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Capital operation is a complex mergers and acquisitions activity , with the accelerated pace of economic globalization , M \u0026 A activity is increasingly frequent , global M \u0026 A wave penetration into many areas , including the steel industry . In the case of low concentration of China 's iron and steel industry , in order to seek survival and development , many domestic iron and steel enterprises through mergers and acquisitions have to integrate resources , improve the competitiveness of their products , to enable enterprises to add value to achieve the strategic objectives of the enterprise long-term development , but with 's from some of the problems that exist in corporate mergers and acquisitions , and if you can not solve these problems, a good cause little effect of mergers and acquisitions , or even failure , and therefore need to be analyzed according to the specific circumstances of the enterprise . Mainly on the current situation and problems of China's iron and steel enterprises M \u0026 analysis, China's iron and steel mergers and acquisitions in the government 's intervention there is cross-regional , cross-industry , cross - ownership mergers and acquisitions difficult , the performance of the M \u0026 A motive is not clear problem, while there are also some blindness steel mergers and acquisitions , the irrational investment system , the M \u0026 A - related legal system is imperfect , and post-merger integration is not complete . And corresponding countermeasures to address these issues , through the reasonable positioning the role of government in the mergers and acquisitions , clear the M \u0026 A motives ; adhere to the decision-making from the point of view of cost-effectiveness , the correct evaluation of the M \u0026 A strength of the enterprises themselves , to eliminate blindness ; deepen system, improve the market mechanism and legal system ; integration through business process reengineering , to improve the efficiency of the post-merger integration , reduce costs, achieve substantive integration of mergers and acquisitions , and to improve the international competitiveness of the iron and steel enterprises . The analysis aims of Baosteel case through the effects of its post-merger implementation process reengineering , to summarize the role of process reengineering of the post-merger integration of the iron and steel enterprises , providing inspiration for other domestic steel mergers and acquisitions .
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