After The Merger And Acquisition Of Integration Management Research

With the constant development of China’s economy and capital market, M&A has become an important way for listed companies to achieve rapid expansion and leapfrogged development. However, the high amount of mergers and acquisitions happened with a low successful ratio. Why? Maybe neglecting the management after the merger integration can answer the question. It makes the desired synergy is hard to play, which not only cannot produces the desired 1+1> 2 effect, and improves the enterprise’s competitive ability, but also may cause the friction between the both sides, even the failure of the reorganization.As company L improves business performance while the shareholders of company HY hold a need of asset-backed securitization, company L merger and reorganize the HY in 2014. When the restructuring deal was done, Integrate management followed. The key lies in how to integrate the resources of both parties to exert synergy effect and engender enterprise’s competitive superiority. This paper studies the company’s integrated management problems after merger, acquisition and reorganization:Firstly, combined with domestic and foreign research achievements of integration management after the M&A, the background of company L’s M&A and the existing problems after the M&A are analyzed. On this basis, the company L’s management system, technology research and development, corporate culture, human resources, and the integration of marketing resources management after the M&A are analyzed. Then the countermeasures for M&A management are proposed. For management system, this paper starts the analysis from the management system of L and HY, and puts forward the integration method for management system of listed company and private company. For technology research and development, we analyze the research advantages of L and HY respectively, then propose the integration direction for technology research and development. For cultural integration, this paper analyzes both the similarities and differences of L and HY’s culture, putting forward the idea of cultural integration and the corporate culture L should advocate after the reconstruction. For human resources integration, combined with industry characteristics, giving full play to the advantages of human resources, puts forward some ideas of the development of the talent market integration; For market resources, through the analysis of their respective market resources, business synergy of the integration of complementary ideas are put forward.