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收购和并购英语作文初中收购和并购（Mergers and Acquisitions，简称M&A）是商业领域中常见的战略行为，通常用于企业扩大规模、增强竞争力或实现战略转型。
以下是一篇参考范文，旨在介绍收购和并购的概念、原因、影响以及相关的风险和挑战。
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The Dynamics of Mergers and Acquisitions。
In the dynamic realm of business, mergers and acquisitions (M&A) serve as pivotal strategies employed by companies to expand their footprint, fortify their market position, or navigate strategic transformations. M&A involves the consolidation of two or more entities, often resulting in a synergistic alliance that can catalyze growth and innovation. This essay delves into the intricacies of M&A, exploring its rationales, impacts, as well as the attendant risks and challenges.Rationales for M&A:Companies embark on M&A endeavors for multifarious reasons, chief among them being the quest for market dominance and the pursuit of operational efficiencies. Through mergers or acquisitions, firms can harness complementary resources, technologies, or distribution channels, thereby augmenting their competitive advantage. Additionally, M&A enables organizations to diversify their product portfolios, penetrate new markets, or capitalize on emerging trends, fostering sustainable growth in an ever-evolving business landscape.Impacts of M&A:The ramifications of M&A reverberate across diverse stakeholders, ranging from shareholders and employees to consumers and regulators. Shareholders often anticipate enhanced shareholder value post-M&A, driven by synergies, economies of scale, or strategic alignments. Conversely, employees may grapple with uncertainties stemming from organizational restructuring, cultural integration, orworkforce redundancies. Furthermore, consumers may witness changes in product offerings, service standards, or pricing dynamics, prompting apprehensions or opportunities contingent upon the acquirer’s post-merger strategies. From a regulatory perspective, M&A transactions are subject to stringent antitrust laws and regulatory scrutiny aimed at safeguarding market competition and consumer interests.Risks and Challenges:Despite the tantalizing prospects, M&A ventures are fraught with inherent risks and challenges that demand meticulous due diligence and strategic foresight. Integration complexities, cultural clashes, and post-merger dissonance often pose formidable hurdles impeding the seamless assimilation of disparate entities. Moreover, overvaluation, synergistic overestimation, or unforeseen market fluctuations can precipitate financial setbacks or shareholder disillusionment. Legal entanglements, regulatory impediments, and geopolitical uncertainties further exacerbate the risk landscape, necessitating adept risk mitigation strategies and contingency planning.Case Studies:Illustratively, the landmark acquisition of WhatsApp by Facebook exemplifies the strategic imperatives underpinning M&A transactions in the digital age. Facebook’sacquisition of WhatsApp, a leading messaging platform, not only fortified its user base but also