政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/51242
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文筆數/總筆數 : 113451/144438 (79%)
造訪人次 : 51268075      線上人數 : 872
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜尋範圍 查詢小技巧:
  • 您可在西文檢索詞彙前後加上"雙引號",以獲取較精準的檢索結果
  • 若欲以作者姓名搜尋,建議至進階搜尋限定作者欄位,可獲得較完整資料
  • 進階搜尋
    請使用永久網址來引用或連結此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/51242


    題名: 運用現金流管理的企業擴張策略- 以港商和記黃埔為例
    Incorporating cash flow management in the corporate expansion strategy -a case study on a Hutchison-whampoa limited
    作者: 梁偉祺
    Liang, Charles
    貢獻者: 劉助
    Liu, James
    梁偉祺
    Liang, Charles
    關鍵詞: 現金流
    企業擴張
    cash flow
    corporate expansion
    日期: 2010
    上傳時間: 2011-10-05 14:34:31 (UTC+8)
    摘要: To most companies, making profits is the ultimate goal for its management. It"s inevitable for any corporations to pursue next expansion when the current business is matured or looking for another opportunity, which may bring in more profits or revenue growth. However, in the case of BenQ merging Siemens, it showed us how hard for a smaller enterprise trying to purchase a big business, which might burn thousands of its capitals, without sufficient cash flow support.
    Likewise, the prestigious Hutchison Whampoa Limited (HWL) Group owned by the most fortuned person in Asia, Li Ka-shing, started form a small company running for Ports and related Service, but now has become the conglomerate with multiple core business ,comprising Ports, Retails, Hotels, Infrastructure, Energy and Telecommunication within only 33years since 1977.This achievement came from a company , which being considered as very conservative on its financial strategy by having low debt ratio and leverage and keep high cash reserved. Especially, the HWL kept loss money in the past eight years since it decided to jump into the 3G telecommunication, which required a lot of initial capital expenditure before profits in the year 2002. On the surface, the market downgraded its performance and none were optimistic to its dared investment. However, the HWL not only just survive, meanwhile its global business on Retails and telecommunication has drastic growth and expansion in these years. In other words, this heavy burden didn"t embroil HWL like what Siemens cell phone business to BenQ. On the contrary, after this test, the HWL became the global 3G leader and build up a barrier that other competitor hard to cross.
    In this paper, I am going to analysis and elaborate the cash flow management strategy of the HWL by dissecting its financial statements through the profit model method. To realize its unique philosophy by using the strategy of multiple business diversification, globalization, flexibility of financial action to boost the liquidity of cash flow and generate more free cash flow (FCF) afterwards. Now, this past conservative corporate has turned out to be the furious merger expertise and being considered as the icon of the business expansion by setting up a new model, which can be referenced. Recently, the famous Taiwan finance corporate –Fubon group has taken the similar strategy as HWL and gains a bright result. Hence, it proves that its business model on incorporating cash flow on expansion is worthy to have more attentions and could be a good path for more Taiwan industries to follow.
    參考文獻: Reference
    1. 屈臣氏凶猛扩网 和记黄埔现金流探秘【21世纪网】http://www.21cbh.com/HTML/2010-3-19/169317.html
    2. 南仁投資札記
    http://amafile.blogspot.com/2010/01/0013.html3.
    3. 雅仕网 2010年08月10日 来源:华尔街日报
    http://www.my6699.com/GlobalFinance/TabId/17914/%E5%92%8C%E8%AE%B0%E9%BB%84%E5%9F%94%E8%8B%A6%E5%B0%BD%E7%94%98%E6%9D%A5.aspx
    4. 李嘉誠管理日誌 一窺華人首富李嘉誠的商業視界http://big5.ifeng.com/gate/big5/book.ifeng.com/lianzai/detail_2010_09/21/2601484_0.shtml
    5. 如何才能有效掌控企业的现金流 希通
    http://fm.manaren.com/zjgl/show-4830-1/
    6. 自由現金流MBA Lib
    http://wiki.mbalib.com/wiki/%E8%87%AA%E7%94%B1%E7%8E%B0%E9%87%91%E6%B5%81
    7. 和黃磨劍十年 今浪乘勢出 http://finance.hkbloggers.net/%E6%88%91%E6%98%AF%E5%B7%A8%E9%9D%88%E7%A5%9E/2010/09/14/%E5%92%8C%E9%BB%83%E7%A3%A8%E5%8A%8D%E5%8D%81%E5%B9%B4_%E4%BB%8A%E6%B5%AA%E4%B9%98%E5%8B%A2%E5%87%BA%E9%9E%98
    8. 李嘉誠和楊國強的謀略PK ,國際日報 http://www.chinesetoday.com/news/show/id/328908
    9. 中国总经理网 - CEO人物 http://www.chinaceo.com:17280/webcontent/cnceo/person/fangtan/20070105/751220070105115425.shtml
    10. 和記香港與電信盈科合組公司推4G業務
    http://big5.xinhuanet.com/gate/big5/www.cs.com.cn/gg/03/201003/t20100309_2360101.htm
    11. 屈臣氏每日开一家新店 和记黄埔零售现金流充裕
    http://business.sohu.com/20100319/n270938723.shtml
    12. 中國產業金融研究 劉小兵
    http://big5.ce.cn/gate/big5/industryfinance.blog.ce.cn/
    13. 李嘉誠的過冬策略 百度文庫
    http://wenku.baidu.com/view/bfc461d5360cba1aa811dab0.html
    14. 和記黃埔 有限公司官方網站
    http://www.hutchison-whampoa.com/chi/
    15.WiKi 維基百科
    http://zh.wikipedia.org/zh/%E5%92%8C%E8%A8%98%E9%BB%83%E5%9F%94
    描述: 碩士
    國立政治大學
    國際經營管理英語碩士學位學程(IMBA)
    97933023
    99
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0097933023
    資料類型: thesis
    顯示於類別:[國際經營管理英語碩士學程IMBA] 學位論文

    文件中的檔案:

    檔案 大小格式瀏覽次數
    302301.pdf4059KbAdobe PDF21013檢視/開啟


    在政大典藏中所有的資料項目都受到原著作權保護.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏,無償提供學術研究與公眾教育等公益性使用,惟仍請適度,合理使用本網站之內容,以尊重著作權人之權益。商業上之利用,則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作,已盡力防止侵害著作權人之權益,如仍發現本網站之數位內容有侵害著作權人權益情事者,請權利人通知本網站維護人員(nccur@nccu.edu.tw),維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回饋