| dc.description.abstract | This study is a case study on the feasibility of division of S company. S company is set up in mainland China. At present, it is divided into two different business groups: the production of electronic semiconductors and hardware stationery. The products produced by s company are totally different. As the mainland government has different policies to support the electronic semiconductor industry and the cultural industry of hardware stationery, However, the combination of the two can not meet the corresponding preferential policies, which makes the management of S company gradually feel that the two business groups with completely different main businesses have the pressure of mutual restraint, and it is also easy to cause the management of the company to have the problem of management out of focus and the situation of cross subsidies between the two business offices. At present, there are reasonable methods and suggestions to solve the above problems at the same time, It is more appropriate to divide the company.
To explore the above reasons, this study will solve the problems of management out of focus and cross subsidy according to several aspects of analysis and discussion, and make use of the split electronic semiconductor companies to enjoy the preferential tax policies in mainland China, and use the split equity planning to promote the hardware stationery companies to be listed in the capital market of mainland China, Using the capital market to expand the brand awareness and increase the upstream and downstream mergers and acquisitions, so that nearly 70 years old brand stationery products in mainland China to create a brilliant market share. | en_US |