简析企业并购整合中的问题及对策-以高鸿IT为例_工商管理

[资料来源：THINK58.com]

简析并购整合中的问题及对策-以高鸿IT为例(11000字)
摘 要：并购后的整合是保证并购后的企业健康成长的关键。规范企业整合行为，提高企业并购管理水平，有效的规避并购整合的风险，编制并购整合的决策方法成为理论乃至实际运作过程中所迫切需要解决的难点。本文以高鸿IT并购恒昌IT为例，从高鸿IT并购失败的案例，来分析高鸿IT并购恒昌IT整合过程中出现的整合规划和评估不充分、缺乏有效的并购整合计划和要素协同失败等问题及产生的原因，来总结高鸿IT并购整合失败的经验教训。
关键词：高鸿IT；恒昌IT；并购；并购整合；协同

The problems and countermeasure of the enterprise's M & A integration
—Take GaoHong IT Co., Ltd for example
Abstract: The integration of after the merger of enterprises is to ensure the healthy growth after the merger of the key. Standardize enterprise integrating behavior, improve the level of management, effective merger of evasion of risk, prepare acquisition integration of decision-making method become acquisition integration theory and practical operation during the urgent need to address the difficulties. Based on GaoHong IT m&a enterprise as an example, GaoHong IT from the case, IT failed to merge to analyze IT integration enterprise GaoHong IT merger appeared in the process of integration inadequate planning and evaluation, lacking of effective merger consolidation plan and elements such as collaborative failure and the reasons of these problems, IT GaoHong to conclude the experience and lessons failed merger integration. [资料来源：THINK58.com]
Key words: GaoHong IT; Hengchang IT; M & A; M & A integration; Coordination

研究的思路与方法
本文就以高鸿IT对行业巨人恒昌IT集团并购失败为案例，通过查阅和研究以往的文献资料文献研究法。通过本人曾在IT行业工作实习的优势，利用了解到的一些资料，列事实、摆依据的实地调查法来进行案例的实证分析。也通过图书馆、网络文库等信息源翻阅已有的管理学方面著作，来与案例相结合，进行个案分析。运用大学所学知识来完成一篇论文，简要分析企业并购整合的问题，提出相应的决策方法。