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联想集团能够成为全球个人电脑市场无可争议的领导企业之一,与其所坚持的由海外并购与整合驱动的国际化扩张路径有着直接的关联。本案例描述了联想集团香港上市,开启企业国际化重要步伐的历程,重点描述了联想集团历次国际化并购的财务模式和相应绩效。中国企业要走向世界,跨国并购是一条必然之路。那么如何在并购中采用合适的方式控制财务风险,实现业务协同效应和文化整合,并把并购打造成为公司核心竞争力?联想集团的实践无疑为我们提供了一个良好的示范。
Lenovo is one of the undisputed leaders in the global PC market and is directly tied to its international expansion path driven by mergers and acquisitions overseas. This case describes the history of Legend Group’s listing in Hong Kong and the important steps in internationalization of enterprises. It focuses on the financial models and performance of Lenovo Group’s international M & A activities. Chinese enterprises to go global, cross-border mergers and acquisitions is an inevitable path. So how to control the financial risks in a proper manner through mergers and acquisitions to achieve business synergies and cultural integration and make mergers and acquisitions become the company’s core competitiveness? Lenovo Group’s practice undoubtedly provides us with a good demonstration.