facilitated synergistic cross-platform integrations, propelling Facebook’s foray into the burgeoning realm of mobile messaging. Similarly, the merger between Exxon and Mobil in the oil and gas sector epitomizes the consolidation trend aimed at enhancing operational efficiencies, optimizing resource utilization, and bolstering market competitiveness amidst fluctuating commodity prices and geopolitical uncertainties.Conclusion:In summation, M&A represents a quintessential strategic tool wielded by businesses to navigate the complexities of a globalized marketplace, catalyze growth, and unleashsynergies that transcend organizational boundaries. However, the efficacy of M&A hinges on astute strategic planning, meticulous due diligence, and adept integration managementto mitigate risks and maximize stakeholder value. By discerning the underlying rationales, understanding the intricate dynamics, and learning from historical precedents, businesses can navigate the M&A landscape with sagacity and resilience, charting a course towards sustainable growthand competitive advantage in an increasingly interconnected world.--。
一、案例介绍在全球化的背景下，企业跨国并购成为了一种常见的商业行为。
在进行跨国并购时，选择合适的工作语言显得尤为重要。
本文将通过几个案例的共享，探讨企业跨国并购中的工作语言选择问题，并对其进行深度剖析。
二、案例分析1. 案例一：中美企业跨国并购公司A是一家我国企业，打算收购美国公司B。
在进行谈判和沟通时，公司A需要考虑到美国公司B的工作语言是英语。
公司A需要拥有一支擅长英语沟通的团队，以确保谈判顺利进行。
2. 案例二：日本企业在东南亚地区的并购日本公司C计划在东南亚地区进行并购，目标公司为一家新加坡企业。
考虑到新加坡的主要工作语言是英语，公司C需要在谈判团队中配备精通英语的人才，以确保信息传递的准确性和效率。
3. 案例三：德国企业在欧洲市场的扩张一家德国公司D希望在欧洲市场进行并购，目标公司位于法国。
由于法国的主要工作语言是法语，公司D需要在并购团队中配置懂得法语的人员，以便与目标公司的员工进行沟通和协调。
三、问题探讨1. 工作语言选择的重要性在进行跨国并购时，双方的工作语言选择对谈判、沟通和协作都有着重要的影响。
选择合适的工作语言可以减少信息传递的误差，提高沟通的效率，有利于合作双方的理解和合作。
2. 如何选择合适的工作语言在面对不同国家和地区的企业时，如何选择合适的工作语言成为了十分重要的问题。
除了考虑目标公司所在地的主要工作语言外，还需要考虑到双方团队成员的语言能力，以及谈判、合同等内容的语言要求。
四、总结与展望在企业跨国并购的过程中，工作语言选择是一个值得重视的问题。
本文通过几个案例的共享，深入探讨了工作语言选择在跨国并购中的重要性，并提出了一些具体的建议。
希望本文能够帮助读者更加深入地理解并掌握这一问题，为未来的跨国并购活动提供一些有益的参考。
个人观点与理解作为一名文章写手，我深刻理解企业在跨国并购中工作语言选择的重要性。
只有选择合适的工作语言，企业双方才能在谈判和协作中顺利沟通，减少误解和冲突，为合作的顺利进行奠定基础。
Unit 18 Mergers and Acquisitions兼并与收购BackgroundA Typical Leveraged Buyout—一个典型的杠杆收购案例背景介绍兼并与收购(M&A)无疑是资本市场上最惊心动魄、最易引发人的成就感的活动之一，每一次较大的兼并与收购活动都会引起市场各方的震动。
特别是近十年来更是兼并与收购业务大行其道的时期。
随着市场竞争的加剧，兼并与收购或被兼并与收购对公司来说都是可能的，有时它的成功并不完全取决于对等双方或各方的真正实力，技术因素往往起着关键的作用。
在当今市场上，投资银行已经成为兼并与收购活动的主要参与者之一。
兼并与收购业务是投资银行收入的主要来源之一，也是投资银行提高自身竞争能力的主要途径，而投资银行参与兼并与收购活动的方式也日益多样化。
本章主要内容包括两部分：第一部分是对兼并与收购业务的具体介绍与论述，包括：兼并与收购的基本业务类型，如：横向收购、纵向收购、混合收购、管理层收购(MBO)和杠杆收购(LBO)等；反收购措施(如“白衣骑士”、“毒丸”防御等)在敌意收购中的应用；并购融资来源以及各种可能情况下的利弊：投资银行在兼并与收购业务中的作用、费用结构和收入来源。
l 第二部分是一个典型的杠杆收购案例。
正如文中所言“研究一个典型的杠杆收购的全过程是有指导意义的。
我们所使用的例子是建立在假设基础上的，它并不说明任何特定的杠杆收购，而是旨在抓住典型的公司合并过程的本质。
把握本质要求把问题做一些简化——_{旦不失其现实意义”。
通过这个假设的但十分详细、具体的杠杆收购过程，读者能以最简单、最典型的方式把握兼并与收购业务中最本质的东西。
The 1980s was one of the most intense periods for M&A activity in Americans history .The prime reasons for this were two fold: The Reagan administration encouraged the trend by not pursuing many potential infringement of the Sherman Anti-Trust Act and also helped it immeasurably by passing indirectly to investors who became involved. The results helped change the face and history, of American finance and engendered some of the most emotional discussion surrounding the investment banking industry since the 1930s.The 1980s was one of the most intense periods for M&A activity in Americans history. 在美国历史上，20世纪80年代是兼并和收购的一个高峰时期。
