【友泰变革管理评论】并购后的文化融合案例：达能乐百氏乱局（2）
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">人事地震</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p></SPAN></P><P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">达能收购乐百氏不久，原乐百氏总裁何伯权等</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> 5</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">位创业者集体辞职。何伯权之后，乐百氏总裁人选频频变动。先是由达能中国总裁秦鹏兼任，到</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">2003</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">年</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">3</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">月由香港籍职业经理人张有基出任，</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">2005</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">年</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">9</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">月，张有基因经营不善被免职，又由秦鹏兼任。到</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">2006</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">年</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">3</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">月，秦鹏的工作重心重新转移到达能中国的战略和并购方面，由林天立主持工作。林也是香港籍职业经理人，在张有基出局后担任乐百氏副总裁</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">.<o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><?xml:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:***arttags" /><st1:chsdate w:st="on" Year="2006" Month="9" Day="1" IsLunarDate="False" IsROCDate="False"><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">2006</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">年</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">9</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">月</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">1</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">日</SPAN></st1:chsdate><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">法国人杜汶杰正式接管成为乐百氏总裁，他正式的身份是达能中国区饮料总裁，乐百氏是其负责的众多中国饮料业务之一。很快大规模裁员拉开帷幕，仅华北市场部，原本</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">10</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">人的队伍有</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">7</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">人被遣散，包括</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">2</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">名财务人员。大区的财权也被总部收回，华北区销售总监王磊也被迫在</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">2006</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">年</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">10</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">月离职，剩下的</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">3</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">名员工并入乐百氏北京分公司。华东区销售总监胡中病休了。东北区销售总监刘志明被调离……据有关统计显示，当时在这场被达能称之为“架构调整</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">”的风波中，乐百氏近</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> 30</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">％的销售人员被裁掉，其中，在大区和分公司的中高层管理者中，老乐百氏人的比例从过去</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">的</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> 70</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">％锐减到</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">20</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">％；在工厂方面，裁员的幅度甚至高达</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">40</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">％，以供应华北和东北市场货源的唐山工厂为例，原本的</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> 2000</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">多人剩下</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> 800</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">多人。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><B><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p><SPAN style="FONT-FAMILY: "> </SPAN></o:p></SPAN></B></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><B><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">三</SPAN></B><B><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">. </SPAN></B><B><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">分析</SPAN></B><B><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></B></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">乐百氏的一蹶不振，达能难脱干系，其间又以达能并购后文化漠视为罪魁。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt 18pt; TEXT-INDENT: -18pt; LINE-HEIGHT: 150%; tab-stops: list 18.0pt; mso-list: l1 level1 lfo2"><B><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; mso-fareast-font-family: ''"><SPAN style="FONT-FAMILY: ; mso-list: Ignore">1．<SPAN style="FONT: 7pt ''"> </SPAN></SPAN></SPAN></B><B><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">“拿来主义”与怀疑主义</SPAN></B><B><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">—</SPAN></B><B><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">制度文化冲突</SPAN></B><B><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></B></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">达能收购乐百氏的初衷是希望通过乐百氏的渠道，搭建一个属于达能的销售平台，这个平台不仅销售乐百氏的产品，同时也销售达能的其他产品，包括益力、怡宝、梅林正广和。与此同时，达能又总是在信任与不信任原创业团队间游移，对何伯权等创业元老心存戒备。达能不曾或不曾重视调研和保留乐百氏成功的真正优势，想当然地将乐百氏被达能收购前的直线职能制架构，即按产、供、销划分，全国各地分公司负责销售；改为产品事业部制，将权力分配给成</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">1</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">个总裁和</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">14</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">个总经理，从而分化何伯权等</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">5</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">位创业元老的</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">“5</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">人会议</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">”</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">权力影响。