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 next.

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

1. Assessment and placement

Conduct a comprehensive assessment of 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 should be given; for employees who do not meet the requirements, they should be dealt with in accordance with laws and regulations.

This is also why the head of the human resources department has to be 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:

To promote the integration of corporate culture and establish common values ​​and codes of conduct, training, communication and other methods are the most appropriate.

It can make employees understand and identify with 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 quality.

Hand in Hand Ventures and Huacheng International were originally just soy sauce companies, so Jiangcheng Storage's corporate culture and 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, and costs to 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 connection during the acquisition, it was impossible to 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 underutilized assets, they can be disposed of or optimized; for key assets, management and maintenance should be strengthened to ensure their safe and effective use.

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

This is only the second step of the reorganization.

With steps 1 and 2, 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&D. 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 development direction.

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, Zhonghuajia acquired Jiangcheng Storage, so there must be some adjustments to the previous business direction goals.

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

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

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

2. In terms of business and product line integration, the first thing is business combing and optimization.

Detailed combing of the businesses of both parties, find out the synergy and complementarity of the businesses, and determine which businesses need to be retained, strengthened, integrated or divested.

For example, many storage chips for Zhonghuajia's low-end mobile phones can be handed over to Jiangcheng Storage, which can not only increase revenue, but also accumulate experience and technology.

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

3. Technology and R&D integration:

First, evaluate the technical strength, R&D 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&D project management, sort out and integrate the R&D projects of both parties, and determine which projects need to continue to advance and which projects need to be adjusted or terminated.

Establish a unified R&D project management system, strengthen control over the progress, quality, cost, etc. of the project, and ensure the smooth implementation of the R&D project.

Chen Changliu has his own ideas in this regard. He invested so much money to make Jiangcheng Storage accelerate the pace of R&D and make breakthroughs in technologies such as storage chips and image sensors.

In the R&D of some basic materials, the two sides will also have a certain overlap, which all need to be integrated.

Finally, it is intellectual property management, which involves checking and evaluating intellectual property, including patents, trademarks, copyrights, etc.

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

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

Thinking of this, Chen Changliu nodded and said:

"I will go there in a week, and by then I hope to see a new mental outlook for the entire company."

..........

The collision test of blogger "Car No. 52 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 not 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 a c5.

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

Anyway, I don't know if No. 52 in the video has been tampered with. The result of the final collision by drawing lots is that two Songs collide with two Toyota's letter compact SUVs.

And the CC series C3 and C5 collide.

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

PS: The typos were updated first and corrected later.