论文部分内容阅读
1999年Newell公司兼并Rubbermaid公司揭示了不注重规范 带来的惨重代价。当Newell兼并Rubbermaid时,看起来这是一 个相当不错的交易。Rubbermaid曾经是一家利润可观而且增长 迅速的公司,同时也是一家具有悠久改革历史的热门股票公 司,该公司有着优良品牌市场商人的声誉。 Newell是一个非常有经验的买家。30年来他们通过兼并像 Sharpie钢笔、Levelor窗帘用品、calphalon厨具等公司极大地创 造了股东价值。因为公司双方基本上通过相同渠道来销售家 用品。Newell坚持通过共同运营来获取成本的大量节约。同时, 公司期望分享Rubbermaid的高利润品牌产品,即从洗衣篮到玩 具的低科技塑料产品,同时在供给系列管理上加强一些弱势 项目的合作。
In 1999, Newell’s merger with Rubbermaid revealed the heavy price of not paying attention to the specification. When Newell merges Rubbermaid, it looks like it’s a pretty good deal. Rubbermaid used to be a very profitable and fast-growing company. It is also a popular stock company with a long history of reform. The company has a reputation as an excellent brand market merchant. Newell is a very experienced buyer. For 30 years they have created shareholder value through mergers like Sharpie pens, Levelor curtains, calphalon kitchens and other companies. Because both companies basically sell household products through the same channels. Newell insists on significant cost savings through joint operations. At the same time, the company expects to share Rubbermaid’s highly profitable branded products, that is, low-tech plastic products ranging from laundry baskets to toys, and at the same time strengthen the cooperation of some weaker items in supply chain management.