跨国公司并购案例分析在全球化背景下，跨国公司并购成为了提高市场竞争力和扩大企业规模的重要手段。
本文将以一些著名的跨国公司并购案例为例，进行深入分析和探讨。
一、AT&T并购Time Warner美国电信巨头AT&T于2016年宣布以854亿美元的价格收购传媒巨头Time Warner。
这次并购案例引起了广泛的关注，因为它涉及到了通信和娱乐两个不同产业的交叉。
通过收购Time Warner，AT&T得以获得其强大的内容库，进而与其竞争对手竞争。
这次并购案例的成功之处在于双方的互补性以及市场前景的看好。
二、福特汽车收购沃尔沃汽车2009年，在全球经济危机的背景下，美国汽车制造商福特决定收购瑞典汽车制造商沃尔沃。
通过这次并购，福特得以扩大其在欧洲市场的份额，进一步增强其全球竞争力。
此外，福特还将沃尔沃的技术和设计优势与自身优势相结合，提高产品质量和品牌形象。
这次并购案例获得了巨大的成功，使得福特在全球汽车市场的地位得到了进一步提升。
三、IBM收购红帽2018年，IBM以340亿美元的价格收购了开源软件公司红帽。
这一并购案例引起了业内的广泛关注，也是IBM历史上最大规模的一次并购。
通过收购红帽，IBM能够进一步加强其云计算和人工智能领域的技术实力和市场份额。
红帽在开源软件领域具有丰富的经验和领先的技术，这对于IBM来说是一次重要的战略举措。
四、阿里巴巴收购新浪微博2013年，中国电子商务巨头阿里巴巴以1.4亿美元的价格收购了新浪微博的部分股权。
通过这一并购案例，阿里巴巴与新浪微博实现了战略合作，双方在用户、资源和技术方面进行了深入整合。
这一并购不仅拓宽了阿里巴巴的业务范围，也进一步增强了其在线社交媒体和电商平台的竞争力。
五、安盛收购荷兰人寿2018年，中国保险巨头安盛以5.3亿美元的价格收购了荷兰人寿保险公司。
这次并购案例是中国保险公司首次兼并海外保险公司。
通过收购荷兰人寿，安盛得以进一步扩大其在欧洲市场的份额，提高全球化经营能力。
企业并购案例分析（五篇范例）第一篇：企业并购案例分析企业并购案例分析来源：作者：日期：2011-05-18 我来说两句(0条)如果可以使被并购方对自身文化和对方的文化都有很高的认同感，随着企业整合的深入，两种相对独立的文化就会向着文化整合的核心目标不断融合。
当然这种“独立”的“度”必须是基于目标一致性和并购企业所能承受的范围。
如果简单地采取“同化”手段，文化整合往往不利于企业发展。
TCL的启示：文化定位是跨文化整合的灯塔2004年，对TCL来说是一个重要的历史年份，TCL完成了具有历史意义的收购，将汤姆逊彩电业务和阿尔卡特手机业务纳入囊中。
一时间，业界及外界好评如潮：TCL完成了具有标志意义的国际性跨越，营运平台拓展至全球。
而当年年报的表现却与最初美好的设想恰恰相反：TCL的两起重要国际并购成立的合资公司TTE(TCL与汤姆逊的合资企业)和T&A(TCL与阿尔卡特的合资企业)分别达到上亿的年度亏损。
事实上，目前在中国企业进行海外扩张的过程中，必须面对一个问题：被并购企业所在国的员工、媒体、投资者以及工会组织对中国企业持有的疑虑和偏见。
中国产品海外市场价格低廉，给不少人以错觉，认为中国企业会在并购之后的企业实施降薪手段以降低劳动力成本，加之以往中国企业被认为工作效率低下的印象还没有被完全扭转，被并购企业普通员工担心自己就业拿不到丰厚薪酬，管理人员担心自己的职业发展生涯受到影响，投资者担心自己的回报。
由于这些被并购企业自身具有悠久历史和十分成熟的企业环境，他们往往会对自身文化的认同度高，普遍对中国企业的文化理念缺乏认同。
在这种情况下，如果中国企业将自身的文化强加给被并购企业，其结果往往是处于各持己见状态，长此以往，会使双方在业务及组织上的整合受到阻碍，整合之后工作的难度也将大幅度增加。
TCL在收购汤姆逊后就遇到了类似的情况，尽管汤姆逊旗下的RCA品牌还处于经营亏损的状态，但它依然拒绝接受TCL关于产品结构调整，引入中国设计以使成本更具竞争力的产品建议。
IntroductionIn the highly competitive business landscape, strategic acquisitions have become a common tool for companies to expand their market presence, diversify their product offerings, and enhance their competitive advantage. The acquisition of XYZ Corporation by ABC Corporation is a prime example of how a well-executed merger can lead to significant synergies and long-term growth. This summary outlines the key aspects of the acquisition, including the rationale behind the deal, the strategic benefits, and the challenges faced during the integration process.BackgroundXYZ Corporation, a leading player in the technology sector, had been experiencing stagnation in its growth trajectory. Despite its innovative products and a loyal customer base, the company was struggling to adapt to the rapidly evolving market dynamics. On the other hand, ABC Corporation, a multinational conglomerate with a diverse portfolio of businesses, was looking to enter the technology market to complement its existing offerings.Rationale for the AcquisitionThe decision to acquire XYZ Corporation was driven