The Research On The Analysis Of Zhejiang Geely Transnational Merger And Acquisition Of The London Taxi Company Based Performance

Mergers and acquisitions has gradually developed into the key approach for the external expansion,and becomes increasingly important part of enterprise strategic development.More and more enterprises are paying attention to the role of M&A in the overall strategic development,and it is also becoming more and more important for entrepreneurs and scholars to realize the strategic goals.In China,with the deepening of the degree of opening to the outside world and China's increasing enterprise oneself actual strength,coupled with the recent years,the implementation of the "neighbourhood" policy in our country,more and more domestic enterprises begin to think globally,to enter the overseas market,through the multinational business and foreign direct investment in a variety of ways,such as looking for a new strategic development space.With the increasing number of mergers and acquisitions,more and more scholars pay close attention to how to determine the strategic target of the new enterprise after the merger,how will be the result of M&A,compared with that expected to how to judge whether M&A give full play to the synergistic effect.This paper intends to use a strategic map to analyze the performance of zhejiang geely's acquisition of manganese bronze.First,it draw a suitable strategy map for manufacturing enterprise's cross-border M&A,from the perspective of enterprise M&A reason to analysis M&A strategy,then from the total strategy of decomposition to the financial,customer,internal integration,innovation and growth.And then select the appropriate indicators under the guidance of the strategic objectives at all levels to describe,constructing a performance evaluation index system based on strategic map.In this paper,the introduction of specific cases of mergers and acquisitions,Zhejiang Geely merged with the British manganese and copper,the above system as a reference,drawing Geely Manganese and manganese strategic map and build performance evaluation index system.The first specific analysis of each level of each indicator situation,and then in accordance with the strategic map of the transmission route will be linked to the various levels of indicators of change,the M&A activity to conduct a comprehensive performance evaluation.Finally,from the case of Geely mergers and acquisitions of manganese and copper to extract the experience and lessons for other manufacturing enterprises to provide advice on the road to mergers and acquisitions.