Performance Analysis Of Traditional Food Retail Enterprises M&A E-commerce

The collision of the Internet and big data has brought about various "Internet +" concepts.In the past ten years,the development trajectory of e-commerce and traditional retail has experienced the parallelism from the e-commerce initials to the resource competition during the booming e-commerce,and now seeks coordinated development.Traditional retail enterprises face enormous challenges in this trajectory,and the “Internet+ New Retail” has become the first choice for traditional retailers to cope with the dilemma.The core model of new retail is online service + offline experience,supplemented with logistics services.The new retail mixes online with offline,promotes online and offline resource integration,and improves retail efficiency.This article selects the case of “Haoxiangni” M&A “Be&Cheery”,mainly analyzes the M&A process,results and performance.The important part of this article is M&A performance.The author uses a variety of methods to analyze the M&A performance from different angles,in order to obtain common results from various methods,making the conclusion of this paper more objective and fair.The research conclusion shows that “Haoxiangni” company has indeed improved the company's performance through mergers and acquisitions of e-commerce,and stood out among the four A-share listed companies in the same industry.On the basis of the conclusion,this paper further analyzes the reasons for this effect by using the horizontalcomparison method,and has obtained the following three research experiences.One is to actively prepare in the early stage,to maintain a calm judgment in the frenetic market,to develop a feasible network access plan and operational strategy.The second is to formulate a suitable strategic layout,to this end,we must carefully select the appropriate M&A targets and avoid excessive reliance on mergers and acquisitions.After M&A,the company must do a good job of propaganda,focus on customer experience and loyalty.The third is to promote consolidation.The manager must ensure sufficient capital investment to mobilize the enthusiasm of the integration of various departments.In addition,online and offline joint operations must be rationally planned to avoid mutual competition and mutual internal consumption.