The hottest restructuring wave raises the importan

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The reorganization wave set off the integration of corporate culture is very important

reorganization and mergers and acquisitions are surging

the reorganization and acquisition of Carlyle and XCMG group in 2006 has attracted much attention and become a hot topic in all sectors of society. Regardless of the outcome, the heat of the event itself has far exceeded the limits that the industry can bear

perhaps it is the case that XCMG Carlyle's demand for rubber is rising every year. This industry focus in 2006 has distracted people from the resale of 70% equity of Shandong Lingong to the world giant Volvo. In silence, Shandong Lingong, which has always been low-key but has repeatedly been the first to reform, has completed major changes in one fell swoop

in fact, in addition to Shandong Lingong, Hunan Xiangjun, which has always been active in the capital market, has never stopped its pace of restructuring and mergers, and has maintained a style of being unwilling to be outdone. First, Sany Heavy Industry, which has always played a high-profile role, announced its acquisition of XCMG group, repeating the scene of "no surprise, no end", and recently suggested that Changsha municipal government departments vow to build "Changsha, the first city of China's construction machinery"

when it comes to the topic of restructuring and M & A in China's construction machinery industry, another thing I have to say is Zoomlion. Zoomlion, born in scientific research institutes (Changsha Construction Machinery Research Institute Co., Ltd. is its largest shareholder), has never stopped the pace of restructuring in its growth process of less than a decade. From the acquisition of British baolujie, the merger of Hunan Machine Tool Plant, the reorganization of Puyuan group to the "son mother" inverted acquisition of the winning industry, if abnormal phenomena are found, Zoomlion has obviously realized the idea of highlighting its main business and enhancing its core competitiveness. Among them, there are many commendable points. Almost every acquisition shows the excellence of Zoomlion in capital operation. The overseas acquisition of British baolujie company is the first step for China's construction machinery to go global. In the acquisition that shocked the industry, the famous Lenovo Group was once even involved. There is also the legendary second largest shareholder of the anti control - bid winning industry, coupled with the wonderful acquisition of Puyuan company, the leader of auto crane, which has been staged successively, making Zoomlion quickly complete the adjustment of industrial structure and achieve rapid growth

and after a series of acquisitions, Zoomlion's action is far from over. According to relevant sources, Zoomlion has recently embarked on new plans, one is to acquire Yichun project, which was once acquired by Sanjiu group, and the other is to hold 70% of the shares of Shaanxi Yellow River project, both of which are important enterprises of shovel transportation machinery. Obviously, if the acquisition is successful, Zoomlion will take this opportunity to enter the field of earthwork machinery manufacturing, once again enrich and complete its industrial structure

compared with five years ago, enterprises in the industry at this stage are more willing to integrate and restructure without being unloaded and properly preserved for a long time, and their financing ability and strength have been strengthened. Even private enterprises have begun to get involved in this way. China Longgong, which was listed in Hong Kong in November 2005, recently came out the news of transferring circulating shares and cooperating with multinational companies. Recently, it acquired an enterprise in Zhengzhou at a price of 90million yuan, which is about to complete the first acquisition in its development history

in the international market, the experience of some world leaders shows that many enterprises have gone through the process of reorganization and acquisition, forming today's pattern in repeated integration and exchange. For example, Terex group and Ingersoll Rand have even formed today's industrial structure through mutual restructuring and acquisition

caterpillar's corporate culture

take caterpillar, which is in the leading position in the global construction machinery industry, as an example. It is also indispensable in the wave of asset restructuring of China's construction machinery enterprises. The success or failure of caterpillar in the Chinese market not only expresses its own development strategy, but also affects the pattern and changes of China's construction machinery industry. As a successful data enterprise for nearly a century, caterpillar has an unusual corporate culture. In the interaction with caterpillar, Chinese enterprises have noticed their unique corporate culture characteristics

the author believes that caterpillar's market strategy in China has also changed over time since it entered China for more than 30 years. For example, in the first stage, products are sold directly or technology is exported indirectly. This is the strategy in the early stage of reform and opening up. The second stage is to export technology directly and train Chinese technical talents. Most of Caterpillar's joint ventures in China were established during this period. This state was basically completed in the late 1990s and early this century. In the third stage, that is, the current stage, Owens, the global president of caterpillar, made it clear that he would establish wholly-owned production enterprises in China, gradually establish manufacturing and processing centers in China, and then enter the global system of caterpillar

caterpillar's clear goal is that its enterprises in China should be caterpillar's Chinese construction machinery manufacturing enterprises, not Chinese caterpillar's construction machinery manufacturing enterprises. This is a Chinese manufacturing enterprise system with caterpillar as the axis. It is not difficult to see that caterpillar treats its related industries and enterprises, including management members, with a global standardized attitude. This is the foundation of Caterpillar's success and its magic weapon of victory

caterpillar is a standard setter. Therefore, it views the world market from the perspective of globalization. Only those who can reach and approach this standard can enter Carter's vision. In other words, to enter the caterpillar series, you must become a "caterpillar person" and do things according to Carter's rules and standards

do you want to keep the brand? That's impossible, because cat is your brand and unique logo. This is the standard that caterpillar places on the global market, and it is also an unbearable feature

At the same time, Caterpillar's global market vision often represents the direction of industrial development, especially the ability to control the international market and cultivate the pace of market consumption, which also represents the ideal of enterprises pursuing advanced manufacturing and management levels. Whether the Chinese market has reached a sufficient "height" so that Carter products can sell well is one of the concerns of caterpillar. After caterpillar acquired Shandong construction machinery factory, when it comprehensively integrated the supply chain, it first put forward the requirement of whether it could provide products according to Carter standards

this is part of Caterpillar's corporate culture and one of the biggest difficulties for Chinese enterprises to cooperate with caterpillar. This difficulty first comes from the recognition of corporate culture

the importance of cultural integration

just as some scholars say, the 21st century is the era of cultural management and the era of cultural prosperity. Corporate culture will be the core competitiveness of enterprises. The more competitive an enterprise is, the more distinctive and irreplaceable its corporate culture is

in 2007, China's construction machinery industry, which bears the dream of the rise of an economic power, will inevitably undergo a wave of enterprise reform through restructuring and mergers. In the operation of many mergers and acquisitions, the will of capital can be seen everywhere. In the context of economic globalization, the source of capital must come from all corners of the world. While the voice of capital is becoming clearer and clearer, the cultural identity and integration between different enterprises will also become one of the factors for the success of reorganization and merger

it is believed that for the vast majority of enterprises, capital injection is only the beginning of enterprise reform, and the realization of the real integration of culture among enterprises is the fundamental to the smooth development of their reorganization. (end)

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