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LED产业正在加速进入洗牌期。这家原本高速发展的中型LED公司处境颇为困难,但为保存实力,也为储备未来崛起所需的能量,公司看中了一家处境艰难但拥有较好技术和生产工艺的小企业。如何在资金不充足的当下,实现成本最优的整合?我是一家LED公司的董事。公司于2006年创办,是以高节能照明产品为主导的高科技企业。正值政府大力倡导发展LED产业,公司在2010年之前发展很快,已具有一定规模、市场份额和渠道,
LED industry is accelerating into the shuffle period. The once-fast-growing medium-sized LED company was in a difficult situation, but to preserve its strength and save the energy needed for its future rise, the company took a fancy to a struggling small business with good technology and manufacturing processes. How to realize the optimal cost integration in the moment when the capital is not sufficient? I am a director of a LED company. The company founded in 2006, is a high-energy-efficient lighting products led by high-tech enterprises. At a time when the government strongly advocated the development of LED industry, the company developed rapidly by 2010 and already has a certain scale, market share and channels,