Quanzhou Shoe Enterprises Rise And Pay Equal Attention To Group Tide

To prepare for the listing and grow for the sake of growth, in late June, a listed company took over the "FUN" of casual clothes. In fact, as early as last year, some enterprises in our city tried boldly to merge and restructure.

In this regard, Professor Su Zhaohui, School of business administration, Huaqiao University believes that International economic environment The major industry reshuffle and the rapid upgrading of Quanzhou enterprises in recent years are the main factors leading to the tide of mergers and acquisitions. Recently, the executive meeting held by the State Council has laid down the keynote of policy support for promoting enterprise annexation and reorganization.

Spring enterprises start rising tide of mergers and acquisitions

The licensing merger is only a microcosm of the wave of mergers and acquisitions in Quanzhou. After the successful listing of Hongkong, the 31st degree is planning to seek the possibility of acquiring overseas brands recently. Zhao Feng, director of the brand sports market center, said recently: "looking for the right cooperation brand will tend to buy the international brand's right to operate in the Asian region."

In an interview with XTEP, Ding Shuibo, President of the company, also revealed plans to acquire foreign brands. The target brand of the acquisition may come from Europe. The industry speculated that XTEP will buy in the future. European brand It may be UMBRO, Diadora or some other well-known outdoor brands, and the acquisition plan is expected to be realized by 2010.

After 9 years, the nine king of the "king of pants" in China has begun to take a cooperative look at the European continent. Lin Congying, chairman of the nine Mu Wang, said at an event that the company was in the process of buying high-end clothing brands in Italy and Germany, involving hundreds of millions of yuan. At present, the acquisition has been completed and assets clearance and sweeping work are being carried out. Green group has brewed international brands with well-known children's clothing brands such as Germany and Spain.

Beyond all doubt, Spring enterprise Recent actions show the fact that mergers and acquisitions are normalized among enterprises with a higher degree of internationalization.

In fact, the pace of mergers and acquisitions is not confined to the manufacturing sector. At the beginning of the year of the tiger, Quanzhou Xinhua took about 50000000 yuan to take over the resources of the stores in Quanzhou's Chilon supermarket. The original store in Quanzhou's Dragon supermarket has changed to the new logo of Xinhua capital. The leather industry in Quanzhou has also announced news of joint venture, cooperation, reorganization and merger.

Pay attention to complementarity with original brand

"When domestic enterprises subdivide their brand positioning, we need to find some international brands to supplement them, and when the time comes to develop high-end brands, the acquisition is inevitable." Last year, through the acquisition of equity, Anta became the first Quanzhou sports brand to buy international brand sports brand enterprises. In the view of Anta vice president Zhang Tao, the acquisition of FILA's trademark and operation in China will provide enterprises with the opportunity to expand the high-end market. Zhao Feng also said that in the acquisition of brand names, the 31st degree will focus on whether it can complement the market position of 331 degrees.

"When choosing a takeover target, an enterprise should pay attention to the complementarity of the brand. On the other hand, it should focus on those brands whose brand image and market influence are good, but because of poor management, so that the fresh management of blood can be injected into the brand to activate the potential market. Professor Su Zhaohui said that in the process of merger and reorganization, only by finding the "gears" that coincide with itself, can enterprises "turn" faster and achieve greater economic benefits.

In the eyes of Professor Chen Jinlong, director of enterprise management department, School of business administration, Huaqiao University, M & A is a win-win process for both partners. "The reorganization of disadvantaged enterprises and strong enterprises will gain vitality. However, if the vulnerable enterprises have heavy burden, lack of resources and backward management, they will drag down the new business. Therefore, mergers and acquisitions often consider the relationship and solubility of the merged enterprises.

Holding mode into mainstream

It is reported that nine European companies are planning to cooperate with three European companies, of which two sales are between 200 million and 300 million euros, and the cooperation mode is 51%. Lin Congying said that the international brand's R & D design and brand management capabilities are what they want. After the completion of the acquisition, apart from retaining the brand's top executives, design teams and terminals in Europe, the company will also introduce the brand into Chinese sales, and the two sides will set up a joint venture to run the brand jointly.

After Anta acquired FILA, it also adopted the way of holding. "Each brand has great differences in management and operation. This difference makes it difficult for the talents between brands to flow. Once the talent can not adapt to the operation of the new brand, it may lead to the failure of the acquisition." Zhang Tao believes that enterprises can maintain the control rights of their own brands on the acquisition of brands, they can continue to use the original brand managers and workers, and establish effective system management reorganization for these teams, so as to avoid the embarrassing situation of buying brands' "acclimatized".

"Acquisition is easy and business is difficult. At the same time, the investment enterprises also face enormous challenges. After all, the acquired brand is different from its own brand in terms of product segmentation, operation rules, market positioning and distribution channels. Su Zhaohui believes that whether we can reinvigorate the frequently losing brands and gradually turn them into a sharp weapon to occupy the market share by the way of mergers and acquisitions, on the one hand, depends on the buyers' evaluation technology strength, market share and other brand value vision, on the other hand, it depends on their management ability after the acquisition. Therefore, enterprises should pay more attention to the soft power of brand parent technology, sales channels and human resources when they buy brands.