unit 18 mergers and acquisitions兼并与收购

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Mergers and Acquisitions

Mergers and Acquisitions

Mergers and Acquisitions External growth and restructuringof firms.Jyoti Gupta1Market for corporate control•Mergers and acquisitions are part of the broader market for corporate control. It is not only acquisition of company by another, it includes spin-offs, divestitures, restructurings of capital structure, buy-outs and buy out of public companies by groups of private investors. The ordinary mergers involve combination of two established firms.2Mergers•Horizontal mergers: between two firms in the same line of business. Acquisition by Altadis of Régie des Tabacs du Maroc, Acquisition, Total-Fina and Elf etc. Alcatel and Lucent which merged officially on the 1 December 2006.•Vertical Mergers:companies at different stages of production; Disney and ABC television. •Conglomerate merger: unrelated line of business; Vivendi and Seagram.3Rationale of mergers•The rationale behind any merger operation is to create value for the shareholders. This also supposes that all other stakeholders would be better-off if the merger operation is carried through.•All other motives are secondary.4Motives for mergers (Efficiencygains)•Economies of scale.•Increased revenues/ increased market share •Improved productivity through cost cutting •Surplus funds.•Economies of scope.•Reusability of information.•Reputational spill over.•Better product mix.•Resource transfer by overcoming information asymmetry or by combining scarce resouces.5Strategic reasons•Increased competition•Domino effect.•Too big to fail.•Empire building.6M&A process•Many firms have a pro-active approach to M & A operations as a source of growth, value creation and restructuring.•They could be friendly or hostile. In case the firms are listed, the operations are subject to clearance from regulatory authorities. The authorities want to make sure that the operation will not lead to creation of a monopoly. The case Schnieder and Legrange, the European Commission refused the merger between the two.8M&A process•In the case of listed companies, the acquiring company makes a take-over bid for the target company. An offer is made to the shareholders of the company (cash,exchange of shares, or a mix of the two).•In a friendly bid, the Board of Directors of the two companies agree to the proposition. The Boardrecommends to shareholders to accept the offer by the acquiring company. The post merger strategy is jointly agreed upon.•In a hostile bid, the target company board recommends to the shareholders to refuse the offer.9M&A Process (A pro-active approach byAcquiring company)•Clear definition of objectives and goals.• A preliminary analysis of possible target companies.•Estimation of possible synergies, timing and probability.•Valuation of the target company, stand alone and as a merged company.•Preparation of an offer, including a due diligence report from the investment bank.•Final offer.•Negotiation and settlement.13Role of the investment banks•The investment banks play an important role in the M&A operations.•The aquiring company and the target company would normally appoint an investment bank (may be more than one) as advisers in the operation.•They advise at all stages of the operations, which includes the valuation, synergy valuation, structure of the deal, carry out the due diligence, provide funding gurantee, funding and post mergersupport in putting the new business model in place.•These operations represent a significant part of their revenues.•Most investment banks have M&A departments, which are often divided in sectors (Telecommunications, agro, commodities etc).•The investment banks often are at the source of operation, advising companies on the likely targets.•These operations are called pitching; preparing the necessary documents to present to potential acquirers.•They represent a significan part of the revenues.14Due Diligence (an example)•Material Adverse Effect:•This clause in the due diligence document can enable the Acquiring company to walk away from the deal even once the final offer ismade.•The Bank of America (BofA) purchase of Merrill Lynch, is a good example.•The Bof A agreed to buy Merrill Lynch for $50 billion in stocks,or $29 share, in December 2008.•Once the offer was made, the BA executives started having doubts, as ML started to show losses. By the end of the month, the losses exceeded $13 billion.•Most of the losses were coming from trading department, ans also the wealth management unit.•BofA executives discussed the possibility citing «Material Adverse Effect »clause to severe the contract.15Merger gains and costs•Gain = PV(A+B) –PV(A)-PV(B)•PV(A), PV(B) and PV(A+B), being the values of the firms A , B stand alone and the two firms if they merge. Merger is justified only if there is a synergy gain.•Cost to the acquiring firm A is given bycost=Cash paid-PV(B).•The synergy gain is usually shared between the acquiring firm and the shareholders of the target firm.16Paid in stocks: example•Bidder or Acquiring company, share price 200, number of shares 200; PV(A) =40000•Target company B, share price 100, number of shares 100, PV(B) = 10000•New Company after merger (A+B), has 260 shares, shares are trading at 230, PV(A+B)= 59800. Thesynergy gains as estimated by the market is 9800.• A pays the shareholders of B, 60 shares of A. An exchange ratio of 60/100 ,ie0.6 shares of A for eachshare of B.•Cost to the shareholders of A of the operation =60/260 x59800=13800-10000=3800.22Merger accounting, an example•We look at two companies A and B•Company A is the acquirer and the company B is the target.•The balance sheets are given. The Shareholders equity of the target company B is 1000.•Company A pays a premium of 500 to the shareholders of B. The purchase price is 1500. It might be paying for the intangible assets, which are not in the balance sheet.•Under the purchase method, the accountant takes of this by creatinga new asset called goodwill and assigns 500 to it in the balancesheet of the merged company.•The shareholders equity of the merged company = 2800 + 1000 + 500 = 4300. The equity of the merged company goes by the value of the premium paid.31Goodwill and Taxation •Goodwill are not allowed to be amortized.•Suppose the goodwill (premium paid over the book value) is €10 million.•As long as the goodwill is estimated to be at least €10 million, it stays on the balance sheet and it has noimpact on the company’s earnings.•The company is obliged each year to estimate the fair value of the goodwill.•If the estimated value falls below the €10 million, the amount shown in the balance sheet must be adjusted downward and the write-off deducted from the year’searnings. The example of AOL, write-off $54 billion.35Tax Considerations•An acquisition may be either taxable or tax-free.•In general, if the payment is in cash, the acquisition is considered as taxable.•Investors pay capital gains tax.•If payment is essentially in shares, the operation is considered to be tax free, as they are simply exchanging shares.•The tax status of the acquisition also effects the tax paid by the merged firm afterwards.•In the case of a taxable acquisition, the assets of the selling firm are revalued, the write-up or write-down is treated as taxable gain or taxable loss. The depreciation is calculated on the basis of the restated asset values.36Tax considerations: an example•The Norman Shipping Company buys a tanker for $20 million.This is the only asset owned by the company. It is depreciated over 20 years linearly; yearly depreciation = $1 million. The Norman was acquired by Pat Shipping corporation after 10 years for $15 million. What would be tax liabilities if it was a taxable merger or a tax-free merger?37Takeover defenses•Given the increasing number of firms which are likely to be target, management team try to develop tactics and weapons of defense. These are used in the case of hostile take-over bids. •Increasingly, govenments are intervening to stop foreign companies taking over national companies ( Sanofi Synthelabo, Danone, Arcelor).•Major motivation being, firstly managers believe their jobs will be at risk, secondly they would like to obtain a higher price from the bidders.39Merger and antitrust law•Most countries have antitrust laws, which forbids acquisitions if it leads to the lessening of competition and creation of monopolies.•In the US, the Clayton Act (1914), forbids an acquisition whenever the effect may limit and restrict competition.•The European Community has strict antitrust laws. An acquisition is forbidden if it leads to the creation of a company which holds more than 50 percent of market in any one European country or more 30 % of the Euopean market.•The proposed merger between GDF and Suez is being scrutinized by the European Antitrust commission on the question of monopoly.•The investment banks should ensure that the merger will not be prohibited as part of the due diligence.43M&A:General observations•The analysis of the M&A operations in the past gives some interesting results:The sellers generally do better than buyers.The average gain of the shareholders of the target company was around 16 percent.The shareprices of the acquiring company decline on average.Studies show that a significant proportion of M&A operations destroy value.The question is why ? This is explained by behavioral finance. Themanagers of acquiring companies may be driven by hubris oroverconfidence in their ability to run the target company than the existing managers.Another explanation is based on signalling effect of an mergerannouncement; the firm can grow by greenfield investment or acquisition.The acquisition is justified when the overall market is not growing. Therefore the firm value might drop simply because the market interprets that thesector growth is limited.44Observations•Why sellers get higher returns:–Premium paid because of competition–Get a share of the estimated synergy–Target management may put obstacles, white knight, antitrust law, poison pill to push theprice up.The other major winners are of course theinvestment banks, lawyers, accountants,arbitrageurs etc.45Take-over bid by Sanofi-Synthélbo forAventis(25 January 2004)•Objective: Strategic project for a sustainable strong growth and profitability.•The details were as follows:•An offer based on exchange of shares and cash payment: 5 SS shares + 69€for 6 Aventis shares.• A supplementary offer (cash or exchange) cash offer: purchase of Aventis share for 60.43€. Exchange offer: Exchange 35 SS shares for 34 shares of Aventis.•Shareholders were given the possibility to choose a mix of the above two possibilities.•The overall offer was based on 81 % of exchange of shares and 19 % in cash.49。

