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国有企业特别是国有大中型企业,一直在国民经济中处于支柱地位,但伴随经济全球化的发展,我国国有企业面临着来自国内外企业的竞争,面对日益激烈的市场竞争与挑战,国有企业在发展过程中不可或缺的会使用并购手段来聚集各种资源,来达到发展壮大目的。在企业并购过程中,并购企业往往热衷于企业并购的战略和策略的选择,而对并购后的财务整合往往重视不够,不少国有企业并购后,因后期财务整合不力而导致并购预期效果完成不佳,甚至并购失败。这不能不引起人们的重视,本文试从并购后的企业财务整合遇到的问题,并探讨相应的解决方法,以促进国有企业并购后企业整合目标的实现。
State-owned enterprises, especially state-owned large and medium-sized enterprises, have always been in a pillar position in the national economy. However, with the development of economic globalization, the state-owned enterprises in our country are facing competition from domestic and foreign enterprises. In the face of increasingly fierce market competition and challenges, Indispensable in the development process will use the means of mergers and acquisitions to gather a variety of resources to achieve the purpose of development and expansion. In the process of M & A, mergers and acquisitions companies are often keen on the choice of strategies and strategies for M & A, while the financial integration after M & A tends to pay insufficient attention. After the merger of many state-owned enterprises, the expected result of M & A is not completed due to the weak financial integration in the later period Good, even the acquisition failed. This can not but arouse people’s attention. This paper tries to find out the problems encountered in the financial integration after M & A and discusses the corresponding solutions to promote the realization of the goal of enterprise integration after the M & A of state-owned enterprises.