企业战略分析英文版(1).pptx

企业战略分析英文版(1).pptx

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Geely&VolvoMergersandAcquisition工商管理2班李园馨13124222EventReview1CompanyBackgroundAndDifferences2TheFactorOfTheMultionalStrategyCanBeSuccess3TheStrategicDevelopingPlanAfterMerger5CatalogTheSWOTAnalysisOfMultinationalStrategy4EVENTREVIEW01No.ChineselargestprivateenterprisemergerBeijingtimeonMarch28,2010,21,zhejianggeelyholdinggroupco.,LTD.,fordmotorcompanywiththeUnitedStateseventuallysharepurchaseagreementdulysignedingothenburg,Sweden.ChairmanlishufujobasthefirstVolvocarsChinese,wasborninChinasfirsttransnationalautomotivegroup,hadthefirstcarbrandbelongstoowntheworld,Chinasprivatemanufacturingfinishedbyfarthemostsignificantoverseasmergersandacquisitions.Atthispoint,giovannicobolligigliacquisitionVolvomissionaccomplished,becomeChinasautomobileenterprisessuccessfulacquisitionofforeignenterpriseandbrandthefirstluxurycars,isalsoanimportantstepontheroadtoautomobilepowerinChina.ReportCOMPANYBACKGROUNDANDDIFFERENCES02No.TheDifferencesOfTheTwoMotors1CORPORATIONBRANDGeelyautomobileistheonlycompanyintheChinesedomesticautomobileindustrytoptenprivatecarproductionenterprise,wasfoundedin1986,afterthirtyyearsofconstructionanddevelopment,theautomobile,motorcycle,automobileengine,transmission,automotiveelectricalproductsandautopartshasmadebrilliantachievements.Especiallyin1997intothefieldofacar.2MARKETPOSITIONINGInviewofthelow-endmarket,competitiveprices,excellentqualityandreasonableprice.Geelychairmanlishufusaidbuildaffordablecar!

Letgeelycars3CORPORATECULTUREInthecontextofChineseculture,dominatedbystrongfounder,lishufu,performmilitarizationmanagement.Thepursuitofsales,isthecostofthecarkiller,anextensivemodeofoperation1CORPORATIONBRANDVolvo,aSwedishcarbrand.In1924bysalgabriellooseandgustavlarssoncreated.IsnorthernEuropesbiggestcarcompanies,aswellasSwedenslargestindustrialenterprisegroup.Fordmotorcompanyin1999to$6.45billion.2MARKETPOSITIONINGVolvoashigh-endluxurycarinthecarmarketpositioningbasewithBMW,audi,mercedes-benzandlexusandthesameclass.AseniorsaidVolvoisVolvoopenclassbelongstotheboss,especiallyinNorthAmerica,thecompanysmiddlemayisalexus,high-levelmercedes-benz,maybe,buttherealboss,makepublicisaLincoln,low-keyisprobablyaVolvo.3CORPORATECULTUREHavetraditionalEuropeanandAmericanculture,theenterpriseleadersevertransfer,hasastableenterprisecultureandsystem.Stubborn,implementtheprincipleofsafetyandqualityatthesametime,payattentiontoenvironmentalprotectionanddetails.GeelyVolvoVSTHEFACTOROFTHEMULTINATIONALSTRATEGYCANBESUCCESS03No.ThereasonofGeelycouldmergerVolvosuccessfully1）luckystrategictransformationoftechnologyandbrandappealofgeelybeganin2007putforwardstrategictransformation:

donotcompeteonprice,butthecorecompetitivenessfromthecostadvantagetorepositionforthetechnicaladvantagesandqualityservice.Geelysaiddid,andeffective.

（1）desirefortechnologyintheacquisitionofVolvocarswasheldonMarch10,Beijingagreementsignedduringameetingwiththemedia,geelychairmanlishufusaid:

onthecontentoftheintellectualpropertyrights,wearehagglingover.ThecatwashitthegeelycovetVolvotechnology.Asaninternationalbrand,Volvosintellectualpropertyrightsandadvancedtechnologyisundoubtedly,whoeverboughtVolvowillgetalotoftreasure,itsadvancedtechnologyandsafetyperformance,energyconservationandenvironmentalprotectioncharacteristicsisgeelyachievestrategictransformationismostneeded.

（2）enhancebrandgeelyautomobilehavebeenbothinpriceandbrandgivestheimpressionofgrassroots,costsandpricesbringgeelyfatprofitsononehand,ontheotherhandandgeelybrandcanttothenextlevel,nocancalloutthebrandisathornyproblem.Inaccordancewiththepresentsituation,althoughgeelyhasthreemajorbrands,butitisthelackofafinaltopluxurybrand,canfillthevoidVolvojuston,Volvo,geelybrandcompetitivepositionintheindustrywillnodoubtgreatlyascend.

（2）privateenterpriseswalkoutofawaytogeelyisaprivateenterprise,moredifficulttoentertheinternationalmarket,butonlytoentertheEuropeanandAmericandevelopedcountrymarket,willbeabletodomoreandmorestrong.Geelyneedtoentertheinternationalmarketpass,andacquiringbrandsisdefinitelyshortcut.SoonbehalfoftheVolvobrandmarketwillundoubtedlybecomeageelybridgeoutofChina.Fordbrandstrategicsale:

（1）developmentinresponsetothe2006fordsetitsworst-everloss（$12.7billion）,forddecidedtoshrink,thefordbrand,themaindevelopmentandputforwardthesloganoneford,oneteamin2007,fordfor$850millionwillbesoldastonMartintoaBritishinvestmentgroup.In2008,fordfor$2.3billiontoselljagua