In the afternoon of April 10 and 13, the School of Management launched case analysis lectures entitled "Sany Group's Merger of Putzmeister”. Mr. Zhang Zhongke, general manager of Sany Group overseas market, Mr. Liu Zhubo, head of Organization and Planning Division of Sany Human Resources Headquarters, and Professor Long Lirong, vice-president of the school, and Professor Tian Zhilong, Dean of Business Administration Department, A.P. Yun Hong, Head of MBA Education Center and Sun Liancai, part-time social mentor of MBA enterprises and senior partner of Alliance PKU Management Consulting Ltd. were all engaged in the lectures of case analysis.

　　In the afternoon of April 10, Mr. Sun Liancai, with his rich experience in the consulting management company, analyzed that Sany’s merger of Putzmeister was a significant leap forward of its internationalizing strategy. Meanwhile, it’s an inside necessity to achieve access to technology, brand development and channel development. He pointed out that it’s necessary to pay attention to barriers on the Sino-German government policy in the course of merger as well as the impact and shock it might brought up to Sany’s assets and finance.

　　The case sharing seminar on April 13 was chaired by Associate Professor Yun Hong. At the beginning, Prof. Long Lirong made a speech, to welcome Sany executives to the School of Management. Meanwhile, he thought that case teaching was a popular method among international business schools. Prof. Long Lirong compared Sany’s merger of Putzmeister to "cultivating vegetables in others’ garden" and supposed that this approach was quite commendable. Subsequently, Professor Long Lirong and Mr. Zhang Zhongke exchanged souvenir gifts.

　　After that, Mr. Zhang Zhongke introduced to all the background for Sany to merger Putzmeister, and believed that it was an inevitable rather than an accidental case. He noted that "the gradual expansion of Sany’s share in domestic and overseas market and the gradual shrink of Putzmeister’s at home and abroad" were two key factors.

　　MBA students from the school made an analysis on the case, too. With analyzing advantages and disadvantages of Sany’s merger by SWOT analysis method, they thought that no big risk of financial assets could be aroused by the merger, and raised three questions faced in the post-merger : first, how to achieve cultural integration; second, how to re-plan the development strategy; third, how to avoid non-economic risks.

　　Professor Tian Zhilong made the summary. He thought that MBA students were of clear thinking and scientific method. He briefly introduced the background of Sany Group’s establishment and its growth, stressing that "to make a big enterprise, you must go in for a big industry". He also assumed that Sany should, in the process of integration of resources, “put a lower profile, and absorb advantageous resources from Putzmeister with modesty”.

　　Finally, Mr. Liu Zhubo from Sany briefly introduced Sany’s “Program of Global Internationalization of Leadership” divided into three stages: Global Research; Global rotation &practice; Global Acting Manager, and expressed their wish that students should participate actively.

　　During the seminar, teachers and students had heated discussions with Mr. Zhang Zhongke about how to achieve the integration of the merger resources and upgrade the achievements of Putzmeister and about management of overseas organizations.