</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">此后采用区域事业部架构，市场按地域划分为</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">5</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">大块：华东、华北、东北、西南、中南</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">(</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">华中和华南</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">)</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">，使每一个事业部都变成一个</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">“</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">小乐百氏</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">”</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">，均有一套自己的生产和销售独立体系。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">事实证明，达能制度下，乐百氏的渠道不是在强化，而是在被摧毁。企业内各自为战，各品类业务仿佛孤军作战，大家都考虑自己的产品怎么做而没有互动交流。比如在脉动销售好的时候，乐百氏的其他员工感觉与己无关。与此同时，乐百氏这一品牌被不断弱化。比如脉动的产品推广，几乎不提乐百氏，背后的乐百氏有意无意中被淡化了。脉动饮料的包装瓶上消费者甚至看不出脉动与乐百氏的关系，</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">‘</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">乐百氏</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">’</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">的字样在包装瓶的右上角，很不明显。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">果不出其然，</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">2006</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">年</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">9</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">月的架构调整彻底宣告了达能欲将乐百氏变成自己销售平台构想的失败：东北大区被撤销。华东、华北、西南、中南大区虽然名字未变，但划分的依据，不再是区域地理概念，而是产品销售情况。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p><SPAN style="FONT-FAMILY: "> </SPAN></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><B><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">2</SPAN></B><B><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">．价值观冲突</SPAN></B><B><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "><SPAN style="mso-spacerun: yes"> </SPAN><o:p></o:p></SPAN></B></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">被达能控股</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">92%</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">的乐百氏失去了自己的控制权与经营权。达能既不懂中国市场，也不懂中方员工。在老乐百氏时代，创业家何伯权身上体现出广东民营企业家实干家的个人风格，其骨干也受耳濡目染，企业上下</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">,</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">“创业”、“建渠道“、“抢市场”，是大家一致认同的工作氛围。当时销售一线与后方决策沟通随意，形式多样，除了开会，打牌、唱歌都可以，齐心合理做市场。老乐百氏人最熟悉乐百氏理念，把公司当成自己的事业在做，有忠诚度。刚进来时，哪怕工资只有</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">600</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">元，也能拿出</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">200</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">元打车，跑业务。职业经理人则更倾向于对结果的考核，而对过程并不太关注，让老乐百氏人感情上难以接受、最终造成沟通困难。现在的员工哪怕收入</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">3000</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">元，如果公司不报销，也不会自己贴上哪怕</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">10</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">元钱的交通费。并且如今主管的收入越来越高，总经理</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">300</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">万元年薪，大区经理</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">20</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">多万元年薪，销售人员的收入越来越低，基本月工资只能在</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">1000~1500</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">元之间。一位已经离职、目前仍与达能中国存在合作关系的原乐百氏销售高层如此评价新旧两任乐百氏总经理。这位昔日的销售高层认为，</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">“</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">乐百氏败在新旧管理模式的风格差异，以及新班子与销售团队的文化差异。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">” </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">从一家土生土长的民营企业到跨国公司子公司的转变，创业激情的丧失以及随之而来的标准化管理模式，使得老乐百氏人再也找不到以前</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">“</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">做事</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">”</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">的感觉，不同理念加上不同的表达方式，使得矛盾不断累积。达能甚至曾把深圳益力与乐百氏纯净水进行整合，结果市场失控。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p><SPAN style="FONT-FAMILY: "> </SPAN></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><B><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">3</SPAN></B><B><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">．物质文化冲突</SPAN></B><B><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <o:p></o:p></SPAN></B></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">企业物质文化往往以实物形式体现，如企业产品、广告和包装等，企业并购后要重新进行战略规划，制定新的产品策略、促销策略等</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">，从而引起新旧物质文化的冲突。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">公司管理层将业绩下滑的责任归咎于销售不力。而销售人员则认为香港人和英国人根本不了解中国内地市场，公司管理混乱</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">——</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">既无市场方向，又缺市场策略。市场部在各大区都没有常驻的机构。原来何伯权是企业主的身份，亲自和客户谈，和渠道谈，现在市场部都是</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">‘</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">职业经理人</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">’</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">，只懂数据，被广告公司牵着走。