Post-Merge Business Integration And Synergies By State-owned Enterprises

In August 28,2017,China Guodian group merged with China Shenhua Group to become National energy investment Group.This paper selects the case of business integration of Shenhua Group and Guodian group after merger and acquisition as the research object,taking the role mechanism of group control,synergies and business integration as the starting point of case study,and discusses the motivation,purpose and business integration plan of the case,and the group control and merger&acquisition business integration A systematic study of the linkage relationship of integration and synergies is carried out,and the design of the integrated plan for the integration of the national energy group after the merger and reorganization is carried out,and the potential problems and suggestions are put forward.Compared with the existing research results,the characteristics of this research idea are to explore the dialectic problems of the three core concepts based on a single case study.Most of the existing studies are carried out from a single perspective,without considering other relevant factors and lack of systematicness.On the basis of the introduction of the background,motivation,plan and the concrete scheme of the merger and integration of the merger and reorganization of Shenhua Group and Guodian group,this paper carries out a multi-dimensional discussion and analysis of the research problems.The innovation of this article lies in:(1)research carrier.Distinguished from previous studies,it focuses on merger and reorganization among state-owned enterprises,especially large central enterprises.(2)research direction.This paper focuses on the integration and synergy of M&A in the view of group management and control.In the context of the whole process of mergers and acquisitions,the core factors are studied.(3)research background.Merger and reorganization is a special form of merger and acquisition,combining with the industry background and the trend of state-owned enterprises reform,taking specific cases as special research objects and carrying out in-depth research under the background of macro research.(4)the research angle of view.The existing research rarely uses the perspective of group management and control.This paper uses this macro and external perspective to demonstrate the model and practice of merger and acquisition business integration from the perspective of group management and control.The findings of this paper are as follows:(1)there are internal relations between group management and control,merger and acquisition business integration and synergy,with the logical relationship of mutual influence.The relevant analysis framework established can be applied to the research and practice of merger and acquisition business integration.(2)one of the objectives and effects of group management and business integration is to achieve synergistic effects.Synergistic effect is the guiding principle that runs through the above enterprise activities;(3)merger and acquisition business integration is a special form of business integration in a specific period of business group,the actual management and operation of group management and management,and should conform to the internal requirements and system constraints of the group management and control.Merger and acquisition integration is the process of internalization of external advantages,internal core competence diffusion and value creation.(4)for different types of business,the group control synthesis model should be adopted to guide the integrated objectives of various synergies,and use a variety of integration methods,more in line with the practice of enterprise practice,and also It is beneficial to the achievement of the effect and benefit of the merger and acquisition.