H.服务营销(陆雄文,庄莉).北京:中国人民大学出版社,2001
[58]菲利普·科特勒,凯文·莱恩·凯勒.营销管理(梅豪清).上海:上海人民出版社,2006
[59]海因茨·韦里克,哈罗德·孔茨.管理学—全球化视角(马春光).北京:经济科学出版社,2004
[60]苏珊·哈特.营销变革(曹建华).北京:中国人民大学出版社,2006
[61]朱宝宪.公司并购与重组.北京:清华大学出版社,2006
[62]张德著.企业文化建设.北京:清华大学出版社,2003
[63]詹姆斯·赫斯科特,小厄尔·撒塞,莱恩·史科莱斯格.服务利润链(王兆刚,夏艳清).北京:机械工业出版社,2006
[64]查尔斯·甘瑟尔,艾琳·罗杰斯,马克·雷诺.并购中的企业文化整合(干春晖).北京:中国人民大学出版社,2004
[2]清科集团.2007年中国并购市场年度研究报告.2008
[3]马克思M.哈贝,佛里茨·克劳格,麦克R·塔姆.并购整合—并购企业成功整合的七个策略(张一平译).北京:机械工业出版社.2003,第v页
[4]邱明.关于提高并购成功率的思考,管理世界,2002年,第9期
[5]寿志钢.内部营销理论的拓展研究:[博士论文].湖北:武汉大学,2005/05
[6]Cartwright S., Cooper.C.L.. The Role of Culture Compatibility in Successful Organizational Marriage, Academy Management Review 1993 Vo1.7 No.2, 57-70.
[7]Richardson B.A&Robinson C.G. The impact of internal marketing on customer service in a retail bank, Journal of Bank Marketing. Vol.4 No.5. 1986, pp.3-30
[8]Gummesson E., Using internal marketing to create a new culture. The case of Ericsson quality, Journal of Business and Industrial Marketing, Vol.2 No.3, 1987, 23-38
[9]Tansuhaj P , Wong J.&McCullough J., Internal and external marketing: effect on customer satisfaction in banks in Thailand, International journal of Bank Marketing, 1987 Vol 5 No.3 73-83
[10]Ballantyne D., Internal networks for internal marketing, Journal of marketing management, 1997,Vol 13,343-366
[11]Berry.J.W.&Annis.R.C. Acculturative Stress: the Role of Ecology, Culture and Differentiation. [J]Journal of Cross- Cultural Psychology (S) 1974 382-406
[12]Birkinshaw,J.&Bresman,H.(2000) Managing the Post-Acquisition Integration Process: How the Human Integration and Task Integration Process Interact to Foster Value Creation. Journal of Management Studies, 2000 May 400-421
[13]Buono.A.F & Bowditch.J.L., The Human Side of Mergers&Acquisition: Managing Collisions Between People Culture and Organizations. San Francisco.CA: Jossey-Bass.1998
[14]Cooper.C.L&Cartwright.S.(1996) Most Acquisitions Fail C&L Study Says ,Mergers&Acquisitions Report 7. 1996 No.47. November 18, 2-4
[15]邱明.关于提高并购成功率的思考,管理世界,2002年,第9期
[16]蔡宁,沈月华.西方企业并购中的文化整合模式与选择理论研究综述,学术月刊2001年,第11期
[17]范征.并购企业文化整合的过程、类型与方法,中国软科学,2000年,第8期
[18]邱明.关于提高并购成功率的思考,管理世界,2002年,第9期
[19]方祖一.管理整合:企业并购中的管理创新和管理革命,北京商学院学报,2000年,第2期
[20]张永健.企业兼并中的文化融合,中国工业经济,1999年,第10期
[21]钟荣丙.并购企业文化整合及其模式选择,企业改革与管理,2006年,第11期
[22]潘爱玲.跨国并购中文化整合的流程设计与模式选择,南开管理评论,2004年,第7卷第6期
[23]Drucker ,P . Five Rules of Successful Acquisitions , The Wall Street Journal 1981 Vol10: 15
[24]Habeck,M. Michael,F.R After the Merger: Seven Rules for Successful post-merger Integration .London:pearson Education Limited,2000: 81-84
[25]Malekzadeh, A.R. & Nahavandi. A.(1990) Making MergersWork by Managing Cultures The Journal of Business Strategy 1990 May/June : 55-57
[26]Nahavandi,A.& Malekzadeh,A.R. Acculturation in Mergers and Acquisition, Academy of Management Review(13) 1988 :79-90
[27]Nahavandi,A.& Malekzadeh,A.R., Organizational Culture in the Management of Mergers, London, Quorum Books 1993
[28]Olie, R. Shades of Culture and Institutions in International Mergers. Organization Study. 1994 NO.15: 381--O5.
