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案例編號: FAM-0501
被浏覽次數: 1055 次
案例名稱: 前途or陌路——聚美優品三折私有化合理嗎?
譯名:
案例作者: 牟玲玲,王晶,李媛
作者單位: 河北工業大學
指導者:
譯者:
背景單位名稱: 聚美優品
行業: 其他
規模: 中型
案例涉及的職能領域: 財務資産部門
案例語種: 中文
案例長度(頁): 7 頁
案例類型: 決策型
中文關鍵詞: 私有化、電商、股價、中概股回歸;微案例
英文關鍵詞: privatization; electricity business; share price; the return of China's stocks
中文摘要: 作爲中國電商界的黑馬,聚美優品僅用三年時間,就完成單月銷售額從10萬到6億元的突破,經過四年的努力後成功在美上市,31歲的陳歐,就此成爲紐交所220余年曆史上最年輕的上市公司CEO。風光無限的聚美優品在上市兩年後卻又提出私有化退市的方案,並且宣布僅以發行價三分之一的價格回購股票,從而引起軒然大波。本案例通過分析聚美優品的發展曆程及中概股回歸這一趨勢,深入探究聚美優品實施股權回購策略的合理性,爲其他上市公司私有化戰略提供借鑒,可用于財務管理、公司理財等課程學習,幫助學生更好地理解相關理論。
英文摘要: As a dark horse in China's electricity business community, JMEI took only three years to complete a single-month sales breakthrough from 100,000 to 600 million RMB. JMEI International Holding Limited was trading on the New York stock exchange after four years running. Chen Ou, 31 years old, became the youngest CEO of the listed company in the history of the New York Stock Exchange for more than 220 years. But after two years on the market, JMEI proposed a privatization plan and announced that it would only buy back shares at a price of one-third of the issue price, causing an uproar. This case analyzes the development history of JMEI and the trend of the return of China's stocks, and further explores the rationality of JMEI’s equity buyback strategy, providing a reference for the privatization strategy of other listed companies. It can be used in financial management, corporate finance and other courses to help students better understand relevant theories.
適用對象: 經營管理人員,本科生,碩士生,工商管理碩士(MBA),
編寫方式: 采編
案例年代: 2016
案例入庫時間: 2019-03
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