Comparative Study Of Corporate Mergers And Acquisitions And OEM Cooperation

Decided to achieve a certain degree of growth, such as the expansion of its manufacturing operations or expand new production capacity is usually available to decision makers to select a variety of ways:only within the enterprise, such as the implementation of innovation within the enterprise has the resources to integrate or re-configuration, called the way of internal growth; can also choose to conduct outside the enterprise, such as looking for synergies, to take co-operation with other companies, called external growth mode. Select acquisitions or OEM partners outside the enterprise’s growth strategy has been widespread concern. At present, the study of mergers and acquisitions or OEM cooperation literature based on the enterprise’s own point of view, but in fact, the behavior of corporate mergers and acquisitions and OEM cooperation is not just a particular enterprise level, many within the industry are cyclical emergence of large-scale wave of mergers and acquisitions or OEM cooperation, it has become the industry phenomenon in order to a significant.Comparative analysis of mergers and acquisitions and OEM cooperation, mainly using the method of comparative analysis, conceptual definition and the difference between enterprise two major external growth model-mergers and acquisitions and OEM partners, and then from the organizational forms and management methods, the role of form and effect, risk control, several major aspects of comparative analysis of mergers and acquisitions and OEM partners, and on the basis of this analysis and summary of the advantages and disadvantages of mergers and acquisitions and OEM cooperation, explore the enterprise from the industry perspective the choice of mergers and acquisitions or OEM cooperation has laid a good foundation.This paper argues that the industry acquisitions or OEM partners have an important impact for businesses to choose. An established industry, the majority of enterprises are facing similar technical requirements and market environment, in dealing with complex decision-making, the companies will try to learning and its success stories of other enterprises in similar backgrounds as their own decision-making guidance and basis. While in learning another unrelated industry business experience in a given industry, the problems faced by different industries and its severity is different, you are likely to encounter many problems. The enterprises in the context of the same industry facing similar or identical problems and situations, so in the face of similar changes, companies can more easily understand the logic and theoretical basis for strategic decisions of the same industry, through to learn from the rational corporate decision-makers may be relatively consistent strategic patterns, resulting in its strategic decisions and actions will form a certain degree of industry orientation. Authors will be based on the industry perspective, the impact of the three industry level factors: economies of scale within the industry a significant degree of specialization within the industry clarity and industry maturity, on this basis, the establishment of a theoretical model, from the perspective of both static and dynamic, compared to the properties of the research industry companies have chosen to mergers and acquisitions or OEM cooperation.Validate the theoretical model, combined with the case of real economic activity in industry analysis, to match the theoretical model results and the actual case, the real economic activity in business decision-makers in the choice of strategy of business growth path reference.