以上的这些为“战略性并购”——也就是一个企业合并另一个企业的旧并购模式——提供了巨大的机会。
All this creates a big opportunity for "strategic mergers" -that is, the old fashioned sort in which one company buys another.
第二部分总结回顾了企业并购整合理论基础，介绍了竞争战略理论及核心竞争力理论。
The second part summarize and review the theory of M&A integration, introduce competition strategic theory and key competitiveness theory.
接着，分别建立起并购上、下游企业的最优战略模型，并且给出了提高能量效率的充分条件；
Secondly, it sets up the models which discuss optimal strategy for merging an upstream firm and a downstream firm, respectively, and gives the sufficient conditions for increasing energy efficiency.
可以证明的是，道琼斯董事会承认企业并购会是该企业的最好的战略，这奠定了默多克成功的基石，然后谈判才开始的。
Arguably, Mr Murdoch's eventual triumph was guaranteed from the moment Dow Jones's board admitted that a merger might be the best strategy for the firm, and started to negotiate.
反思我国企业并购历程，无论从理论上还是实务上，融入战略管理的思维与方法还远远不够。
On the contrary, looking back our enterprise M&A course, no matter in theory or in practice, the thinking and method amalgamating strategic management is not enough.
以产业为基础、以提升企业核心竞争力为出发点的战略并购正在成为中国企业并购的主流。
Strategic mergers and acquisitions, based on industry and aimed at enhancing enterprise's core competitiveness, are becoming the main trend in mergers and acquisitions in China.
从能力的角度对企业的并购和联盟进行了分析，并指出了并购和联盟战略成功的关键指导原则。
Analyzing the strategy of M&A and alliance in view of competence and developping some key principles for the success of M&A and alliance.
预测未来，跨国并购将成为中国企业跨国经营的重要战略，中国企业海外并购的规模将获得快速扩张。
Predicting the future, the transnational annexing will become an important strategy of Chinese enterprises, and its scale will be expanded fast.
最后，分析总结本次并购的经验与教训，提出分阶段进行战略性并购的思路，为企业通过并购培育长期竞争优势提供一些有益的借鉴。
This paper finally offers some useful Suggestions and finish with a two-step model for strategic merger and acquisition in order to develop the core competitiveness.
企业并购后的竞争战略也非常重要。企业应该保持自身差异化，构造独特的价值链，才能增加对客户的吸引力。
The competitive strategy after mergence is also vital. firms should keep its difference and build unique value chain so to strengthen its attraction to customers.
研究发现，共同价值是双方实现各自并购战略目标的基础，企业并购收益需要经过一段时期才能实现。
It points out that mutual value is the base for the parties to merge. The profit of the merged enterprise will not be made until a certain period of time.
并购的外部环境，企业自身，企业的竞争战略都存在许多的不足。
The external environment, firm itself and the competing strategies all have lots of deficiencies.
传统理论多从战略角度研究影响企业并购决策的因素。
These factors are usually studied in terms of strategy in classic theories.
综合经营战略下我国金融企业可以适时稳健地开展并购在内的资本运作。
Second, the financial holding organization form under the diversified management, the financial industry can carry out capital management which include the merger sanely in the right time.
并购和战略联盟是实现企业规模扩张最有效的捷径，但是联盟与并购具有不同优缺点，且失败率都很高。
M&A and strategic alliance are the most effective short-cuts to expand the scale of the enterprises, though they have different strengths and weaknesses, and have a high failure rate.
并购和战略联盟是实现企业规模扩张最有效的捷径，但是联盟与并购具有不同优缺点，且失败率都很高。
M&A and strategic alliance are the most effective short-cuts to expand the scale of the enterprises, though they have different strengths and weaknesses, and have a high failure rate.
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