2012年，在全球经济低迷，中国市场发展放缓的大环境下，并购案例数量和交易金额双双回落。2013年上半年，中国并购市场交易金额大幅增长，达到403亿元，同比增长24.1%，环比涨幅高达121%，并创半年度交易金额最高纪录。
越是动荡的经济环境下，越是借助兼并、收购快速实现对资源的重新配置，促进企业的价值提升，增加融资和发展的好时机。而对于众多的中小企业而言，兼并、收购等外部战略的运用，不仅是谋求生存的方式，也是实现“以小吃大”进行资本扩张的有效途径。
资本舞台上，长袖善舞如何舞？大刀阔斧中，伤人伤己何时休？在资本游戏方兴未艾的时机，如何加入这场游戏？如何把握企业兼并购的基础与深层运作？如何在各种方案的混杂中抓住根本、慧眼识珠？如何明晰兼并与收购的风险点？如何规避风险，真正实现对企业业务的推进？如何利用别人先进的管理模式与优良的文化氛围？
慧岩咨询特别邀请到了曾任美国通用电气公司与美国霍尼韦尔公司并购与业务发展总监的程海晋先生，为大家深入解读企业兼并收购的宏观背景、具体流程与主要风险点，同时结合自身多年的并购项目运作经验，为企业指明各环节、各模块最佳的困境解决实践。
如果您从未参与过并购项目的实操，本讲座无疑是您获取相关知识与实践原则的最佳途径；如果您已是并购的专家，那么流程的梳理与风险的防控无疑是您回顾总结、启发新灵感的依托平台。
In 2012, under the circumstance of global
economic downturn, Chinese market slowed development, the quantities and amount
of M&A both went back. In the half of 2013, the transaction amount of
Chinese M&A market increased significantly, reaching RMB40.3 billions,
increased 24.1% compared with the same period, the link relative increasing
amount reached 121%, and created the most highest record of the transaction
record in the half year.
Under the more volatile economic, the more
rapid to accomplish the reallocation on resource by means of M&A, promote
the improvement of enterprise value, increase the good time of financing and
development. But for many small and medium enterprise, the use of M&A is
not only the survival way, bust also the the effective way to realize the snack
to do capital expansion.
On the capital stage, how to resourcefully
dance? While making snap, when to stop to hurt ourself and others? In the
ascendant time of capital game, how to join in the game? How to grasp the basic
and deep operation of enterprise M&A? How to grasp the root in various
kinds of project and have the discerning eye? How to clear the risks of
M&A? How to avoid the risks, truly realize the promotion to enterprise
business? How to make use of other’s advanced management mode and excellent
cultural atmosphere?
Wisdom Rock specially invited the Chen
Haijin, the former M&A and business director form GE and Honeywell, to
interpret the macro background of enterprise M&A, detailed process and main
risks, combined with his many years of experience in the operation of M&A
project, specify the best dilemma solution practice in each link and module.
If you have never participated in the
practice of M&A project, this lecture is undoubtedly the best way for you
to acquire the related knowledge and practice principle. If you are a
specialist, then the process carding and risk prevention and control is
undoubtedly the platform for you to review summary and inspire the new
inspiration.
课程目的 Course Target：
帮助企业决策者与管理者：
Ø 利用有利的宏观经济政策及地域差异优势，助力企业战略调整及并购成功
Ø 有效利用并购实现企业业务增长，实现业务与战略目标的统一
Ø 从战略、财务、法务、谈判、人力资源、文化等全方位把握并购的核心流程及重点环节
Ø 提示并购各环节的主要风险与隐藏的陷阱，将风险的防控落于实处
Ø 从经典案例与经验分享中获取价值与灵感
在培训中通过讲师讲解、学员提问、讨论、互动的方式让学员深刻认识企业战略并购的重点环节与风险所在，为企业实现成功并购保驾护航。
To help the enterprise’s decision maker and management
leaders:
Ø Making use of the favorable macroeconomic policy and the
advantage of regional difference, help the enterprise to do strategy adjustment
and successful M&A.
Ø Effectively use of the M&A to achieve the business
growth, accomplish the uniform of business and strategic objectives.
Ø To grasp the core process and important links of M&A
from strategy, finance, legal, negotiation, HR, culture and all-around.
Ø Point out the main risk and hidden traps in M&A, put
the risk prevention and control in practice.
Ø Gain the value and inspiration from the typical case and
experience sharing.
In this training, let
the trainees deeply recognize the important links and risks in M&A from
trainer’s interpretation, asking question, discussion and interactive way,
escort for enterprise to accomplish the successful M&A
课程收益：
Ø 跳出传统简易的交易意识，从公司运作体系和业务增长需求的视角，更深刻地理解并购给企业带来的战略性意义
Ø 强化风险意识，正确认知交易风险，加强成本管理理念
Ø 掌握战略并购的核心流程，为并购的真正实施奠定实践基础
Ø 学会从多角度审视并购的风险点，全方位地落实并购的目标
Ø 掌握成功并购的方法，为运作者决策提供关键有效的结果支持
Course benefits:
Ø Jump out of the traditional simple transaction awareness,
more deeply understand the strategic meaning of M&A for enterprise from the
view of enterprise operation system and business growth needs.
Ø Strengthen the risk consciousness, correctly recognize
the transaction risk, strengthen the concept of cost management
Ø Master the core process of M&A, laid the practical
basis for the real implementation of M&A
Ø Learn to examine the risk of M&A from the
multi-angle, all-round implement the M&A goals.