公司金融-MergersandAcquisitions

公司金融-MergersandAcquisitions
公司金融MergersandAcquisitions
在这个演示中,我们将探讨公司金融-MergersandAcquisitions的关键要素, 如类型、原因、步骤、挑战和成功因素。让我们一起着手吧!
M&A概述
1 定义
M&A指的是公司合并和收 购的过程,目的是通过整 合资源、优化业务和扩大 市场份额来创造更大的价 值。
合资
合资是指两家或更多公司共同出 资建立一家新公司,共享风险和 利益。
M&A的原因
1 扩大市场份额
通过收购竞争对手或合并业务,公司可以迅 速扩大市场份额。
2 实现成本节约
整合资源和业务可以帮助公司实现规模经济, 从而节约成本。
3 获取技术或知识
通过收购具有特定技术或知识的公司,公司 可以加快创新和发展。
M&A的挑战
文化差异
公司之间的文化差异可能导致合并失败和冲突。
法律和监管问题
合并涉及法律和监管问题,需要遵守相关规定。
员工不确定性
合并可能导致员工的不确定性和不适应,需要 有效的变革管理。
财务和经营风险
合并可能导致财务和经营风险的增加,需要谨 慎规划和管理。
M&A成功的关键因素
战略一致性
合并的目标和战略必须一致, 以确保合并的成功和协同效应。
2 概念
它是重组公司结构的一种 战略手段,允许组织通过 合并、收购或联合来实现Hale Waihona Puke 增长、利润和竞争优势。3 趋势
近年来,M&A在全球范围 内变得越来越普遍,许多 公司都将其视为实现战略 目标的重要途径。
M&A的类型
合并
合并是指两个或更多公司决定合 并为一家新公司,共享资源和责 任。

口译考试资料整理

口译考试资料整理

A .English to Chinese1.随着我国加入WTO和对外经济交往迅速加深与扩大,英语广告已逐渐发展成为企业增进出口销售,开拓海外市场的一个主要手腕。

2.广告可以利用有争议的政治话题、社会话题作由头宣传自己,也可以赤裸裸吹自己的产品以抓住消费者的注意力,引导他们购买产品或服务。

3.这种牌子的吸尘器在国际市场上颇具竞争力,是同类产品中最畅销的。

4.咱们生产的电脑其特点是品质好,体积小,节能,而且易学好用。

5.随着世界经济的发展,报纸,杂志和电视愈来愈依赖广告,并使之成为公司收入的一大部份。

1. Along with China's entry into the WTO and more businesses going international, English advertisement has gradually become a major tool for enterprises to promote exportations and to develop foreign markets.2. Advertising can incorporate controversial political tones, social tones, partial nudity, etc. to capture the attention of consumers and entice them to make a purchase.3. Vacuum cleaner of this brand is competitive in the international market and it is the best- selling product of the same kind.4. The computer we produced is characterized by its high quality, compact size, energy saving qualities and is also easy to operate.5. With the rapid development of world economy, newspapers, magazines and television companies are dependent on advertising for a large part of their income.B. Chinese to English1.If the advertisers simply translate the successful ads at home into English, it is quite likely that they will not succeed.2.One of the most important automotive shows in China, Auto China 2021 will be held in June at the China International Exhibition Centre, Beijing.3.Interactive TV movies television into an entirely new medium combining entertainment, shopping, marketing and advertising.4.Advertising on British television is subject to strict regulations.5.As our product has all the features you need and is 20% cheaper compared with that of Japanese make,I strongly recommend it to you.1.若是广告的写作者只是简单地把国内成功的广告翻译成英文,往往不会成功。

MergersandAcquisition(高级公司财务—兼并和收购—英文版课件)

MergersandAcquisition(高级公司财务—兼并和收购—英文版课件)
OR
B acquires shares in A from A’s shareholders in exchange for cash. A, as a subsidiary of B, may subsequently transfer its trade and assets to its new parent company, B (transfer of shares).
Econ 906 Corporate Finance
Mergers and Acquisitions 兼并与收购
Readings: GT Chapter 20 Copeland & Weston Chapter 18 BM Chapter 32 RWJ Chapter 30
1
பைடு நூலகம்
Learning outcomes
6
Agency Problems
• Agency problem arises when managers own only a fraction 分数 of the ownership shares of the firm
• Hence, work less vigorously and consume more perquisites 津贴 at the cost of majority owners
Methods of mergers and acquisitions
Acquisitions - B takes over A- B acquires trade and assets from A for cash. A is then liquidated, and the proceeds 所得款项 received by the old shareholders of A (transfer of assets).

