毕业论文企业并购英语

How financial services leaders are eager to increase M&A despite regulatory services executives in Asia today face growing pressure to satisfy shareholders, please customers, and capitalise on their successes. With falling barriers, the threat of new competition continues to escalate, and prudent executives have no choice but to maintain a constant surveillance of new market trends and growth opportunities. Based on the results of our survey, successful financial services executives may need to take into account a number of challenges. First of all, they must be prepared for larger, more aggressive M&A, joint venture and partnership deals. To remain competitive, financial services executives must place a high priority on knowing their fellow market players, the institution they compete against today could well become their strategic partner, or even new owner, tomorrow. Financial service providers have an obligation to foresee the risks and opportunities associated with different restructuring scenarios. Those who succeed will be the ones that enumerate all feasible scenarios, identify the potential outcomes and quantify their financial impact, in an effort to serve all constituents. Second, executives need to know their company's strengths, and apply M&A to hone competitive edge. It is imperative that financial service providers stick to their strengths. The firms whose leaders possess a profound understanding of their own strengths and weaknesses, and can thus build on these strengths using M&A and other forms of restructuring, will be those that thrive. The third challenge for financial service executives is to outsource back-office and other non-strategic operations. Respondents to our survey showed an acute awareness of the opportunities to outsource IT, accounting and other operations that offer little to no customer-facing attributes. Again, a true understanding of core competencies is critical to identifying which of these operations can effectively be outsourced. Fourth, executives need to pursue M&A strategies despite regulatory uncertainty, not because of it. It makes little sense to allow regulatory issues to dictate M&A strategy. Financial institutions would do better to identify areas of growth that will be critical to their company's long-term success, and use these as the foundation of a restructuring strategy. As the survey shows, senior executives increasingly view regulatory and policy regimes as mutable, and therefore transitory. The fifth challenge is to stay vigilant for operational efficiencies and opportunities for scale. Through every stage of restructuring, from feasibility studies to negotiations and implementation, there is a certain virtue in ruthlessness wherever operations can be combined and consolidated. However, among the obstacles to increased M&A activity cited by respondents were differences in corporate culture and defensiveness by owners or managers or the acquired firm. Nevertheless, the achievement of scale should be a central consideration in every deliberation. Finally, financial services executives should ensure that proper risk management is in place. With regulatory hurdles still in place, financial institutions embarking on M&A in Asia are in many cases buying an interest in future high growth. But there are risks associated with this strategy. Expected economic growth may be blunted by any number of global shocks. If financial institutions overestimate growth prospects, they are at risk of overpaying for acquisitions. By meeting the challenges set out in the checklist above, financial services executives may be more prepared for their M&A pursuits.如何在金融服务的领导人都渴望增加并购，尽管监管障碍。 财经事务主管在亚洲的今天，面对越来越大的压力，以满足股东，请客户，并利用它们成功。与下降的障碍，威胁，新的竞争继续升级，而审慎的行政人员没有选择，只能维持一个不断的监视，新的市场趋势和增长机会。结果的基础上，我们的调查，成功的金融服务主管，可能需要考虑到的一些挑战。 首先，他们必须准备为更大，更积极的并购，合资企业和伙伴关系的协议。为了保持竞争力，金融服务的行政人员必须放在高度优先地位知道他们的同胞的市场参与者，该机构对他们的竞争，今天很可能成为他们的战略伙伴，或什至新主人，明天。 金融服务供应商有责任预见的风险和机会与不同结构调整的情况。这些谁成功将那些列举所有可行的情况下，找出潜在的经营成果，并量化其财务的影响，在努力服务于所有的选民。 第二，行政人员需要知道他们公司的优势，适用于并购磨练的竞争优势。这是有必要的金融服务供应商坚持自己的长处。该公司其领导人具备了深刻的认识，他们自己的长处和短处，并能因此建立在这些优势利用并购和其他形式的转型，将是那些蓬勃发展。 第三项挑战，为金融服务的行政人员是外包后台办公室和其他非战略性业务。受访者对我们的调查显示，急性意识的机会，外包，会计及其他业务提供很少或几乎没有面向客户的属性。再次，一个真正的认识，核心竞争力是至关重要的，以找出其中的这些行动可以有效地外包。 第四，行政人员需要追求的并购策略，尽管监管的不确定性，而不是因为它。它使没有多大意义，让规管事宜，支配并购的策略。 金融机构将更好地查明领域的增长将是至关重要的，以他们公司的长期成功，并利用这些为基础的结构调整战略。作为一项调查显示，越来越多的高级行政人员的看法和政策的规管制度作为易变的，因此，暂时性的。 第五个挑战是保持警觉，为提高运营效率和机会的规模。通过每个阶段的转型，从可行性研究，谈判和执行，是有一定的美德，在残酷的情况下行动，可以合并和巩固。 不过，当中的障碍，增加并购活动所列举的受访者的分歧在企业文化和defensiveness由业主或经营者或收购公司。然而，实现规模效益，应该有一个中央考虑在每个审议。 最后，金融服务的行政人员应确保适当的风险管理是在地方。与监管障碍，仍然在地方，金融机构，走出了并购在亚洲是在许多情况下，购买的兴趣，未来的高增长。但也有风险，与此相关的策略。预期的经济增长可能会减弱，由任何数目的全球性冲击的能力。如果金融机构高估的增长前景，他们正处于风险过高收购。 由迎接挑战载列于清单以上，金融服务的行政人员可能会更愿意为他们并购的追求

Merger and Acquisition is a way out for enterprises to drive into international market and actualize the strategy of managing internationalization...In this article,I intended to discuss for merger and acquisition of Chinese enterprises in the view point of seeking development,and I adopted such as Comparative Analyse,Demonstrative Analyse and so on,to search the influences from international merger and made a conclusion and find out a countermeasure to handle the other hand,it exists theoretic practical significance in the complete description of Chinese enterprises seeking subsistence and development~~~好了,参考一下吧~~忽~

merger动词,merge

merger and acquisition? 回答者：tcow - 魔法师 四级 5-27 19:14“企业并购”英语是（Enterprise's mergers and acquisitions） “企业并购”即（企业的合并和承购） “mergers”是合并 “acquisitions”是“承购” 企业并购-Enterprise's mergers and acquisitions，可以看看，这里面有相关应用：）~~

Analyses On the Drivers for Merger and Acquisition of Logistics Enterprises in China

“并购” 就是大公司 "吞并兼购" 小公司, 大公司往往要付高出市价的价格进行并购。Acquisition 或 Purchase 都是的并购意思;merge 是合并的意思。从概念上讲, 就是两家在平等互利的基础上公司合二为一。