作　　者： ;

机构地区： 华南理工大学

出　　处： 《企业经济》 2011年第1期25-28,共4页

摘　　要： 文中分析了吉利并购沃尔沃后所面临的风险,提出了并购后的整合战略:在巩固沃尔沃欧美市场的同时,积极开拓中国市场,尽可能释放沃尔沃的产能;发挥沃尔沃的品牌溢出效应,提升吉利品牌价值;保持现有沃尔沃团队的稳定,维护沃尔沃品牌形象;通过交互安排吉利和沃尔沃的管理人员到对方组织中,逐步实现组织结构的调整和文化融合;将技术战略重点放在对沃尔沃的专利和特长技术的消化吸收上;在中国联合组建研发中心,降低吉利的研发成本。 This paper analyzes the risks of Geely after its buying Volvo,and put forward the integration strategies of acquisition： actively explore the Chinese market while consolidate Volvo＇s European and American market so as to release maximal production capacity of Volvo,give play to the spillover effects of Volvo brand and lift up the value of Volvo brand,maintain the stability of existing Volvo＇s team to protect the image of Volvo＇s brand,progressively achieve the adjusting of organizations and cultural integration through allocating managerial personnel between Geely and Volvo,focus Geely＇s technology and strategy on the digestion and absorption of Volvo＇s patents and strong technology,jointly set up the center for the study and development in China to reduce the cost of study and development.

关 键 词： 吉利 沃尔沃 并购 风险 战略

领　　域： []