企业合并分立案例的中国税务分析(英文)
企业合并与分立对税务筹划的影响
企业合并与分立对税务筹划的影响在企业经营过程中，合并和分立是常见的策略之一。
无论是合并两个或两个以上的企业，还是将一个企业分立为两个或两个以上的企业，都会对税务筹划产生一定的影响。
本文将探讨企业合并与分立对税务筹划的影响，并分析其可能的利与弊。
一、企业合并对税务筹划的影响1. 企业所得税在企业合并过程中，两个或多个企业合二为一，在税务筹划方面可能会面临一些问题。
首先，合并后的企业所得税的计算方法可能会发生变化。
其次，合并后的企业可能会享受到一些税务优惠政策，例如减税、免税等，从而对企业的税负产生影响。
在制定合并策略时，企业需要全面评估这些变化带来的影响，并进行相应的税务筹划。
2. 资产转让税在企业合并过程中，涉及到的资产转让可能会导致资产转让税的发生。
企业需要在合并前对资产进行评估，以确定可能产生的资产转让税，并进行相应的税务筹划。
此外，在国家相关政策的引导下，企业也可以通过优化资产转让方案来减少资产转让税的负担。
3. 增值税企业合并后，合并企业可能面临增值税的计税问题。
在合并过程中，企业需要对合并后的增值税计税基础进行评估，并采取相应的税务筹划措施，以减少合并企业的税负。
二、企业分立对税务筹划的影响1. 企业所得税与企业合并相反，企业分立可能会导致分立后的企业所得税发生变化。
分立后的企业需要独立计算所得税，并可能面临分立所得税的变化。
在进行企业分立时，企业需要充分考虑税务筹划的影响，以最大程度地减少税负。
2. 资产转让税企业分立涉及到资产的转让，因此可能产生资产转让税。
企业在进行分立前需要对资产进行评估，并采取相应的税务筹划措施，以减少资产转让税的负担。
3. 增值税在企业分立过程中，涉及到的增值税计税基础可能会发生变化。
企业需要对分立后的增值税的计税基础进行评估，并制定相应的税务筹划方案，以减少增值税的负担。
三、企业合并与分立的利与弊1. 利企业合并与分立可以通过重新规划企业的税务结构，实现税收的优化，减少税负。
企业分立的税务处理及案例分析
企业分立的税务处理及案例分析分立，是指一家企业将部分或全部资产分离转让给现存或新设的企业，被分立企业股东换取分立企业的股权或非股权支付，实现企业的依法分立.现对分立过程中可能涉及到哪些税收问题,应如何进行税务处理？笔者在此进行分析以飨读者。
（一)企业分立活动不征收营业税《中华人民共和国营业税暂行条例》及其实施细则：营业税的征收范围为在中华人民共和国境内有偿提供应税劳务、转让无形资产或者销售不动产的行为。
企业分立不属于该征税范围，其实质是被分立企业股东将该企业的资产、负债转移至另一家企业，有别于被分立企业将该公司资产(土地使用权、房屋建筑物)转让给另一家企业的应征营业税行为，因此，企业分立不应征收营业税。
《国家税务总局关于转让企业产权不征收营业税问题的批复》（国税函［2002]165号）规定：“根据《中华人民共和国营业税暂行条例》及其实施细则的规定，营业税的征收范围为有偿提供应税劳务、转让无形资产或者销售不动产的行为。
转让企业产权是整体转让企业资产、债权、债务及劳动力的行为，其转让价格不仅仅是由资产价值决定的，与企业销售不动产、转让无形资产的行为完全不同。
因此，转让企业产权的行为不属于营业税征收范围,不应征收营业税。
" （二）企业分立活动不征收增值税根据《中华人民共和国增值税暂行条例》及其实施细则的规定，增值税的征收范围为在中华人民共和国境内销售货物或者提供加工、修理修配劳务以及进口货物.企业分立不属于该征税范围,其实质是被分立企业股东将该企业的资产、负债转移至另一家企业，有别于被分立企业将该公司资产（存货、固定资产）转让给另一家企业的应征增值税行为，因此，企业分立不应征收增值税。
《国家税务总局关于纳税人资产重组有关增值税问题的公告》（国家税务总局公告2011年第13号)规定:“纳税人在资产重组过程中，通过合并、分立、出售、置换等方式，将全部或者部分实物资产以及与其相关联的债权、负债和劳动力一并转让给其他单位和个人，不属于增值税的征税范围，其中涉及的货物转让,不征收增值税。
企业合并的税务管理及案例分析
企业合并的税务管理及案例分析企业合并是指两个或多个独立的企业合并为一个企业的过程。
在经济全球化的今天，企业合并是常见的一种方式，可以实现合并方的产业结构优化、技术创新、降低生产成本和提高市场竞争力等多个目标。
在企业合并过程中，税务管理是一件非常重要的事情。
下面，我们将从税务管理的角度来探讨企业合并的问题。
一、企业合并前的税务规划企业合并前的税务规划是企业进行合并的前提。
企业应该通过调查与研究，了解合并前双方的税务情况，确定税负分摊方式，制定合并后的税务策略。
一般来说，企业合并的税务规划包括以下几个方面：1.确定税负分摊方式企业合并后，原有的税负需要作出合理的分摊。
企业可以选择直接分摊或者通过沟通和协商后，采取其他方式进行分摊。
2.合并前的资产评估合并前，企业需要进行资产评估以确定企业的净资产和每项资产的价值。
这是确定合并后企业的税务策略的基础。
3.确定税务规划企业应该根据实际情况制定完整的税务规划，并在税务专家指导下选择最优方案。
二、企业合并在税务管理中的应用1.税务处理企业合并后，企业应该在税务部门办理相关手续，如税务登记，税务转移等。
如果未处理好这些手续，将会影响合并后企业的正常运营。
2.减税政策对于因合并而产生的税收问题，企业可以根据国家有关税收政策进行申请减免处理。
例如，可以申请合并优惠，免征因合并所得税。
3.合理避税在企业合并过程中，如果合并方存在资产减值可能，可以通过充分利用税务政策，在税务处理中合理避税。
4.合并后的税务报告企业在合并后，必须按照规定时间向税务部门提供合并后企业的相关税务报告。
如果未及时做好税务报告，将会对企业产生不可估量的损失。
三、案例分析2015年，浙江东南制药股份有限公司与宁波德兴制药股份有限公司进行了合并。
在税务管理方面，浙江东南制药股份有限公司及时办理了税务转移等手续，并在税务部门申请了合并优惠，享受了税收减免政策，增加了企业的经济效益。
在另一个合并案例中，2012年，北京胜利精密铸造有限责任公司因未及时向税务部门进行税务转移申报等手续，导致被税务机关处罚。
企业分立合并中的纳税安排案例分析
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股权转让筹划方案
方案4，AB公司的股东同意以未分配利润全额及 法定公积金的75%进行增资扩股，然后再按每股 净资产的1.05倍转让85%的股份。
投资损益 4845万元（1500+4200）×85% 溢价所得 369.75万元（3000×85%×2.9×0.05）Leabharlann 合计 5214.75万元12
股权转让筹划方案
国税函[2004]390号《国家税务总局关于企 业股权转让有关所得税问题的补充通知》
一、企业在一般的股权（包括转让股票或 股份）买卖中，应按《国家税务总局关于 企业股权投资业务若干所得税问题的通知》 （国税发〔2000〕118号）有关规定执行。 股权转让人应分享的被投资方累计未分配 利润或累计盈余公积应确认为股权转让所 得，不得确认为股息性质的所得。
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企业分立合并中的纳税安排
3.商品房销售环节 （1）A公司应缴纳土地增值税： 扣除项目金额＝ （ 3000 －500） ＋2060×（1＋
20%）＝4872（万元）； 增值额＝5500－4872＝628（万元）； 增值率＝628÷4872×100%＝13%。 《中华人民共和国土地增值税暂行条例》规定，
10
股权转让筹划方案
▲AB公司是一有限责任公司，适用所得税率33%。 AB公司2005年期末财务状况如下：实收资本3000 万元，其中，A公司持股比例为85%， B公司持股 比例为15%; 盈余公积1500万元，未分配利润4200 万元，所有者权益合计8700万元。 AB公司2005年 末每股净资产为2.9元。
某公司分立与合并的税务筹划方案实例
某公司分立与合并的税务筹划方案实例上海XL有限公司(以下简称XL公司)要进行派生分立,分拆成为XL公司和B公司两家公司,各自经营A业务和B业务,业务分拆过程不影响正常生产经营,不增加税负。
同时,为减轻XL公司生产经营主体的负担,现将为生产服务的房产及土地拟通过一定方式转由青岛E投资管理有限公司(以下简称E投资公司)持有。
二、税收筹划方案(一)XL公司实施企业分立XL公司派生分立为XL公司、B公司和后勤服务(以下简称后勤公司)三家公司,企业所得税按照特殊性税务处理。
(二)E投资公司吸收合并后勤公司分立完成一年后,E投资公司吸收合并后勤公司,相应地,土地房产转到E投资公司,吸收合并环节按照企业所得税特殊性税务处理政策处理。
以分立完成后一年为节点，是为了在分立环节享受特殊性税务处理政策，需要分立完成后12个月内保持权益及经营的连续性，不影响分立环节特殊性税务处理。
三、分立具体筹划方案及税负分析XL公司派生分立为XL公司、B公司和后勤公司三家公司，分立环节不产生税负。
(一)分立方案开始分立基准日：暂定为10月31日。
资产、负债的划分依据是各项资产、负债的业务所属和对应职能。
B车间及所占地归属B公司，A车间及所占地和中间办公楼归属XL公司，食堂洗浴及以东房产归属后勤公司。
未弥补亏损：可按分立资产占全部资产的比例进行分配，由分立企业继续弥补。
该处是按资产比例分配，不是按净资产比例分配，因此分立前需要对资产负债进行重分类。
并且税务机关一般认可按照分立资产公允价值占全部资产公允价值的比例进行可弥补亏损的分配。
根据我们的了解，目前全国绝大部分税务机关只认可按照资产比例分配可弥补亏损，如果想把全部亏损留在存续公司弥补，还需要跟青岛市地方税务局沟通确认。
员工安置方案：原人员中属于青岛B业务的人员从XL公司解约、同B公司签订合同缴纳社保，应付职工薪酬中应由B公司承担的部分划归B公司。
根据分立的本质，后勤公司也应分配部分人员。
外文翻译--合并政策和税收竞争
原文：Merger Policy and Tax CompetitionIn many situations governments have sector-specific tax and regulation policies at their disposal to influence the market outcome after a national or an international merger has taken place. We find that whether national or international mergers are more likely to be enacted in the presence of nationally optimal tax policies depends crucially on the ownership structure of firms. When all firms are owned domestically in the premerger situation, non-cooperative tax policies are more efficient in the national merger case and smaller synergy effects are needed for this type of merger to be proposed and cleared. These results are reversed when there is a high degree of foreign firm ownership prior to the merger.Mergers have played a prominent role over the past decade, and international merger activity has grown particularly fast. During the period 1981-1998 the annual number of mergers and acquisitions (M&A) has increased more than fivefold and the share of cross-border mergers has reached more than one quarter of the total by the end of this period. This increase in merger activity has led to situations where a national or an international merger have been in direct competition with each other. A recent example has been the bidding race for the leading Spanish electricity provider Endesa, where the German-based E.ON company initially competed with the Spanish-based rival Gas Natural. The Spanish authorities favored the national merger and formulated severe obstacles to an international take-over by E.ON, which was one of the reasons why E.ON eventually withdrew its bid.A different approach has been taken by the British government, which has fully liberalized its electricity market in the early 1990s. In this process, foreign electricity providers (among them E.ON ) took over a large part of the British electricity industry. The British government responded to high profits in this and other privatized industries by imposing a one-time, sector-specifi c ‘windfall pro fi t tax’ in 1997. Since then, a renewed imposition of this tax has been repeatedly discussed as a complement to the regulation of prices through the regulation authority Ofgem (Office of Gas and Electricity Markets).The last example shows clearly that national governments dispose overadditional policy instruments in an industry where a merger or a foreign acquisition has taken place. Price regulation in privatized `network industries' is one important way to increase domestic consumer surplus at the expense of corporate profits, which often accrue, at least in part, to foreign shareholders. Sector-specific profit taxes have very similar effects, if their proceeds are redistributed to consumers in compensation for higher goods prices. On the other hand, there are also many industries where subsidies are granted in order to improve the competitiveness of domestic products in world markets. One set of examples are direct subsidies to specific sectors, such as mining, shipbuilding, steel production, or airplane construction. Moreover, several of these sectors and several others (e.g. air transportation) also receive indirect subsidies by paying reduced rates of excise taxes, in