|摘要: ||本篇論文主旨在探討國際企業進行品牌併購時，買賣雙方的跨國文化衝突如何藉由文化雙融策略來解決。跨國併購日益熱絡，本論文特別針對跨文化的品牌併購深入探討。香妝產業最重視品牌價值，故本論文選擇香妝產業最具代表性的法國之國際企業 L’OREAL 作為研究個案，特別剖析在亞洲的三個在地品牌併購案例 – 中國羽西、中國小護士與日本植村秀。因應國家文化差異，本文試圖比較分析從併購者的角度，如何提高在地品牌價值、母國品牌傘的整體管理以及集團經營績效；以及被併購者的角度，為何被併購者願意將一手建立的品牌交由L’OREAL。|
This thesis aims to discuss the ambiculture on brand merger and acquisition (M&A) by examining how the national culture of international companies to impact the positioning strategies of cross-cultural brands after M&A. Among the European leaders in beauty industry, who have acquired Asian brands, the writer selected the most representative company - L’OREAL. To illustrate the importance of ambiculture in international M&A, this case study analyzed three cases of L’OREAL acquiring Asian brands of Chinese Yue-sai, Chinese Mininurse and Japanese Shu Uemura. By comparing the differences before and after those cases of brand M&A, this research attempts to contribute in the corporate strategies of M&A and brand management. From the buyer-perspectives, the writer found L’OREAL''s know-how for promoting its local brand-value, and managing its corporate brand-umbrella. On the other hand, from the seller-perspective, the writer explained why these Asian brands to sell its laborious assets. As a result, this thesis is concluded as three managerial implications. First, L’OREAL and P&G as M&A buyer demonstrated different branding strategies of localization versus globalization. Second, based on the comparison of three acquired Asian brands, L’OREAL has developed corresponding branding strategies to meet local and global competition. Finally, to integrate both perspectives of seller and buyer, ambiculture is one of the keys to succeed, because the real challenge comes after brand M&A.