英语复习资料

英语复习资料

英语复习资料1.Adrian was in charge of the allocation of available funds.阿德里安是在现有资金的分配费用。

2.After twenty yearsˊ hardships and sufferings , he bagan to write his autobiography经过二十年的艰辛和苦难,他开始写他的自传3.The job of newscasters involves a lot tension and practice.新闻播音员的工作涉及到很多紧张和实践。

4.Many start-up enterprises became bankrupt because of the scarcity of funds.许多创业企业破产因为资金短缺。

5.In order to be famous , he strove to improve his performance.为了出名,他努力改善自己的性能。

6.Our firm is oriented towards the export side of the business.我们公司是面向企业的出口侧。

7.The on-time delivery of goods is required in the contract.8.University students must show essays to their supervisors at the end of this term.9.The country was in a turmoil during the strike.10.The graphic displays will be helpful to illustrate the increase of the output./doc/d618490844.html,panies cannot survive fierce competitions without innovative personnels.12.Keeping the accounts is part and parcel of my job.13.There were many people travelling about the country in pursuit of work.14.At least give him credit for trying even though he did not succeed.短语翻译1.社团、社会community2.首席执行官chief executive officer(CEO)3.任务小组Task force 3.政府机构部、处agency4.常务董事managing director5.流行价格prevailing price6.监督员supervisor7.市场份额market share8.计算机程序员computer programmer9.管理能力managerial competency 10.保险业务员insurance agent11.资源配置allocation of resources 12.新闻广播员newscaster13.任务小组Task force 14.销售合作人Sales associate 15.收入,税收revenue 第二单元1.He carried out a number of frauds on trusting people who lent him money.2.He was adept at playing the piano.3.He would not have succeeded in such a risky business if he had not been such a clever entrepreneur.4.Our journey home was pretty traumatic .5.They could not tell the commanding officer from his subordinates .6.What criteria do you use when judging the quality of a student`s work.7.Although our men had lost the battle , their morale was high.8.They employed a firm of landscape gardeners to lay out the grounds of the mansion.9.His first performance was a debacle, the audience booed him off the stage.10.There is a hierarchy in the classification of all living creatures.11.The two old rivals vie for the first place.二、短翻译1.管理人员management2.工作框架work setting3.电话营销中心telemarketing center 4.顾客投诉customer complaint5.业绩评价标准evaluation criteria for performance6.具体运作计划specific operational plans7.分派权利与任务delegate authority and responsibility8.协调进度与资源coordinate schedules and resources9.商务合作人business associate 10.财务崩溃financial debacle11.刺激业务增长spur the growth of the business 12.监督现场工作supervise on-site work第三单元1.There are plans to change the makeup of the committee.2.Dickens` father was immortalized for ever as Mr.Micawber in diandian.3.The school of adult education was an autonomous extension of the university.4.She was this year`s winner of the coveted Nobel Prize.5.Since Germany was divided it is no longer one political entity.6.The factory has laid off workers because of the drop in sales.7.The school is run not on democratic lines but on authoritarian ones.8.They were blamed for their failure to hold down expenditure.9.I hope you will reap a reward for your work.短语翻译1.Mergers and acquisitions 兼并与收购2.Corporate restructuring 公司重组3.Downsizing 公司缩编4.Outsourcing decision 外包决策5.Modular corporation组件公司6.Unit cost of production 单位生产成本7.Strategic alliance 战略联盟8.Overhead管理费用/doc/d618490844.html,petitive advantage 竞争优势/doc/d618490844.html,work form of organization 网络型组织结构第四单元1.The company is prepared to trade off its up-market image against a stronger appeal to teenage buyers.2.Psychologists are aware that both language and learning are in a sense social phenomena.3.An important point in the theory of economics(for government, firms or households) is how to allocate the valuable resources.4.Despite the threat of war, people went about their work as usual.5.That socialist is studying the complex way in which people interact with each other at parties.6.The role of incentives in making individual decision is important for those trading with others.7. A dog responds to kind treatment by loving its master.8.The patients be isolated from the rest.9.She specialized first in painting birds and later in writing about them.10.These circumstances have enabled us to compete with allother countries in the open market of the word.短语翻译1.个人决策individual decisionmaking2.换取关系tradeoff3.效率与公平efficiency and equity4.稀缺资源scarce resources5.成本与效益costs and benefits6.增量调整incremental adjustment7.边际成本marginal costs 8.边际效益marginal benefits9.机会成本opportunity cost 10.竞争对手与贸易伙伴competitors and partners第五单元1.Without rules people would live in a state of chaos混乱。

并购的名词解释定义是什么

并购的名词解释定义是什么

并购的名词解释定义是什么并购是指的是两家或者更多的独立企业,公司合并组成一家企业,通常由一家占优势的公司吸收一家或者多家公司,那么并购一词是怎么解释的呢?下面是店铺为你整理并购的意思,欣赏和精选造句,供大家阅览!并购的意思并购,意即合并与收购(Mergers and acquisitions,缩写 M&A),是企业战略、企业财务及管理的术语,指不使用创建子公司或者合营公司的方式,通过购买,售卖,拆分以及合并不同公司或者类似的实体以帮助企业在其领域,行业或者产地等方面快速成长。