by several strategic considerations:1. Market Expansion: By acquiring XYZ, ABC Corporation aimed to enter a new market segment, leveraging the established brand and customer base of XYZ.2. Synergy: The combination of ABC Corporation's financial resources and operational expertise with XYZ's technological innovations was expected to create significant synergies, leading to enhanced product development and market competitiveness.3. Diversification: The acquisition was seen as a strategic move to diversify ABC Corporation's revenue streams, reducing its reliance onits existing markets and businesses.Strategic BenefitsThe acquisition of XYZ Corporation by ABC Corporation yielded several strategic benefits:1. Increased Market Share: The merged entity quickly became a dominant player in the technology sector, significantly increasing its market share and revenue.2. Enhanced Product Portfolio: The integration of XYZ's innovative products with ABC's existing offerings resulted in a more comprehensive and competitive product portfolio.3. Cost Savings: Through operational efficiencies and streamlined processes, the merged entity achieved substantial cost savings, improving its overall profitability.4. Innovation and R&D: The acquisition provided ABC Corporation with access to XYZ's cutting-edge research and development capabilities, fostering innovation and future growth.Challenges and Integration ProcessDespite the strategic benefits, the acquisition process was not without its challenges. Some of the key challenges faced included:1. Cultural Integration: Merging two distinct corporate cultures was a significant challenge. ABC Corporation had to ensure that XYZ's employees felt valued and integrated seamlessly into the new organization.2. Regulatory Approval: The acquisition had to navigate various regulatory hurdles, including antitrust approvals and compliance with local laws in both countries.3. Technology Integration: Integrating XYZ's technology infrastructure with ABC's existing systems required careful planning and execution to avoid disruptions.4. Employee Retention: Retaining key talent from XYZ was crucial to maintain the company's competitive edge and ensure a smooth transition.To address these challenges, ABC Corporation implemented a comprehensive integration plan that included:- A dedicated integration team to oversee the process.- Regular communication with employees to maintain transparency and address concerns.- Training programs to bridge cultural gaps and enhance collaboration.- A phased approach to technology integration to minimize disruptions.ConclusionThe acquisition of XYZ Corporation by ABC Corporation is a testament to the power of strategic partnerships and the benefits of a well-planned integration process. While the deal presented numerous challenges, the strategic benefits, including increased market share, a diversified product portfolio, and enhanced innovation capabilities, have made it a resounding success. This case study serves as a valuable lesson for businesses considering strategic acquisitions, highlighting the importance of careful planning, cultural sensitivity, and a commitment to long-term growth.。
