蘋果公司的合并和收購

蘋果公司的合并和收購

Merger And Acquisitions Of The Apple Company 
 

蘋果是一家美國跨國公司,涉及設計和制造電腦軟件,消費性電子產(chǎn)品和商用服務器。公司最著名的是硬件產(chǎn)品。成立于1976年4月1日,被叫作蘋果電腦公司。

蘋果電腦公司位于加利福尼亞的庫比蒂諾,設計,制造,和出售個人電腦(pc)和相關軟件,外圍設備,個人電腦和通信解決方案。

蘋果公司是一個標準普爾500指數(shù)和NASDAQ指數(shù)100的子公司。其產(chǎn)品包括麥金塔一列的臺式機和筆記本電腦,Mac OS X操作系統(tǒng)的工作計劃,iPod數(shù)字調整播放器,和很多的為教學，原型，顧客和商業(yè)顧客使用的軟件和邊際產(chǎn)品。蘋果公司銷售其產(chǎn)品在其在線供應上,直接銷售力量是中間批發(fā)商和經(jīng)銷商,它擁有零售供應。

自2005年9月24日,蘋果在美國有116家店運行,和8個額外的供應，在加拿大,日本和英國。除了個人的硬件和軟件產(chǎn)品,蘋果零售供應擁有一個多樣媒介的硬件以及軟件。截至2005年9月時代結束的收入為139億美元,從2004年9月增長69%，從2003年9月開始上漲了124%。

蘋果電腦公司致力于防守環(huán)境,強度，我們的員工，顧客的安全性和我們控制的全球社會。我們知道,通過整合共振生態(tài)、健康和安全管理實踐在我們貿(mào)易的所有特性中,我們可以建議技術創(chuàng)新產(chǎn)品和服務,保持和吸引未來的發(fā)明的資源。

蘋果公司為永恒的增強而奮斗在我們的生態(tài)、健康和安全管理系統(tǒng)和周圍的卓越的產(chǎn)品、過程和服務中。蘋果公司已經(jīng)建立了一個獨特的榮譽在消費性電子產(chǎn)品的產(chǎn)業(yè)中。

Apple is an American multinational organization that design and manufactures computer software's, consumer electronics and commercial servers. The corporation is best known about hardware products. Established in April 1, 1976 and called Apple Computer, Inc.

 

Apple Computer, Inc. located in Cupertino, California, designs, manufactures, and markets personal computers (PCs) and related software, peripherals, and personal computing and communicating solutions.

 

Apple is a affiliate of the S&P 500 and the NASDAQ 100. Its goods include the Macintosh procession of desktop and notebook computers, the Mac OS X working scheme, the iPod digital tune player, and a collection of software and marginal products for teaching, original, customer, and business clientele. Apple sells its products during its online supplies, direct sales power, intermediary wholesalers and resellers, and it's possessing retail supplies.

 

Since of September 24, 2005, Apple function 116 stores in the United States, and 8 additional supplies in Canada, Japan, and the UK. In adding to its personal hardware and software products, Apple's retail supplies hold a diversity of intermediary hardware and software products. Revenues for the era ending September 2005 were $13.9 billion, up 69 percent from September 2004 and up 124 percent beginning September 2003.

 

Apple Computer is dedicated to defensive the surroundings, strength and safety of our workforce, clients and the worldwide societies where we control. We know that by integrating resonance ecological, fitness and safety administration practices into all feature of our trade, we can suggest technologically inventive products and services while preserve and attractive resources for future inventions.

 

Apple struggle for everlasting enhancement in our ecological, fitness and safety administration systems and in the environmental excellence of our products, procedure and services. Apple has established a unique reputation in the consumer electronics industry.

 

1.在這種情況下，兼并收購活動的最佳進入模式進入了一個新的國際市場。-1. CIRCUMSTANCES IN WHICH MERGER & ACQUISION ACTIVITY THE OPTIMAL ENTRY MODE INTO A NEW INTERNATIONAL MARKET.

 

Cross-Border Merger & Acquisitions implementation is an art, not a science. Each situation is unique and presents its own set of problems and potential solutions but it is in fact viable vehicles for international strategy.

