企业文化融合艰难 达能并购乐百（Mergers and acquisitions of corporate culture difficult, mergers and acquisitions to achieve joy）.doc

企业文化融合艰难 达能并购乐百（Mergers and acquisitions of corporate culture difficult, mergers and acquisitions to achieve joy） Due to the barrier of communication failed to timely and effective treatment, this should be in a common group, Xinles hundred people and the old man seems to have robust non-human gradually formed two camps. A relatively late entry robust employees said. This episode Danone robust cleaning old employees message, he thinks the other two camps will be more intensified 7 years ago, Chinese beverage giant Danone robust be put under the arm. From that time, Lebaishi almost disappeared from the media. At the beginning of January this year, Chinese business daily reported annual loss of billions of dollars of robust large-scale national brand cleaning staff. Reported that in September 1, 2006, Du Wenjie took over the French robust business, Du Wenjie formal identity is Danone China beverage president, responsible for the robust is one of the many Chinese beverage business. This is 6 years, for the first time that the French Danone directly as robust president. According to the Chinese business daily reported that from September 2006 onwards, Lebaishi began large-scale layoffs, only the North China market, the original team of 10 people 7 people were laid off, including 2 financial officers. The region is also the headquarters of financial recovery, North China Sales Director Wang Lei was forced to leave office in October 2006, 3 employees left into robust Beijing branch. In the East China Region Sales Director Hu medical leave. Liu Zhiming, director of sales in Northeast China, was transferred...... In this structural adjustment, nearly 30% of sales staff were cut. First Financial Daily to verify the matter as official declined to be interviewed, robust. The reporter interviewed some once in the work of the staff, they can be reached on the development of robust in nearly seven years to express their views. The integration of enterprise culture is difficult A