【初三作文】母亲我人生中第一个老师从我呀呀学语到学会到学会走路，一直陪伴我，守护我的就是我的母亲。
我母亲从小就习惯了我。
不管我想要什么，她都会尽力满足我。
这也使我养成了过分依赖母亲的坏习惯。
在我上幼儿园的时候，我就像一个刚出丫的小草，母亲就像明亮的太阳，照耀着我成长。
那时的我，就像妈妈的一个小“粉丝”敬拜能做任何事的母亲。
我母亲教我数数、唱歌和跳舞。
在我上小学的时候，我就像一个小小跟屁虫，总是跟着妈妈屁股后面。
问一下稀奇古怪的问题，妈妈也总是耐心的教导我。
我也有时很骄傲，我的妈妈什么都会，无论是复杂的数学题，还是难以理解的语文题，妈妈总能辅导我解除答案。
初中时，我和母亲的关系似乎更亲密了一步，我似乎成了一个“好朋友”，什么也没说。
她帮我找到了学业成绩下降的原因。
当我的学校生活出现问题时，她总是鼓励我。
当我因为获奖而高兴时，她总是微笑着告诉我不要骄傲，但我知道她比任何人都快乐。
青春期也是有潜伏期的，直到我上了初二的时候，青春期才开始出现萌芽。
记得有一次，我因为一道数学题和妈妈吵了起来。
“妈妈这道题怎么做？”我把本子摆到妈妈面前。
妈妈怒吼：“这么简单的题你都不会！你上课在睡觉吗！”我听了顿时心里不是滋味，用同样的语气反驳她：“我们老师刚讲的新课！我不会也是很正常的，你凭什么说我上课在睡觉！”妈妈顿时被我气炸了：“好！长能耐了，跟我顶嘴！”说着，她握起桌子上的笔猛地往地上一砸，然后把我写的作业撕的稀碎。
一股涌流冲击我心窝，我的眼眶湿润了。
我擦了一把眼泪，迅速跑回我的房间，“碰！”的一声把门关上了。
妈妈什么也没说，走开了。
从那以后，我再也没有像妈妈问过一道数学题。
回想起来，我真的很讨厌我所做的。
我真的很想通过时间和空间向我母亲道歉。
现在想想，我已经长大了。
虽然我妈妈在数学方面帮不了我，但她一直在帮助我，教我走在人生的道路上。
我母亲给了我人生中最精彩的课程。
我希望这节课永远不会结束。
母亲是我人生中的第一位老师，也是我人生中最重要的老师。
中国企业兼并收购案例分析——吉利收购福特的沃尔沃自加入WTO以来,中国与世界经济的相互联系和影响日益深,越来越多的中国民营企业抓住机遇开始进军国际市场。
2013年5月普华永道公布的数据和分析表明,中国企业海外并购在过去五年中掀起了热潮,总投资金额从2008年的103亿美元发展到2012年的652亿美元,五年间增加了五倍多。
①其中,民营企业是一股不可忽视的力量,他们在积极寻找成熟市场的优质目标,逐步完善“走出去”的基础和条件,给跨国并购的企业格局带来了改变。
2010年8月2日，吉利控股集团正式完成对福特汽车公司旗下沃尔沃轿车公司的全部股权收购。
吉利集团向福特公司支付了13亿美元现金和2亿美元银行票据，余下资金也将在下半年陆续结清。
随着吉利沃尔沃的资产交割的顺利完成，也意味着这场至今为止中国汽车行业最大的一次海外并购画上了一个圆满的句号。
一、收购的优势分析1.优秀的企业品牌形象和经营理念,使得公司规模迅速壮大。
浙江吉利控股集团有限公司是中国汽车行业十强企业。
1997年进军汽车行业,其给中国消费者的承诺是“造老百姓买得起的好车”,让这个新兴汽车企业在中国迅速发展,成为家喻户晓的品牌。
“造最安全、最环保、最节能的好车,永远让顾客满意”的质量方针,不仅迎合了时代发展的需求,更是“低碳、环保、安全”这个世界主题的目标。
这使得吉利连续三年进入世界500强,连续十一年进入中国企业500强,连续9年进入中国汽车行业十强。
2. 有两次国际并购案的经验。
2006年吉利控股英国锰铜,2009年全资收购全球第二大的澳大利亚自动变数器公司。
这两起并购活动中不乏技术知识产权、供应商体系等谈判,同时在资金运作、文化冲突等方面的处理积累了宝贵的并购经验。
3.在并购过程中聘请国际顶尖顾问团队。
吉利汽车聘请的外部并购团队,包括洛希尔投资银行、德勤财务顾问、富尔德律师事务所、中国海问律师事务所、瑞典Cederquist律师事务所和博然思维集团等,每个顾问团队都各司其职,攻坚并清除并购过程中的所有难关和风险。
企业并购案例分析——贝尔斯登并购案例分析企业并购案例分析——贝尔斯登并购案例分析企业并购案例分析——贝尔斯登并购案例分析一、贝尔斯登公司介绍贝尔斯登公司(Bear Steams)成立于1923年，总部位于纽约，是全球最大的投资银行与证券交易公司之一，居于500强企业，是一家全球领先的金融服务公司，为全世界的政府、企业、机构和个人提供服务。
公司业务涵盖企业融资和并购、机构股票和固定收益产品的销售和交易、证券研究、私人客户服务、衍生工具、外汇及期货销售和交易、资产管理和保管服务。
该公司旗下包括贝尔斯登股份公司、贝尔斯登国际、贝尔斯登银行、信托投资公司等。
贝尔斯登还为对冲基金、经纪人和投资咨询者提供融资、证券借贷、结算服务以及技术解决方案。
在全球拥有约14,500名员工。
贝尔斯登公司业务分为三大板块:(1)资本市场业务，包括权益投资业务、固定收益业务、投资银行业务。
(2)全球结算服务。
(3)财富管理业务，包括私人银行业务和资产管理业务。
2006年贝尔斯登公司实现营业收人92亿美元，其中资本市场业务实现营业收入733>.2亿美元(同比增长27.9%)，占79.3%。
全球结算业务收人10.8亿美元(同比增长4.7%)，占11 . 74% ，私人银行和资产管理业务收人8亿美元(同比增长26% )，占8 . 70%。
但是，就这样一个拥有悠久历史的公司最终在2008年的美国次级按揭风暴中严重亏损，濒临破产而被收购。
二、贝尔斯登被收购的背景(1)美国出现次贷危机，房地产泡沫破裂。
贝尔斯登由于持有大量有毒资产包括债务抵押债券(简称为CDO)，及投资者对其信心下降并兑现大量现金，导致贝尔斯登现金储备基本为0，从而面临倒闭。
(2)自营投资亏损引发流动性风险。
在旗下次贷支持CDO投资基金损失惨重并最终清盘的同时，贝尔斯登自营交易也出现了巨额亏损。
(3)此前，贝尔斯登的两家对冲基金倒闭，也导致其投资者损失了数十亿美元。
