Acquisition Integration Approaches[收购整合法]



Mergers and Acquisitions[并购]。 Philippe Haspeslagh和David Jemison的Acquisition Integration Approaches[收购整合法]解析。 (‘90)


  1. 摘要
  2. 论坛
  3. 最佳实践
  4. Expert Tips
  5. 相关资料
  6. 打印

Philippe Haspeslagh和David Jemison的收购整合法(Acquisition Integration Approaches),为企业并购(Mergers and Acquisitions)过程中的优化整合,提供了切实可行的指导方案。

“照葫芦画瓢”可以算得上是当前如火如荼的行业并购的真实写照 , 根据相对单一的标准,对收购来的公司在规模和品质上进行改造, 是并购领域的通行做法。


  1. 战略依存的需要。 M&A - Acquisition Integration Approaches[收购整合法]
  2. 组织自治的需要。


显而易见,并购的主要目的和中心任务就是要使得合并后的两个企业能够创造更大的价值财富。 并购如何产生价值,具体有四种类型:

  1. 资源共享。 价值产生于合并企业的运营生产阶段。
  2. 功能传输。 价值产生于人员、资讯、知识、技能从一个企业向另一个企业传递的过程中。
  3. 管理传输。 价值通过管理层管理能力、协调能力以及控制力的提升而被创造出来。
  4. 联合优势。 价值创造得益于整合后的企业平衡现金资源的能力、强大的借贷能力、购买能力以及市场控制能力。


Haspeslagh和Jemison警告说,管理层千万不要忘了并购的首要战略任务——创造价值。 不要过早下方自治权,当然,对待收购来的企业要一视同仁,让他们感到平等和尊严。 是否要下方自治权以及如何下方自治权,涉及到三个关联问题:

  1. 自治权对于保存公司苦心孤诣购买来的战略力量是否必要?
  2. 如果问题一回答肯定,那么,要下方多少自治权?
  3. 需要在哪些具体领域给予自治权?



  • 吸收法(Absorption。 在并购完成之后,管理层要有足够的勇气承认这一点,并付诸实践。
  • 保存法(Preservation。 管理层的想法是, 确保获得的资源原封不动,留待培育。
  • 共生法(Symbiosis。 管理层要保证两个公司的“边界”依旧清晰,同时又互相渗透,这是一个渐进的过程。
  • 金控法(Holding)。 收购公司对整合并不感兴趣,并购收益来源于财政转移、风险共享以及综合管理能力的提升等。

  Combining Integration and Autonomy in Acquisitions
According to the literature on acquisitions, it is of high importance to decide on the proper level of integration between the firms in order to realize value from an acquisition. It is often considered that there is a trade-off between integratio...
  What HRM Theories are used in M&A?
What theories of HRM are usually applied in mergers and acquisitions?
How about configuration and contingency approaches? Thanks for your suggestions......
  2 Perspectives on Post-acquisition Integration
One can distinguish two perspectives when discussing acquisition integration:
1. Organizational Behavior Perspective towards Post-acquisition Integration (also called: 'Human Integration Perspective...
  What makes M&A So Attractive Compared to Organic Growth?
I think one reason for the low success rate of M&A is that many times the merger arises from opportunity and not from genuine strategic planning. Sometimes board members meet loosely, see some similarities and the idea is borne.
Seldom you see a...
  Mergers and Acquisitions in Africa
Mergers and acquisitions are not very common in Africa.... I wonder why?...
  Do Mergers and Acquisitions Add Value?
As a theory it is expected that the value of the two firms after merging should rise. But this is often not the case in real life. Why?...
  Mergers and Acquisitions (M&A) Success Factors
What are the factors affecting the success after a merger, acquisition or takeover?...
  Reasons for Mergers and Acquisitions?
Please help me understand why any company would want to merge with some another company. What are the typical main reasons behind mergers and acquisitions?...
  Da Annullamento and Da Concambio in English?
I'm writing a thesis degree on Italian and U.S. mergers. In Italy, mergers generate deficits ("Disavanzi") or surplus("Avanzi"). We have two types of these called "da annullamento" and "da concambio". The first one is generated due to the cancellatio...
  Global Number of Mergers & Acquisitions
How many company M&As are done annually across the globe?...
  The right Leader during M&A
The role of HR in M&A is important, but the role of the future Country or Regional Leader is critical. If that Leader is not "neutral", it is hard to have the right new and effective top management: this person can destroy the shared values....
  Culture Clashes in M&A
Many studies report that up to 80% of M&A are failing to create value and this is mainly due to culture clashes during the integration phase. Some authors have suggested that like financial and operational, a Cultural Due Diligence should be...
  Increase the role of HR in M&A
Many mergers and acquisitions fail to deliver on their initial promises partly because of cultural/people issues. The role of HR in M&A should be increased to avoid this, especially in early stages. In this way potential culture clashes can be...

