2006年9月，Motorola宣佈以39億美元收購AIDC產業的Symbol公司，此項交易是Motorola公司自2000年斥資170億美元收購了General Instrument公司之後最具規模的收購行為，產業分析師普遍認為Motorola此項併購是相當英明的投資行為，有助於提升Motorola在企業市場的質量和規模。
本研究透過收集資源基礎理論的相關文獻，整理出本論文的研究架構，在據此架構先分別討論Motorola以及Symbol公司併購之前各自的資源與能力後，從兩家公司不同的角度分析併購策略的策略動機，最後是討論併購之後的資源與能力重組對於Motorola的影響。
個案中Motorola係看重RFID市場前景以及Symbol既有的技術、市場資源而選擇併購，Symbol為考量Motorola的消費性品牌影響力以及其資源規模而選擇併入，併購之後Motorola勢必面臨策略重心及資源投入組合的改變，以實現此併購案的預期效益。 / On September, 2006, Motorola Inc. announced its plan to acquire Symbol Technologies. The equity deal calls for Motorola to buy all outstanding shares of Symbol at $15 a share. Upon completion of the transaction, Symbol will become a wholly owned subsidiary of Motorola and will be the core of Motorola's Enterprise Mobility Business. The acquisition of Symbol complements Motorola’s vision to deliver seamless mobility solutions to the globe.
The one-shot case study method is applied in the essay. This study is based on the resource-based view to discuss the motives of Motorola and Symbol to deal this M&A. In addition, this research also concentrated on the differences of new entity’s capabilities and market activities than former.
Realizing the full potential benefit of the enterprise and RFID market, Motorola is looking to expand its business scope into these two markets. Symbol is in a key position in RFID and has a strong position in the enterprise mobility solution market. M&A is definitely a more rapid way to achieve Motorola’s goal. For these two companies, it could well leverage its product, market, channel and technical resources at all. Thus, Motorola could increase its competitive advantages in the market mentioned above.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0094362019 |
| Creators | 胡雅惠 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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