 

Source: http://www.investopedia.com/terms/m/mergerandacquisitions.asp

 

The globalization of business over the past decade has spawned a search for competitive advantage that is worldwide in scale. Companies have followed their customers - who are going global themselves - as they respond to the pressures of obtaining scale in a rapidly consolidating global economy. In combination with other trends, such as increased deregulation, privatization, and corporate restructuring, globalization has spurred an unprecedented surge in cross-border amalgamation and acquisition activity. Cross-border mergers and acquisitions are an essential part of the speed up profitable globalization of our time. Cross-border business deal quantity now account for approximately one-third of worldwide M&A activity and this figure will only augment as business world-wide continues to increase. The compound lawful matters to be handled in such business deal include the management of dissimilar impression of business authority and capital market system in the laws concerned, as reflect by the strong discuss on M&A law creation within the European Union.

 

Mergers and acquisitions? (M&A) and company reform are a big division of the corporate finance world. Every day,? Wall Street savings bankers organize M&A dealings,? which transport Divide corporations jointly? to form? bigger ones. When they're not generating big corporations from smaller ones, corporate finance transactions do the overturn and smash up corporations during spin-offs, carve-outs? or tracking inventory.

 

On standard, big M&A transactions causes the domestic currency of the objective companies to value by 1% relation to the acquirer's. For every one billion dollar transaction, the currency of the objective company augmented in worth by 0.5%. More particularly, the statement originate that in the era instantaneously after the deal is publicized, there is normally a strong growing association in the objective companies domestic currency (relation to the acquirer's currency). This quick raise has taken many M&A firms by revelation because the popular of them never had to believe acquiring the capabilities or skills necessary to efficiently handle this category of contract. In the past, the markets are deficient in of implication and a more severely nationwide approach prohibited the enormous preponderance of minute and mid-sized corporations from allowing for cross border intermediation as an alternative which left M&A firms unproven in this ground.

 

蘋果電腦公司和下一個軟件公司合并-APPLE COMPUTERS INC. AND NEXT SOFTWARE INC. MERGER

 

On the 20.December 1996 the enthusiasm Brothers reunited and "saw the light". Apple Computers Inc. and NeXT Software Inc. declare that they will merge their technologies and that Steve Jobs will return, as a advisor, to the corporation he established 20 years before. One of the coolest "bands" in processor record was receiving back jointly and at least some populace was secure that there would be plenty of really cool belongings occurrence in the close to future.

 

計劃-The Plan

 

Back in 1996 Apple was in bottomless difficulty because hardware sales were deprived and the unsellable stock was growing day by day. The crisis was connected to replica manufacturers, who participated with Apple in an already small promote, and Apples baffling and not very wonderful product line up. The Mac OS ongoing to show its age and with the opening of Windows 95 it became really hard to induce people of the reimbursement that the Mac stage would suggest.

 

Numerous years and still more dollars have been invested in a current substitute, system named Copeland, but it was still not ready for major time when Apples faced the rising monetary problems. The company was not only desperately shopping for a new working system (even consider Windows NT at one point) but had to effort with a traditionally low stock price and the awaiting danger of a aggressive capture from some of the big rivals.

 

NeXT had no easy era as well. The expansion of the OPENSTEP working system was almost halted because annoying to keep up with the speedily altering Intel world was like hostility a behind clash without hold up from the hardware manufactures. NeXT drifted into the place of a Windows NT expansion tool supplier with focus on enterprise computing and vibrant web page creation. WebObjects was the only invention left, which had an actual future.

 

NeXT and Apple fortunately realizes that they were in the exclusive location to lastly evidence that sometimes: "1+1=3"

 

Both corporations had significant and established technologies which the other was absent and a amalgamation would make an amazingly immense scheme. in addition that Apple had its possess, still well appreciated, hardware stage and a universal resale canal whereas NeXT had a streamlined, competent association, a good standing in the IT subdivisions of large companies and they had well Steve Jobs.

 

狂想曲-Rhapsody

 

A latest working scheme plan was poorly wanted and so a latest road map had to be haggard over the holidays which could be obtainable to the depress and Apples consumer and developer society at MacWorld, which was seized in January 1997.

 

The new young were primarily policy named enthusiasm and someway the name did well like a glove. The system had the possible of flattering "an classic poem" which brings an outstanding OS to stylish and influential hardware.

