- 學位論文
以品牌併購融合歐亞文化之策略:L’OREAL個案研究
The ambicultural M&A strategies between European and Asian brands:A case study of L’OREAL
摘要
本篇論文主旨在探討國際企業進行品牌併購時，買賣雙方的跨國文化衝突如何藉由文化雙融策略來解決。跨國併購日益熱絡，本論文特別針對跨文化的品牌併購深入探討。香妝產業最重視品牌價值，故本論文選擇香妝產業最具代表性的法國之國際企業 L’OREAL 作為研究個案，特別剖析在亞洲的三個在地品牌併購案例 – 中國羽西、中國小護士與日本植村秀。因應國家文化差異，本文試圖比較分析從併購者的角度，如何提高在地品牌價值、母國品牌傘的整體管理以及集團經營績效；以及被併購者的角度，為何被併購者願意將一手建立的品牌交由L’OREAL。 本論文之研究成果主要是發掘跨國併購的文化重要性，從併購者的角度分析競爭者的策略以及個案本身的的品牌管理策略，L’OREAL和P&G一樣為併購者，L’OREAL採行在地化策略，P&G則是採行全球化策略。另一方面，從被併購者的角度去分析三個子個案，比較併購後的發展和差異。併購的買賣雙方都非常重要，併購後才真正挑戰的開始，要如何克服異文化衝突，文化雙融是重要關鍵。本論文可供國際企業未來進行品牌併購時參考依據。
並列摘要
This thesis aims to discuss the ambiculture on brand merger and acquisition (M&A) by examining how the national culture of international companies to impact the positioning strategies of cross-cultural brands after M&A. Among the European leaders in beauty industry, who have acquired Asian brands, the writer selected the most representative company - L’OREAL. To illustrate the importance of ambiculture in international M&A, this case study analyzed three cases of L’OREAL acquiring Asian brands of Chinese Yue-sai, Chinese Mininurse and Japanese Shu Uemura. By comparing the differences before and after those cases of brand M&A, this research attempts to contribute in the corporate strategies of M&A and brand management. From the buyer-perspectives, the writer found L’OREAL's know-how for promoting its local brand-value, and managing its corporate brand-umbrella. On the other hand, from the seller-perspective, the writer explained why these Asian brands to sell its laborious assets. As a result, this thesis is concluded as three managerial implications. First, L’OREAL and P&G as M&A buyer demonstrated different branding strategies of localization versus globalization. Second, based on the comparison of three acquired Asian brands, L’OREAL has developed corresponding branding strategies to meet local and global competition. Finally, to integrate both perspectives of seller and buyer, ambiculture is one of the keys to succeed, because the real challenge comes after brand M&A.