企業併購案例分析：以L公司併購N公司為例

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/83794

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/83794

Title:	企業併購案例分析：以L公司併購N公司為例
Authors:	王盛玉;Wang, Sheng-Yu
Contributors:	高階主管企管碩士班
Keywords:	併購;強弱危機分析;Merger and Acquisition;SWOT analysis
Date:	2020-07-14
Issue Date:	2020-09-02 17:07:00 (UTC+8)
Publisher:	國立中央大學
Abstract:	通過併購，企業規模得到擴大，能夠有效的立刻擴大公司的規模。規模的擴大能夠帶來資源的充分利用，資源的充分整合，降低管理，原料，生產等各個環節的成本，最終使得總成本降低。在國際上，大型企業間的併購案層出不窮，最主要的原因不外乎可以讓原本的企業進入原本無法進入的市場，使企業朝多元化的方向發展，增加公司的競爭力。但是即便是合意併購，企業間的文化差異、派系鬥爭都有可能使得原本可以一加一大於二的合併案最後拖垮兩家公司。本論文主要以半導體設備大廠L公司、N公司間的併購案，來說明一個成功的併購後面的故事，L與N本論文將會針對包括購併成功後的財務、產品研發、文化融合、綜合績效等問題進行討論最終並給予建議。;Through mergers and acquisitions, the scale of the enterprise is expanded, which can effectively expand the scale of the company immediately. The expansion of scale can bring about the full utilization of resources, the full integration of resources, reduce the costs of management, raw materials, production and other links, and ultimately reduce the total cost. Internationally, mergers and acquisitions among large enterprises are emerging one after another. The main reason is to allow the original enterprise to enter a market that could not be entered, so that the enterprise can develop in the direction of diversification and increase the competitiveness of the company. But even if it is a merger and acquisition, cultural differences between the enterprises, factional struggles may make the merger that could have been one plus one greater than two finally drag down the two companies. This paper mainly uses the merger and acquisition case between semiconductor company L and N to illustrate the story behind a successful merger. How can the two large companies L and N play one plus one more than two after the merger? Finally, this paper will discuss and give advice on issues including finance, product development, cultural integration and comprehensive performance after the successful merger.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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