摘 要
随着市场经济的迅速发展，并购被很多企业作为业务扩张以及组织变革的
重要战略，上市公司通过并购行为，可以有效的利用外部资源辅助自身的发展
壮大，同时还可对产业布局、区域经济结构进行一定程度的调整，使其发挥应
有作用，保障上市公司自身的持久稳定发展。然而，国内外研究表明，大多数
并购并未达到预期成果，并购失败的主要原因是并购后管理的失败。本文通过
整理作者在乐普（北京）医疗器械股份有限公司（以下简称“乐普医疗”）并
购上海形记记忆合金材料有限公司（以下简称“上海形记”）后对上海形记进
行管理优化过程，总结其中的成功经验与不足之处，以期为医疗器械行业中的
并购管理优化提供参考。

自 1994 年成立至 2008 年被并购前，上海形记一直实行企业家族化经营模
式，家长作风气氛浓重，规章制度闲置无用，生产研发、财务管理混乱、营销
模式原始。针对上述问题，乐普医疗对上海形记并购后所采取了一系列管理措
施，包括营销战略、人力资源管理、生产研发、财务制度、企业文化融合五个
方面。在营销战略方面，通过优化渠道，建立销售团队，开拓海外市场等措施，
提高了上海形记的品牌知名度；在人力资源方面，通过设立过渡期，实行双轨
制，稳定人心。因岗设人，完善内部岗位设置，为公司法制化打下基础；生产
研发方面，通过 GMP 的实施，对生产进行规范化管理，将核心技术收归公司，
减少人员流动风险。加大研发投入，秉承“生产一代、注册一代、预研一代”
的战略方针，为公司的可持续化发展奠定基础；财务方面，建立完善的财务制
度，发挥财务事前控制功能，管理采购与物流部门，保证公司资金有效使用，
杜绝腐败；文化融合方面，以乐普医疗“人性化法治”的企业文化为蓝本，对
上海形记“人治”的企业文化取其精华去其糟粕，通过培训、谈话、组织参观
学习等方法，使得上海形记从领导到普通员工都融入到新的企业文化中来。

关键词：并购，管理优化，医疗器械，上海形记；
Abstract
With the rapid development of marketing economy, merger and acquisition
(M&A) has become a significant strategy for many companies to expand their
business and reform their organizations. Public company, by effective M&A
activities, can use external resources to assist its growth and development while
adjusting business structural and layout to make it work more efficiently and in the
end secure its own long and stable development. However, researches home and
abroad indicate that many M&A activities do not achieve the result expected because
of a failed post-management. By analyzing the methods used and results achieved by
the author himself during post-management and optimization of Shanghai Shape and
Memory Alloy Co.,Ltd.(SHSMA) after being purchased by Lepu Medical
Technology Beijing Co.,Ltd. (Lepu Medical),the article summarized the successful
experience and in-sufficiency drawn from it, expecting to give a positive reference
for future post-management and optimization of M&A in medical device industry.
Since its founding in 1994 till its purchase in 2008, SHSMA had been being
run as a traditional family enterprise, where paternalism overwhelmed company
rules and regulations, which resulted in a irregularity in production, R&D, HR and
financial management and a primitive sales and marketing strategy. Aiming at
problems stated above, Lepu Medical conduct series of management activities on
SHSMA, including sales & marketing strategy, HR, production, R&D, financial
system management and corporate culture integration. For HR management, by
setting up buffering transition period, executing temporary co-existence salary
system, the unsteady morale of the company was successfully stabilized. In addition,
based upon post-guided hiring strategy, the post settlement of the company was
further optimized, which laid foundation for the institutionalization of the company.
For production and R&D, by executing GMP strictly, the daily production is
standardized then the company gained firm control of the core technique of
producing the occluder thus minimized the risk of the brain drain. For financial
system, by constituting and improving modern financial regulations for the company,
utilizing the prior control function of the financial department to supervise and
administrate the purchase and distribution department, thus revenue and expenditure
are managed and used efficiently and potential corruption is minimized. For
corporate culture integration, based upon Lepu Medical&39;s humanized institution
corporate culture, SHSMA&39;s rule-by-man culture was optimized by taking the
essence to the dregs process. After activities like team education, conversation and
visiting Lepu headquarter; the managing team and common employees of SHSMA
all accept the new culture.
Key words : M&A， management and optimization， medical device， SHSMA