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论文编号：	2433
作者编号：	2120082193
上传时间：	2010/6/10 12:06:26
中文题目：	我国旅行社并购整合研究
英文题目：	Research on the Mergers and Acquisitions of Chinese Travel Services
指导老师：	姚延波
中文关键字：	旅行社 并购整合 核心能力
英文关键字：	Travel Services Mergers and Acquisitions Core Competence
中文摘要：	近年来，由于我国经济的快速发展以及综合国力的增强，国外对中国的认识已发生了改变，特别是2008年奥运会的举办，让世界更清晰地认识了中国。在这一背景下，我国入境旅游人数大量增加，截止到2008年，我国入境旅游者已经达到1.3003亿人次。据世界旅游组织预测，到2020年，中国将成为世界第一大旅游目的地国。可见，我国的旅游业的发展前景非常广阔。同时，随着我国经济的快速发展，人们的收入水平有了很大的提高，购买力也逐渐增强，旅游开始成为人们生活的必要组成部分，国内旅游也迅速发展起来。到2008年，我国国内旅游人数已经增长到17.12亿人次。面对着如此庞大的市场需求，我国旅行社数量也不断增多，截止到2008年，全国共有20110家旅行社。伴随着旅行社业的规模不断扩大，其利润却呈现出逐年递减的趋势。特别是随着我国入世承诺的逐步兑现，我国旅游市场逐步放开，大量外资旅行社进入中国市场，内资旅行社将面临着更为激烈的竞争环境。在这种情况下，为了提高竞争力，在市场竞争中求得生存与发展，我国旅行社纷纷采取了并购活动。实践证明，并购是短期内企业扩大规模、提高竞争力的有效途径。但是，相对于并购前的战略和良好期望而言，并购后的旅行社状况与预期目标相差甚远。导致企业并购失败的原因有很多，但学者们普遍认为最根本的原因在于缺乏有效的整合。 并购交易的完成并不意味着并购活动的结束，要实现并购目的，整合工作必不可少。因为，并购本身并不能为企业创造价值，只有并购整合才能带来核心能力的提升。但是，并购整合并不是一件容易的事，它是两家或两家以上的企业通过一系列相关措施融合为一个有机整体的过程。而并购双方在企业文化、管理制度、员工素质、组织结构、业务流程等方面又存在差异，此外，现阶段的并购整合缺乏目的性，这就为并购整合工作带来了困难。基于此，本文从竞争优势的来源入手，提出核心能力的培育与提升应作为旅行社并购整合的目标。因此，本文根据核心能力的组成要素，选取资源、知识与组织机制三个子系统构建了一个比较完整的旅行社并购整合分析框架，以其能够获取或提升旅行社的核心能力。
英文摘要：	In recent years, due to China's rapid development of economic and enhanced overall national strength, the foreigner’s notion to China has changed. Especially, it is the 2008 Olympic Games that makes the world understand China clearly. In this context, there is a significant increase in tourist arrivals in China. As of 2008, China's inbound tourists had reached 130.03 million. According to the World Tourism Organization’s forecasting that by 2020, China will become the largest tourist destination in the world. It shows that the prospect of China's tourism industry is very bright. At the same time, with the rapid development of China's economic, the level of people's income has increased greatly, and their purchasing power also has gradually increased. So tourism will become a necessary component of people’s life, and the domestic tourism develops rapidly. By 2008, the number of China's domestic tourists has grown to 171.2 million. Facing such a huge demand, the number of travel services has been increasing. By 2008, there were 20,110 travel services. As the travel industry having been expanding, its profit is declining year after year. Especially, with the gradual fulfillment of China's WTO commitments, the tourism market of China is opening up gradually, and a lot of foreign travel services enter to China’s market. Consequently, the competitive environment of our domestic travel services will be more intense. In this case, in order to improve the competitiveness and to survive in the marketing competition, a lot of travel services adopt the activity of Merger and Acquisitions(M&As). It is showed in practices that Mergers and Acquisitions(M&As) is an effective way to expand the scale and enhance the competitiveness of enterprises in the short term. However, compared with the pre-merger’s strategy and good expectations, the status of travel services in post-merger is far from the expectations. Though many reasons lead Mergers and Acquisitions(M&As) to fail, scholars generally believe that the most fundamental reason is the lack of effective integration. The completment of the transactions of Mergers and Acquisitions (M&As) does not mean that the activity of Mergers and Acquisitions (M&As) ends. As to achieve the purpose of Acquisition, the integration is essential. Because the Acquisition itself does not create value for the enterprise. Only the Mergers and Acquisitions (M&As) can make the core competence advance. However, the Mergers and Acquisitions (M&As) is not easy. It is an process that two or more enterprises through a series of measures integrate to an organic whole. But the two sides is different in corporate culture, management system, staff quality, organizational structure, business process and so on, and the Mergers and Acquisitions (M&As) lacks objective at this stage, which challenge the Mergers and Acquisitions (M&As). Based on this, starting with the source of the competitive advantage, this thesis puts forward that the cultivation and enhancement of the core competence should be the target of the Mergers and Acquisitions (M&As).Therefore, on the basis of the elements of the core competence, this thesis selects three subsystems consist of resources, knowledge and organization mechanism to built a relatively complete analysis framework of travel services’ Mergers and Acquisitions (M&As), hoping to acquire or improve the core competence f travel services.
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