海外并购之后  

Aggregating BOE

作　　者：李亮 

出　　处：《IT经理世界》2005年第1期55-58,6,共4页

摘　　要：以惊心动魄的海外并购开始的战略性突破，从一个不太起眼的角色到目标中的世界级公司，必须跨越几道门槛? 促成战略性突破的是企业家的冒险精神，还是长期处心积虑的筹划和准备?“大赌”之后怎样才能“大赢”? 京东方试图做出解答。At the end of 2004. a report on trial operation of the 5th generation TFTLCD production line made Wang DongSheng, chairman of BOE Technology Group Co.. Ltd, very excited, because the product rate is very high.The fine product rate is one of the key characteristics which decide the cost of TFT-LCD production. BOE began to install production equipment in September, 2004. After three months, end products have been produced, which seems a hardly achievable task. What' s more. after two years since BOE acquired Hyundai' s TFF-LCD business with US$380 million, its TFT-LCD business contributed US$60 million profit to BOE in 2003. Now TFT-LCD business makes up more than 50% of its total revenue from its main business.Meanwhile. BOE achieved its business integration of the upside and downside production chains by acquiring AOC' s shares and displays and basic panel TV business of Philips.No one will doubt that there will emerge world-class enterprises in China. But when BOE with a SOE background and 2000 million RMB net asset acquired Hyundai' s TFT-LCD business and AOC' s shares, people have more doubts than believes. Maybe people attach more importance to the result and neglect the procedure. In fact. the efforts of each enterprise striving for a world-class company is an important sample which greatly help to improve the global competitiveness of all the Chinese enterprises. From this perspective, the procedure is more important than the result for internationalization of Chinese enterprises.

关 键 词：海外并购 中国 京东方电子有限公司 TFT-LCD生产线 薄膜晶体管液晶显示器件 韩国 现代集团 盈利模式 

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