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进入九十年代以来,全球抛起了新一轮的收购浪潮。从波音——麦道合并、奔驰与克莱斯勒的强强联合,到德国大众公司以七亿多美元的价格收购英国劳特莱斯公司,各国企业纷纷走上兼并的道路。但兼并不是万灵药,有许多原本颇具实力和发展潜力的企业,在兼并扩张中一蹶不振,步履艰难,因此兼并企业如何适时地对自己的兼并行为做出正确的评价和再认定,并据此做出正确的决策,就显得尤为重要。本文就兼并方如何对兼并后的绩效进行分析,即兼并方如何从自身的角度束评价其兼并行为是成功还是失败,做一些试探性的研究。
Into the nineties, the world has thrown a new wave of acquisitions. From Boeing-McDonnell Douglas merger, Mercedes-Benz and Chrysler powerful alliances to the German Volkswagen company for more than 700 million U.S. dollars to buy the British company Lauterrays, companies from all countries have embarked on the path of mergers and acquisitions. However, the merger is not a panacea. Many of the original companies with considerable strength and potential for growth have shown signs of weakness and difficulty in their mergers and acquisitions. Therefore, it is very important for the merger enterprises to correctly evaluate and reassess their own mergers in a timely manner. To make the right decision, it is particularly important. In this paper, the merging party how to analyze the performance after the merger, that is how the merging party from its own point of view to assess the success or failure of its merger, do some tentative research.