How to write an enterprise integration report

This mainly focuses on the integrity and feasibility of the enterprise and the benefits it brings.

Generally speaking, there are two cases of enterprise merger, one is just merger, and the other is the centralized policy of group companies. It is estimated that your company belongs to the second kind, so we can discuss the second kind of writing.

First of all, we need to determine the steps of writing. The basic integration and writing process is: cover-content-planning-integration and scope-integration and implementation plan-personnel transfer-financial reflection-adjustment plan-risk control-integration and goal. Among them, integration and implementation plan, financial reflection and risk control are the key.

Second: how to write.

Cover: Obviously, the cover should include the company name and the word * * as well as the feasibility report. It is often overlooked that it should also include the name, address, telephone number, fax number and e-mail address of the writer. All the reports I received before didn't have these materials, and many things in them were unclear. I had to go to the personnel department all the time to ask which idiot was in charge of these things.

Contents: This is usually forgotten, but smart senior executives usually like to read the contents first and choose the most important pages to read first. Of course, add the page number. And if there is no catalogue, they generally don't have much patience to read your heavy documents. However, if there is no key space in your catalog that he is interested in, he will undoubtedly be thrown into the trash can by them. Therefore, a good plan can't be without a directory.

Planning: It is mainly a gathering place for some administrative terms. In layman's terms, it is the opening remarks. Tell the reader what he is reading and what you want to tell him. This is basically a continuation of the catalogue, but it is also very important. You should grasp the essence of the integration plan, for example, where do you think the key points and risks of the whole plan are, and how will you overcome the risks so that the plan can be implemented smoothly. Some people write this part first, others write it last. I think it is better to write it at the end. Because this may be the only part that some readers read. If the planning can't arouse their interest, then they are unlikely to continue reading.

Scope of integration: Generally speaking, the integration plan is segmented. First, several high-density related companies carry out strategic integration to realize1+1> =2 plan. To integrate with other subsidiaries, you'd better have considerable factual basis, theoretical basis and financial basis, so as to make your statement convincing. Of course, some people like to integrate companies with poor profitability. I don't think this is a good idea. Usually, companies with poor profits will not get the attention they deserve, and their plans are poor. Such an experiment is actually a waste of time. It is better to sell these companies and concentrate on making more profitable companies. So I think the scope of integration should be limited to complementary companies. Generally speaking, these complementary companies are the main source of profits for group companies. And such a limited scope will undoubtedly attract the attention of high-level and major shareholders. What needs to be added here is that some companies with declining markets should also be sold as soon as possible. If they sell now, they can get a relatively good price and save unnecessary energy waste. It's best not to think about making the last profit. This is extremely stupid and dangerous behavior.

Integration and implementation plan: because this is the key point in the key points, it is impossible to make it clear. Let me give you my opinion. The person who writes this space must have experience in strategic management and design, and the integration scheme is mostly a branch of the group strategy. Without understanding the strategic management and design of the enterprise, this task cannot be completed. The implementation plan includes the following contents: 1, strategic subordination, indicating whether the relationship with the group strategy will promote the completion of the group strategy. 2, the implementation of the design, clear the basis of your design, it is best to have convincing data, so that readers believe that this is not a solution that you come up with by patting your head. 3, the key factors in the process of integration, which have an impact on the integration, it is best to write a complete, used to judge whether the implementation of the integration plan is ideal, these are not only for senior management and shareholders to see, the most important thing is to show yourself, so that you can know fairly well. 4. Introduce how you will carry out your plan.

Personnel transfer: people are the most difficult to manage in enterprises. The integrated company will inevitably have personnel behaviors such as transfer, dismissal and employment, and may also involve changes in salary. How to avoid resistance when making these changes is a science. The key depends on the social skills of the personnel supervisor. See how he treats his employees with emotion and reason. This is usually the focus of management.

Financial reflection: the purpose of the merger is to obtain greater profits. Without better financial performance, integration will be redundant. If shareholders look at it, they will pay attention to the return on investment and the realization rate of assets. Managers will be more concerned about asset profit rate, enterprise profit rate and overall income level. Financial personnel will pay attention to whether it is conducive to tax avoidance and whether it can improve the capital flow rate. The integration of 14 into the head office is the best example of enterprise integration. You can refer to the reference.

Adjustment scheme: As some deviations will inevitably occur in the implementation process, the adjustment of these deviations will be reflected here. We can also call the adjustment scheme a backup scheme because its functions are the same. Like Sal, every battle has many schemes designed for different situations.

Risk control: Everything has risks. As the executor of the plan, you will never like these risks. Be honest when writing this part, don't try to cheat, and think about what risks will affect the implementation of the plan. If you tell others that your plan is not risky at all, I believe only a fool will believe you. Your avoidance of risk will make readers shudder. They don't want to know what the risks are. What they care about is that you can recognize the existence of risks and you have the ability to control them. Please note that many contents in risk control will overlap with the adjustment plan. Don't be stingy with your pen and water. Write it down, not just one line. Please read the words * * carefully.

Integration goal: finally, you can make a summary of your plan, predict what kind of effect your plan will have at best and what kind of situation it will be at worst, and hope that the worst result will not be worse than when it is not integrated now. Finally, this chapter will compare with risks. Goal (best-worst)-execution cost/risk, the greater the ratio, the greater the possibility of the plan being passed.

Auxiliary materials: brochures, magazine articles, technical reports and other related materials can be placed here for readers' reference. Remember, don't put too much information, or you will be suspected of plagiarism.

After that, re-check whether the typos and sentences are fluent and whether there is any problem with the structural arrangement. Don't let people think that you are a person who keeps making small mistakes, so it is difficult to win the trust of others.

This is an example of a consolidation plan. Finally, according to the industry to which the company belongs, you should add the planning scheme of key issues concerned by relevant industries. Because enterprise merger is a major event, it is difficult for one person to complete it independently. Common merger methods include: hiring external professional consultants for guidance, internal department coordination, and board supervision. For listed companies, the annoying CSRC should also be taken into account. In a word, this is not a simple matter.