联想并购案例英文版分.docx

Table of Contents1. Introduction31.1 The Chinese MA situation31.2 Purpose32. Brief summary about the case42.1 Introductions about Lenovo42.2 Case Summary53. Important Factors Analysis63.1Synergistic Effect63.2 Integrated the human resources and resolved the labor cost problem successfully63.3 Resolved the difficulty of blending two brands63.4 Well-designed corporate management plan74. Assumed Risk Analysis74.1 Deal risks74.2 Cave-out risks84.3 Integration risks: cultural and operational94.4 Political risk104.5 Brand risk105. Solution to the risks115.1 Original deal: pre-private equity involvement115.2 Final deal: private equity firms get involved126. Recommendations136.1 Further Research and Development136.2 Culture Conflict Problem136.3 Attract New Customers146.4 Internationalize Achievements146.5 Positioning Correctly146.6 Rationalize Their Pricing Strategy146.7 Grasp Opportunities157. Chinese restrictions on foreign MA activities in China and the rationale behind157.1 Qualifications of acquiring firm157.2 Decentralization of authority167.3 Classified approval177.4 Asset selling restrictions187.5 Conclusion198. Reference201. Introduction1.1 The Chinese MA situationCurrently, Foreign capital MA is the main form of foreign direct investment. China’s making use of foreign investment has long been focused on the manufacturing industries which take up approximately 60%-70% in all and assumed the growing tendency in recent years. Multinationals have started to march on large-scale equipment and manufacturing industry in China. At present, within the world top 10 biggest projects mechanical companies had 9 entered into China comprehensively with their merger emphases on our leading project mechanical and electric apparatus enterprises. (Qin, 2007)Along with China’s opening up to the outside world and the influence of transnational MA tide, there presents some new changes in multinational investment methods to China. The main change is from the joint capital, cooperation