中国企业跨国品牌并购战略:决策框架与建议

Cross-border Brand Mergers and Acquisitions of Chinese Firms: A Decision Framework and Recommendations

中国企业走出去进行品牌并购,并购前后有关策略的选择相当重要,因为它向消费者、员工等传递着某种信息,对能否维持顾客、员工等的忠诚起到关键作用,也是品牌并购能否达到预期目标的关键。有鉴于此,深入研究中国企业实施跨国品牌并购战略的决策框架具有十分重要的意义。这一决策框架,包括并购相似品牌还是互补品牌,并购强势品牌还是弱势品牌,并购国际品牌还是本地品牌,采用品牌屋组合策略还是品牌家族组合策略,保留某一方品牌还是保留双方品牌,保持现状还是重新配置和不断整合等等。锦江、联想、海尔、光明、吉利等并购案例,对中国企业如何更好地实施跨国品牌并购提供了有益的借鉴。目前中国企业开展跨国品牌并购,应着重考量基于公司发展战略来选择不同的目标品牌,基于品牌国际化或进入特定市场的需要来选择不同的目标品牌,同时,可考虑保留被并方产品品牌、突出主并方公司品牌,并精准把握整合程度与整合速度。

Strategies choices before and after cross-border brand M&A of Chinese firms are quite important,because M&Aare incidents outside the control of the consumers and employees,which may influence their relationship and behavior toward the brands. The choices of strategies play a key role whether brand M&A can achieve the anticipated target. Therefore,it is very important to deeply study a decision-making framework for Chinese firms to implement cross-border brand M&A. This decisionmaking framework involves various aspects: choosing similar or complementary,strong or weak,international or local brands;using branded house strategy or house of brands strategy; using one brand or keeping both; integration or disintegration and so on. The practices of cross-border brand M&A by Jinjiang,Lenovo,Haier,Brightfood,Geely and other Chinese companies provide a useful reference for Chinese firms. For Chinese firms that will carry out brand transnational M&A,they should choose appropriate targets based on their own development strategies and the internationalization of the brand or access to the international market. At the same time,they should consider to retain the product brand and highlight the corporate brand,and accurately control the degree of integration and speed of integration.