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    Title: 企業重組分立策略對企業價值的影響
    Authors: 黃義軒
    Huang,Stevens
    Contributors: 吳啓銘
    黃義軒
    Huang,Stevens
    Keywords: 重組
    分立
    企業評價
    企業重整
    Restructuring
    Spinoff
    Corporate Valuation
    Date: 2004
    Issue Date: 2009-09-18 14:54:12 (UTC+8)
    Abstract: 1980年至今，是企業併購與重組的年代，許多企業集團進行了繁複的併購與重組活動，經學者20年的研究，企業併購活動能創造新的成長機會及提高企業價值，已不徨多論。而企業重組的價值創造活動就少有研究。

    企業重組活動包括廣義的分立與撤資二種。撤資是消極的行為，是減少損失或獲利後退出的行為。廣義的分立，包括 (1) 單純式分立:將公司的部分資產或業務分割並獨立成為子公司， (2) 另立子公司:結合公司內部資源並加上外部資源而成立子公司， (3) 入主: 以取得別家公司股權，先實質控制該公司並結合公司資源來成立子公司。企業集團透過分立進行重組活動遠比併購頻繁。

    從重組分立的價值創造結果來分析重組策略的關鍵成敗因素，是本研究的重點。本研究以台灣主要的電子資訊企業集團為例，分析1980年以來，電子資訊企業集團進行企業分立的重組行為時所創造的價值。從財務評價的實證數據來分析分立的重整活動，是否為企業帶來成功的結果，即創造了母子公司價值及使股票累積投資報酬率增加。

    本研究也針對有形及無形資產的轉移情況及高層經理人及董事會的變化來分析企業價值的變化與高層人力資源改變的關係。

    當企業成長至集團的規模時，就會產生新的資源利用與分配的問題，集團執行長的工作就不再是行銷或產品發開，而是資源使用的分配；毋庸置疑，只要資源分配得當，企業重組分立活動會是企業集團組織創造新價值的捷徑。

    本研究也發現台灣企業集團，在進行分立公司的重組過程中，公司擁有或新創設一個子公司，共並使該公司成為上市(櫃)公司後，亦可創造驚人價值，分立子公司只要取得母公司少許資源，亦在3-10年內可創造巨大價值。

    國外亦有研究顯示，在重組分立子公司的過程中，就算母公司的價值實際上沒有改變，而子公司卻產生了新的且獨立的市場價值；投資人普遍認為，子公司除了享有企業集團的資源協助，亦增加了價值能見度。投資人易於分析子公司各種營運活動所帶來的企業價值變化。而財務評價結果亦發現子公司也易於因決策快速及營運彈性而創造新價值。上述三種分立方式均可創造不同的價值，價值的創造的關鍵即在於資源分配的恰當與否。

    本研究以分析財務評價的數據結果，計算公司價值的變化並進一步根據公開資訊分析分立策略的關鍵成功因素；並反向分析數據與重組過程中的高層經理人的調度變化及有形資產及無形資產的轉移之間的關聯性。並據以建立十三項命題。
    Since 1980 till 2005, the eve of M&A and Restructuring, So many companies initiated the complicated activities of M&A and Restructuring. Through the pass 20 years studies by scholars, they found, the growth opportunity and enhance the corporate value are been creating. But, the research of “Restructuring” is no so many. The generic meaning of the “Corporate Restructuring” will include: Spinoff and Disinvestment. The disinvestments are the behavior of passive decision, for reduction the loss or exiting after profit. The generic “Spinoff” include: (1) Pure Spinoff: separate the business unit or asset unit and build up new subsidiary. (2) New Subsidiary: combine the external capital or resource to build up new subsidiary. (3) Acquisition and then Control: Acquire external share and real control the company through organization change and board members change, then combine the parent company resource become a true subsidiary. The group of business to restructure the business through “Spinoffs” is much more than M&A.

    To study the key success factors of “Business Restructuring” through the value - creation of “Spinoffs” is one of the key points of the dissertation.

    The base of the dissertation is the “Subsidiary of the Electronic-Information Group in Taiwan”. Analyzing the results of valuation from the “Spinoffs” from 1980 till 2005. To study the Financial Valuation through empirical results of “Spinoffs” and try to confirm the “Spinoffs” is successful or not. That is, the valuation of both parents and subsidiaries were enhanced or not, or the accumulation return of investment of them were enhanced or not.
    The dissertation will study the real condition of the transfer of tangible and Intangible Assets and the change of top management and board members. Analyzing the relation of the change above and the corporate value.

    As the corporate grow to the scale of group, will produce the new issues of resource distribution and utilization. The responsibility of the CEO of group is not the marketing or product development area, but the resource distribution. Of course, if the decision-making of resource distribution is proper, the “Spinoffs” will be the royal road of the creation of “New Value”.

    The dissertation had found the process of “Spinoffs” – own or build up a new subsidiary and make it IPO (initial public offering). It will create amazing value. Subsidiaries just transfer a few resources from parent, and then create mass value in 3 to 10 years.

    The dissertation had found the process of “Spinoffs”- although the value of the parents company has no change, but the subsidiaries still create the new and alone market value the same. The investors ideal is, subsidiaries through “Spinoffs” will enjoy the supporting from parents. The subsidiaries had improved the transparency of operation. Investors are easy to analyze the change of value from their business operation. The financial evaluation had found the subsidiaries had speed up the decision-making process and more decision flexibility.

    The 3 kinds of “Spinoffs” can create different value. The key point of the value creation is the proper resource distribution.

    The dissertation will base on the results of financial valuation to evaluate the change of companies’ value, and base on the public information to analyze the key success factor of “Spinoffs”.

    The dissertation will reverse to check the relation of the top-management change and the assets transfer (include tangible and intangible assets). The final proposition had been built the 13 propositions through the dissertation conclusion.
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    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    91932710
    93
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0091932710
    Data Type: thesis
    Appears in Collections:[Executive Master of Business Administration] Theses

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