particular mineral oil or electricity taxes. To the extent that these `eco taxes' represent Pigouvian taxes that cause firms to internalize the true social cost of their products, such tax rebates also represent subsidies to the involved sectors and, importantly, to the electricity and energy sector itself. In all these cases, sector-specific tax or subsidy policies can be adjusted by national policymakers in response to a change in market structure caused by a merger.we argue that the possibility to levy industry-specific taxes or subsidies in a nationally optimal way has important repercussions on the position that national regulation authorities take vis-µa-vis a national or an international merger proposal. At the same time, merging firms will incorporate a possible change in policy when deciding about a merger in a particular country. To analyze this interaction between tax and merger policies we set up a model where both firms and merger regulation authorities anticipate that taxes will be optimally adjusted in the host country after a merger has taken place. More specifically, we investigate a setting of Cournot quantity competition between four producing firms where two firms are located in each of two symmetric countries. Importantly, these firms may have foreign shareholders, thus giving an incentive to each government to employ profit taxes that can be partly exported to foreigners.Starting from a market structure of double duopoly, our focus is on the comparison between a national merger in one of the countries and an international merger between a home and a foreign firm.Our analysis shows that the relative attractiveness of a national versus an international merger depends critically on the degree of foreign firm ownership. When all firms are nationally owned prior to the merger, then a national merger will lead to more efficient tax policies as compared to the international merger. In contrast, when the level of foreign firm ownership is high initially, then non-cooperative tax policies in the host countries will be more efficient under the international merger. Extending the model to allow for synergy effects of mergers, we show that these welfare properties translate into the national (international) merger being more likely to be proposed and adopted when the degree of foreign firm ownership is low (high). These results imply that a more geographically dispersed ownership structure of firms, in combination with non-cooperatively chosen national tax policies, may offer one explanation for the recent surge in cross-border merger activity.Our analysis relates to two strands in the literature. First, there is a growing recent literature on merger policies in open economies. This literature, however, typically regards merger control as an isolated policy problem for national or international regulators. The literature that analyses the interaction of merger control with other policy instruments is scarce, and it almost exclusively focuses on international trade policies as the additional policy variable (Richardson, 1999; Horn and Levinsohn, 2001; Huck and Konrad, 2004; Saggi and Yildiz, 2006). In contrast, the interaction between merger policy and national tax policies has not been addressed in this literature so far. A second literature strand on which our paper builds is the analysis of optimal commodity taxation in oligopolistic markets (Keen and Lahiri, 1998; Lockwood, 2001; Keen et al., 2002;Haufler et al.,2005;Hashimzade et al.,2005). This literature, however, has focused mainly on issues of commodity tax harmonization and the choice of commodity tax regime under an exogenously given market structure. It has not addressed the implications for tax policy that follow from changes in the underlying market conditions as a result of mergers.The plan of the paper is as follows. Section 2 describes the basic framework for our analysis. Section 3 presents the benchmark case of double duopoly, where two firms are located in each country and all four firms compete in both markets. Section4 analyzes the changes in tax policies and welfare when a national merger occurs in one of the countries. Section5 carries out the same analysis for an international merger. Section6 introduces synergy effects associated with a national and an international merger and compares the conditions under which one or the other type of merger is proposed and accepted by merger authorities. Section7 concludes.In practice a core motivation for firms to undertake mergers, and an important reason for regulation authorities to permit them, is that mergers can create synergy effects. We analyze how large the cost savings must be for a national or an international merger in order to be in the interest of both the merging firms and the regulation authority of the host country. We deal again with different ownership structures of firms. Due to the complexity of the resulting expressions, we confine the discussion in the main text to the polar cases of full national ownership and complete international ownership diversificationWe should observe a positive and systematic relationship between the foreign ownership share and the share of cross-border mergers in a particular industry. There is indeed some first, suggestive evidence in favour of this proposition. In the OECD countries the share of cross-border mergers in the total number of M&A cases differs widely across different economic sectors and is highest in manufacturing. At the same time, manufacturing is also one of the most internationalized sectors with respect to foreign ownership, at least in European countries. Similarly, there are sectors with a low share of foreign firm ownership, such as construction, where the share of cross-border mergers in the total number of M&A cases is also low. A detailed empirical study would be needed to rigorously test whether this positive relationship between foreign ownership and the share of cross-border mergers holds more generally, and whether it can be linked to the interaction of nationally optimal tax policies and merger control.In many industries governments have sector-specific tax and regulation policies at their disposal to influence the market outcome after a change in market structure has occurred. In this paper we have set up a simple model to analyze how nationally optimal tax rates will be adjusted in response to a national merger on the one hand andan international merger on the other. Extending the analysis to incorporate synergy effects of mergers, we have then studied how these changes in tax policy feed back on the incentives for firms to propose one or the other kind of merger, and for the merger regulation authorities to accept it.Our analysis shows that a national and an international merger lead to different incentives for national tax policy. On the one hand an international merger increases the 24 incentives for non-cooperative tax policy to tax foreign firm owners in excess of the efficient levels. On the other hand, an international merger leads to a larger share of consumption in each country being served by local producers and thus increases the incentive for each country to grant Pareto efficient subsidies. Which of these two effects dominates depends crucially on the share of foreign firm ownership in the pre-merger situation. If all firms are locally owned initially, then the national merger is the dominant alternative, in the sense that it requires fewer cost savings in order to