实际操作中,“合并”以及“收购”之间的区别越来越小。

并购(Merger and Acquisition,即M&A)的内涵非常广泛,一般是指兼并(Merger)和收购(Acquisition)。

兼并—又称吸收合并,即两种不同事物,因故合并成一体。

指两家或者更多的独立企业,公司合并组成一家企业,通常由一家占优势的公司吸收一家或者多家公司。

收购—指一家企业用现金或者有价证券购买另一家企业的股票或者资产,以获得对该企业的全部资产或者某项资产的所有权,或对该企业的控制权。

与并购意义相关的另一个概念是合并(Consolidation)——是指两个或两个以上的企业合并成为一个新的企业,合并完成后,多个法人变成一个法人。

并购动因产生并购行为最基本的动机就是寻求企业的发展。

寻求扩张的企业面临着内部扩张和通过并购发展两种选择。

内部扩张可能是一个缓慢而不确定的过程,通过并购发展则要迅速的多,尽管它会带来自身的不确定性。

具体到理论方面,并购的最常见的动机就是——协同效应(Synergy)。

并购交易的支持者通常会以达成某种协同效应作为支付特定并购价格的理由。

并购产生的协同效应包括——经营协同效应(Operating Synergy)和财务协同效应(Financial Synergy)。

在具体实务中,并购的动因,归纳起来主要有以下几类:1.扩大生产经营规模,降低成本费用通过并购,企业规模得到扩大,能够形成有效的规模效应。

绝望的主妇中英文台词对照

绝望的主妇中英文台词对照

绝望的主妇中英文台词对照-NARRATOR: My name is Mary Alice Young.我是Mary Alice Young。

When you read this morning's paper, you may come across an article about the unusual day I had last week.come across: 偶然遇到article: 文章unusual: 不平常的当你浏览今天的晨报,可能会读到一篇文章关于上个星期我所渡过的不平常的一天。

Normally, there's never anything newsworthy about my life.normally:通常newsworthy: 有新闻价值的通常,我的生活里是没有什么有新闻报道价值的。

That all changed last Thursday.change: 改变但是上个星期四一切都改变了。

Of course everything seemed as normal at first.of course: 当然seem: 好像,仿佛normal: 平常as normal: 照常at first: 最初,开始时当然,起初,一切看起来都很平常。

I made my breakfast for my family.make: 做breakfast: 早饭我给一家人做好早餐。

-MARY ALICE: Here we are. Waffles.Waffles: 华夫饼干华夫饼来了。

-NARRATOR: I performed my chores.perform: 完成chore: (家庭或农庄的)杂务,杂活我做好了做家务。

-NARRATOR: I completed my projects.complete: 完成project: 设计【这里指美化家居】完成我的手工作品。

收购的基本形式与兼并策略(英文版)

收购的基本形式与兼并策略(英文版)

收购的基本形式与兼并策略(英文版)Mergers and acquisitions (M&A) are strategic business activities that involve the consolidation or combination of two or more businesses into a single entity. These activities can take various forms and strategies, depending on the objectives and goals of the parties involved. In this article, we will explore the basic forms of acquisitions and the strategies commonly employed in the process.Acquisition Forms:1. Stock Purchase: This form of acquisition involves the purchase of a controlling stake in a company's shares, allowing the acquirer to become the majority shareholder and gain control over the target company's operations and decision-making processes.2. Asset Purchase: In an asset purchase, the acquirer buys the target company's specific assets and liabilities, such as its intellectual property, inventory, real estate, and contracts. This form of acquisition allows the acquirer to cherry-pick the assets they want, while leaving behind any unwanted liabilities.3. Merger: A merger is a form of acquisition where two or more companies combine to form a new entity. In this scenario, the target company ceases to exist as a separate entity, and its assets and liabilities are transferred to the newly formed entity. Acquisition Strategies:1. Vertical Integration: In this strategy, a company acquires a business that operates in a different stage of the supply chain. Forexample, a manufacturer may acquire a supplier or a distributor to gain better control over its supply chain and reduce costs.2. Horizontal Integration: Horizontal integration involves the acquisition of a competitor or a company operating in the same industry. This strategy aims to increase market share, eliminate competition, and achieve economies of scale. It allows the acquirer to expand its product offerings, customer base, or geographic coverage.3. Market Extension: In this strategy, a company acquires another business that operates in a different market or geographical region. This allows the acquirer to diversify its revenue streams, gain access to new customers, and expand its market presence.4. Diversification: Diversification involves the acquisition of a business that operates in a completely different industry or market. This strategy seeks to reduce risk and create synergies by combining different businesses with complementary capabilities.5. Financial Objective: In some cases, acquisitions are driven by financial objectives, such as enhancing shareholder value. This strategy may involve the acquisition of undervalued companies or businesses with significant growth potential, with the aim of maximizing financial returns for the acquirer's shareholders.6. Distressed Acquisitions: Distressed acquisitions occur when an acquirer purchases a financially troubled company or its assets at a discounted price. The acquirer may believe that the distressed company's problems are temporary and can be resolved, allowingfor significant value creation in the long run.7. Friendly vs. Hostile Takeover: Acquisitions can be classified as either friendly or hostile, depending on the level of cooperation between the acquirer and the target company's management. In a friendly takeover, the target company's management is supportive of the acquisition and works collaboratively with the acquirer. In contrast, a hostile takeover occurs when the target company's management opposes the acquisition, and the acquirer attempts to gain control without their approval.In conclusion, mergers and acquisitions can take various forms and strategies, depending on the specific objectives of the parties involved. The choice of acquisition form and strategy depends on factors such as the industry, market dynamics, financial considerations, and the desired outcomes of the acquirer. Regardless of the form or strategy employed, successful acquisitions require careful planning, due diligence, and effective integration to maximize synergies and create long-term value.继续写相关内容,1500字Mergers and acquisitions (M&A) play a significant role in the business world, allowing companies to expand their operations, unlock synergies, and increase shareholder value. However, executing a successful acquisition requires careful planning, thorough due diligence, and effective integration strategies. In this article, we will delve deeper into the key considerations and challenges associated with M&A.1. Due Diligence: Before proceeding with an acquisition, thorough due diligence is essential to understand the target company'sfinancial, operational, and legal aspects. This process involves conducting a detailed analysis of the target company's financial statements, technology, market position, customer contracts, legal compliance, and potential risks. The acquirer must ensure that the target company's assets, liabilities, and risks are accurately identified and evaluated to make informed decisions.2. Cultural Alignment: Cultural differences between the acquirer and the target company can significantly impact the success of an acquisition. Misalignment of values, work culture, and management styles can give rise to conflicts, low morale, and difficulties in integrating the acquired company. To address this, acquirers should conduct a cultural assessment and define a clear integration plan that focuses on aligning the cultures of both organizations. Open communication and employee engagement programs can also help facilitate a smooth transition and foster a positive work environment.3. Integration Planning: Integration planning is a critical aspect of M&A and involves merging the operations, systems, processes, and teams of the acquirer and the target company. It is essential to develop a detailed integration plan that outlines the steps, timelines, responsibilities, and targets for integration. Key focus areas include harmonizing accounting practices, consolidating IT systems, streamlining processes, and aligning human resources. Effective integration planning ensures a seamless transition, minimizes disruptions, and maximizes the benefits of the acquisition.4. Synergy Capture: Synergies are a key driver of M&A and can result in cost savings, revenue growth, and operational efficiencies.Synergies may arise from economies of scale, cross-selling opportunities, technology sharing, or combining distribution networks. To capture synergies, acquirers should identify and prioritize potential synergistic opportunities early in the acquisition process. This requires a deep understanding of both companies' operations, markets, and strategies. Furthermore, timely execution and monitoring of integration activities are necessary to realize the full potential of synergies.5. Legal and Regulatory Considerations: M&A transactions are subject to various legal and regulatory requirements, including antitrust laws, securities regulations, and competition laws. Acquirers must ensure compliance with these requirements and obtain the necessary approvals from regulatory bodies. Failure to comply with legal and regulatory obligations can result in delays, penalties, and reputational damage. Engaging legal experts with expertise in M&A transactions can help navigate these complexities and ensure compliance.6. Financial Modeling and Valuation: Accurate financial modeling and valuation are crucial for determining the worth of the target company and structuring the deal. Valuation techniques, such as discounted cash flow analysis, comparable company analysis, and asset-based valuation, help determine the target company's fair value. Additionally, financial modeling assists in assessing the potential financial impact of the acquisition, estimating future cash flows, and evaluating the return on investment. Rigorous financial analysis minimizes the risk of overpaying for the target company and increases the likelihood of achieving the desired financial objectives.7. Communication and Stakeholder Management: Effective communication with stakeholders is vital throughout the acquisition process. This includes shareholders, employees, customers, suppliers, and the public. Clear and timely communication helps manage expectations, reduce uncertainty, and gain stakeholder support. It is essential to have a well-defined communication strategy that addresses the concerns and interests of various stakeholders and emphasizes the benefits of the acquisition. Open and transparent communication builds trust, fosters collaboration, and enhances the chances of a successful integration.8. Risk Management: M&A transactions involve inherent risks, such as integration challenges, financial uncertainty, legal and regulatory issues, and cultural conflicts. Acquirers must identify and mitigate these risks through comprehensive risk management strategies. Risk management involves conducting risk assessments, developing contingency plans, and implementing risk mitigation measures. Strong risk management practices enable acquirers to proactively address potential issues, minimize disruptions, and ensure a successful integration process.In conclusion, mergers and acquisitions offer significant opportunities for companies to grow, diversify, and create value. However, successful execution requires careful planning, thorough due diligence, effective integration strategies, and strong risk management practices. By addressing these key considerations and challenges, acquirers can increase their chances of achieving the desired outcomes and reaping the benefits of the acquisition.。