[29]Olie, R. Culture and Integration Problem in International Mergers and Acquisitions. European Management Journal,1990 Vo1.8, No.2: 206-215.
[30]Picker,I. Shapiro,H.D.etc. Mergers and Acquisitions: Strategic is the Word. Institutional Investor 1991 NO.1: 74-81
[31]Schein,E.H., The Corporate Culture Survival Guide, San Francisco. CA: Josse Bass Publishers.1999
[32]Shrallow,D.A.. Managing the Integration of Acquired Operations, Journal of Business Strategy 1985 Vol 6 NO.1: 30-36.
[33]Shrivastava, P. Post -Merger Integration ,Journal of Business Strategy. 1986 NO.7: 65-76.
[34]杜继平.浅谈现代饭店服务业中内部营销管理,浙江学刊1996年,第05期
[35]黄新胜.保持员工积极性的内部营销,商业研究,1998年,第10期
[36]王学人.我国电信企业推行内部营销的思考,四川通信技术,2001年,第04期
[37]杨淑霞.论电力企业的内部营销,华北电力大学学报(社会科学版),2002年,第02期
[38]陈永.论内部营销观念在中资银行的运用,湖北社会科学,2003年,第12期
[39]郭国庆.论社会中介组织的内部营销,山西财经大学学报,2003年,第05期
[40]杨坚红.内部营销理论在图书馆管理中的应用,河南图书馆学刊,2004年,第04期
[41]殷红卫.内部营销理论及其在饭店管理中的应用,江苏商论,2005年,第07期
[42]马莉.内部营销理论及其在高校中的应用,昆明理工大学学报(社会科学版),2005年,第01期
[43]王海.内部营销在医院管理中的应用,中国医院,2006年,第02期
[44]陆冬芸.浅议商业银行的内部营销,新金融,2003年,第07期
[45]高峰.内部营销在煤炭企业的运用,煤矿现代化,2002年,第06期
[46]邵彬涛.会展企业的内部营销战略,集团经济研究,2007年,第05期
[47]杨林.企业并购中的文化整合研究:[硕士论文].四川:四川大学2006/03
[48]丹尼斯J·克希尔.内部营销---你的公司的下一个增长阶段(刘京安,减恒佳).北京:机械工业出版社,1999.
[49]伯恩特H.施密特著.体验式营销.四川:中国三峡出版社,2001。
[50]黄静.内部营销与以人为本的企业文化,经济管理,2001年,第05期
[51]汪涛,崔国华.经济演进背景下体验营销的解读和构建,经济管理,2003年,第20期
[52]崔国华.以体验观点构建的内部营销框架,经济管理,2003年,第8期
[53]刘凤军,雷丙寅,王艳霞.体验经济时代的消费需求及营销战略,中国工业经济,2002年,第8期
[54]加里·德斯勒.人力资源管理(刘听,吴雯芳).北京:中国人民大学出版社,1999
[55]彼得·圣吉.第五项修炼(郭进隆).上海:上海三联书店,1998
[56] B.约瑟夫.派恩,詹姆斯.H.吉尔摩.体验经济(夏业良,鲁炜).北京:机械工业出版社,2002
[57] Lovelock C.H.服务营销(陆雄文,庄莉).北京:中国人民大学出版社,2001
[58]菲利普·科特勒,凯文·莱恩·凯勒.营销管理(梅豪清).上海:上海人民出版社,2006
[59]海因茨·韦里克,哈罗德·孔茨.管理学—全球化视角(马春光).北京:经济科学出版社,2004
[60]苏珊·哈特.营销变革(曹建华).北京:中国人民大学出版社,2006
[61]朱宝宪.公司并购与重组.北京:清华大学出版社,2006
[62]张德著.企业文化建设.北京:清华大学出版社,2003
[63]詹姆斯·赫斯科特,小厄尔·撒塞,莱恩·史科莱斯格.服务利润链(王兆刚,夏艳清).北京:机械工业出版社,2006
[64]查尔斯·甘瑟尔,艾琳·罗杰斯,马克·雷诺.并购中的企业文化整合(干春晖).北京:中国人民大学出版社,2004