品牌整合运营是企业并购后重新整合协调资源的关键步骤，因此，品牌整合
对并购的成功实施影响深远
本文对国内外针对并购整合的研究现状作出了整理，并对相关理论的发
展趋势进行分析，为并购中的品牌整合研究搭建较为全面的理论框架。随后，
叙述了新希望集团的发展历史、组织构架、战略变革的三个时期以及整体品
牌观，作为本文主要研究内容的背景
现代企业并购原因多种多样，本文针对新希望六和股份有限公司和新希
望乳业控股有限公司的并购品牌整合案例进行分析。结合新希望集团的两个
公司的并购整合案例，分别对其产生的原因提出进行分析、认真追踪并购操
作的全过程、对并购结果和成效进行具体提取。在复杂生态系统理论的指导
下将品牌整合竞争力模型作为后续分析的基础。通过对比分析法，得出导致
同方向结果的公共因素，如品牌整合出现的问题、机构设置和人员问题等，
因此在并购完成的初期两个公司出现了几乎相同的状态。然而在分析导致反
方向结果的差异化因素时，新希望六和在出现问题后调整战略，使用区域市
场贴近战略，并积极进行品牌整理，因此获得了较为成功的结果；新希望乳
业由于并购对象过于静态化，在品牌延伸和多个地方品牌冲突上出现的问题
一直没有得到妥善解决，最终集团决定停止资金注入，并购宣告失败
最后，在结论与建议部分，通过上文对新希望集团的两个案例的理论分
析及对比分析对全文做出总结。并购前应对双方企业进行品牌评估，主并企
业不仅要详细的评估分析自己品牌的优劣势，还要加深了解对方企业品牌管
理系统，找出和自身品牌的相似点和差异性，发现可能存在的冲突，整体思企业并购中的品牌整合研究——以新希望集团为例考寻找解决方案。并购过程中要将主并企业品牌、被并购企业的品牌和并购
后的企业整体品牌分别作为复杂生态学中的子系统，明确品牌结构规划，做
好品牌整合的协同管理，树立品牌资本观，提高品牌管理效率，最终使企业
在并购中收获成效和获取利益
关键词：并购 品牌整合 品牌生态战略 新希望集团AbstractAbstract
As the market environment is changing, enterprises should integrate resources
to advance core competitiveness. Strategic mergers and acquisitions refer to taking
brand as core and link, through merger to re-allocate enterprise resources and
adjusting the competition between enterprises to improve the core competitiveness
of enterprises. Regarding of mergers and acquisitions, the brand operation is an
important mechanism for enterprise mergers and acquisitions and resource
reallocation, so brand integration has an important impact on the success of M&A
goals.
This paper summarizes the current research situation of M&A in China and
abroad, and analyzes the development trend and related problems, which provides
a more comprehensive view of the brand integration in M&A Theoretical
framework. Subsequently, this paper summarizes the development history of the
New Hope Group, the organizational structure, its strategic change tracks and its
brand view, which are taken as the background of main content of this article, for
the follow-up case analysis.
Firstly, this paper focuses on the M&A between the New Hope Liu he Ltd.
and the New Hope Dairy Holdings Ltd. This paper focuses on the elements
extracts of reasons, tracking of process and overall description of results of its
mergers and acquisitions for those two companies, and finally through the theory
mentioned on the M&A results to make a corresponding analysis, respectively, and
sums up the two companies mergers and acquisitions of different results. This
paper presents the complex ecosystem theory and the brand integration
competitiveness as the basis for the follow-up analysis of the two companies after
the acquisition of the New Hope Group. Through the comparative analysis, the
public factors lead to the same direction, such as the problems of brand integration,
institutional setting and personnel problems, etc., so the initial completion of the
acquisition of the two companies appear almost the same state. However, inResearch on Brand Integration in Enterprise M &A----Taking New Hope Group as an Exampleanalyzing the different factors which lead to the opposite direction, it is clear that
the New Hope Liu he Ltd. adjusts the strategy after the problem, makes use of the
regional market closing to the strategy, and actively carries out brand consolidation,
so gets a more successful results; the New Hope Dairy Holdings Ltd. fails to solve
the problem of brand extension and a number of local brand conflict problems
because of the object of mergers is too static, making it in a state of halt, so the
final group decides to stop the capital injection and the mergers and acquisitions
failed.
Finally, in the conclusion and recommendations, the paper summarizes the
full text of the theoretical analysis and comparative analysis of the two cases of the
New Hope Group. Before the merger, the enterprise should strictly screen the
M&A object before the M&A behavior, and fully analyze the complementarity and
relevance of the two enterprises&39; brand assessments, the main business is not only
to assess their own brand in detail and find the corresponding advantages and
disadvantages, but to get a full understanding of brand value and brand
management system of its counterpart, and to find themselves brand similarities
and differences, identify possible conflicts in order to conduct a holistic thinking to
find a solution to ensure the successful implementation of the brand integration
strategy. When implementing M&A, the company should considered every part of
the company as the subsystem of the complex ecology to consider the combined
brand ecosystem as a whole. Only a clear brand structure plan could benefit the
brand integration and collaborative management, establish a brand capital concept,
improve brand management efficiency, and ultimately enable enterprises to
maximize the benefits of mergers and acquisitions.
Keywords: M&A；Brand integration；Brand eco–strategy；The New Hope Group目 录目 录
1 绪论....... 1
1.1 研究背景及意义 ....1
1.1.1 研究背景 .........1
1.1.2 研究意义 .........1
1.2 研究框架安排 ........2
1.2.1 研究思路 .........2
1.2.2 研究方法 .........2
1.3 创新之处和不足 ....3
1.3.1 研究创新 .........3
1.3.2 研究不足 .........3
2 文献综述........... 4
2.1 基本概念 ....4
2.1.1 并购概念.........4
2.1.2 品牌及品牌整合概念.4
2.1.4 并购与品牌整合之间的关系 .6
2.2 国内外企业并购现状 ........7
2.2.1 国内企业并购现状 .....7
2.2.2 国外企业并购现状 .....7
2.3 国内外研究现状....8
2.3.1 国内企业并购品牌整合研究及发展趋势 .....8
2.3.2 国外企业品牌整合研究及发展趋势 ........... 11
3 新希望集团简况与战略变革分析..... 14
3.1 集团概述 .......
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