一、About M&AMerger: combination of two or more corporations. Acquisition: the act of contracting or assuming or acquiring possession of something.Merger refers to an enterprise to take various forms for receiving the property rights of other enterprises, so that the merged party lost the qualifications of a legal person or legal entity economic behavior change.Acquisition refers to an enterprise can through the purchase of shares of listed companies and the companies operating decisions change behaviorIn my opinion, merger is one commercial company could totally control the other company. acquisition is one commercial company own the other company.二、Case：TCL mergers Thomson Background information:1.TCL:TCL Group Co., Ltd. was founded in 1981, is one of theconsumer electronics business groups worldwide scale, forming a multi-media, telecommunications, home appliances,and parts of the four industry groups, as well as real estate and investment business, logistics and services business group .2. Thomson: Thomson is France's largest state-owned enterprises, is the world's fourth-largest consumer electronics maker, has four main business direction: content and networking, consumer products, components, patent licensing.About case: TCL mergers Thomsonprogress: July 29, 2004, TCL and France's Thomson jointly funded 470 million euros, of which one hundred million eurosTTETCL invested 3.149million euros hold 67% sharesThomson invested 155.1 million euros hold 33% sharesTCL3.149 investment accounted for 67% of shares, Thomson invested 155.1 million euros held by 33% of the shares, the establishment of TCL- Thomson Electronics Limited, referred TTE company.Result:By the end of 2004, the European business losses only a fewhundred million yuan; by the end of 2005, a loss of 550 million yuan in Europe; the first half of 2006, TCL European business losses rose to 700 million yuan; and 2006 end of 9, TCL in Europe investment accumulated losses reached 203 million euros (about 2.034 billion yuan). TTE Europe's "accumulated losses" has exceeded 3.345 billion yuan, TCL Multimedia in the European business restructuring and contraction of the overall cost more than expectedBy the end of 2004, Europe leads the global TV market, quickly turned to flat-panel TV from CRT TV. European integration has not been good company reacted too slowly, TCL is still a lot of factories around the CRT TV production. When the merger allows Thomson TCL promising more than 10,000 TV 3,4 patents, did not help that much, because they are basically traditional CRT TV. Until 2005, TCL flat-panel TVs began large-scale supply of the market, this time, competitorshavebegun to cut prices, TCL from product development, supply chain management to the entire system is not adapted to this change. Flat-panel TVs will come to kill so quickly, so TCL- Thomson pace the whole mess.Problem:1, M&A too hastily that the internationalization lack the necessary prudence.2. overestimate the economic benefits of the acquisition, ignoring market trends3. Too many brands, lack of competitive advantage. Undercapitalised cause operational difficulties4. Manage the drawbacks become cross-border M&A "fuse"Fail Reason:1.The integration of core technologies improper2.Overseas M&A trigger funding loophole3.Cultural differences in business managementSuggest：(一)、before M&A—Conduct a comprehensive assessment of precautions1、under the height of