所在案例库：中国管理案例共享中心
案例链接：http://www.cmcc-dlut.cn/Cases/Detail/620
案例名称：科隆公司进入中国市场的模式、路径变化与股权结构调整
译名：KROHNE entrance model into Chinese market, shift in route and equity restructuring
案例作者：欧阳桃花，杨梅英，徐志，丁玲，姚唐
作者单位：北京航空航天大学
中文摘要：德国科隆公司(LUDWIG KROHNE )创建于1921年，是一家致力于流量和液位测量仪表生产和销售的全球化公司。本案例描述了科隆公司在中国创办合资公司、独资公司的背景与发展历程，重点描述了该合资公司与独资公司的冲突、合资公司管理层的中德双方矛盾与博弈。1987年科隆公司在上海成立了合资公司SGAIC，1999年、2003年又在上海创设了独资销售公司KMIC与独资生产公司KMTS。合资公司SGAIC与独资生产公司KMTS的产品线几乎重叠，但销售渠道不完全一致。进入21世纪后的SGAIC公司与KMTS公司在中国市场展开相互竞争与压价残杀。中德双方为收回合资公司SGAIC股权，展开多年博弈。科隆公司作为一家历史悠久的跨国公司，为什么要在中国分别创办相同产品线的合资与独资公司？跨国公司应如何根据海外市场特定环境，选择合理的进入模式和发展路径，并适时调整股权结构？
英文摘要：German LUDWIG KROHNE，founded in 1921, is a global company competent in producing and selling flow and level instruments. This case depicts the background and development course of joint venture and wholly owned company created by KROHNE in China, with the emphasis on the conflicts and game playing between joint venture and Germany wholly owned company and the contradiction between Sino-Germany managers of joint venture. In 1987, KROHNE established the joint venture company SGAIC in Shanghai, and then reinvented a great amount of money to create a wholly owned marketing company KMIC in 1999 and a wholly owned manufacturer in 2003 respectively. The joint venture SGAIC and wholly owned company KMTS nearly have completely the overlapped product line, but have not exactly the same sales channel. Coming to 21st century, SGAIC and KMTS rivaled each other and beat down the price. Meanwhile, China and German launched competition for disinvesting the equity of SGAIC for years. Why did KROHNE created joint venture and wholly owned company with the same product line in Chinese market? How could KROHNE select the proper entrance model and development route and restructure equity timely according to the specific circumstance of markets abroad?
中文关键词：股权结构；海外市场；进入模式；合资公司；独资公司；2011百优案例
英文关键词：equity structure; market abroad; entrance model; joint venture; wholly owned company
案例入库时间：2011-09