be proposed by the merging firms and to be cleared by the regulation authority. In contrast, if the share of foreign firm ownership is large, then the international merger will be proposed and cleared for a wider range of cost savings.One implication of our model is that a rise in international portfolio diversification will favour cross-border mergers, other things being equal. When, as it is often argued, a rise in foreign asset holdings is one of the consequences of economic integration, then our analysis provides an explanation for the rising share of cross-border mergers. In principle our argument is complementary to other reasons for cross-border mergers found in the literature, in particular the argument that they allow firms to save aggregate transport costs. It is interesting to note, however, that this alternative argument cannot explain a rising share of cross-border mergers over time, as it becomes less important when economic integration proceeds and transport costs accordingly fall.Our analysis could be extended in several directions. One possibility would be to indigenize the share of foreign firm ownership, and relate this share explicitly to the forces of economic integration. In such a setting international portfolio diversification would lead to gains in the form of higher returns or lower aggregate risk, but it wouldalso cause higher information or transaction costs. If economic integration reduces the latter, the link between globalization and the rise of cross-border mergers could be explicitly modeled. We do not expect, however, that our conclusions would be fun- dementally altered by this extension. Another model extension would be to consider consecutive mergers, or `merger waves'. In such a setting it would be possible to derive equilibrium market structures for any given set of exogenous model parameters (as in Horn and Parson, 2001). In principle this extension could be incorporated into our model, but the analysis must account for both the change in market structure and for the change in tax policies following each merger. We leave this task for future research.Source: Andreas Haufle, 2007.”Merger Policy and Tax Competition”, Munich Discussion Paper No.39 P25-35.译文：合并政策和税收竞争通常政府有特定部门的税收和管理政策来处理国内并购或者跨国并购中产生的市场问题。
企业重组改制税收案例分析及政策解读
企业重组改制税收案例分析及政策解读企业重组改制是指两个或多个企业为了通过合并、分立、收购等手段来共同利用资源、提高效益、实现可持续发展的行为。
重组改制对于企业来说是一种重要的战略选择，可以为企业带来更多的经济效益和市场竞争力。
税收是一项重要的成本，对企业的经营活动和盈利能力有着直接影响。
那么企业重组改制的税收影响和政策解读是怎样的呢？下面将通过案例分析进行详细探讨。
以A公司为例，A公司是一家传统制造业企业，面临着市场需求下滑、产能过剩等问题。
为了应对市场挑战和提高效率，A公司决定与B公司进行合并，并进行产能整合和转型升级。
首先，我们来分析重组改制中可能涉及的税收问题。
重组改制中的主要税收问题包括企业所得税、增值税、资产评估等方面。
对于企业所得税，企业重组改制可能会导致资产重估，从而触发企业所得税的应纳税额调整。
例如，在合并重组过程中，A公司的原有固定资产经过评估价值上升，即出现了无形资产的形成，这将可能导致企业所得税的应纳额增加。
此外，重组后形成的新企业可能会产生财务亏损，对于财务亏损的处理也会涉及企业所得税的问题。
对于增值税，重组改制中的资产转让和业务调整可能会涉及增值税的征收和抵扣。
例如，在合并过程中，A公司将其原有的产品线转让给B公司，此时可能需要对资产转让所得进行增值税的计税。
同时，重组后的企业可能会产生销售额减少或者亏损，这将对增值税的进项抵扣产生一定的影响。
对于资产评估，重组改制中的企业评估工作是重要环节。
资产评估涉及到对企业整体价值和资产价值的评估，评估结果将影响到重组后企业的税收纳税义务。
在资产评估过程中，往往需要与税务部门进行沟通并获得相关认可，以确保评估结果的合法性和准确性。
接下来，我们来解读相关政策。
在企业重组改制的税收优惠政策方面，我国税收法律法规对于企业重组改制提供了一定的支持和优惠。
例如，在企业合并、股权转让等情况下，可以享受企业所得税的优惠政策，如合并税前亏损的抵扣、资产重组不征收企业所得税等。
并购及案例的分析全英文版.docx
一、About M&AMerger: combination of two or more corporations. Acquisition: the act of contracting or assuming or acquiring possession of something.Merger refers to an enterprise to take various forms for receiving the property rights of other enterprises, so that the merged party lost the qualifications of a legal person or legal entity economic behavior change.Acquisition refers to an enterprise can through the purchase of shares of listed companies and the companies operating decisions change behaviorIn my opinion, merger is one commercial company could totally control the other company. acquisition is one commercial company own the other company.二、Case：TCL mergers Thomson Background information:1.TCL:TCL Group Co., Ltd. was founded in 1981, is one of theconsumer electronics business groups worldwide scale, forming a multi-media, telecommunications, home appliances,and parts of the four industry groups, as well as real estate and investment business, logistics and services business group .2. Thomson: Thomson is France's largest state-owned enterprises, is the world's fourth-largest consumer electronics maker, has four main business direction: content and networking, consumer products, components, patent licensing.About case: TCL mergers Thomsonprogress: July 29, 2004, TCL and France's Thomson jointly funded 470 million euros, of which one hundred million eurosTTETCL invested 3.149million euros hold 67% sharesThomson invested 155.1 million euros hold 33% sharesTCL3.149 investment accounted for 67% of shares, Thomson invested 155.1 million euros held by 33% of the shares, the establishment of TCL- Thomson Electronics Limited, referred TTE company.Result:By the end of 2004, the European business losses only a fewhundred million yuan; by the end of 2005, a loss of 550 million yuan in Europe; the first half of 2006, TCL European business losses rose to 700 million yuan; and 2006 end of 9, TCL in Europe investment accumulated losses reached 203 million euros (about 2.034 billion yuan). TTE Europe's "accumulated losses" has exceeded 3.345 billion yuan, TCL Multimedia in the European business restructuring and contraction of the overall cost more than expectedBy the end of 2004, Europe leads the global TV market, quickly turned to flat-panel TV from CRT TV. European integration has not been good company reacted too slowly, TCL is still a lot of factories around the CRT TV production. When the merger allows Thomson TCL promising more than 10,000 TV 3,4 patents, did not help that much, because they are basically traditional CRT TV. Until 2005, TCL flat-panel TVs began large-scale supply of the market, this time, competitorshavebegun to cut prices, TCL from product development, supply chain management to the entire system is not adapted to this change. Flat-panel TVs will come to kill so quickly, so TCL- Thomson pace the whole mess.Problem:1, M&A too hastily that the internationalization lack the necessary prudence.2. overestimate the economic benefits of the acquisition, ignoring market trends3. Too many brands, lack of competitive advantage. Undercapitalised cause operational difficulties4. Manage the drawbacks become cross-border M&A "fuse"Fail Reason:1.The integration of core technologies improper2.Overseas M&A trigger funding loophole3.Cultural differences in business managementSuggest：(一)、before M&A—Conduct a comprehensive assessment of precautions1、under the height of strategy to choose the object2、 analysis careful financial plan of the target enterprises and own company.3、Assessment of both culture and values4、Formulate and improve the integration plan(二)、after M&A—Conduct active integration1、Strategic Integration2、Financial Integration3、human resources Integration4、Cultural IntegrationConclusion:The average success rate of only 40% of mergers and acquisitions, the success rate of cross-border mergers and acquisitions, only 20% to 30%Mergers and acquisitions of profit opportunities：1、Economies of scale, become the market leader2、To achieve the optimal allocation of resources, resource sharing, combination3、Implement diversification and maintain core competitiveness。
(完整版)企业并购财务问题分析外文文献及翻译
