Chapter 1163 Unexpected collision test

Chapter 1163 Unexpected collision test

Yes, determining the management structure is only the first step in the reorganization after the acquisition of the company. There are still many things to do.

The next step is personnel assessment and placement, financial asset integration, and cultural integration training.

1. Assessment and placement

Comprehensively evaluate the employees of the acquired company to understand their capabilities, experience, performance, etc.

Determine the employee's stay and placement plan based on the company's business needs and employee performance.

For excellent employees, reasonable incentives and development opportunities are given; for employees who do not meet the requirements, they are handled in accordance with laws and regulations.

This is also why the head of the human resources department was replaced by someone from the Flower Planting Family.

Because Chen Changliu and all the senior executives of the Flower Planting Family believe that their company's employment incentives are the best.

2. Cultural integration and training:

If you want to promote the integration of corporate culture and establish common values ​​and codes of conduct, training and communication are the most appropriate methods.

It can help employees understand and recognize the culture of the new company as quickly as possible and enhance their sense of belonging and cohesion.

At the same time, carry out employee skills training and career development planning to improve employees' business capabilities and comprehensive qualities.

Xie 꿛 Venture Capital and Huacheng International were originally soy sauce, so Jiangcheng Storage's corporate culture values ​​are of course in line with the flower-growing family.

3. Financial audit and evaluation.

Conduct a comprehensive financial audit of the acquired company to verify its financial status such as assets, liabilities, income, costs, etc., and ensure the authenticity and accuracy of financial data.

At the same time, evaluate the assets of the acquired company and determine its fair value to provide a basis for asset integration.

After all, although there was a certain degree of financial docking during the acquisition, it may be very detailed.

Optimize fund management:

Coordinate the use and allocation of funds to improve the efficiency of fund use.

According to the business development needs after the reorganization, formulate reasonable fund allocation to ensure that the company has sufficient funds to support research and development.

Asset integration and optimization:

Integrate the assets of both parties, including fixed assets, intangible assets, inventory, etc.

For idle or highly utilized assets, they can be disposed of or optimized; for key assets, management and maintenance should be strengthened to ensure their safety and efficient use.

This is also the reason why the acquiring company will arrange for someone to enter the acquired company as the financial director.

This is only the first step of the reorganization.

After the first and second steps, the company can be said to have stabilized, and then the third step can be started.

That is strategic planning and goal setting, integration of business and product lines, and integration of technology and R\u0026D. This is also the last step for an acquired company to get back on track.

1. Strategic planning and goal setting help to clarify the direction of development.

Combined with the acquirer's own strategic goals and market positioning, analyze the advantages and disadvantages of the acquired technology company's business, technology, products, etc., and determine the overall strategic direction after the reorganization.

For example, if Zhonghuajia acquires Jiangcheng Storage, then the business direction and goals will definitely be adjusted from the previous ones.

As a subsidiary company, when developing itself, many things must serve the parent company.

Set short-term and long-term goals. Based on the strategic direction, set specific and measurable short-term and long-term goals.

Short-term goals may include integrating business processes, stabilizing the team, etc.; long-term goals may be to achieve market share growth, technological innovation breakthroughs, etc.

Second, in terms of business and product line integration, the first is business combing and optimization.

Detailed combing of the businesses of both parties, finding out the synergies and complementarities of the businesses, and determining which businesses need to be retained, strengthened, integrated or divested.

For example, many storage chips of low-end machines of Zhonghuajia can be handed over to Jiangcheng Storage, but it can increase revenue and accumulate experience and technology.

Finally, it is the integration of product lines and customers. The product lines are definitely not overlapped with Zhonghuajia, but there will be a certain connection with Hua International.

Third, technology and R\u0026D integration:

First, evaluate the technical strength, R\u0026D capabilities, and technical reserves of both parties to find out the advantages and shortcomings of the technology.

Integrate and optimize the technologies of both parties to improve the technical level and innovation capabilities.

Then there is R\u0026D project management, which is to sort out and integrate the R\u0026D projects of both parties, determine which projects need to be continued and which projects need to be adjusted or terminated.

Establish a unified R\u0026D project management system, strengthen the control of the progress, quality, cost and other aspects of the project, and ensure the smooth implementation of the R\u0026D project.

In this regard, Chen Changliu's own idea is to invest so much money to accelerate the pace of R\u0026D in Jiangcheng Storage and make breakthroughs in technologies such as storage wafers and image sensors.

In the R\u0026D of some basic materials, the two parties will also have a certain overlap, which all need to be integrated.

Finally, there is intellectual property management, which is to check and evaluate intellectual property rights, including patents, trademarks, copyrights, etc.

Formulate intellectual property protection and management strategies to ensure that the company's intellectual property rights are not infringed.

At the same time, actively carry out the operation and transformation of intellectual property rights to increase the value of intellectual property rights.

Thinking of this, Chen Changliu nodded and said:

"I will go there in a week, and I hope to see the whole company with a new mental outlook."

..........

The collision test of blogger "No. 52 Car Vision" finally came late, but everyone was dumbfounded after watching this video.

Because the collision test he conducted was not the traditional 45-degree collision, frontal collision, or side collision, but unexpectedly a direct collision between two cars.

"We are professional collision testers, so I think we should use the simplest and crudest way to compare the safety performance of the two cars.

In my opinion, the simplest and crudest way is to collide between two cars. Which car is more damaged and causes more damage to the dummy in the cab, then the safety performance can be seen.

This time I got two Songs, a CRV, an ARV, and a C3 and C5.

I will draw lots to decide whether to use the two cars for a head-on collision........ "

Anyway, No. 52 in the video also knows whether he has moved his feet. The result of the final collision of the models drawn by lot is that two Songs will face two Toyota letter compact SUVs.

The C3 and C5 of the CC series collided.

When the two cars collided at a speed of 60 kilometers, the people watching were stunned.

PS: The typos were updated first and then corrected.