Today, there are frequent capital mergers and acquisitions in the lighting industry. In general, these frequent capital mergers and acquisitions have more advantages and disadvantages for the long-term development of the lighting industry. SMEs with M&A value have entered mainstream enterprises, and SMEs lacking M&A value have gradually withdrawn from the market due to lack of financial strength and technical strength, and market competition has entered an orderly state. Enterprises can invest more in technology. Today, there are frequent capital mergers and acquisitions in the lighting industry. In general, these frequent capital mergers and acquisitions have more advantages and disadvantages for the long-term development of the lighting industry. SMEs with M&A value have entered mainstream enterprises, and SMEs lacking M&A value have gradually withdrawn from the market due to lack of financial strength and technical strength, and market competition has entered an orderly state. Companies can invest more in the optimization and upgrading of technology and products, as well as the service to customers, and thus gain a greater competitive advantage. The effect of 1+12 on capital mergers and acquisitions depends to a large extent on how the M&A companies conduct business and cultural integration of the acquired companies. If the two sides can face up to and positively understand the differences between enterprises, because of the company's conditions, it is necessary to take the long-term and short-term self-compensation to make up for the shortcomings, in order to fully exert the effect of mergers and acquisitions. Otherwise, ignoring the characteristics and strengths of the acquired company, and arbitrarily accusing it, even using high-pressure means to implement strategies or measures that may not be suitable for its related business development, will seriously dampen the enthusiasm of the employees of the acquired company, so that some of them are very distinctive. The company that can create value disappears because of the merger. As a result, the market lost a distinctive enterprise, and the results that the acquirer should achieve were also damaged. The employees of the acquired company, especially the top management, should also take the initiative to adapt to the changes in the corporate culture, make full use of the opportunities brought by mergers and acquisitions, and make the business and themselves have greater development. The fact is that we welcome large and strong companies to emerge, and we also expect small and beautiful companies to flourish, and they are unique in some market segments, with their irreplaceable market position and a useful complement to the market. Generation inheritance.
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