M & Financial AnalysisCorporate mergers and acquisitions have become a major form of capital operation. Enterprise use of this mode of operation to achieve the capital cost of the external expansion of production and capital concentration to obtain synergies, enhancing competitiveness, spread business plays a very important role. M & A process involves a lot of financial problems and solve financial problems is the key to successful mergers and acquisitions. Therefore, it appears in merger analysis of the financial problems to improve the efficiency of M & Finance has an important practical significance.A financial effect resulting from mergers and acquisitions1. Saving transaction costs. M & A market is essentially an alternative organization to realize the internalization of external transactions, as appropriate under the terms of trade, business organizations, the cost may be lower than in the market for the same transaction costs, thereby reducing production and operation the transaction costs.2. To reduce agency costs. When the business separation of ownership and management, because the interests of corporate management and business owners which resulted in inconsistencies in agency costs, including all contract costs with the agent, the agent monitoring and control costs. Through acquisitions or agency competition, the incumbent managers of target companies will be replaced, which can effectively reduce the agency costs.3. Lower financing costs. Through mergers and acquisitions, can expand the size of the business, resulting in a common security role. In general, large companies easier access to capital markets, large quantities they can issue shares or bonds. As the issue of quantity, relatively speaking, stocks or bonds cost will be reduced to enable enterprises to lower capital cost, refinancing.4. To obtain tax benefits. M & A business process can make use of deferredtax in terms of a reasonable tax avoidance, but the current loss of business as a profit potential acquisition target, especially when the acquiring company is highly profitable, can give full play to complementary acquisitions both tax advantage. Since dividend income, interest income, operating income and capital gains tax rate difference between the large mergers and acquisitions take appropriate ways to achieve a reasonable financial deal with the effect of tax avoidance.5. To increase business value. M & A movement through effective control of profitable enterprises and increase business value. The desire to control access to the right of the main business by trading access to the other rights owned by the control subjects to re-distribution of social resources. Effective control over enterprises in the operation of the market conditions, for most over who are in competition for control of its motives is to seek the company's market value and the effective management of the condition should be the difference between the market value.Second, the financial evaluation of M & ABefore merger, M & A business goal must be to evaluate the financial situation of enterprises, in order to provide reliable financial basis for decision-making. Evaluate the enterprise's financial situation, not only in the past few years, a careful analysis of financial reporting information, but also on the acquired within the next five years or more years of cash flow and assets, liabilities, forecast.1. The company liquidity and solvency position is to maintain the basic conditions for good financial flexibility. Company's financial flexibility is important, it mainly refers to the enterprises to maintain a good liquidity for timely repayment of debt. Good cash flow performance in a good income-generating capacity and funding from the capital market capacity, but also the company's overall Profitability, Profitability is the size of which can be company's overall business conditions and competition prospects come to embody. Specific assessment, the fixed costs to predict the total expenditures and cash flow trends, the fixed costs and discretionary spendingis divided into some parts of constraints, in order to accurately estimate the company's working capital demand in the near future, on the accounts receivable turnover and inventory turnover rate of the data to be reviewed, should include other factors that affect financial flexibility, such as short-term corporate debt levels, capital structure, the higher the interest rate of Zhaiwu relatively specific weight.2. Examine the financial situation of enterprises also have to assess the potential for back-up liquidity. When the capital market funding constraints, poor corporate liquidity, the liquidity of the capital assessment should focus on the study of the availability of back-up liquidity, the analysis of enterprise can get the cash management, corporate finance to the outside world the ability to sell convertible securities can bring the amount of available liquidity. In the analysis of various sources of financing enterprises, the enterprises should pay particular attention to its lenders are closely related to the ease of borrowing, because once got in trouble, helpless to the outside world, those close to the lending institutions are likely to help businesses get rid of dilemma. Others include convertible securities are convertible at any time from the stock market into cash, to repay short-term corporate debt maturity.3 Determination of M & A transaction priceM & M price is the cost of an important part of the target company's value is determined based on M & A prices, so enterprises in M & Juece O'clock on targeted business Jinxing scientific, objective value of Ping Gu, carefully Xuanze acquisition Duixiang to Shi Zai market competition itself tide in an invincible position. Measure of the value of the target company, generally adjusted book value method, market value of comparative law, price-earnings ratio method, discounted cash flow method, income approach and other methods.1. The book value adjustment method. Net balance sheet shall be the company's book value. However, to assess the true value of the target company must also be on the balance sheet items for the necessary adjustments. On the one hand, on the asset should be based on market prices and the depreciation of fixed assets,business claims in reliability, inventory, marketable securities and changes in intangible assets to adjust. On liabilities subject to detailed presentation of its details for the verification and adjustment. M & A for these items one by one consultations, the two sides, both sides reached an acceptable value of the company. Mainly applied to the simple acquisition of the book value and market value of the deviation from small non-listed companies.2. The market value of comparative law. It is the stock market and the target company's operating performance similar to the recent average trading price, estimated value of the company as a reference, while analysis and comparison of reference of the transaction terms, compared to adjust, according to assessment to determine the value of the target company. However, application of this method requires a fully developed, active trading market. And a subjective factors and more by market factors, the specific use of time should be cautious. Mainly applied to improve the market system in the acquisition of listed companies.3. PE method. It is based on earnings and price-earnings ratio target companies to determine the value of the method. The expression is: target = target enterprise value of the business income × PE. Where PE (price earnings ratio) can choose when the target company's price-earnings ratio M, with the target company's