 

整體情況-The Big Picture

 

After the amalgamation the conventional Mac OS followed a very easy liberate outline: main release formerly a year, in addition slight updates semi a year later. This was piece of the NeXT pressure in the software expansion subdivision which was now headed by Avie Tevanian. The centers transferred to permanent liberate dates instead of fixed attribute sets.

 

The discharge dates have been mostly ambitious by the require to maintain latest hardware which in most cases necessary updated drivers or maintain for special skin. Mac OS 8.0 was exclusion because knocking the edition number was essential for Apple in arrange to get relieve of the replica hardware construct. They would need a latest permit if they required remaining up with Apple and Apple (read "Steve Jobs") would not funding them such a permit for a comparable negotiate like they did under the old concurrence. This essentially killed the sell of Apple duplicate.

 

Agreed the complication of amalgamation two working scheme it was understandable that it would take at slightest two main amendment before a meeting could be achieved. Enlargement on Mac OS 8 ongoing before the amalgamation, so it would take a Mac OS 9 to arrange the changeover to a fundamentally dissimilar scheme.

 

Apple become stronger, more positive and more well-liked once more. The supply was increasing and Apple was back in trade foremost the business again the Apple product was stronger than increasingly and the corporation was promotion hardware like passionate which in turn concerned more developers to the stage.

 

Apple computer Inc. standing before merger with Next as compare to their rivals in the above competitive profile matrix which show the outstanding position of Apple computer international against HP and Dell

 

2.為什么許多企業(yè)合并收購被視為失敗或表現(xiàn)不佳-2. REASONS WHY MANY MERGER AND ACQUISIONS ARE DEEMED TO HAVE FAILED OR UNDERPERFORMED

 

Source: IPM survey on obstacles to cross-border mergers and acquisitions

 

In recent years "strategic" mergers have gotten a bad name, to the extent that some pundits have defined strategic mergers as those where the acquiring company overpays. While the price paid for a company is a critical determinant of the success of the resulting Acquisition, there is no inherent reason, why mergers that are strategically well conceived, should go away. In fact, the evidence is quite opposite.

 

These are difficult questions that require careful, objective & pre-acquisition analysis. The tendency for companies "in the heat of battle" to overstate the real strategic benefits of a deal is a definite problem that must be guarded against pressures that arise from the desire to close a deal quickly before rival bidders appear, cultural and sometimes language barriers that create uncertainty, and the often emotionally charged atmosphere surrounding negotiations, work against this requirement of objectivity. The best solution in this case is to enter the M&A mode with a carefully developed framework that addresses the key questions, and to stick to that framework in evaluating a potential acquisition candidate even when the seemingly inevitable strains arise. Our own research and experience indicates that the highest potential cross border M&As tend to be between firms that share similar or complementary operations in such key areas as production and marketing. When two companies share similar core businesses there are often opportunities for economies of scale at various stages of the value chain (e.g., R&D, manufacturing, sales and marketing, distribution, etc.).

 

Consider all that must go right in any (same-country) acquisition: The two companies must reach agreement on which goods and services will be obtainable, which facility or group will have primary responsibility for making this occur, who will be in allege of each of these amenities or groups, where will the predictable cost investments come from, what will the separation of labor seem resembling in the managerial group, what schedule to chase that will greatest make the latent synergies of the contract, and myriad other issues that are complex, detailed, and immediate. On top of all this the merging companies must continue to compete and serve their customers in a competitive marketplace. Now, take all these challenges, and add a completely new set of problems that arise from the fundamental differences that exist across countries. Consider, for example, for all the similarities that a global imperative places on companies, the very real differences in how business is conducted in, say, Europe, Japan, and the United States. These differences involve

 

Corporate governance, the power of rank and file employees, worker job security, regulatory environments, customer expectations, and country culture - all representing additional layers of complexity that executives engaged in cross-border M&A's must manage. Is it any wonder that cross border mergers are potential minefields that require the utmost care? Fortunately, there are some basic principles that will make cross-border mergers work more smoothly. They can be divided into the imperatives of strategic logic and acquisition integration.

