并购整合扩张与并购战略管理（Merger, expansion and strategic management of M A）.docVIP

并购整合扩张与并购战略管理（Merger, expansion and strategic management of M A） Preface： Maybe your child is very good, you are a good parent, but you are not necessarily a good teacher, because you are more familiar with your own children, but may not be able to manage other peoples children. The same reason, perhaps you can manage their own enterprises, but not equal to you are a good business coach, you can manage other peoples enterprises after the merger. So many entrepreneurs have seen the rapid growth of multiplication, but ignore the huge risks hidden by them. For enterprises, with the expansion of the impulse, every 3~5 years may have a merger expansion needs. In reality, there are too many entrepreneurs in the industry finally resourceful in capital operation of these entrepreneurs concentrated tragic ending with broken halberds defeat, the Chinese entrepreneurs too much transition character and fate. M A is a high risk factor of strategic activities, mergers and acquisitions can achieve a business empire, also can quickly make a business collapse since the merger and acquisition, merger and risk two words together, can be said that the merger is a high risk and ubiquitous gaming process, won the high returns it has been staggering, lost there may be no way back. In the early twenty-first Century, due to the continuous expansion of Chinese enterprises and dependence on resources, the number and amount of Chinese enterprises involved in mergers and acquisitions began to enter the forefront of the world. Especially in recent years, domestic and foreign enterprises involved in mergers and acquisitions of the industry, region and scale unceasing expansion, mergers and acquisitions tide raging like a storm in this large number of mergers and acquisitions, in the case, the real success rate is not high. In 2010, due to the success of Geelys merger and acquisition of Volvo, the role of mergers and acquisitions, especially the effect of changing the industrial structure, was m