price-earnings ratio of comparable companies or the target company in which the industry average price-earnings ratio. Corporate earnings targets and the target company can choose the after-tax income last year, the last 3 years, the average after-tax income, or ex post the expected after-tax earnings target company as a valuation indicator. This method is easy to understand and easy to apply, but its earnings targets and price-earnings ratio is very subjective determination, therefore, this valuation may bring us a great risk. This method is suitable for the stock market a better market environment, a more stable business enterprise.5. Income approach. It is the company expected future earnings discounted using appropriate discount rate to assess the present value of the base date, and thus determine the value of the company's assessment. Income approach in principle, thatis the reason why the acquirer acquired the target company, taking into account the target company can generate revenue for themselves, if the company's returns, but the purchase price will be high. Therefore, according to the company level can bring benefits to determine the value of the company is scientific and reasonable way. The use of this method must have two conditions: First, assess the company's future earnings are to be predicted, and can predict the basic income guarantee and the possibility of a reasonable amount; second, and enterprises to obtain expected benefits associated with future risk can be invaluable, and can provide convincing evidence. When the purpose is to use M & A target long-term management and enterprise resources, then use the income approach is suitable.Activities in mergers and acquisitions, M & A business through the acquisition of a variety of financing sources of funds needed. M & M financing enterprises in financing before the deal with a variety of M & A comprehensive analysis and evaluation, to select the best financing channels. M & A financing from the actual situation analysis, M & A financing is divided into internal financing and external financing. Internal financing is an enterprise to use their own accumulated profits to pay for acquisitions. However, due to the amount of funds required for mergers and acquisitions are often very large, and limited internal resources, after all, the use of M & A business operating cash flow to finance significant limitations, the internal financing generally not as the main channel for financing mergers and acquisitions. Of external financing is divided into debt financing, equity financing and hybrid financing.Channels of financing the actual response to determine their capital structure analysis, if the acquisition of their funds sufficient, using its own funds is undoubtedly the best choice; if the business debt rate has been high, as far as possible should be financed without an increase to equity of companies debt financing. However, if the business prospects for the future, can also increase the debt financing, in order to ensure all future benefits enjoyed by the existing shareholders.Whether M & A business development and expansion as a means or aninevitable result of market competition, will play an important stage in the socio-economic role. As an important participant in M & A and policy-makers, from the financial rational behavior on M & A analysis and selection of the same time, also taking into account the market, and management elements that will lead the enterprise's decision making provide the most effective Xin Xi .企业并购财务问题分析企业并购已成为企业资本运营的一种主要形式。
企业税收筹划中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)1、Enterprises of the major means of tax planningTax planning is the premise of strict enforcement of tax laws to minimize tax, customs tax called. Enterprises to carry out the correct tax, the need for the adoption of the following major route of transmission.First, reasonable means of financing options. In accordance with the provisions of China's current tax law, corporate interest payments on the loan within a certain range can be pre-tax expenses, and dividends can only be spending the after-tax profits of enterprise expenses. From a tax point of view, appropriate to the bank business loans and financing between enterprises, rather than directly to thefund-raising benefits.Second, a reasonable choice of trading partners. China's existing value-added tax system has a general taxpayers and small-scale taxpayers on the points, choose a different supplier object, the tax burden on enterprises is not the same. For example, when the Department of suppliers of value-added tax general taxpayer, the businessafter the purchase of goods, according to the amount of tax deduction of input tax amount of the corresponding balance after payment of value-added tax; if the purchase of goods for small-scale taxpayers, VAT can not be achieved Its not contain the amount of input tax deduction, the tax burden more than the former. Such as open invoices can also be part of deduction.Third, "the easy way out" tax conversion. Enterprises will be converted tohigh-tax low-tax, refers to economic activities in the same, there are a variety of revenue options to choose from, the taxpayers to avoid "high-tax point", choose the "low tax" and reduce the tax liability . The most typical example of this is to runnon-taxable to the tax planning services. From the tax point of view, run mainly two: First, the same taxes, different tax rates. Systems such as supply and marketing enterprises, the general operating tax rate is 17% of the means of subsistence, but also the operating value-added tax rate of 13% of the agricultural means of production and so on. Second, different taxes, different tax rates. This usually refers to types of enterprises in their business activities, both value-added business project, the project also involves the business tax.Fourth, the cost of reasonable expenses. Enterprises does not violate tax laws and financial system under the premise of the full cost of the reasonable expenses, that may occur on the full estimated losses and narrow the tax base and reduce the amount of taxable income. Countries allow for costs incurred in the projects, such as wages, respectively, the total amount of tax by 2%, 14%, 1.5% extracts of trade union funds, staff welfare, staff education funding should be sufficient to mention as much as possible to the whole. For some of the losses that may occur, such as bad debt losses, businesses should be fully expected in the tax law as far as possible the extent permitted by the cap enough to reserve. This is in line with the national tax law and financial system, can receive the tax effect.Fifth, to reduce tax liability. Factors that affect the tax liability there are two, namely, tax base and tax rates, the smaller the tax base, lower tax rates, tax liability is also smaller. Tax planning can start from these two factors to find legitimate ways to reduce tax liability. For example, an enterprise December 30, 2005 estimated taxableincome amounted to 100,200 yuan, the enterprise income tax liability 25050 yuan (100200 ×25%). If the corporate tax planning, tax consulting fees to pay 200 yuan, the corporate taxable income 100,000 (100200-200), income tax liability 27,000 yuan (100000 × 27%), can be found by comparing, for tax planning to pay only 200 yuan, 6066 yuan tax is (33066-27000).Sixth, to weigh the severity of the overall tax burden. For example, manyvalue-added tax planning programs