MERGERS & ACQUISITIONS

MERGERS & ACQUISITIONS

股来购买目标企业时,可能会传递并购企业普通 股价值被高估的信息;而当并购企业重新回购企 业的股票时,又向市场发出企业股票价值被低估 的信号,或者是企业将有新的成长机会。Leabharlann 二、基于新制度经济学的并购理论
--交易费用论与并购 认为并购的动因在于节约交易费用。通过并购 节约交易费用,具体表现为以下几方面: (1)企业通过研究和开发的投入获得产品-知 识。在市场存在信息不对称及外部性的情况下,知 识的市场价值难以实现,即便得以实现,也需要付 出高昂的谈判成本和监督成本。这时,可通过并购 使专门的知识在同一企业内运用,达到节约交易费 用的目的。 (2)企业的商誉为无形资产,其运用也会遇到 外部性问题。因为某一商标使用,会降低其产品质量, 可以获得成本下降的大部分好处;而商誉损失则由所
佳的企业可以通过直接雇佣管理人员或与外部管理 者签定合同来增加管理投入,以改善自身的管理业 绩。但这往往是不充分的,因为有时一个组织需要 一个有效的管理团队。这样,当低管理效率或业绩 不佳的企业在与高效率的公司合并之后,由于被并 购公司的非管理性的组织资本与收购公司过剩的管 理资本结合在了一起,就将会产生协同效应。该理 论隐含两个假设前提:首先,假设收购公司不能无 条件地释放其过剩的管理资源,其管理层是一个整 体,并且受不可分割性或规模经济的制约,解雇过 剩的人力资源是不可行的;其次,假设被收购企业 不能在相关时段内通过直接雇佣的方式组成一支有
(二)市场势力理论
这一理论认为,并购的动机是基于市场竞争 的需要:一方面通过并购活动可以有效地降低进 入新行业的障碍,通过利用目标企业的资产、销 售渠道和人力资源等优势,实现企业低成本、低 风险的扩张;另一方面通过并购,将关键性的投 入-产出关系纳入企业的控制范围,借助并购活 动减少竞争对手,从而提高行业集中度,增强对 企业经营环境的控制,提高市场占有率,从而获 得长期盈利的机会。

unit18mergersandacquisitions兼并与收购

unit18mergersandacquisitions兼并与收购

unit18mergersandacquisitions兼并与收购Unit 18 Mergers and Acquisitions兼并与收购BackgroundA Typical Leveraged Buyout—一个典型的杠杆收购案例背景介绍兼并与收购(M&A)无疑是资本市场上最惊心动魄、最易引发人的成就感的活动之一,每一次较大的兼并与收购活动都会引起市场各方的震动。

特别是近十年来更是兼并与收购业务大行其道的时期。

随着市场竞争的加剧,兼并与收购或被兼并与收购对公司来说都是可能的,有时它的成功并不完全取决于对等双方或各方的真正实力,技术因素往往起着关键的作用。

在当今市场上,投资银行已经成为兼并与收购活动的主要参与者之一。

兼并与收购业务是投资银行收入的主要来源之一,也是投资银行提高自身竞争能力的主要途径,而投资银行参与兼并与收购活动的方式也日益多样化。

本章主要内容包括两部分:第一部分是对兼并与收购业务的具体介绍与论述,包括:兼并与收购的基本业务类型,如:横向收购、纵向收购、混合收购、管理层收购(MBO)和杠杆收购(LBO)等;反收购措施(如“白衣骑士”、“毒丸”防御等)在敌意收购中的应用;并购融资来源以及各种可能情况下的利弊:投资银行在兼并与收购业务中的作用、费用结构和收入来源。

l 第二部分是一个典型的杠杆收购案例。

正如文中所言“研究一个典型的杠杆收购的全过程是有指导意义的。

我们所使用的例子是建立在假设基础上的,它并不说明任何特定的杠杆收购,而是旨在抓住典型的公司合并过程的本质。

把握本质要求把问题做一些简化——_{旦不失其现实意义”。

通过这个假设的但十分详细、具体的杠杆收购过程,读者能以最简单、最典型的方式把握兼并与收购业务中最本质的东西。

The 1980s was one of the most intense periods for M&A activity in Americans history .The prime reasons for this were twofold: The Reagan administration encouraged the trend by not pursuing many potential infringement of the Sherman Anti-Trust Act and also helped it immeasurably by passing indirectly to investors who became involved. The results helped change the face and history, of American finance and engendered some of the most emotional discussion surrounding the investment banking industry since the 1930s.The 1980s was one of the most intense periods for M&A activity in Americans history. 在美国历史上,20世纪80年代是兼并和收购的一个高峰时期。

