跨国并购后的品牌策略--基于Hotelling模型的分析  

Post Cross-Border M&A Brand Strategy:Analysis Based on the Hotelling Model

作　　者：刘志忠[1] 张超[1] 王耀中[1] 

机构地区：[1]湖南大学经济与贸易学院,湖南长沙410079

出　　处：《财经理论与实践》2008年第1期100-104,共5页The Theory and Practice of Finance and Economics

基　　金：国家软科学研究计划项目(2006GXQ3D127);湖南省软科学研究计划一般项目(2006ZK4023);国家社科基金重点项目(06AJL002)

摘　　要：构建存在三个差异品牌产品的一期动态博弈Hotelling模型,分析跨国公司并购东道国企业后的品牌策略。当跨国公司的自有品牌与东道国品牌的差异程度较小,与东道国竞争企业的品牌差异程度较大时,如果多品牌经营的维护成本很小,那么跨国公司并购后将选择联合经营自有品牌与东道国品牌;如果多品牌经营的维护成本很大,那么跨国公司并购后将选择弃用东道国品牌,而单独经营自有品牌。当跨国公司的自有品牌与东道国品牌的差异程度较大,与东道国竞争企业的品牌差异程度较小时,跨国公司并购后将选择弃用自有品牌,而单独经营东道国品牌。According to the extended Hotelling model, when there is little difference between the brand of a multinational corporation（MNC） and that of the merged foreign company, but much difference between the multinational Corporation＇ s brand and that of the host country＇ s competitors, the brand strategies depend on the maintaining cost of the multi-brand management. In the case when the cost is small, MNC will then choose a multi-brand strategy to manage its own brand with the merged brand as well, while in the case when the cost is large enough, the MNC will give up the merged brand and choose a brand extension strategy to only manage its own brand. When there is much difference between the MNC＇s own brand and the merged brand, and little difference between the MNC＇s own brand and that of the host country＇s competitors, MNC will more like to abandon its own brand, and use the merged brand for extension.

关 键 词：跨国并购 品牌策略 HOTELLING模型 

分 类 号：F203[经济管理—国民经济]