have the general taxpayer and the taxpayer to choose small-scale planning. If an enterprise is a non-tax-year sales of about 900,000 yuan of production enterprises and enterprises to buy the materials each year the price of non-value-added tax of 70 million or less. The company's accounting system, the conditions identified as the general taxpayers. If that is the general taxpayer, the company's products are value-added tax rate applies to 17% capital gains tax liability 34,000 yuan (90 × 17% -70 × 17%); If it is small-scale taxpayers, the rate is 6%, 5.4 VAT liability million (90 × 6%)> 3.4 million. Therefore, from the perspective of value-added tax general taxpayer should be selected. But, in fact, althoughsmall-scale VAT taxpayers pay 20,000 yuan, but the input tax amount of 119,000 yuan (70 × 17%), although it can not offset the costs, thereby increasing the cost of 119,000 yuan, the income tax reduction of 2.975 million (11.9 × 25%), than pay a 20,000 yuan of value-added tax. Therefore, the business tax planning in the selection of programs, not only to look in a certain period of time watching the program on tax less, and to consider business development goals, to choose to increase their overall revenue program.Seventh, take full advantage of preferential taxation policies. For taxpayers, the use of tax incentives for tax planning focuses on how the rational use of tax policies and regulations shall apply to the lower or more favorable tax rates, a well-planned production and operation activities, the actual tax burden to a minimum in order to achieve Festival tax effect. For example, according to China's Law of the State Council for approval of high-tech industrial development zone of the high-tech enterprises, since the production from the fiscal year income tax exemption for 2 years. To-business use of wastewater, waste gas, waste residue and other waste as themain raw materials for production, 5 years in the income tax reduction or exemption. In addition, to support agriculture and the development of UNESCO Wei investment, countries have different tax incentives. Business operators should refer to policy, comparing the investment environment, investment income, investment risks and other factors, decided to invest in the region, investment direction, as well as investment projects, a reasonable tax planning, in order to reduce the corporate tax burden.企业税收筹划的主要途径纳税筹划是在严格执行税法前提下，尽量减少缴税，习惯称其为节税。
企业合并的税务管理及案例分析
企业合并的税务管理及案例分析作者：梁全仔来源：《现代经济信息》2016年第15期摘要：税务管理是国家税务机关进行税收征集的活动，对国家的经济有着非常重要的作用，尤其是在当下企业之间的竞争尤为激烈的市场中，企业之间的合并成为了一种非常平常的现象，也给国家进行税务管理的工作带来了一定的难度。
企业之间进行合并，必然会涉及到双方的债权和债务的转移，以及一些其他的琐事，因此有必要对其进行研究。
本文就以广汽集团和广汽长丰之间的合并作为案列，以此来来开展对企业合并的税务管理展开研究。
关键词：企业合并；税务管理；案例分析中图分类号：F275 文献识别码：A 文章编号：1001-828X（2016）015-000-02一、企业合并定义我国的《公司法》对企业的并购给出了法律上的定义，它指出合并主要是指多加企业或者单个企业将其全部的负债和资源转让给新设企业或者另一家企业，被合并的企业股东换取合并后企业的股权，进而实现两个以及两个以上的企业合并。
企业合并是企业经营到一定地步时的选择，也是企业经营的一种方式，很多中小企业为了求得发展，而选择并购的方式，将其企业的所有权交给并购公司，以此来依靠优秀企业的品牌来求生存。
二、企业合并的税务管理关于合并后企业的税务处理，在我国的税法之中早就做出的规定，但是在税务管理技术方面还很不完善，依旧存在很大的税收漏洞。
比如一个外资企业将设立在境外的两家子公司进行合并，合并成为一家企业，无法判定是否适用特殊性的税务处理办法。
因此本文就对企业合并的税务管理作出以下分析：（一）企业合并中所涉及的货物和劳务税管理在现金的企业合并中，通过企业的合并，被合并方将自己企业的负债和资产以及劳动力进行转移，在合并中被转移的货物、不动产以及无形资产就代表的是转移的价值。
由此可以看出，企业的合并中，被合并的企业是无需进行增值税和营业税的缴纳的，我国的国家税务总局也下发了关于纳税人进行资产重组所带来的相关增值税问题的公告，这个公告就是通过法律的形式明确规定了企业之间的合并无需缴纳增值税的。
企业并购重组整合咨询报告(英文版)
企业并购重组整合咨询报告(英文版）Consulting Report on Corporate Merger and Restructuring IntegrationExecutive SummaryThis consulting report provides an analysis of the merger and restructuring integration for Company ABC and Company XYZ. The objective of this report is to provide recommendations for a successful integration process that maximizes the potential benefits of the merger. The report includes an analysis of the cultural, operational, and financial aspects of the integration, as well as a detailed action plan for the implementation phase.1. IntroductionThe merger between Company ABC and Company XYZ presents both opportunities and challenges. The two companies have complementary strengths and resources that can be leveraged to create a stronger and more competitive entity. However, the integration process requires careful planning and execution to ensure a smooth transition and minimize disruptions to the business operations.2. Cultural IntegrationCultural integration is a critical aspect of a successful merger. The report recommends the formation of a cross-functional integration team that includes members from both companies. This team will be responsible for identifying and addressing any cultural differences and facilitating a smooth integration process. Regular communication through town hall meetings and other channels will be crucial for keeping employees informed and engagedthroughout the transition.Additionally, a comprehensive cultural assessment should be conducted to identify potential challenges and develop strategies to align the values and norms of both companies. Employee training and development programs can also help foster a unified corporate culture and promote collaboration among teams.3. Operational IntegrationOperational integration involves combining the business processes, systems, and infrastructure of the two companies. The report suggests conducting a thorough operational analysis to identify redundancies and inefficiencies in order to streamline the operations. Clear communication and collaboration between the integration team and key stakeholders will be crucial to ensure that the integration is aligned with the overall corporate strategy.Cross-training programs can help employees adapt to new roles and responsibilities, while technology integration will require careful planning and coordination between IT departments. The implementation of shared service centers and the consolidation of facilities, where feasible, can also generate cost savings and improve operational efficiency.4. Financial IntegrationThe financial integration of the two companies will involve aligning accounting practices, financial reporting systems, and capital structures. The report recommends conducting a comprehensive financial analysis to identify potential synergies and cost-saving opportunities. Financial reports and forecastsshould be updated regularly to reflect the progress and performance of the integrated entity.Additionally, key performance indicators (KPIs) should be established to measure the success of the merger and track the achievement of strategic objectives. Integration-related costs should also be carefully managed and monitored to ensure that they are within budget.5. Action Plan for ImplementationThe successful implementation of the merger and restructuring integration requires a well-defined action plan. The report provides a detailed timeline that outlines the key activities and milestones for the integration process. It also includes a risk management plan to identify and mitigate potential risks and challenges that may arise during the integration.Regular progress reviews and continuous communication with stakeholders will be critical to ensuring that the integration stays on track and any issues are addressed promptly. The action plan also includes a post-implementation assessment to evaluate the effectiveness of the integration and identify areas for further improvement.ConclusionThe merger and restructuring integration of Company ABC and Company XYZ present a significant opportunity for growth and competitiveness. The successful integration requires careful planning, effective