Step into the small workshop (13th)-the battle for mergers and acquisitions

M & A is an example of a higher-level strategy for startups and business operations. Many companies have acquired companies to let the companies that have been acquired survive. Why are they still acquired? Because, at least from the uncertainty brought about by defeating competitors, the acquisition is a lower-cost strategy. There are various strategies to be achieved for an acquisition. This article describes the strategies adopted in the book "M & A war.

This book describes the merger between Vodafone, UK, and manenisman, Germany. How is the largest merger case in history achieved? This book will come one by one. First, from the perspective of the development of external markets, capital flows freely in the context of post-World War II globalization, the fundamental premise is that shareholders can control their own wealth and the company depends on open markets. In 1990s, the mobile communication business has developed to a certain extent. The foresight of business owners seeking for unification from the chaotic status is their deep motivation. As the global mobile communication operator's minority shareholding strategy has passed, controlling operation and business has become the topic of this game.

First, we will introduce the two protagonists:

Aiser: a real German-style coblist who enters manenman with excellent personal expertise, and learned the details of the company's business before going to the upper level. Result-oriented and successful teams are dedicated to doing things. Taking the strategy from the perspective of the expected profit, let the bad manenisman figure out.

Ghent: A British leader who was a political leader of students in his early years and has the ability to motivate others and mobilize most people. In the long run, after entering Vodafone, we can consider the overall development of the company from the market, have enough foresight, and have unique insights from mergers, capital operations, competitor analysis, and development.

The birth and action of the two leaders determine the success or failure of the merger.

Then we will introduce the two companies:

Vodafone and manneman became the protagonists of this book mainly because their early development created a solid foundation and then achieved strategic development afterwards. Both Vodafone and manneman expected to become the main character of the mobile operation business, so the hunting and hunting screens were opened. Vodafone also takes the initiative in hunting.

Core Team of Vodafone camp:

Investment bankers: investment bankers represent the capital market. Their roles are similar to those of diplomats. Investment Bankers send different opinions and negotiate opinions on things that the company's management does not dare or are unwilling to do with themselves; this article elaborates on the questions raised.

Internal team: gent led a global acquisition of air companies during his vacation. This gives the team experience and experience. Have hands-on experience in improving actions, collaborating, and improving profitability.

Accumulated acquisition experience:

• Stocks must be added and traded through stocks
• It is important for shareholders, markets, and the public. Reporters should actively report on transactions and strategies.

Team Strategy:

Arrange the content of the day based on comments in the newspaper and market feedback. Summary In the evening: what is going well, what is going well, what aspects of communication are better, what needs to be contacted today, who will do it. Have these tasks been completed in the evening?

Vodafone internal preparation:

"You decide who your customers are and how you support them. If not, we choose another bank ."

The final acquisition scheme built by the core team of Ghent makes the internal shareholders and comments optimistic about it and supports it.

External Policy:

The biggest problem facing the acquisition is nationalism. If Germany sets off a flag of nationalism against the acquisition, it is basically impossible to complete the acquisition. This requires correct public opinion guidance to solve public worries. The second problem comes from politicians and trade unions.ImpactAcquisition progress. The core is to win over the major shareholders and minority shareholders of manneusman, so that they can see huge benefits andCompanySustainable bright future. After all these measures are done, aeser becomes the light pole commander, and he can only give his hand away. In conclusion, Vodafone needs intensive and open communication in Germany. Quickly and dramatically increase Vodafone's awareness. Vodafone pays more attention to public interaction,Enterprise purchase war first needs to display enterprise product management as a whole and give them a new look in public relations activities with strict time requirements

External Policy preparation:

Determine local German PR and advertising companies, and form a chat team to lobby incumbent politicians and opposition politicians.

Method:

Gent's outstanding talent in performance gave reporters a good impression on care, ability, and transparency in the report, and influenced the masses who love manenman.

The public relations activities of the consultants opened up relations between different parties, contributed to the transaction, and reduced the cost.

PR and advertising companies draw shareholder groups through advertising, hotlines, and company websites.

Trade union needs: ensure that employees are not unemployed.

Governor's needs: focus on jobs. And provide suggestions for acquisitions. It is recognized by trade unions and governors by creating new jobs.

As an attacker, you have more autonomy and can do things with ease. Clear industrial strategic logic and bright prospects for building European mobile communication have convinced large and small shareholders.

Vodafone completed the three-dimensional acquisition strategy in this way, calmed down the opposition force, won the hearts of shareholders, and completed the first phase of the acquisition.Public debate and strategies. Prompted aiser to sit down and start the second phase of negotiations. That is, the content of the business model and the competition for the reliability of their respective information.

Through a procrastinating rebellion, aiser elevated manenisman's market value by 127%. After the leaders on both sides negotiate the transaction issue, the management layer will check the details.

After that, the merger of the two companies is not the end of the merger. the unification of different corporate cultures is the highest art of the merger. This is the long-term work after the transaction ends. Just as after the acquisition of iQiYi and PPS, the practice unit of ledi, business and personnel mergers and acquisitions have just begun, how to clarify the complex logic is still plaguing everyone in it.