This study includes a case study on the M&A of acquiring foreign companies of Korean firms and how to sharpen a competitive edge through their developments and intellectual property rights on those growth. This is also going to suggest a way to increase the success rate of M&A through the proper and...
This study includes a case study on the M&A of acquiring foreign companies of Korean firms and how to sharpen a competitive edge through their developments and intellectual property rights on those growth. This is also going to suggest a way to increase the success rate of M&A through the proper and practical application of the intellectual property rights during M&A tries.
These practical applications on the knowledge capital are more through required. Which can promote the increase of firms value through the active applications of the intellectual property rights.
While the companies in the past have understood their primary capital as tangible assets such as cash, building or equipments etc, the current companies should be more in the intangible assets like trademark right, patent, copyright.
This study has mainly concentrated on the literature suggestion for the successful M&A of the Korean Firms and their demonstrative analysis. Through the literature, I provided a study model for the proper application of intellectual property right, proposed how the study has the practical influence on the successful M&A and carried out the practical verification on this.
The important study results of the analysis are as follows.
First, the CEO or enterprise-wide business must have a clear goal of M&A as a means for the strategy of company, and a series of courses should be aware enough. The goals and objectives and consistent profits and the right synergy with M&A investment criteria must be, M&A success that should eliminate its attachment to.
Second, the company specifically for the M&A and detailed step by step process to create the effect of creating precise geometric and management should be to maximize the benefits. In other words, M&A process from start to complete the process each step until the desired setting and the purpose and effect of each step in detail and set goals and detailed plans for achieving them should make.
Third, any type of target companies and have no corporate culture is sufficient prior knowledge about the target company has a consistent and accurate prior to review by the standards must be done. These specific and substantive evaluation based on data acquired by the conditions and M&A plan should be established.
Fourth, the M&A chief executive officer of the bias in the exclusion of the M&A synergies with the first expected to make a different to prevent adverse effects should be. To do this, the real and daunting challenges and creative leaders to lead a successful M&A is very important to make.
Fifth, the argument depends on the success of the M&A as the most important steps to establish early in the coherent chain of command should ensure a smooth integration. M&A purpose synergies to be made and corporate culture and work style, and various environment, the other two companies truly a single entity in the process of transforming the M&A of the failure probability, more than half a preparation phase or negotiation phase, much higher than appears most is an important step.
As we have seen in more than a corporate strategy, M&A is one of important measures, the effect is big enough to influence the survival of the company will. In addition, competition from companies to survive and achieve sustainable growth and for the prime suspect is a powerful tool. Therefore, the M&A strategy as a means of considering it a problem in overly negative, but without thorough preparation and a clear sense of purpose with a conceptual idea to use M&A business is like hell to oppose the road. Yet somewhat distant and, indeed, companies M&A does not consider the even any business decision, regardless of M&A can be targeted because of corporate management's M&A the company for the benefit of leverage should be.
This study includes a case study on the M&A of acquiring foreign companies of Korean firms and how to sharpen a competitive edge through their developments and intellectual property rights on those growth. This is also going to suggest a way to increase the success rate of M&A through the proper and practical application of the intellectual property rights during M&A tries.
These practical applications on the knowledge capital are more through required. Which can promote the increase of firms value through the active applications of the intellectual property rights.
While the companies in the past have understood their primary capital as tangible assets such as cash, building or equipments etc, the current companies should be more in the intangible assets like trademark right, patent, copyright.
This study has mainly concentrated on the literature suggestion for the successful M&A of the Korean Firms and their demonstrative analysis. Through the literature, I provided a study model for the proper application of intellectual property right, proposed how the study has the practical influence on the successful M&A and carried out the practical verification on this.
The important study results of the analysis are as follows.
First, the CEO or enterprise-wide business must have a clear goal of M&A as a means for the strategy of company, and a series of courses should be aware enough. The goals and objectives and consistent profits and the right synergy with M&A investment criteria must be, M&A success that should eliminate its attachment to.
Second, the company specifically for the M&A and detailed step by step process to create the effect of creating precise geometric and management should be to maximize the benefits. In other words, M&A process from start to complete the process each step until the desired setting and the purpose and effect of each step in detail and set goals and detailed plans for achieving them should make.
Third, any type of target companies and have no corporate culture is sufficient prior knowledge about the target company has a consistent and accurate prior to review by the standards must be done. These specific and substantive evaluation based on data acquired by the conditions and M&A plan should be established.
Fourth, the M&A chief executive officer of the bias in the exclusion of the M&A synergies with the first expected to make a different to prevent adverse effects should be. To do this, the real and daunting challenges and creative leaders to lead a successful M&A is very important to make.
Fifth, the argument depends on the success of the M&A as the most important steps to establish early in the coherent chain of command should ensure a smooth integration. M&A purpose synergies to be made and corporate culture and work style, and various environment, the other two companies truly a single entity in the process of transforming the M&A of the failure probability, more than half a preparation phase or negotiation phase, much higher than appears most is an important step.
As we have seen in more than a corporate strategy, M&A is one of important measures, the effect is big enough to influence the survival of the company will. In addition, competition from companies to survive and achieve sustainable growth and for the prime suspect is a powerful tool. Therefore, the M&A strategy as a means of considering it a problem in overly negative, but without thorough preparation and a clear sense of purpose with a conceptual idea to use M&A business is like hell to oppose the road. Yet somewhat distant and, indeed, companies M&A does not consider the even any business decision, regardless of M&A can be targeted because of corporate management's M&A the company for the benefit of leverage should be.
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#인수합병 M&A
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