Research On Brand Integration After Merger And Acquisition Of The Enterprise

Mergers and acquisitions, has been the important strategy of expansion of operating enterprises to implement and achieve economies of scale, maximize the pursuit of capital gains. Although M&A bring high profits, high-risk issues will follow as well. M&A strategy will inevitably lead to such conflicts like as cultural integration, human resource conformity, financial integration, organizational integration, brand integration and other issues, such integration is to realize the value of M&A and the improvement of core competencies, but during M&A activity, most of the leadership actually is concerned with product-related content such as cost, R&D, and etc., at the expense of brand integration. Brand integration strategy is to been ignored or rarely taken into account for most companies within M&A, but in fact is the critical factors, who determine whether corporate brand integration can be achieved success or not, and ultimately determine the success or failure of the whole M&A project.Currently M&A of pharmaceutical companies are increasingly popular. Due to it's long R&D cycle time, big investment, high risk characteristics and etc., external acquisitions become an important strategic development. In this paper, on the background of the pharmaceutical industry M&A, for example, MERCK &CO. merged Schering-Plough, now, let's review it's acquisition process, discuss the biand integration strategy, and analyze the relationship between many subbrands and its integration issues, finally establish brand integration in the strategic importance of M&A. The paper is divided into six chapter.1. Discussions of the current M&A research background, significance, methods and ideas.2. Overview of M&A and brand integration, analysis of the current M&A background, trends, characteristics and importance of brand integration after M&A, discuss a different brand integration strategy and application conditions, find out the basis for the post-merger integration of the brand.3. Based on the M&A of MERCK &CO,would describe characteristics of M&A trend in pharmaceutical industry, analysis of the status of organizational integration, brand integration strategy after M&A.4. Analysis of the asset valuation and profitability of MERCK&CO. brand after the acquisition, and many problems while brand integration5. Finally, based on the cultural integration, human integration, discusses how to solve the MERCK &CO. pharmaceutical company's brand integration strategy issues and put forward relevant measures and suggestions for improvement6. Analysis and review of the standpoints of this article, content, and summarizes the article's standpoint and inadequacies.Point out that not only high returns, but also high risk existing in M&A, such as "stock market". In particular, need to focus on post-merger integration process, mostly in case of failure during this process, of which brand integration occupies a large part. Therefore, whether such MNC like as MERCK, or Chinese small and medium enterprises should pay full attention to the strategic position of brand integration, accelerate the pace of integration, create model brand and links with other brands, and continue to maintain and create brand vitality. Those viewpoints are the only way to successfully achieve business expansion, economies of scale, and ensure the ultimate benefits.