Ø Master the successful M&A ways, provide the key
effective result-support for operator’s decision.
谁应参加：
§ 企业投资人、公司高层管理者
§ 战略规划部主管、业务部门主管、投资部门主管、业务拓展部门主管
§ 财务经理、投资经理、资金经理、项目经理
§ 并购融资的商业银行、投资银行/证券、其他参与并购的投资以及融资机构相关从业人员
Who should attend:
Ø Enterprise investor, company’s senior management
Ø The strategic planning department supervisor, business
department supervisor, investment department supervisor, business development
department supervisor
Ø Finance manager, investment manager, treasury manager,
project manager
Ø The commercial banks in M&A and financing, investment
banks/ securities, other related staff working in M&A and financing
institutions.
第一天(9月12日) Day
One(Sep.12th):
一、 企业兼并收购(第一天1.5小时)
Enterprise merger and acquisition (the first
day 1.5 hours)
1. 战略并购的定义
The definition of strategic M&A
§ 各类股权投资的差异
The difference of various types of equity investment
§ 投资的选择
The choice of investment
2. 并购分类
The classification of M&A
§ 并购与投资
M & A and investment
§ 产业之外的其他并购种类
Other M & A types outside of industry
§ 并购基金如杠杆收购的经营
Merger fund is like the business of leveraged M & A
3. 中外并购差别
The difference between China and Overseas
M&A
4. 并购动因
The reason of M&A
§ 企业的战略
The enterprise’s strategy
§ 政府与市场
The government and market
§ 中国企业的并购现状
The M&A status of Chinese enterprise
§ 国企与民企的现状
The status between private enterprise and
state-owned enterprise
§ 外资在中国并购的特点
The characteristics of M&A in China for
enterprise
§ 中国特色的并购重组动机
The motivation of Chinese Characteristic
M&A
§ 对协同效应的期望
The expectation on synergistic effect
二、 并购团队的组建（1小时）
The formation of M&A team (1 hour)
1. 内部团队的组合
The combination of internal team
2. 并购流程与团队的匹配
The match between M&A process and team
3. 外部市场的各种机构
Various agent of outside market
4. 机构的作用与局限
The function and limitation of agent
5. 人力资源的匹配
The match of Human Resource
三、 企业并购的具体步骤（3.5小时）
The detailed steps of enterprise’s M&A
(3.5 Hours)
1. 内部和外部团队阶段性角色
The stage role for internal and external team
2. 中外并购的差别
The difference between China and Overseas
M&A
3. 并购战略的制定
To draw up a M&A strategy
§ 战略平台与营运
The strategy platform and operation
§ 协同效应
The synergistic effect
4. 并购目标的寻找
The M&A target’s seek
5. 谈判阶段
The negotiation period
6. 法律问题
The legal issue
§ 交易架构
The structure of transaction
§ 各类法律风险
Various kinds of law risk
7. 尽职调查
The conscientious investigation
8. 并购后整合工作
The integration work after M&A
§ 业务战略
The business strategy
§ 管理流程
The management process
§ 人力资源
Human Resource
§ 企业文化整合
The integration of enterprise culture
9. 各阶段的风险和防范
The risk and prevention of each stage
§ 中国企业并购风险
The M&A risk of Chinese enterprise
§ 协同效应的分析
The analysis of synergistic effect
§ 战略、财务、法律、资源、融资…
The strategy, finance, law, resource,
financing
第二天(9月13日) Day
2(Sep.13):
四、 企业估值（1小时）
Enterprise valuation (1 hour)
并购估值方法和不同的运用
The M&A valuation method and different
application
§ 估值核心参数和使用
The key paraments and use
§ 企业会计报表的挑战
The challenge of enterprise accounting
statements
§ 财务分析的重要性
The importance of finance analysis
§ 估值谈判注意事项
The notice of valuation negotiation
五、 并购文化因素的重大影响(1.5小时)
The major influence of culture factor in
M&A (1.5 Hours)
§ 文化因素的概念
The concept of culture factor
§ 各个层面的体现和影响的范围
The reflect of each level and the scope of
influence
§ 国际政治关系
The international political relation
§ 对并购流程环节的影响
The impact on M&A process
§ 如何应对文化冲突
How to cope the culture conflict
§ 并购管理素养的提升
The improvement of M&A management
六、 并购案例的具体分析（2小时）
The specific analysis of M&A case (2 hours)
§ 国内外企业并购包括中海油、平安银行、万达、米塔尔等
The domestic and overseas M&A includes:
CNOOC, PingAn Bank,Wanda, Mittal etc.
§ 包括讲师个人并购操作案例分享
The case sharing includes the trainer’s M&A
case
七、 小组讨论（1.5小时,或视时间而定）
Group discussion (1.5 hours, or depend on
time)
§ 某大型上市企业，小组分析公司并购战略
Some large listed company, group discussion
on company’s M&A strategy
§ 小组分析从宏观经济到企业并购战略的选择，以及对各类信息的分析
Group discussion on choice from macroscopical
economy to enterprise M&A strategy, and the analysis of all kinds of
information
§ 与讲师的其他问答
Other answering and question with the trainer
更多详情，请联系：Chris Lin | Tel:
86-21-6142 1635*8002 | Mob: 86-136 3652 7143 | Email: chris.lin@wisdomrockcorp.com