Realization Path And Evaluation Of Synergy Effect Of Enterprise Merger And Acquisition

The opening of the current market and the rapid development of the market economy,caused by the mutual competition between enterprises to upgrade,the wave of mergers and acquisitions.Mergers and acquisitions have become the main way for the development of enterprises,the advantages of enterprises,in order to achieve the purpose of external growth,enterprises gradually rely on mergers and acquisitions to expand the business,complementary resources,dominant concentration,in the enterprise competition unbeaten.This article uses the theory analysis and case study method to analyze and evaluate the food production based enterprise merger and acquisition of the Huiya group and the Nanjing machine wheel group,from the three aspects of synergy management,business and Finance on the synergistic effect of path analysis and evaluation,and ultimately to realize the synergy of experience and should pay attention to the measures.First of all,through a large number of relevant theoretical basis,make the interpretation of the concept of merger and synergy,and on management synergy,operating synergy and financial synergy realization path and its evaluation are explained,the market power theory,competitive advantage theory and scale effect theory and other aspects of the theory provides the basis for this paper.Secondly,according to the Department of the Huiya group and the Nanjing machine wheel group merger environment,merger & acquisition and merger and acquisition process,compared before and after the acquisition of wheel group's operating and financial situation,analyzes the implementation path Azia group successfully acquired Nanjing machine wheel group management,management and financial synergies and to evaluate the.Finally,it draws the inspiration from the three aspects,such as management,management,finance,and so on,from the aspects of management,management,finance and so on,to discuss the experience and the measures to be paid attention to.