| Summary: | 諾基亞西門子通信合資企業的個案分析 === Abstract
Fierce competition, technology development, trend and deregulation have changed the telecommunications industry from a static to a fast paced market in the past several years. With the ongoing consolidation of telecommunications infrastructure providers well on is way; Nokia Networks and Siemens Communications business groups announced its new joint venture company in June, 2006. The new company is named as Nokia Siemens Networks with more than 60,000-employee world wide and generating revenue of more than 17 billion Euros in 2007 under its umbrella.
Through literature review, in-depth interview, public data and company background study; this technical paper examined the key frameworks of corporate restructuring efforts including motivations, integration models, achieved synergies, brandings, key merger success factors and post-merger performances focused on Nokia Siemens Networks. The Watson Wyatt Deal Flow Model and Merger Integration Work Streams Model were used for both Nokia Siemens Networks and BenQ Siemens M&A movements. BenQ Siemens merger case study was analyzed and examined upon as Siemens served as the same merger partner for both of these corporate restructuring movements. Research conclusions included conducting thorough due diligence analyses, capable leadership, continuous communication and feedback and clearly defined integration approach were the basic cornerstones for bringing about a successful merger. Key steps and frameworks were stated explicitly to serve as guidelines.
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