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TOM户外集团的购并从2001年开始,到现在已经有了13家加盟公司,构成了一个拥有户外媒体面积31万平方米,覆盖了全国30余个城市的户外媒体网络集团。这个构建本身是一个经过了漫长的谈判和购并的过程,但是更重要的、更紧迫的就是购并后怎么发展。购并后面临一个整合的问题,如果不整合,那么这个集团就不可能形成网络,也就不可能发挥1+1>2的效应,也就不可能使集团成为一个整体的、有战斗力、有竞争力的团队。怎么来整合呢?TOM户外认识到整合的关键在于“建构TOM的学习型组织”。
TOM Outdoor Group’s mergers and acquisitions from 2001 onwards, now has 13 affiliates, constitutes an outdoor media area of 310,000 square meters, covering more than 30 cities in the country outdoor media network group. This building itself is a long process of negotiation and mergers, but more important and more pressing is how to develop after the merger. After the merger is faced with an integration problem, if not integrated, then the group can not form a network, it is impossible to play a 1 + 1> 2 effect, it is impossible to make the group as a whole, combat, competition Powerful team. How to integrate it? TOM outdoor recognize the key to integration lies in “building TOM learning organization ”.