Looking for foreign classic failed M&A cases after 2000, and doing more than 70 pages of paper case analysis.

1. 1, your understanding of "Sun Company is not a well-known enterprise in the industry" is very wrong. At that time, IT was a great company like Apple today, and it was a top enterprise in the IT field from 1980s to 2002. In the field of enterprise servers and workstations, its hardware can be directly compared with IBM. Its operating system is far ahead of Microsoft's Windows NT in the network field. It is said that some functions of Windows 2000 are completed by Unix. Unfortunately, it was overtaken and eliminated by Microsoft because it didn't pay attention to the application and development of personal operating systems for non-computer majors.

1.2, the reason why sun refused to be acquired by IBM is estimated to be that SUN despised IBM, because SUN was finally defeated by Microsoft, and IBM was slightly behind SUN in the server field, just because IBM and Microsoft * * * enjoyed the patent of version 6.22 dos operating system, which gave them a certain patent advantage in using Microsoft's DOS-based Windows operating system and related software, just as the Japanese only admitted that they were defeated by the United States rather than China in World War II.

2. Recommend several cases of international M&A "failed marriage":

2. 1.TCL acquired Thomson: Thomson's color TV business suffered huge losses for many years. Li Dongsheng believes that Thomson has a brand, technology and European and American channels, and TCL can use it as the European and American markets to avoid the troubles of anti-dumping and patent fees and shout out the slogan of "1August to turn losses around". However, after the merger, TCL lost money for two consecutive years. At the end of 2006 10, TCL had to cut off the European color TV business except OEM. At present, the merger is basically characterized as a failure.

2.2.TCL's acquisition of Alcatel: Three years after TCL's acquisition, the net loss was 4 billion yuan, and six years later, two claims exceeded 500 million yuan, all of which failed, becoming a classic case of business schools.

2.3.SAIC's acquisition of South Korea's Ssangyong Motor suffered a huge loss of 4.2 billion! ! ! ! ! ! !

2.4. China Ping An acquired the Dutch-Belgian Fortis Group, resulting in an eight-month net loss of 654.38+057 billion yuan; TCL acquired Thomson with a net loss of 4 billion in three years; China Investment Group invested in Blackstone Group of the United States, with US$ 2 billion less than one year, shrinking by more than 70%.

3. Pure international M&A failure cases:

3. 1, Ford 1999 acquired Volvo (similar to 2000), which was considered a failure because it failed to achieve the purpose of merger, and sold Volvo to Geely in 2009. This case lasted until 2000.

3.2. Chrysler and Daimler-Benz formally merged 1998. In 2000, they suffered a huge loss of1800 million dollars, and now they are waiting to sell. This case started in 2000.

3.3.65438+1In September 1998, WorldCom merged with MCI Communication Company for US$ 37 billion, and the new company MCI WorldCom officially opened. Soon, the American communications industry entered a downturn, and the failure to acquire SPRINT in 2000 seriously frustrated the company's development strategy, and its share price plummeted. In July 2000, the two companies terminated the acquisition plan, and MCI WorldCom was renamed WorldCom again. In 2002, it was discovered by the regulatory authorities that its property was forged for many years, and its income increased by more than 9 billion dollars in a short period of 1999 -200 1 year, and it filed for bankruptcy and reorganization in July 2002.

After 2000, there are really few unsuccessful cases of pure foreign capital merger and acquisition. The above three cases are also cross-century and are for reference only.

Of course, China has been involved in the failure of international M&A for a long time. Even if Lenovo bought IBM's PC business with capital and used IBM's trademark for several years, it can only be defined as a successful case, all of which are owners. The biggest joke of international M&A is the acquisition of Rio Tinto by China Aluminum. The Australian side publicly acknowledged that it was a technical breach of contract and took the initiative to punish it. On behalf of all shareholders, the Board of Directors thanked China Aluminum for its assistance in times of crisis, and the Australian media and people also despised China! @ #￥*￥……% & amp； *