A Case Study Of T Company Implementing Comprehensive Budget Management After International Mergers And Acquisitions

As an important part of modern enterprise management,the role of comprehensive budget management in modern enterprise management is irreplaceable from theoretical basis to practical application.As an effective enterprise management control method,it can fully guarantee the company's strategic goals.At the same time,under the framework of modern enterprise principal-agent theory,the principal can use the company's performance indicators set by comprehensive budget management to grasp the business operation status,make correct decisions,and ensure the maximization of shareholders' interests.In the modern business environment where the tide of international mergers and acquisitions has intensified,the pace of economic globalization has accelerated.At present,cross-border M&A has surpassed new investment and become the main way for industry giants to invest in foreign direct investment.For developing China,cross-border mergers and acquisitions have promoted the adjustment of existing industrial structure,improved the development of productivity,and deepened the degree of marketization in China.This paper comprehensively analyzes the case of the international seamless steel pipe giant's wholly-owned acquisition of a large private enterprise in China,through the literature review method,case analysis method,PEST analysis method and SWOT analysis method.The necessity,strengths and weaknesses of the company's implementation of comprehensive budget management.On this basis,the organizational structure and process of comprehensive budget management are designed.The implementation plan of comprehensive budget management and the preparation of related statements are elaborated,and problems and solutions are generated in the implementation process.In the process of M&A,especially multinational M&A,the change of management concept and the collision of culture are important factors for the success of the company.By implementing the comprehensive budget management of the enterprise and gradually integrating the management concepts of the M&A enterprise to ensure the success of the integration,it has important and positive significance for realizing the strategic objectives of the M&A enterprise.During the integration process of the T Company,to implement the comprehensive budget management results are obviously to all,but there are also many problems.For example,the management process needs to continue to deepen integrated,the budget organization process system is still not perfect,and the performance evaluation mainly stays in the financial indicators.The assessment of aspects,the decomposition and assessment of non-financial indicators are not enough,etc.,and will be further optimized and improved in the future.