共查询到20条相似文献,搜索用时 593 毫秒
1.
2.
全球金融危机下中国企业并购问题研究 总被引:1,自引:0,他引:1
一、中国企业跨国并购的动因(一)战略驱动在改革开放浪潮的推动下和“走出去”战略的鼓舞下,众多中国企业以“冲出国门,走向世界”为契机,努力“做大、做强”,实施国际化战略。海外并购被普遍认为是快速实现国际化的有效途径。2004年,联想推行国际化战略,收购IBM的PC业务,成为世界第三大PC生产商;2007年,中国平安保险收购了比利时一荷兰金融集团富通集团(Fortis)近5%的股权;TCL从“绿地投资”开始,先后在越南、菲律宾等地投资建产,其雄心勃勃可见一斑。 相似文献
3.
4.
5.
6.
7.
本文运用对外直接投资理论和交易费用理论的相关原理,具体阐述了跨国广告集团全球市场扩张的经济动因,即跨国企业全球市场拓展和广告公司自身业务发展的双重需要。在此基础上,作者深度剖析了跨国广告集团全球扩张模式的三种主要模式及其选择不同模式的影响因素。文章最后重点分析了跨国广告集团在中国的市场扩张战略,以期为民族广告公司的可持续发展和国际化转型提供策略参考。 相似文献
8.
9.
10.
11.
从密度、距离和整合3个维度对长江中游城市群经济空间的地理格局和演化特征的研究发现:长江中游城市群是在经济密度、经济距离的推动和经济整合的抑制的共同作用下发展的;长江中游城市群处于2D状态,经济整合将是长江中游城市群未来发展的关键;从子城市群来看,处于3D状态的有江淮城市群和武汉城市圈,而长株潭城市群和环鄱阳湖城市群则处于1D状态,经济距离的改善和经济整合的优化将是长株潭城市群未来发展的重点,经济密度的提高和经济整合的优化将是环鄱阳湖城市群未来发展的重点。 相似文献
12.
基于价值链管理的集团公司资金控制 总被引:1,自引:0,他引:1
集团公司是我国国民经济发展的主导力量,而集团公司中母子公司均为独立法人主体的事实决定了母公司对子公司进行财务控制的困难性,这是集团公司面临的共同难题。本文论述了我国集团公司财务控制的有关问题,主要就以价值链为核心思想的集团公司资金控制作了详细论述。 相似文献
13.
14.
Sven Heldt 《Intereconomics》1977,12(3-4):72-78
The creation of the Andean Group in 1969 and its ambitious program had been accompanied by optimistic expectations of its members who now have become disappointed. Regarding the conflicts within this Group the withdrawal of Chile plays a prominent part — a withdrawal which will probably have negative effects on this country, but also for the rest of the Group it represents a painful shrinkage. 相似文献
15.
运用SPSS中的因子分析技术,选用2010年的财务报表数据,对我国纺织服装类外贸上市公司的15项财务评价指标进行综合分析表明,排名前5名的企业分别是搜于特、鄂尔多斯、际华集团、雅戈尔、和华孚色纺;排名后5名的企业分别是天山纺织、山东如意、金鹰股份、美尔雅和海欣股份。实证表明,因子分析方法可以比较科学、真实地评价我国纺织服装类外贸上市公司的经营绩效,能够为决策者提供较为客观的决策依据。纺织服装类外贸上市公司应该根据这些因子得分,找出自己存在的问题,加以改善。 相似文献
16.
企业法律风险贯穿企业运行始终,一旦发生法律风险,往往给企业带来致命打击。构建科学完善的法律风险管理体系是中石化集团的迫切要求。结合中石化集团法律风险防范机制,阐述了法律风险的主要特征、分类及影响,介绍了法律风险管理体系建立的原则、基本内容和运行机制,以期对中石化集团法律风险管理抛砖引玉。 相似文献
17.
Syed Tariq Anwar 《Thunderbird国际商业评论》2012,54(5):747-762
This illustrative case analyzes and evaluates Swatch Group and its core competencies and global strategies in the changing and highly segmented watch industry. Originating from Switzerland, the Group is a major watch manufacturer in the world with a unique brand portfolio that includes low priced as well as luxury watches such as Breguet, Blancpain, Longines, Rado, Omega, and the like. Swatch Group, formerly known as Socitéde Microélectronique et d'Horlogerie (SMH), sells its products through 500 Swatch watch shops, uses 15,000 retailers and 1,000 shop‐in‐shops, and over 140 kiosks in global markets. The Group is vertically integrated and supplies virtually all the components and parts for its line of watches. In 2009, Swatch Group's sales stood at $5.37 billion and the company continues to be an entrepreneurial entity with efficient research and development (R&D), creating many technological breakthroughs and marketing campaigns. Swatch Group is expected to grow in the coming years although the 2008 financial crisis, competition, and changing markets remain some of the major hurdles for the company. The article ends with selected developments and future changes that may impact the company in the coming years. © 2012 Wiley Periodicals, Inc. 相似文献
18.
Hartmut Scheele 《Intereconomics》1979,14(6):273-277
In the United Nations an Intergovernmental Working Group tries to cope with the phenomenon of transnational corporations by working on a code of conduct. Hartmut Scheele, who participated in this work, reviews the results the Group has achieved up to now. 相似文献
19.
20.
Bulent Guloglu 《The journal of international trade & economic development》2016,25(7):959-977
This study aims to determine the most important factors affecting sectoral exports dynamics of Turkey and to estimate sectoral exports elasticities. It then relates sectoral elasticities to factor and technology intensities. The study uses three recent panel data estimators, Mean Group, Augmented Mean Group and Common Correlated Effects Mean Group estimators, all of which take into consideration slope heterogeneity and the last two also taking into consideration cross-sectional dependency. The results obtained show that foreign demand and productivity are important determinants of Turkish exports. In addition, sectoral elasticities vary across sectors, tending to be greater in some sectors where factor and technology intensities are the main distinctive features. 相似文献