最近的几年,轮胎行业的投资在世界范围内持续升温,过去几年的轮胎投资超过了
100亿。其中排在第三位的是北美,约18亿美元;排在第二位的是欧洲,约23亿美元;
排在第一位的是亚洲,约28亿美元,其中中国占14亿美元。虽然中国轮胎市场己经处于
重要地位,但是行业呈现出的粗放经营、产能过剩、产品低端和品种单一的现状,其发展
前景令人担忧
广州万力集团有限公司“下称万力集团”作为中国华南地区轮胎行业支柱型企业,是
中国轮胎市场的代表。其旗下广州市丰力橡胶轮胎有限公司“下称丰力公司”、广州市华
南橡胶轮胎有限公司“下称华轮公司”、广州万力轮胎商贸有限公司“下称万力商贸”以
及广州钻石车胎有限公司“下称钻石公司”,构成了万力集团橡胶轮胎四大板块。曾经的
生产经营状况可以用乱、散、差三个字来形容。所谓乱,就是竞争无序,不公平。所谓散,
就是说一盘散沙,各自为政,生产规模小、技术水平低;所谓差,人员素质差,工艺设备
差,生产条件差。在管理上为典型的“三个牌子,一套人马”。自从万力集团选择以丰力
公司为核心企业,以丰力公司为主体市场,通过优化资源配置和业务重组后,丰力公司焕
发了新生命的光彩
本论文采用个案研宄的方法,以丰力公司重组为案例,运用PEST模型,来分析公司
所处的政治、经济、社会和技术环境;通过波特教授五力模型分析其所在竞争环境;通过
SWOT分析两家公司所面临的机遇、威胁、优势和劣势明确进行企业重组具有理论实施性,
通过介绍重组中用到的重组方式说明重组调整变化的情况,利用重组方式的理论,分析华
轮重组过程中用到的重组方式,并分析重组过程中的股权结构调整、组织结构调整变化、
人力资源及薪酬调整变化,重组战略实施过程中的变革管理。通过对比重组前后的经营财
务考核指标情况的变化、经营难题解决的变化、人力资源薪酬变化、福利问题解决变化介
绍重组的效果,分析本次重组的效果及存在问题并提出今后进一步重组的建议
丰力公司重组属于企业内部重组,将资产进行无偿划拨,主要将人员和业务进行整合
使核心企业迅速做大做强。本文研宄的成果在于对丰力公司临的宏观和微观环境下的重组
战略进行具体的分析,具有现实意义
在竞争如此激烈的社会,努力做大做强是制造业唯一的出路,如果不能做大做强,很
快就会被社会淘汰,壮大的办法除了自身滚动发展之外就是重组发展。近年来,轮胎行业
I 的并购和重组呈现了非常活跃的状态,但是国有企业之间如何有效重组并不断发展壮大,
其实很少有这样的案例出现。虽然丰力公司与华轮公司的重组属于小重组,但是这个个案
仍然对国有企业相关产品如果有效重组具有一定借鉴和探索意义。万力集团旗下两家拥有
- 独立法人的轮胎企业是在经历了非常叙杂的国外、国内背景下的典型案例,最后的重组也-
算是成功的,进行一定的典型性和现实意义。经过几年的有效推进,在经历了企业转型、
经营思路调整、历史遗留问题的解决以后,企业实现扭亏为盈,骨干作用充分发挥,员工
收入实现增长,企业的凝聚力有明显加强,使企业和职工得到双羸,真正实现了做强做大
的战略愿景。研究这一案例可以达到解剖麻雀的目的,对于揭示今后类似国企重组可以提
供借鉴和帮助
关键词:重组;轮胎;SWOT; PEST;五力模型;
II Abstract
Restructuring refers to the changes in the company to adapt to the market
t
economy development and the external environment and the int-ernal capacity of
human resources, through the development of a new set of strategies and policies
to achieve re planning and organizational structure of the company business or
business combination and remodeling of financial policy and capital allocation
reform, realize the optimal dynamic internal structure and external environment
matching, to meet the company’s strategic transformation to obtain sustainable
competitive advantage, strategic behavior and systematic dynamics. In 1970s and
80s, the restructuring has become the major industrial activities, through the
restructuring of earlier years without pressure to ease the constraints of
diversification, but also to many American companies to go to meet the growing
competition.
In recent years, the tyre industry＊ s investment in the world continues to heat
up, over the past few years, more than 10 billion tyre investment. Which ranked
third in North America, about ￥1 billion 800 million; ranked second in Europe,
about ￥2 billion 300 million; ranked first in Asia, about ￥2 billion 800 million,
of which China accounted for ￥1 billion 400 million. Although the Chinese tyre
market has been in an important position, but the industry presents a wide range
of operating, overcapacity, low end products and a single species of the status
quo, its development prospects are worrying.
Guangzhou Wanli Group Co., Ltd., hereinafter referred to as Wanli Group as
the backbone of China’s tyre industry in Southern China, is the representative
of the Chinese tyre market. It＊ s Guangzhou Fengli Rubber Tyre Co. Ltd. hereinafter
referred to as Fengli company, Guangzhou City, Southern China Rubber Tyre Co. Ltd.
hereinafter referred to as huaLun company, Guangzhou Wanli tyre trade Co. Ltd.
hereinafter referred to as Motorola trade ’’and the Guangzhou diamond Tyre Co. Ltd. ”
hereinafter referred to as Diamond Corp , constitute the four plate ffanli Group
Rubber tyre. Once the production and operation of the situation can be chaotic,
scattered, poor three words to describe. The so-called chaos, that is, competition
disorder, unfair. That is the so-called scattered, lacking spirit of cooperation,
lack of coordination, small scale, low level of technology; the poor, poor quality
of personnel, technical equipment, poor production conditions. In the management
of the typical three brands, a set of people”. Since the group has chosen to force
in the company as the core of the company, in order to force the company as the main
market, through optimizing the allocation of resources and business restructuring,
the company has a new brilliance.
This paper-adopts,the method, of case study to Fengli company reorganization &39;
as a case, using the PEST model to analyze the company’s political, economic,
social and technological environment; by Professor Potter, the five forces model
to analyze the competitive environment; through the SWOT analysis of the two
companies are facing opportunities and threats, strengths and weaknesses of the
enterprise clearly with the implementation of the restructuring theory, through
the way of restructuring introduced in the reorganization that restructuring
changes, the reorganization of the theory, analysis of reorganization process used
China round of restructuring, and analysis of heavy group in the process of
adjusting the organizational structure change, human resources and salary-
adjustment, change management restructuring strategy implementation process the.
By comparing before and after the reorganization business financial assessment
index changes, solve the difficult problem of management changes, human resources
salary change, solve the problem of welfare changes introduced the effect of
restructuring, analysis of the reorganization of the results and the existing
problems and puts forward the suggestions of further restructuring.
Feng Li, the reorganization of the company belongs to the internal
reorganization of the company, the assets will be allocated free of charge, the
main staff and business integration so that the core enterprises to become bigger
and stronger. The result of this paper is to analyze the recombination strategy-
in the macro and micro environment, which is of great practical significance.
In such a competitive society, efforts to become bigger and stronger is the only
way out of the manufacturing sector, if not bigger and stronger, will soon be
eliminated by society. In addition to its own way to expand the development of
the rolling development of restructurin
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