communication, and collaboration between the integration team and key stakeholders. By addressing cultural,operational, and financial aspects, and following the action plan outlined in this report, the merged entity can achieve a seamless and successful integration, ultimately realizing the full potential of the merger.6. Communication and Stakeholder Engagement Effective communication and stakeholder engagement are essential for a successful merger and restructuring integration. The report recommends developing a comprehensive communication plan that defines the key messages, target audiences, and communication channels. Regular updates should be provided to employees, customers, suppliers, and other stakeholders to keep them informed about the integration process and address any concerns or questions.Town hall meetings, employee forums, and other interactive platforms should be utilized to create opportunities for employees to provide feedback and participate in the decision-making process. Open and transparent communication will help build trust and promote employee engagement throughout the integration.In addition to internal communication, external stakeholders, such as customers, suppliers, and shareholders, should also be kept informed about the integration. Regular updates through press releases, websites, and investor relations communications will help manage external perceptions and maintain confidence in the merged entity.7. Human Resources and Talent ManagementHuman resources play a critical role in the successful integration of two companies. The report recommends conducting a comprehensive talent assessment to identify key employees andtheir skills, as well as potential gaps that need to be addressed. A clear talent retention and development strategy should be established to ensure the retention and motivation of top performers.Employee engagement programs, such as recognition and reward initiatives, should be implemented to boost morale and promote a positive and inclusive work environment. Training and development programs can address skill gaps and help employees adapt to new roles and responsibilities. Regular performance reviews and career development conversations should be conducted to provide ongoing feedback and support.It is also important to align compensation and benefits programs to ensure fairness and consistency across the merged entity. A comprehensive communication plan should be developed to inform employees about any changes in compensation and benefits packages.8. Legal and Regulatory ComplianceCompliance with legal and regulatory requirements is critical for the success of the merger and restructuring integration. The report suggests conducting a detailed legal and regulatory review to identify any potential risks or issues that may arise during the integration process. This includes understanding competition laws, labor laws, and any industry-specific regulations that may apply. In cases where the merger requires approval from regulatory bodies, the necessary filings and documentation should be prepared in a timely manner to ensure compliance. Legal supportshould be engaged to navigate any legal complexities and ensure that the integration process adheres to all applicable laws and regulations.9. Risk Management and Contingency PlanningThe integration process is not without risks, and it is important to have a risk management and contingency plan in place. The report recommends conducting a comprehensive risk assessment to identify potential risks and develop strategies to mitigate or address them. This includes identifying and addressing potential financial, operational, legal, and reputational risks.A dedicated risk management team should be established to monitor the progress of the integration and proactively identify any risks or issues that arise. Mitigation strategies should be developed and implemented promptly to minimize the impact on the integration process.Contingency plans should also be developed to address any unforeseen circumstances or disruptions that may occur during the integration. This includes having backup solutions for critical systems and processes, as well as alternative strategies in case any challenges or roadblocks arise.10. Post-Implementation Assessment and Continuous ImprovementAfter the implementation of the merger and restructuring integration, it is important to conduct a post-implementation assessment to evaluate the effectiveness of the integration and identify areas for improvement. This assessment should include areview of the stated objectives and key performance indicators to measure the success of the integration.Feedback should be gathered from employees, customers, and other stakeholders to identify any areas of improvement or lessons learned. This feedback should be used to drive continuous improvement and refine processes and strategies for future mergers and integrations.Regular monitoring and reporting should be established to track the performance of the merged entity and ensure that the integration goals and synergies are being realized. Key metrics and performance indicators should be reviewed regularly to assess progress and make any necessary adjustments.ConclusionIn conclusion, a successful merger and restructuring integration require careful planning, effective communication, and collaboration between all stakeholders. By addressing the cultural, operational, financial, and legal aspects outlined in this report, the merged entity can achieve a seamless integration and maximize the potential benefits of the merger. Continuous monitoring, assessment, and improvement will be key to ensure long-term success and sustainability of the merged entity. With a clear action plan and a focus on stakeholder engagement, the integration process can lead to a stronger, more competitive organization.。
公司分立重组案例分析
企业重组中特殊分立业务的案例分析中税报2009年12月14日发表了一篇重要文章《公司分立：所得税处理分两种情况》，唯一遗憾的是没有现成的例子，笔者举一个例子，加以说明。
甲公司是由A、B两个法人股东投资组建的有限责任公司(A、B股本比例为7：3)，2008年6月份，甲公司进行分立改组。
分立前，甲公司资产账面价值8000万元，公允价值为10800万元，负债总额2000万元，所有者权益6000万元，包括实收资本1000万元和留存收益为5000万元，A、B公司的投资计税基础为700万元和300万元。
分立改组方案如下：甲公司将其非独立核算的一个营业分部转让给乙股份公司。
该营业分部资产账面价值为900万元；该资产的计税基础为1000万元，该资产的公允价值为1080万元。
负债账面价值为300万元，公允价值和计税基础相同。
甲公司被分离出去的净资产账面价值为600万元(900-300)，公允价值为780万元(资产总额1080万元，负债300)。
分立后，乙公司向甲公司支付的各种补偿如下：向甲公司支付现金80万元。
乙公司接受后，股本总额为1600万元，其中确认甲公司原股东股本分别为，A 公司75万元(占股本总额的21％)，B公司25万元(占股本总额的7％)。
股权公允价值700万元，分别为A公司525万元，B公司175万元。
一、企业所得税处理：甲公司股东取得的股权支付金额/交易支付总额＝700÷780×100%＝90%＞85%。
根据《关于企业重组业务企业所得税处理若干问题的通知》（财税[2009]59号）规定：重组交易各方按本条(一)至(五)项规定对交易中股权支付暂不确认有关资产的转让所得或损失，其非股权支付仍应当在交易当期确认相应的资产转让所得或损失，并调整相应资产的计税基础。
非股权支付对应的资产转让所得或损失=(被转让资产的公允价值－被转让资产的计税基础)×(非股权支付金额÷被转让资产的公允价值)（一）甲公司应对收到的现金确认资产的转让所得或损失。
企业合并与分立的税务处理
企业合并与分立的税务处理随着企业发展的需要，有时候会出现企业合并或者分立的情况。
在这样的情况下，税务处理成为一个关键的问题，因为不正确的处理可能会导致税务风险或者损失。
本文将就企业合并与分立的税务处理进行探讨，为读者提供一些相关的指导和建议。
一、企业合并的税务处理企业合并是指两个或多个独立的企业合并为一家新企业的过程。
在企业合并中，税务处理的核心问题是如何处理合并前后的税务责任和税务资产负债。
下面将从合并前后的税务资产负债、税务纳税义务和税务准备金等方面进行讨论。
1. 合并前后的税务资产负债在企业合并过程中，合并前后的税务资产负债需要进行合并调整。
一般而言，合并前的纳税义务和债务应由合并各方按照各自的权益份额承担。
合并后的利润和损失应按照新企业的权益份额进行分配。
此外，还需要对合并前后的固定资产和无形资产进行评估和调整。
2. 税务纳税义务在企业合并后，新企业需要履行纳税义务。
针对新企业的纳税义务，需要重新进行申报和缴纳税款。
同时，还需要核对合并前各方的纳税记录和资料，确保准确无误。
此外，如果新企业涉及税收优惠政策，还需要及时办理相关手续，以充分享受税收优惠。
3. 税务准备金在企业合并后，新企业需要根据合并前各方的税务争议情况，合理设立税务准备金。
税务准备金是为应对可能出现的税务争议或纳税调整而设立的预留资金。
设立税务准备金可以有效规避潜在的税务风险，并提供合并后企业的稳定性。
二、企业分立的税务处理企业分立是指一家企业将自身的一部分业务或资产划归到新的独立企业中的过程。
在企业分立中，税务处理的核心问题是如何合理划分税务责任和处理税务资产负债。
下面将从税务分立协议、税务资产负债和解散清算等方面进行探讨。
1. 税务分立协议在企业分立过程中，需要制定税务分立协议。