兼并与收购 Mergers and Acquisition

兼并与收购 Mergers and Acquisition

样例欣赏1Margaret Gellup is the Director of Communication for Volvo in France, talking about why the merger between the major automotive companies, Renault and Volvo failed.玛格丽特?盖洛普是法国沃尔沃汽车公司的沟通部主管,正在谈论雷诺汽车公司和沃尔沃汽车公司之间合并失败的原因。

(A = Journalist B = Ms Gellup)(甲=记者乙=盖洛普女士)A:Ms, Gellup? the last time we spoke, you explained to me in detail what was going to be involved in the Renault-Volvo merger, which at that time had already been announced and looked very much like it was going ahead. Could you speak to me today about why that merger failed?甲:盖洛普女士,上次我们交谈时,你详细地向我解释了雷诺-沃尔沃之间合并的相关事宜。

那时,这件事情已经公开,一切进展顺利。

今天,你能解释一下为什么两公司的合并会失败吗?B:As a matter of fact, it is a little bit complicated to give you one short answer but I’ll try to be as brief as poss ible. The reasons are varied and I think personally that nobody knows the exact reason for the failure. First, there are typically Swedish reasons. Many shareholders, and in particular small shareholders, were worried about what would happen to this Swedish company which they considered to be more or less a national symbol, and they were afraid that the French company wouldtake over, so they were not in favor of the alliance.乙:说实话,要想对这件事情给出一个简短的解释有点困难。

MergersandAcquisition(高级公司财务—兼并和收购—英文版课件)

MergersandAcquisition(高级公司财务—兼并和收购—英文版课件)
OR
B acquires shares in A from A’s shareholders in exchange for cash. A, as a subsidiary of B, may subsequently transfer its trade and assets to its new parent company, B (transfer of shares).
• The negotiations 谈判 or tendering activity may involve the dissemination 传播 of new information – the market then may revalue previously “undervalued” shares 会重新评估以前被低估的股份
– Merge with a supplier or a customer 与供应商或购买者合作
– Control over suppliers “may” reduce costs.
– Over integration can cause the opposite effect. 再整合带来的积极 影响
efficiencyexplanations?differentialefficiencytheory效用理论?managementoffirmamoreefficientthanmanagementoffirmb?inefficientmanagementtheory?anothercontrolgroupmightbeabletomanagetheassetsmoreanothercontrolgroupmightbeabletomanagetheassetsmoreeffectively5?efficiencyisincreasedbymergeratfirmandeconomylevel?inpracticetheacquiringfirmsmaybeoveroptimisticintheirjudgementoftheirimpactsontheperformanceoftheacquiredfirms过分乐观高估了自己对被收购公司的影响力?mayoverpaytotheacquiredfirmsorfailtoimprovetheirperformanceroll1986informationtheories信息理论?managementisstimulated激励toimplement实施ahighervaluedoperatingstrategy6?thenegotiations谈判ortenderingactivitymayinvolvethedissemination传播ofnewinformationthemarketthenmayrevaluepreviouslyundervaluedshares会重新评估以前被低估的股份agencyproblems?agencyproblemariseswhenmanagersownonlyafraction分数oftheownershipsharesofthefirm?henceworklessvigorouslyandconsumemoreperquisites津贴atthecostofmajorityownersperquisites津贴atthecostofmajorityowners?threattotakeover接管的威胁canmitigate减轻agencyproblemviamonitoringmanagersonbehalfofind