strategy to choose the object2、 analysis careful financial plan of the target enterprises and own company.3、Assessment of both culture and values4、Formulate and improve the integration plan(二)、after M&A—Conduct active integration1、Strategic Integration2、Financial Integration3、human resources Integration4、Cultural IntegrationConclusion:The average success rate of only 40% of mergers and acquisitions, the success rate of cross-border mergers and acquisitions, only 20% to 30%Mergers and acquisitions of profit opportunities：1、Economies of scale, become the market leader2、To achieve the optimal allocation of resources, resource sharing, combination3、Implement diversification and maintain core competitiveness。
毕业论文目录摘要 (1)关键词 (1)前言 (1)1.企业并购概述 (2)1.1企业并购的定义 (3)1.2企业并购的类型 (3)1.3企业并购的目的和功能 (4)2.并购案例的介绍 (4)2.1案例背景 (4)2.2并购各方概况 (5)2.2.1上海汽车工业总公司 (5)2.2.2南京汽车集团有限公司 (6)3.并购动因分析 (7)4.并购过程及结果 (9)5．并购对双方的影响 (10)5.1并购对上汽的影响 (11)5.2并购对南汽的影响 (11)6.并购的启示与思考 (12)6.1发挥“双品牌”优势 (12)6.2资源的整合 (12)6.3政府的支持作用 (13)6.3并购模式的创新 (13)结束语 (14)致谢 (14)参考文献 (14)企业并购案例分析Analysis on Merger Case of Enterprises学生：金煜指导老师：刘进梅三峡大学科技学院摘要：随着中国经济的快速发展，并购事件将层出不穷。
当这些企业在经济市场上进行并购时，很多问题就随之而来了。
从并购的历史数据来看，成功的企业并购并未如人们所期望的那么多，有的企业甚至因不成功的并购而陷入了困境。
并购充满风险，这一点已经为人们所认识。
并购研究既是目前并购实践提出的必然要求，也是丰富和完善现有并购理论的客观需求。
为了企业的发展前途，企业并购应该引起人们的相当注意。
本文就此问题选取一个典型案例进行剖析，旨在给企业并购与整合以有益的启示。
Abstract:with the development of China's economic,the events about merger will be more and more.There are many problems when merger in the market of economy.From the historical data,the success of merger was not expect as much,even more some of them fell into difficult because of unsuccessful merger.Merger which is full of risk has been realized.Mergers research is not only the inevitable requirement of present merger practice,but also the objective requirement of enriching and improving the existing theory.For the future of the development,the merger should be cause people's considerable attention.This paper select a case about the issue,in order to give merger and combine some useful inspire.关键词：企业并购整合启示与思考Key words：Enterprise Merger Combine Inspire and think前言全球经济的发展刺激并购市场不断扩大，通过并购整合与行业重组，企业可以占有更多的市场资源，从而创造更大的市场价值。
商务英语-公司并购相关术语与词汇英：Following are some sentences that make use of merger and acquisition terms:Merger / acquisitionThat company lives by mergers and acquisitions.They just keep growing and growing.TakeoverI think that company is ripe for a takeover. They havegreat market share but they’re in poor financial condition.Leveraged buyoutThat leveraged buyout was some smart thinking on your part. We diversified our product line and expanded our market share without laying out any cash.Crown jewelsIn our lineup of health care products, the Cosmeticsdivision is our crown jewel.Saturday night specialThat announcement sure blindsided them. It was a Saturday night special and we caught them asleep at the wheel.Sleeping BeautyI wonder which Prince Charming will court that Sleeping Beauty.Shark watcherThey just hired a shark watcher to avoid sudden death. 中：以下是一些应用并购事宜术语的例句合并/收购那家公司靠合并和收购为生。
