跨国公司的未来“捕手”  

MNCs"Catching Big Fish"in China

作　　者：林涛[1] 秦姗[1] 孙欣[1] 

机构地区：[1]《中国企业家》编辑部

出　　处：《中国企业家》2009年第12期92-95,共4页China Entrepreneur

摘　　要：当贝塔斯曼2008年7月在中国关闭其标志性业务（贝塔斯曼书友会和连锁书店）时，外界普遍将这一举动视为贝塔斯曼从中国败退的标志，“折戟”、“溃败”，甚至有媒体刊登了“贝塔斯曼之死”的耸人标题。Entrepreneurship in China lasting several years made it possible for MNCs to invest start-ups through Corporate Venture Capital(CVC).Many SMEs have turned into the important unit for MNCs' development.When foreign acquisition became more and more sensitive in China, CVC is a good alternative today. Early 2009,Nokia Growth Partners injected 6.8 million dollars into Kongzhong,which indicated its first strategic step in 3G application. Intel has also made huge investment in the internet and new energy field,which is irrelevant to the core chip business. Old-brand technology companies including Siemens. Qualcomm and Nokia have strengthened their own leadership status through corporate venture capital.SK, the third Korean group is busy exploring new market in China.In 2008,it invested thousands of millions of dollars into Taihe Rye Music and in 2009,it provided 0.3 billion RMB for B2C website Qianxun.……Corporate Venture Capital is nothing new right now and many MNCs have permeated and controlled both upstream and downstream of the industry through CVC, and thus keep their industrial advantages.When financial storms are coming,some start-ups face up with tight capital chain while the financing channel of IPO is closed. Under such circumstances,many MNCs tend to grasp the opportunity and accelerate the speed of'catching fish'in China.

关 键 词：跨国公司 贝塔斯曼书友会 连锁书店 标志性 中国 刊登 

分 类 号：F276.7[经济管理—企业管理] G235[经济管理—国民经济]