Research On Resources Integration In The Case Of FC Group Acquired BR Company

As a direct way to expand enterprise scale,increase market share and enhance competitiveness,many enterprises optimize their own resource allocation and obtain competitive advantages through M&A,but they always have to face the target failure.According to Businessweek findings and M&A studies by KPMG,Accenture and Mc Kinsey,75% of corporate mergers and acquisitions fail completely.Meanwhile,more than 80% of M&A failures are due to the failure of resource integration according to the failed mergers and acquisitions around the world,so the success of resource integration after M&A directly determines whether the objective of M&A can be achieved.At present,the government has adopted relocation or paid closure measures for small cogeneration projects to promote the transformation of small cogeneration enterprises into large cogeneration enterprises for realizing industrial upgrading and improving resource utilization rate.In this context,there will be frequent mergers and acquisitions among cogeneration industries in the future.Therefore,it is of great significance to study the resource integration after the merger and acquisition in the thermoelectric industry.Taking FC Group’s acquisition of BR Company in cogeneration industry as the research object,this thesis uses literature research and case analysis to study the integration of business,finance and human resources after the merger.The introduction firstly elaborates the research background and significance,then reviews the domestic and foreign scholars’ research on M&A business resource integration,M&A financial resource integration and M&A human resource integration.The second chapter summarizes the theory of M&A resource integration,including defining the meaning,objectives and principles,the content and the theoretical basis of M&A resource integration.The third chapter introduces the situation of the two parties and the background of the merger,discusses the resource integration process of FC Group acquisition of BR company and the status quo after the integration.The fourth chapter analyzes the existing problems and reasons of resource integration,the fifth chapter puts forward some suggestions for improvement.After the merger and acquisition of BR Company,FC Group delayed too much in the process of resource integration,without properly dealing with employee conflicts or integrating business resources.The reasons include the conflict of top management ideas,the lack of consensus on the direction of business development,the incomplete resource integration plan and the ineffective talent incentive measures in the integration process.This thesis suggests that before resource integration,its vital to carry out resource integration planning and establish resource integration evaluation system.In the integration of business resources,it is necessary to plan the business development strategy of both parties and strengthen the integration of business and technology.In the integration of financial resources,it is essential to take the system as the center and the business goal as the guide.In the process of human resources integration,it is crucial to integrate the compensation system and establish the employee incentive system.It hopes that these suggestions can provide reference for resource integration after mergers and acquisitions in the future.