摘要
2009年7月12日,中国东方航空与上海航空两家ST上市公司正式重组,这一"弱弱联合"瞬间成为各界关注的焦点。历史上的成功并购多数是"强强合并"或"以强并弱",罕有"弱弱联合"。纵观航空业并购史,尚没有一个"弱弱联合"的成功案例,然而重组后的新东航却在实践中获得了成功。基于此,本文尝试分析当初不被看好的两个深处债务危机的航空公司是如何实现"新生"的?在"弱弱联合"成功的背后可以得到哪些思考与启示?
July 12, 2009, two ST listed company China Eastern Airlines and Shanghai Airlines implemented a formal reorganization. At that time the 'weak coalition' becomes the focus of public attention. In the history of the success of the merger between enterprises, mostly are 'powerful combination' or 'strong and weak', few examples of 'weak coalition'. Throughout the global aviation industry, there isn't a 'weak coalition' success story. However, practice shows that after the restructuring of the new China Eastern has achieved a great success. Based on this, this paper attempts to analyze the two had not been optimistic about the depths of the debt crisis in the airlines is how to achieve the 'new' in? In the 'weak coalition' behind the success we get what inspiration and thoughts?
出处
《财会通讯（中）》
北大核心
2015年第6期72-75,共4页
Communication of Finance and Accounting
关键词
并购
弱弱联合
协同效应
Mergers and acquisitions
Weak coalition
Synergistic effect
