摘 要

在企业进行跨国并购时，文化冲突对并购的成效及后续影响越来越受到重视。与企业并购绩效相关的文化冲突可分为地域文化冲突、组织文化冲突（企业文化冲突）以及品牌文化冲突。本文选取安踏体育用品股份有限公司（简称：安踏）为例，分析中国企业在并购时以及在完成并购后可能遭遇的具体的文化冲突。总结并提出企业应当采取何种措施来妥善地处理这些文化冲突，从而达到并购绩效的更大化。通过分析研究发现组织文化冲突（企业文化冲突）和品牌文化冲突对于该企业的并购绩效影响较大。安踏运用了聘请职业经理人、成立独立的品牌事业部、更换产品设计师、统一企业文化等措施来达到解决文化冲突的目的。这些措施可为从事鞋类和服装生产的国内企业进行跨国并购时化解文化冲突提供借鉴。

关键词：中国企业；安踏；跨国并购；文化冲突

Abstract

In the process of transnational mergers and acquisitions, the impact of cultural conflict on the performance and the lasting development has gained more attention. The cultural conflicts related to the performance of mergers and acquisitions include divided into regional cultural conflict, organizational culture conflict (corporate culture conflict) and brand culture conflict. This paper, with ANTA sporting goods Limited company (ANTA) as an example to explore Chinese enterprises in transnational mergers and acquisitions, analyzes those existing cultural conflicts in details. This paper also summarizes and puts forward the measures taken to deal with these cultural conflicts properly to achieve better performance. It is concluded that organizational culture conflict (corporate culture conflict) and brand culture conflict have a great impact on the performance of mergers and acquisitions. Hiring professional managers, setting up separated brand unit, replacing the product designers and integrating the corporation culture are the measures ANTA took in dealing with cultural conflicts. These resolutions are expected to provide a reference for the domestic enterprises engaged in footwear and apparel production to solve cultural conflicts in transnational mergers and acquisitions.

Key words: Chinese enterprises; ANTA; transnational M amp; A; cultural conflicts

Contents

1 Introduction 1

2 Literature Review 3

2.1 Conception of transnational M amp; A 3

2.2 Cultural conflicts and its effect 3

3 Cultural Conflicts between ANTA and FILA 5

3.1 Brief introduction of ANTA 5

3.1.1 History of ANTA 5

3.1.2 “Multi-brand” strategy 5

3.1.3 Corporate culture of ANTA 6

3.2 Brief introduction of FILA 7

3.2.1 Basic information of FILA 7

3.2.2 The ownership of FILA China 7

3.3 Cultural conflicts: Chinese and Italian (regional) 8

3.4 Cultural conflicts: ANTA company and FILA company (organizational) 8

3.5 Cultural conflicts: ANTA and FILA (brand located) 9

4 Countermeasures ANTA took in Mamp;A 10

4.1 Set-up of FILA brand unit 10

4.2 Top management turnover 10

4.3 Current status of FILA 11

4.3.1 Vertical comparison 11

4.3.2 Horizontal comparison 11

5 Suggestions for Cultural Conflicts in Mamp;A 12

5.1 Hire professional manager 12

5.2 Allow independent management rights 12

5.3 Replace the chief designer 12

5.4 Change the prolocutors 12

6 Conclusion 14

References 16

Acknowledgements 17

Cultural Conflicts and Resolutions in Transnational Mergers and Acquisitions by Chinese Enterprises—A Case Study of ANTA Sporting Goods Co.Ltd

1 Introduction