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With the acceleration of the process of global economic integration , the rapidly changing business survival and specified operating environment and the enterprise's own internal factors , especially in the context of the global financial crisis since 2008 , set off a new wave of mergers and acquisitions worldwide . However , throughout the past 20 years of domestic and international M \u0026 A cases , of which 2/3 of mergers and acquisitions are not successful , the success rate of less than 1/3 . Analysis of M \u0026 A success and failure cases , we found that the majority of M \u0026 A failures problems in the post-merger integration stage . Due to the strategic positioning of the acquired company , business location, resource allocation , organizational restructuring , personnel arrangements, corporate culture into initiatives such as the implementation of the deviation of any one of the initiatives implemented deviation or not in place , may lead to mergers and acquisitions ultimately fail. Therefore, the entire acquisition process , the latter part of the integrated management is particularly important. Through theoretical research and case analysis, review of the basic concepts of M \u0026 A and M \u0026 A process theory of models and tools to analyze the success and failures in domestic and international mergers and acquisitions , M \u0026 A and integration of the actual situation , the theoretical actual analysis , M \u0026 a and integration process , the existing problems in the M \u0026 a and integration process , and try a company mergers and acquisitions enterprise integration in the late proposal , has a certain practical significance .
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