Performance Evaluation Of Mergers And Acquisitions Based On Balanced Scorecard

In today's era,the economy is constantly evolving and changing.As companies play an important role in the market economy,they can only stand firm in the fierce competition in the industry by constantly improving their overall strength and advantages.M&A is one of the main means for companies to improve their own development.With the increasing number of mergers and acquisitions,the community is increasingly focusing on performance evaluation after mergers and acquisitions.How to determine whether the company has achieved the expected results of mergers and acquisitions.Therefore,more and more scholars have begun to deeply study how to make a comprehensive evaluation of corporate M&A performance.This article first introduced the current M&A performance evaluation method of Guilin Tourism Co.,Ltd.Based on this,it analyzed the defects and negative consequences of these M&A performance evaluation methods,and then compared them with the balanced scorecard method,and finally decided The Balanced Scorecard was used to evaluate the M&A performance of Guilin Tourism Company and Lijiang Waterfall Hotel.This paper believes that the Balanced Scorecard is a relatively complete evaluation method for corporate M&A performance.Compared with the traditional performance evaluation method,the Balanced Scorecard has the advantage that it not only considers the financial evaluation,but also pays attention to other aspects of the enterprise,such as corporate profits and development.Comprehensive evaluation of corporate M&A performance in terms of finance,customers,internal processes,learning and growth,etc.,in order to understand the performance of M&As afterwards.The first chapter is the introduction part,which introduces the research background and significance,research ideas and research methods,and summarizes the research on M&A performance.The second chapter mainly introduces the theory of M&A performance and balanced scorecard,including theory of M&A performance and related theory of balanced scorecard.The third chapter is a case study of Guilin Tourism M&A Lijiang Waterfall Hotel.It evaluates and analyzes the traditional M&A performance of Guilin Tourism M&A Lujiang Waterfall Hotel.It highlights the disadvantages of traditional performance evaluation,the necessity and feasibility of balanced scorecard.The fourth chapter is based on the Balanced Scorecard,a comprehensive performance evaluation of Guilin Tourism M & A Lijiang Waterfall Hotel case.The fifth chapter is the enlightenment and suggestion of the Balanced Scorecard in M&A performance evaluation.