市场推广和新品上市等方面，达能的行事风格固执、强势。近年乐百氏走马灯式推出的新品</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">v</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">飙、清蓝、动动茶、营养酷、泽心堂等，通常在上市三四个月后，产品就被市场部判了</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">“</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">死刑</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">”</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">，但是销售人员说，新品都</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">是需要培育期的，有些被判</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">“</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">死刑</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">”</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">的产品，再坚持一段时间，就要被消费者接受了。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">另外，达能在乐百氏发展速度上有很大分歧。老乐百氏人认为，中国的经济发展速度比国外快，需要重点抢夺市场空间，提高市场占有率，这样不仅日后获利可观，也是民族企业的长远打算；但是，达能追求的是每年的收益，不惜消减成本，收缩编制。乐百氏早由过去的创业心态，变成了各种不同利益角逐的场所。 </SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p><SPAN style="FONT-FAMILY: "> </SPAN></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><B><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">四</SPAN></B><B><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">. </SPAN></B><B><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">启示</SPAN></B><B><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></B></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">中外企业文化的巨大差异，对跨国公司对于中国企业的并购造成巨大的影响，因而跨国公司并购中国企业后必须进行适当的文化融合。企业文化不是一层不变的，并购操作可以在较短的时间内完成，但文化的融合，和员工对新文化的适应却将是一个长期的过程。这个适应过程的成败很大程度上决定了并购后企业发展的畅阻。建议文化融合步骤如下：</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt 22.5pt; TEXT-INDENT: -22.5pt; LINE-HEIGHT: 150%; tab-stops: list 22.5pt; mso-list: l0 level1 lfo1"><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; mso-fareast-font-family: ''"><SPAN style="FONT-FAMILY: ; mso-list: Ignore">1．<SPAN style="FONT: 7pt ''"> </SPAN></SPAN></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">并购决策理性化</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">“并还是不并，这是个问题。”在并购的可行性分析中，既要注重投资回报、规模适度、行业协同，也要注重文化决策层面。该不该并，如何操作，并购后如何协同都是要考量规划的。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt 22.5pt; TEXT-INDENT: -22.5pt; LINE-HEIGHT: 150%; tab-stops: list 22.5pt; mso-list: l0 level1 lfo1"><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; mso-fareast-font-family: ''"><SPAN style="FONT-FAMILY: ; mso-list: Ignore">2．<SPAN style="FONT: 7pt ''"> </SPAN></SPAN></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">考察双方企业文化和价值观</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "><SPAN style="mso-spacerun: yes"> </SPAN><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">并购前，双方应采用结构性、系统性的评估方法，对对方企业的文化进行调查分析评估，对并购后双方企业文化的融合情况进行判断，探求目标企业组织文化的性质。如果最终确定双方企业位于文化冲突型区域内，应放弃，而如果位于文化摩擦型或文化模糊型区域内，则应在融合过程中高度关注文化因素。作为是否进行并购的决策要素。这样有利于避免并购决策的盲目性，降低并购的风险。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">3</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">．</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><SPAN style="FONT-FAMILY: ; mso-spacerun: yes"> </SPAN></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">制订文化融合方案</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">在对企业组织文化类型科学认识与分析判断基础上，应确定企业文化融合方案，选择合理的企业文化融合模式。这包括企业价值观、经营战略、管理制度、组织结构、组织行为等方面的融合；企业文化融合的进度快慢；对企业文化融合所作的投资大小；对企业融合涉及人员的安排进行文化培训的方式内容等；对文化融合出现不可预测的突发事件的处理等等。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">4</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">．制定沟通策略</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">沟通渠道不通畅，如果沟通交流不好，员工的疑问会转变成焦虑和压力，影响绩效和企业发展，所以正确的沟通方式和沟通内容至关重要。制定沟通策略是为了进行有效的沟通，以更好化解并购时产生的文化冲突，消除因并购而给双方员工带来的不良清绪。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">5</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">．塑造和维护新的企业文化</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">在继承双方现有价值体系中积极文化成分基础上，根据并购企业自身的提点与经营环境，应提炼核心理念，塑造新的企业文化，确定下一步的发展战略和具体的设计定位。文化融合的评价与对新文化的进行维护才能减少并购过程中的文化冲突，融合并购双方的企业文化，巩固适应企业成长的新的企业文化。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">6.<SPAN style="mso-spacerun: yes"> </SPAN></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">外资并购与品牌</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%; mso-char-indent-count: 2.0"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">跨国并购后企业文化融合中还要特别主意自主品牌价值的评估和保护。在外资的并购中，品牌替代作用明显，造成了自有品牌的大量流失。并购之初，外方往往先充分控制被并购品牌的渠道等优势资源，嫁接自己的品牌，之后或雪藏或听之任之。当自主品牌被强势资本挟制，自主的丧失、品牌的沦丧多成为难逃的宿命。但品牌不仅仅只是一个简单的符号，是国际公认的无形资产，可惜支配企业生命力的品牌在被并购时往往白送给了外资。国内的品牌出售如同一种拥有溢价能力的净资产的收购，品牌的无形价值几乎被完全忽视。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">由此，跨国并购中目标企业的无形资产不容忽视，如商誉</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">、非专利技术、企业资产价值的增值、</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">企业人力资源价值、企业家价值等等。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; LINE-HEIGHT: 150%"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体">（欢迎与作者交流：友泰咨询<SPAN lang=EN-US><SPAN style="mso-spacerun: yes"> </SPAN><A href="http://www.cnutc.com/"><SPAN style="COLOR: windowtext; TEXT-DECORATION: none; text-underline: none">www.cnutc.com</SPAN></A></SPAN>，<SPAN lang=EN-US>010-58693436,tfg81@163.com</SPAN>）<SPAN lang=EN-US><o:p></o:p></SPAN></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt"><SPAN lang=EN-US><o:p><SPAN style="FONT-SIZE: 12pt; FONT-FAMILY: "> </SPAN></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt"><SPAN lang=EN-US><o:p><SPAN style="FONT-SIZE: 12pt; FONT-FAMILY: "> </SPAN></o:p></SPAN></P> <p>谢谢！分析很好，很有参考价值。</p> <p>为什么锁住了？</p>
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