Non-state-owned Engineering Consulting Company's Evaluation Of Core Competence And Strategice Choice Of Merger & Acquisition

The non-state-owned companies have developed a lot, but the weak and small ones among them face great challenges. Let the non-stated-owned engineering consulting companies as the examples, their consulting skills are not high, quality of consulting products is lower, they face many difficulties and pressure during surviving and development. Firstly, this dissertation is starting from study on concept, characteristics and contents of core competence s, after that setting up core competence evaluation system, then, research on the relationship of core competence and merger & acquisition, finding out that merger & acquisition is the important path to get core competence, core competence is the strategic target of merger & acquisition, finally, segmenting modes of merger & acquisition. Based on above mentioned theories and models, the paper works on core competence analysis and quantity evaluation of non-state-owned engineering consulting companies, and make choice of merger and acquisition strategy. This paper finds out that at present, non-state-owned engineering companies are lack of core competence, merger & acquisition strategy is the effective way to win core competitiveness, horizontal merger and acquisition can make these them to win core competence effectively, face threats and challenges. At last, the paper verifies this by the merger & acquisition case of Ruixin company.