 

在跨國并購過程中的文化整合-Cultural Integration in the Process of Cross-Border Merger and Acquisition

 

Cross-border amalgamation and acquirement (M&A) play a significant component in foreign direct investment (FDI). In the course of cross-border M&A, the venture occupied will stumble upon civilizing distinction and argument. How to add these cultural differences and abolish the conflicts becomes a significant issue for the venture. Civilizing combination abolishes conflicts happening from civilizing dissimilarity by classifying and merging the principles, psychosomatic states and performance modes of different communities. The cross-border M&A cultural integration inherits and rectifies the emotional agreement of the intention corporation for minimizing the quantity of civilizing conflicts and forming the miscellany and agreement due to the civilizing dissimilarity in multi-national venture (Apple & Next, 2009).

 

Cross-border M&A civilizing incorporation seek to reduce cultural differences as much as possible in the acquired company. Therefore, whether the cultural integration is successful or not is critical to the success or failure of a cross-border M&A. In general, the following problems should be solved in cultural integration of cross-border M&A. First, it should coordinate the cultural differences of peoples and states to promote understanding and communicating between the different communities in one enterprise and to avoid the negative influence arising from the different thinking models, behaviors, and values. Second, it should coordinate the different company cultures to eliminate the barriers in leadership styles, communication models, personnel system, performance appraisals, and social security benefits. Third, it should establish the company's core values by integrating diverse cultures to improve the company's creativity and competitiveness. Fourth, the effective integration of the companies' cultures could provide conditions beneficial for the integration of operations. Therefore, cultural integration of cross-border M&A plays an important role in helping the company maximize its capital, technique, sales, and other advantages.

 

跨國企業(yè)并購文化整合的方法-Method for Cultural Integration of Cross-Border M&A

 

Cultural integration of cross-border M&A is a process to coordinate diverse cultures and make them mutually exist and develop within an enterprise. However, cultural integration is not as simple as merging all the different cultures into one, but a process to form a new multinational corporate model by selecting, absorbing, and integrating cultures. Cross cultural management is an effective method of realizing the cultural integration of cross-border M&A successfully. Cross-cultural management refers to a system that an enterprise, in the course of M&A, selects adaptive pattern of cross-culture management, overcomes conflicts and unfavorable influences, converts the negative factors into positive factors, and gains power of the cultural synergy. Cross-cultural management has its own principles and patterns, which shall be followed in the process of fulfilling cross-cultural management. Basic principles of cross-cultural management lie in respecting and understanding the cultures of others, placing importance on communication, and making adaptive changes. People are the core of cross-cultural management. Culture is reflected in the thinking and behavior of people. Management is all about getting the best performance out of people. The buyer should respect the culture of the target company and try to understand the culture. The company should not use fixed values to judge the other company's culture, but should synthesize the company's strategic significance with its culture. Communicating with each other effectively and understanding each others' culture is the most effective way to eliminate cultural conflicts. Establishing a new culture after M&A is the amalgamation of different cultures and need not have the cultural imprint of a certain country or nationality. It will be a combination of different cultures. These four principles are interdependent and in the whole make up the basic principles of Cross-cultural management. There are four models of cross culture management to resolve the cultural differences between the buyer and target companies. The first model is localization strategy, which refers to when each subsidiary of the company located in other regions or nations is regarded as an independent entity so that the strategy and decision of the subsidiary can be made according to the local conditions. The parent company's operating model is not imposed on the subsidiary. Rather, the management policy is made according to the local conditions. When the company is recruiting managers or other staff, there is little consideration given to their nationality or where they come from. The buyer respects the local culture and benefits from the localization strategy. The second model is transplanting the culture of the parent company.

 

In this model, the buyer appoints its people to manage the target company in order to guarantee communication between the buyer and the target, and the buyer supervises and controls the target. As a result, the buyer can transplant its culture into the target company and gradually get the local staff to accept its culture. The third model is the cultural innovation by integration. In this model, the cultures of buyer and target companies coexist; a new culture and management pattern are formed through the integration of the two cultures. Cultural innovation can maximize the cross-cultural advantage. The fourth pattern uses evasion tactics. In this model, when there is a tremendous cultural gap between the buyer and the target, it is necessary for the manager appointed by the buyer to avoid the key cultural differences. Under this circumstance, the third party shall be asked to bridge the gap between cultures. This model does not address the problem and has considerable limitations. In general, it only can be used as a transitional method. Buyers can select one or a combination of two or more of these four patterns, taking into consideration the cultural character of themselves and their targets, to culturally integrate.