中国兼并与收购报告英文

中国兼并与收购报告英文

中国兼并与收购报告英文China's Mergers and Acquisitions: A ReportIntroductionChina has emerged as a global economic powerhouse in recent years, making significant strides in the world of mergers and acquisitions (M&A). This report aims to provide an overview of China's M&A activities, analyzing the factors driving this trend, the sectors witnessing the highest number of deals, and the potential challenges that may arise in the future.Factors Driving China's M&A BoomThere are several factors contributing to the surge in China's M&A activity. Firstly, the country's economic growth has resulted in an abundance of capital, both from domestic sources and foreign investors. This excess capital is seeking profitable investment opportunities, making M&A an attractive option. Additionally, Chinese companies are looking to expand their global presence and diversify their portfolios, which can be achieved through M&A.The Belt and Road Initiative (BRI), China's ambitious infrastructure project connecting Asia, Africa, and Europe, has also played a significant role in driving M&A activity. The BRI has created new avenues for Chinese companies to invest abroad, leading to a rise in cross-border M&A deals.Sectors Witnessing High M&A ActivityChina's M&A activities have been prominent across various sectors. The technology sector has seen a flurry of deals, with Chinese companies acquiring foreign firms to gain access to advanced technologies and expand their innovation capacities. Notable examples include Tencent's acquisition of Supercell, a Finnish gaming company, and Alibaba's acquisition of Lazada, a Southeast Asian e-commerce platform.The consumer goods sector has also witnessed a significant number of deals, driven by China's growing middle class and their increasing purchasing power. Chinese companies are acquiring foreign brands to tap into new markets and gain access to established distribution networks. An illustrative example is the acquisition of Italian tire manufacturer Pirelli by China National Chemical Corp (ChemChina).Challenges and RisksDespite the positive trends, there are several challenges and risks associated with China's M&A activities. One significant concern is the regulatory environment, both within China and in foreign jurisdictions. While China has made efforts to boost transparency and streamline the approval process, regulations remain complex and ever-changing. Foreign companies acquiring Chinese firms may face challenges navigating the local business landscape and regulatory requirements.Another risk is the potential backlash against Chinese acquisitions in certain countries due to national security concerns. High-profile cases, such as the blocked acquisition of German semiconductorfirm Aixtron by China's Fujian Grand Chip Investment Fund, highlight the growing scrutiny on Chinese investment in critical industries. This trend may lead to increased protectionism and regulatory barriers, hampering further M&A activities.ConclusionChina's exponential growth in M&A activity is a testament to its economic prowess and global ambitions. The factors driving this boom, such as economic growth, excess capital, and the Belt and Road Initiative, are likely to continue in the foreseeable future. However, challenges related to regulations and national security concerns must be addressed to sustain this growth trajectory. With careful planning, China has the potential to become a dominant force in the global M&A landscape.Factors Driving China's M&A BoomIn addition to the factors mentioned earlier, there are several other key drivers behind China's M&A boom. One crucial factor is the government's push to promote industrial upgrading and technology advancement. The Chinese government has encouraged mergers and acquisitions as a way for domestic companies to gain access to advanced technologies and expertise that can help them enhance their competitiveness in the global market. This strategy aligns with the government's broader goal of transforming China into a global leader in innovation and high-tech industries. Furthermore, China's M&A activities have been supported by favorable economic policies and incentives. The government has implemented measures to facilitate M&A transactions, such as taxbreaks and financial support for strategic acquisitions. This proactive support from the government has helped create a conducive environment for M&A activities, attracting both domestic and foreign investors.Sectors Witnessing High M&A ActivityWhile technology and consumer goods sectors have witnessed robust M&A activities, other sectors have also played a significant role in China's M&A boom. The real estate sector, for instance, has seen a surge in M&A deals, driven by the country's rapid urbanization and increased demand for housing. Chinese real estate companies have been acquiring both domestic and foreign real estate assets to expand their portfolios and meet the growing demand for properties.The healthcare sector has also been a hotbed for M&A activities in recent years. China's aging population and rising healthcare expenditure have created attractive opportunities for investments and consolidation in the healthcare industry. Chinese companies, particularly pharmaceutical and biotechnology firms, have been actively pursuing M&A deals to gain access to new drug pipelines, expand their product portfolios, and strengthen their research and development capabilities.Challenges and RisksWhile China's M&A activities have been flourishing, they are not without their challenges and risks. One significant challenge is the ongoing trade tensions between China and major economies suchas the United States. These tensions have led to increased scrutiny and tighter regulatory controls on Chinese investments, particularly in sensitive industries such as technology and national security-related sectors. The heightened regulatory scrutiny has the potential to slow down or even block certain M&A deals, posing a challenge for Chinese companies seeking to expand globally.Moreover, the integration of acquired companies can be complex, especially when it involves cross-border M&A deals. Cultural differences, management integration, and operational challenges can pose significant risks and hinder the success of M&A transactions. Chinese companies need to carefully plan and execute the integration process to ensure a smooth transition and maximize the potential synergies.In addition, the global political and economic uncertainties present risks to China's M&A activities. Factors such as changes in government policies, geopolitical tensions, and economic downturns can impact investor sentiment, disrupt deal-making, and reduce the appetite for M&A transactions.ConclusionChina's M&A activities have demonstrated the country's increasing role as a major player in the global economy. The factors driving this boom, such as access to capital, government support, and industry-specific drivers, are expected to continue to fuel the growth of China's M&A market.However, to sustain this growth trajectory, it is crucial for Chinesecompanies to address the challenges and risks associated withM&A transactions. This requires careful planning, due diligence, and effective integration strategies. It is also important for the Chinese government to continue implementing supportive policies and fostering a favorable regulatory environment to encourage and facilitate M&A activities.Overall, China's explosive growth in M&A reflects its determination to expand its global presence, acquire advanced technologies, and enhance its competitiveness. With proper management and strategic decision-making, China has the potential to become a dominant force in the global M&A landscape in the coming years.。

[新版]并购英语会话

[新版]并购英语会话

Merger / acquisitionThat company lives by mergers and acquisitions.They just keep growing and growing.合并/收购那家公司靠合并和收购为生。

他们在不断扩张。

TakeoverI think that company is ripe for a takeover. They have great market share but they’re in poor financial condition.接收/接管我觉得是时候接管那家公司了。

虽然他们仍占有很高的市场份额,但他们的财务状况简直糟透了。

Leveraged buyoutThat leveraged buyout was some smart thinking on your part. We diversified our product line and expanded our market share without laying out any cash.融资收购那宗融资收购非常成功。

你的主意真不错,通过这次收购,我们不但使生产线得以多元化,而且没花一分钱就扩大了市场份额。

Crown jewelsIn our lineup of health care products, the Cosmetics division is our crown jewel.拳头部门在我们生产卫生保健产品的一系列部门中,化妆品部是最具竞争力的拳头部门。

Saturday night specialThat announcement sure blindsided them. It was a Saturday night special and we caught them asleep at the wheel.周末特别收购他们看了我们的公告肯定傻了眼。

这真是一次典型的“周末特别收购”,我们乘他们熟睡时就控制了全局。

收购和并购英语作文初中

收购和并购英语作文初中

Acquisitions and mergers are significant activities in the corporate world that involve the consolidation of two or more companies into one entity.This essay will explore the reasons behind such activities,the process involved,and the potential outcomes for the companies and their stakeholders.Reasons for Acquisitions and Mergers1.Strategic Growth:Companies often engage in acquisitions or mergers to expand their market presence,diversify their product or service offerings,or enter new markets.2.Economies of Scale:By combining operations,companies can achieve cost savings through the elimination of redundancies and the streamlining of processes.3.Access to Resources:Acquisitions can provide a company with access to new technologies,intellectual property,or skilled personnel that might be difficult to acquire otherwise.4.Market Power:Larger companies resulting from mergers can have greater influence over suppliers,customers,and competitors,potentially leading to higher profit margins.5.Risk Management:Diversification through acquisitions can help companies spread their risk across different markets or product lines.The Process of Acquisitions and Mergers1.Identification of Target:The acquiring company identifies potential targets that align with its strategic goals.2.Due Diligence:This involves a thorough investigation of the target companys financials,operations,legal status,and other relevant aspects to assess its value and potential risks.3.Negotiation:The two parties negotiate the terms of the deal,including the purchase price,payment structure,and any conditions that must be met.4.Regulatory Approval:Depending on the size and nature of the deal,regulatory bodies may need to approve the merger or acquisition to ensure it does not lead to a monopoly or violate antitrust laws.5.Integration:Postacquisition,the two companies must be integrated,which can involvemerging cultures,systems,and operations.Potential Outcomes1.Synergies:The combined company may achieve synergies that lead to increased efficiency and profitability.2.Cultural Clash:There can be challenges in merging company cultures,which may lead to employee dissatisfaction and turnover.3.Customer Reaction:Customers may react positively or negatively to the merger, depending on their perception of the new entity and any changes in product or service offerings.4.Financial Impact:The deal can have immediate and longterm financial implications for both the acquiring and target companies,including potential writedowns or gains.5.Market Response:The stock market may react to the announcement of a merger or acquisition,affecting the share prices of both companies.In conclusion,acquisitions and mergers are complex transactions that can have farreaching implications for the companies involved and the broader market.While they offer opportunities for growth and efficiency,they also present risks that must be carefully managed.As such,companies must approach these activities with a strategic mindset and a thorough understanding of the potential outcomes.。

