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一、并购前进行可行性研究(一)搞好企业自身定位。企业要想成功实施并购,首先要认清自身的优势和弱点,一方面要对自身的财务状况、组织结构、管理层次的素质、企业产品的市场状况、研究与开发能力以及企业的目标和战略做到心中有数,另一方面还应对企业的经营环境进行分析,在搞好自身定位的同时要明确收购兼并目标,如确定是要在同一地区占有更大的市场份额,将同一特色产品向其他地区扩展,还是要获取资源或产品的互补等。成功的收购与兼并交易往往始于以上明确的“工业逻辑”。
First, conduct feasibility studies before the merger (a) do a good job of their own positioning. To succeed in M & A, enterprises must first recognize their own strengths and weaknesses. On the one hand, they must make judgments on their own financial conditions, organizational structure, management quality, market conditions of enterprises’ products, research and development capabilities, and their goals and strategies Be aware of the other hand, the business environment should be analyzed, in doing a good job of their own position at the same time to clear the objectives of mergers and acquisitions, such as the determination is to occupy a larger market share in the same region, the same specialty products to other Regional expansion, or to get the complementary resources or products. Successful acquisitions and mergers and acquisitions often begin with the clear “industrial logic” above.