自并购德国施奈德以来,TCL成了中 国企业跨国并购的领头者,也成为 各界关注的焦点,而其并购后业绩 的急速下滑,更是引得千般议论,万般评说。 在认同上述观点的同时,笔者认为,战 略也好,文化也罢,都是由于TCL在国内通 过不断并购取得快速发展的思维,即规模决 定一切的产业运营模式所导致。按李东升的 话说,就是“强者并不一定大,但做大才能做 强”。且不说这句话本身的自相矛盾,单从 “做大才能做强”来看,就可得出TCL不断并 购的首要目的是扩大规模,而正是这个“规 模”思维,使得TCL没能注意到国内和欧美 国家产业发展阶段和运作模式的不同,在国 际上扩大规模的同时却丢掉了规模所赖以 依存的低成本优势,也失去了通过并购真 正培养研发体系和文化的产业升级的机会。 Since the acquisition of Schneider Electric in Germany, TCL has become the leader of multinational mergers and acquisitions by Chinese companies and has also become the focus of attention from all walks of life. However, its rapid decline in the performance of mergers and acquisitions has attracted much talk and comments. In recognition of the above point of view, I believe that the strategy Ye Hao, culture is worth mentioning, are due to the acquisition of TCL in the country through rapid development of the thinking of the acquisition, that is, the scale of all the business model of the industry led to. According to Li Dongsheng’s words, is “not necessarily strong, but bigger can be stronger.” Not to mention the phrase itself contradictory, just from the “bigger and stronger” point of view, can be drawn TCL constant mergers and acquisitions the primary purpose is to expand the scale, but it is this “size” thinking, TCL did not It can be noted that the industrial development stages and modes of operation in China and in Europe and the United States are different. While expanding internationally, they have lost the low-cost advantage of being dependent on scale and have also lost the industrial upgrading that truly nurtures the R & D system and culture through mergers and acquisitions Opportunity.