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Unit 18 Mergers and Acquisitions兼并与收购BackgroundA Typical Leveraged Buyout—一个典型的杠杆收购案例背景介绍兼并与收购(M&A)无疑是资本市场上最惊心动魄、最易引发人的成就感的活动之一,每一次较大的兼并与收购活动都会引起市场各方的震动。

特别是近十年来更是兼并与收购业务大行其道的时期。

随着市场竞争的加剧,兼并与收购或被兼并与收购对公司来说都是可能的,有时它的成功并不完全取决于对等双方或各方的真正实力,技术因素往往起着关键的作用。

在当今市场上,投资银行已经成为兼并与收购活动的主要参与者之一。

兼并与收购业务是投资银行收入的主要来源之一,也是投资银行提高自身竞争能力的主要途径,而投资银行参与兼并与收购活动的方式也日益多样化。

本章主要内容包括两部分:第一部分是对兼并与收购业务的具体介绍与论述,包括:兼并与收购的基本业务类型,如:横向收购、纵向收购、混合收购、管理层收购(MBO)和杠杆收购(LBO)等;反收购措施(如“白衣骑士”、“毒丸”防御等)在敌意收购中的应用;并购融资来源以及各种可能情况下的利弊:投资银行在兼并与收购业务中的作用、费用结构和收入来源。

l 第二部分是一个典型的杠杆收购案例。

正如文中所言“研究一个典型的杠杆收购的全过程是有指导意义的。

我们所使用的例子是建立在假设基础上的,它并不说明任何特定的杠杆收购,而是旨在抓住典型的公司合并过程的本质。

把握本质要求把问题做一些简化——_{旦不失其现实意义”。

通过这个假设的但十分详细、具体的杠杆收购过程,读者能以最简单、最典型的方式把握兼并与收购业务中最本质的东西。

The 1980s was one of the most intense periods for M&A activity in Americans history .The prime reasons for this were two fold: The Reagan administration encouraged the trend by not pursuing many potential infringement of the Sherman Anti-Trust Act and also helped it immeasurably by passing indirectly to investors who became involved. The results helped change the face and history, of American finance and engendered some of the most emotional discussion surrounding the investment banking industry since the 1930s.The 1980s was one of the most intense periods for M&A activity in Americans history. 在美国历史上,20世纪80年代是兼并和收购的一个高峰时期。

The prime reasons for this were two fold: The Reagan administration encouraged the trend by not pursuing many potential infringement of the Sherman Anti-Trust Act and also helped itimmeasurably by passing indirectly to investors who became involved. 其主要原因是:里根政府对破坏《谢尔曼反托拉斯法案》的活动不做深入追究,并且通过立法保证间接流向并购投资者的税收利益合法化,从而极大地推动了这一趋势的发展。

The results helped change the face and history of American finance and engendered some of the most emotional discussion surrounding the investment banking industry since the 1930s. 结果推动了美国金融业面貌和历史的改变,并酿成了30年代以来对投资银行业最为激烈的争论。

Prior to the 1980s, mergers and acquisitions simply meant that one company would attempt to take over another by gaining enough of its common stock to gain control. In the simplest sense, merger meant two companies becoming one with the acquirer being in the commanding position. The government only became involved if the deal was deemed inimical to competition or if the potential acquirer was foreign, seeking control of a company or industry deemed vital to the national defense.Prior to the 1980s, mergers and acquisitions simply meant that one company would attempt to take over a nother by gaining enough of its common stock to gain control. 20世纪80年代以前,并购活动只意味着一家公司通过获取另一家公司足够的普通股来取得对该公司的控制权,最终实现接管。

In the simplest sense, merger meant two companies becoming one with the acquirer being in the commanding position.简单地说,兼并意味着两家公司合并为一体,并由收购方占据领导地位。

The government only became involved if the deal was deemed inimical to competition or if the potential acquirer was foreign, seeking control of a company or industry deemed vital to the national defense.只有在对竞争不利或是外国公司企图控制对国防至关重要的公司或行业时,政府才会进行干预。

Different Forms of MergersMergers come in one of several distinct forms A horizontal merger brings together two companies in a similar industry--two steel companies for example. A vertical merger brings together two companies in related industries. A steel company taking over an energy producer such as a coal mine would be an example. An automobile producer taking over a parts manufacturer is another. In either case, the merger is designed to produce a synergy between the two companies that did not exist before. The horizontal merger should produce greater economies of scale while the vertical should produce greater quality and efficiency, avoiding duplication of products and production. Both bring together companies related either directly or indirectly.Mergers come in one of several distinct forms. 兼并有几种不同的形式A horizontal merger brings together two companies in a similar industry--two steel companies for example.。

横向兼并将两家相同行业的公司(例如两家钢铁公司)合为一体。

A vertical merger brings together two companies in related industries. 纵向兼并是针对相关行业的两家公司而言的。

A steel company taking over an energy producer such as a coal mine would be an example. 例如,一家钢铁公司兼并一个诸如煤矿之类的能源供应者就属于纵向兼并。

An automobile producer taking over a parts manufacturer is another. 又如,一家汽车制造公司兼并一个零部件制造商。

In either case, the merger is designed to produce a synergy between the two companies that did not exist before. 无论哪种情形,兼并的目的都是希望能够产生出两个公司间以前并不存在的协同效应。

The horizontal merger should produce greater economies of scale while the vertical should produce greater quality and efficiency, avoiding duplication of products and production. 横向兼并可以形成更大规模的经济实体,而纵向兼并可以产生更高的质量与效率,避免产品和生产的重复。

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