A Case Study On Haier Group's Mergering CCT Multimedia Holdings Limited (HK1169)

In the last ten years of 20th century, as large quantities of foreign capital flowing steadily into China, the Chinese business enterprises also started active multinational merger and acquisition (M&A). After being a member of WTO, under the push of the government" walking out" strategy, the oversea investment of the Chinese business enterprise accelerates continuously. Numerous powerful business enterprises take part in the world resources deploying and property reorganizing by the way of multinational M&A, and the case of multinational M&A also increase continuously. Taking account of the realistic background of Chinese enterprises'multinational M&A, this article analyzed the case of Haier Group's mergering CCT Multimedia holdings limited. The aim is to look for deeper motives of Chinese enterprises proceeding M&A, especially the problems and resolving ways in Hong Kong. We also wish this article can offer lessons to Chinese enterprises when they proceed multinational M&A.As a participator of Haier Group's mergering CCT Multimedia holdings limited, author participate the whole operating process and integrating process. Consequently, this article's primary character is the practical and detailed expatiation for the mergering, and there are several creative points probably as following. Firstly, this article paid attention to different account standard applied which bring lots of difficulties to audit work. Secondly, this article pointed out the influence of system obstacle, namely how to solve the approbatory problem of collective business enterprises kind. Thirdly, this article analyzed the problems of choice and usage on evaluating methods.According to the case analysis of Haier Group's mergering CCT Multimedia holdings limited, this article explored the operation process and solution of problems faced, and finally deduced what Chinese enterprises should noticed when they proceed multinational merger and acquisition. We can get such several conclusions like this. Firstly, we should familiar with native game rules, and lunch the capital operation by using flexibly market rules. Secondly, we should choose probable cooperation colleague, and draw lessons from the colleague. Thirdly, in order to lower the cost of integration after mergering, we should choose high growth property to infuse. Fourthly, we should choose flexible mergering methods, evade the restrict of related regulation legally, and simplify trade procedure. Fifthly, we should take market chance to lower the operation opportunity. Sixthly, we should choose powerful finance agency who can lower risk and increase success probability of M&A.