Integration After German SiMan Corp. Acquired HuBei HuXin Corp.

With the increase of multinational merger and acquisition (M&A) and the further open of capital input channel, the M&A activities has sprung up in China in recent year. But there are few successful cases because the management is neglected while the attention is paid to foreign capital and technical during the M&A process. In fact, only management can integrate each other. When the cultivation of management ability is the main purpose of M&A, the advantage and disadvantage of two sides can be analyzed rationally, and the conflicts and synergy between two sides can be found., so that the business key competitiveness can be built up by sharing and absorbing the external factors.The text thinks that the key competitiveness is strategic control ability, which enables the China enterprises to participate the international competition and melt into world economy with the team power of strategy-centered organization. Based on the fundamental principles of management and the theory of M&A, the text talks about how to establish the strategy-centered organization from the strategy integration, organization integration, human resources integration, and culture integration perspectives by analyzing the case example of a domestic firm, HuXing corporation using positive and comparative methods. In the part of strategy integration, the goal of M&A is discussed first, and then the business-relations is analyzed to substantiate the goal of M&A. The organization integration, human resources integration and culture integration provide the support for the realization of the goal of strategy. The domestic firms can effectively and quickly build the strategy-centered organization through M&A. It is meaningful and useful for Chinese enterprises which purse the modernization of management.