税务分立协议是指各方就分立后的纳税义务、债务和资产划分等事项达成一致的协议。
税务分立协议需要明确各方的权益和责任，并依法签订和履行。
2. 税务资产负债在企业分立过程中，需要对税务资产负债进行合理的划分。
07企业分立的税务处理及案例分析
企业分立的税务处理及案例分析
（一）企业分立活动不征收营业税
（二）企业分立活动不征收增值税
（三）企业分立活动不征收土地增值税
（四）企业分立活动的企业所得税处理：
一般性税务处理以公允计算
特性性税务处理以原来计算
综上，如果企业分立适用特殊性税务处理，分立当时无须缴纳所得税，但是，在新成立分立企业股权再行转让时，由于计税基础相对低，转让收入会提高，因此，只是递延纳税。
（五）个人所得税
如果被分立企业股东为自然人股东，而非法人股东，那么在企业分立时，是否需要缴纳所得税呢？是否视同分回利润再投资？如果是这样，外籍个人则无需缴纳个人所得税，中国个人则需要视同“股息、红利”缴纳个人所得税。
“盈余公积金转增个人资本应按照“利息、股息、红利所得”项目征收个人所得税。
”
资本公积金转增股本不属于股息、红利性质的分配，对个人取得的转增股本数额，不作为个人所得，不征收个人所得税。
（六）契税
分设为两个或两个以上投资主体相同的企业，对派生方、新设方承受原企业土地、房屋权属，不征收契税。
”
（七）印花税
未贴花的部分和以后新增加的资金按规定贴花”。
浅析企业合并,分立业务中企业所得税纳税事项承继问题
浅析企业合并，分立业务中企业所得税纳税事项承继问题企业重组，是指企业在日常经营活动以外发生的法律结构或经济结构重大改变的交易，其中包括合并和分立两种企业重组形式。
企业合并或分立业务中必然发生企业资产权属的转移或变更，也必然发生企业所得税纳税事项的承继问题。
尤其是亏损结转和税收优惠两大税收属性的承继问题最引起重组各方关注。
笔者将企业合并和分立重组业务中的纳税事项承继归纳为两类，具体分析了两类纳税事项承继问题的，最后详细解读了企业合并和分立中如何承继亏损结转和税收优惠两类纳税事项，以供纳税人参考。
一、纳税事项承继问题分类企业合并或分立业务中，企业所得税纳税事项的承继，主要可以分为以下两类：第一类，重组方自身纳税事项的承继，即企业重组结束后，重组各方承继重组前自身企业所得税纳税事项，即企业合并或分立中，续存企业对自身的所得税纳税事项的承继。
第二类，重组一方或各方对重组标的的纳税事项承继。
该类型主要包括：1、企业合并中，合并企业对被合并企业的所得税纳税事项的承继问题；2、续存分立中，分立各方对重组标的(被分立企业)的纳税事项分割承继问题。
二、两类纳税事项承继问题的具体分析(一)第一类纳税事项承继问题分析《企业所得税法》遵循的是法人所得税原则。
企业所得税纳税事项终止、承继、变化的载体是法人主体，只有法人主体的变化才可能引起企业所得税纳税事项的承继问题。
如果不涉及法人主体的本质变化，则不存在企业所得税纳税事项的终止或变化。
这一原理体现第一类纳税事项承继问题上。
企业合并或企业分立中，续存企业一般情形下没有发生企业主体性质的变化，续存企业当然可以承继其自身的所得税纳税事项。
(二)第二类纳税事项承继问题分析重组一方或各方对重组标的的纳税事项承继问题，即当重组标的涉及企业层面时，重组一方或各方对重组标的的纳税事项承继，取决于重组标的是否按清算税务处理。
当重组标的按清算所得税处理臆含的资产增值得到实现，税收上的债权债务同时也结束，重组标的的纳税事项显然全部终止，不存在被承继问题；当重组标的未按清算所得税处理，重组标的拥有资产的隐含增值未得到实现，重组标的的企业所得税纳税事项必须被承继，才能使隐含增值未来得到实现。
企业分立所得税处理案例分析
企业分立所得税处理案例分析源自《中国税务报》 2009.11.02 赵国庆，江霞A公司为有限责任公司，主要经营水泥生产及销售业务，拥有新型干法水泥资产、立窑水泥资产和水泥业务的相关资产，注册资本500万元。
该公司共有31名股东，其中1名企业股东持有公司股份70%，其他30%的股份由30位自然人平均持有。
为进一步做大做强，2009年5月，A公司准备将新型干法水泥的相关资产分立后成立新公司，由新公司和一家大型央企水泥企业合资经营。
截至2008年底，A公司未超过法定弥补期限的亏损额为50万元。
A公司分立前资产总额账面价值为1620万元，净资产账面价值为780万元。
该公司自成立后未进行过增资和股息分配。
根据分立协议，A公司将下列资产、负债经评估后分立成立B企业，同时将100名员工划归B企业（表见文尾）。
A公司在工商部门办理了减资手续，并按2∶1的比例等比例缩股，即原股东持有2股，缩股后变为持有A公司1股。
分立的新企业B的注册资本为1170万元，股东结构维持不变。
根据财政部、国家税务总局《关于企业重组业务企业所得税处理若干问题的通知》（财税〔2009〕59号）规定，企业重组的税务处理区分不同条件，分别适用一般性税务处理规定和特殊性税务处理规定。
其中，适用特殊性税务处理的，应同时符合5个条件。
同时，企业分立，被分立企业所有股东按原持股比例取得分立企业的股权，分立企业和被分立企业均不改变原来的实质经营活动，且被分立企业股东在该企业分立发生时取得的股权支付金额不低于其交易支付总额的85%，可以选择按以下规定处理：1.分立企业接受被分立企业资产和负债的计税基础，以被分立企业的原有计税基础确定。
2.被分立企业已分立出去资产相应的所得税事项由分立企业承继。
3.被分立企业未超过法定弥补期限的亏损额可按分立资产占全部资产的比例进行分配，由分立企业继续弥补。
4.被分立企业的股东取得分立企业的股权（以下简称新股），如需部分或全部放弃原持有的被分立企业的股权（以下简称旧股），新股的计税基础应以放弃旧股的计税基础确定。
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III. Other Consideration IV. Appendix
பைடு நூலகம்
2
I. Our Understanding
SC Group is mainly engaged in manufacturing business and has several PRC entities in China. Currently, the Management would like to restructure its holding structure within the Group. The current holding structure can be depicted as follows:
Seller
Applicable rates for Customs Duty and 17% for Import Value Added Tax
Seller
Stamp Duty (“SD”)
0.03% or 0.05%
The contract sum of signed contracts for transferring inventory and other assets (including intangible assets)
The PRC tax implications on transfers of relevant assets are summarized as below:
Taxes Tax Rate Applicable Scope/Description Taxpayer
17%
The transfer amount of inventory, while the VAT can be credited by the buyer (if bonded can be exempt from VAT under bonded transfer)
Seller (creditable against output VAT)
2%
Seller (non-creditable against output VAT)
17%
Business Tax (“BT”)
Sales of second-hand fixed assets (purchased after 1 Jan. 2009)
BS
SCHK
BS
SCHK
20%
80%
MK
MK A
Hold: -Land use right -Trademark -Club Membership
MK B
- Keep existing operating business activities
9
II. PRC Tax Implications - Option 1: Spin off (after the merger)
Appreciation amount on disposal of land use rights or property rights For disposal of the tax-exempted equipment under custom supervision, the dutiable price shall be calculated based on the residual period of custom supervision.
8
II. PRC Tax Implications - Option 1: Spin off (after the merger)
After the merger, the new MK will be split into two companies with each company separately owned by different shareholders.
Transfer of intangible assets & Sales of properties
Seller (creditable against output VAT)
5% Gain from transfer of the assets, if any. If transferred at net book value, there would be no gain, but it will be subject to tax bureau's assessment on the arm's length basis for related party transactions.
Seller and Buyer
* All related party transactions should be conducted on an arm's length basis. Otherwise, the tax bureau is authorized to make adjustment.
3% (Applicable DT rate for Shenzhen) 30%-60%
The amount of transfer of land use rights or property rights
Buyer
Land Appreciation Tax (“LAT”) Re-evaluation of Customs Duty (“CD”) and Import Value Added Tax
Seller
Enterprise Income Tax (“EIT”)
25%
Seller
7
II. PRC Tax Implications on the Merger Under Asset Transfers
Taxes Tax Rates Applicable Scope Taxpayer
Deed Tax (“DT”)
5
II. PRC Tax Implications – Merger
Fact: SCSZ merged into MK PRC Tax Implications: 1. SCSZ is required to pay back the exempted/reduced EIT for previous tax holidays as its operating period is less than 10 years The net operating loss (“NOL”) of SCSZ can be utilised by MK according to Caishui [2009] No.59. The estimated NOL to be utilized = Net fair asset value of SCSZ x Longest-term government bond yield rate of the current year end
MK A (creditable against output VAT)
2% VAT
Sales of second-hand fixed assets (purchased prior to 1 Jan. 2009)
MK A (non-creditable against output VAT)
2.
6
II. PRC Tax Implications on the Merger Under Asset Transfers
Taxes Tax Rate Applicable Scope Taxpayer
17%
Value Added Tax (“VAT”)
The transfer amount of inventory, while the VAT can be credited by the buyer (if bonded can be exempt from VAT under bonded transfer ) Sales of second-hand fixed assets (purchased prior to 1 Jan. 2009)
The Group
SC Asia Limited (“SC Asia”)
100%
BS International Industrial Limited (“BS”)
100%
SC (South China) Limited (“SCHK”)
100%
MK Industrial (Shenzhen) Limited (“MK”)
SC Group PRC Tax Analysis on the Proposed M&A Project 23 November, 2010
Content
I.
II.
Our Understanding
PRC Tax Implications 1) Merger 2) After the merger
4
II. PRC Tax Implications – Merger
The proposed restructuring plan can be depicted as follows:
SC Asia
SC Asia
SCHK
BS BS SCSZ 20% Merger New MK
SCHK 80%
MK
SC (Shenzhen) Co., Ltd (“SCSZ”)
3
I. Our Understanding
Based on the Management’s decision, SCSZ will be merged with MK in Shenzhen. Under the proposed merger, SCSZ will be merged into MK by way of absorption and MK will be the surviving entity. After completion of the merger, the Management will consider the following options: Option I: The surviving MK will be divided into two separate entities, namely MK A and MK B shortly after the merger. MK A will hold the land use right and buildings located in Shenzhen, relevant trademark and a Mission Hill Country Club Membership, while MK B will continue to conduct its intended business as before the spin-off. In this connection, the shareholder of MK B shall be changed from BS to another group related company, SCHK, and BS shall remain as the sole shareholder of MK A. Once the change of shareholding is completed, MK A will be sold to a third party through BS subsequently. Option II: The surviving MK will sell its trademark and a Mission Hill Country Club membership, and the land use right and building located at Shenzhen to a PRC subsidiary of CM separately without dividing into two separate entities after the completion of the merger.