收购整合法 小组


收购整合法 培训|活动


最佳实践 - 收购整合法 高级帐户

Expert Tips (ENG) - Acquisition Integration Approaches 高级帐户

Why M&A is not a Strategy

Note that M&A is just a tool to achieve something; it is not a strategy by itself. Some companies seem to be acquiring merely for the sake of top-line...
Usage (application)Mergers and Acquisitions Planning, Strategy

Mergers and Acquisitions: Success Archetypes

According to Marc Goedhart, Tim Koller, and David Wessels ("The Five Types of Successful Acquisitions", McKinsey Quarterly, July 2010), the strateg...
Usage (application)Mergers and Acquisitions, Strategy

Value Creation in Cross-Border Mergers and Acquisitions

There is a rise in the amount of cross-border mergers and acquisitions (M&As). These cross-border M&As are subject to a set of factors that affect ...
Usage (application)International M&A, Value Creation

Focus Areas after a Merger for Leaders

In McKinsey Quarterly 2006/4 is an article on the art of postmerger leadership. McKinsey mention 5 challenges for postmerger leaders:
1. Create a...
Usage (application)Post-merger Integration, M&A, Strategy

Rules for Successful Acquisition Campaigns

In his HBR article "Rules to Acquire By", Pitney Bowes' CFO and Executive VP Bruce Nolop shares some lessons learned by his organization during succes...
Usage (application)M&A, Strategy

Attributes of Success of Successful Acquisitions

In an empirical study of 24 acquisitions, Hitt, Harrison, Ireland and Best examined that successful acquisitions share following organizational attrib...
Usage (application)Strategy, M&A

What are the Key Responsibilities of the Board in M&A?

Cookson ( recommends the following useful shopping list in the "Financial Excutive" of Oct2004:
- What are the integration pla...
Usage (application)Board Responsibilities, Mergers and Acquisitions

Potential Strategic Objectives of Mergers & Acquisitions

Many mergers and acquisitions are driven by strategies in order to achieve one of the following five strategic M&A objectives:
1. To exte...
Usage (application)Mergers & Acquisitions, Strategy

Platform and Bolt-on Acquisitions Types

When it comes to assess a potential acquisition, Pitney Bowes, famous for its successful acquisition strategies, applies different criteria according ...
Usage (application)M&A, Strategy

Communication Strategy Before, During and After a Merger

Of the many complex decisions that senior executives make before and during a merger, one is mandatory and critical but often given short shrift: the ...
Usage (application)Branding, Communication, M&A

Principles for Successful M&A integration

1. Use a personal touch: One of the most important elements of a successful M&A integration is clear and consistent communication with employees of bo...
Usage (application)Post-Merger Integration

The Relation Between Organizational Fit and Post-acquisition Integration Performance

The term Organizational Fit is an important aspect when considering the post-acquisition integration performance. The term refers to the degree of c...
Usage (application)M&A Strategy, Post-merger Integration

The Drivers of Merger Success

Many mergers fail. Everybody knows that. Marc J. Epstein thinks there are seven determinants of merger success:
1. strategic vision
Usage (application)Post-Merger Integration

Reasons for M&A Failures

Research from Hay Group and La Sorbonne University on European merger and acquisition operations of the last 3 years highlights 2 unusual failure caus...
Usage (application)Avoid these Mistakes in M&A

Cold Hard Facts about Acquisitions

One should recognize some cold hard facts about mergers and acquisitions. In the book: The Complete Guide to Mergers and Acquisitions, the authors Tim...
Usage (application)When you're considering an acquisition

Guidelines for a Smooth Post Merger Integration

In the article "The Ten Commandments Of Integrating an Acquisition" by Jess Varughese and Peter Bond (USBanker, July 2008), the authors use the...
Usage (application)Integrating an Acquisition

相关资料 - 收购整合法 高级帐户

















比较: Core Competence[核心竞争力]  |  Leveraged Buy-out[杠杆收购]  |  Parenting Styles[母合类型]  |  Value Based Management[价值管理]  |  Porter  |  Parenting Advantage[母合优势]  |  Horizontal Integration[横向整合]  |  Turnaround Management[重建管理]  |  Management Buy-out[管理者收购]  |  BCG Matrix[BCG矩阵]  |  Growth Phases[成长阶段]  |  Distinctive Capabilities[特殊能力]  |  Centralization and Decentralization[中心化与去中心化]  |  Organizational Configurations[组织构型]  |  Organization Chart[组织结构图]  |  Outsourcing[外包]

返回到分类主页: 变革与组织  | 金融与投资  |  知识与无形资产  |   战略与策略


Special Interest Group Leader


关于12manage | 广告服务 | 链接我们 | 隐私 | 服务条款
版权所有 2017 12manage经理人进阶捷径。V14.1 - 最后更新:25-7-2017。各管理方法名称(tm)为其原创者所拥有。