marrying_in_haste商务沟通技巧

1、marrying in hasten急忙，匆忙1 the collapse of the planned deutsche-dresdner bank merger tarnished the reputation of both parties deutsche bank' s management was exposed as divided and confused but even if the takeover had gone ahead, it would probably sti11 have claimed its victims most complete take

2、overs damage one party - the company making the acquisition n. 获得, 得至lj； 获得者, 获 得物1计划的朋溃deutsche-dresdner银行合并双方的声洋受损。徳意:志银行(deutsche bank)的管理是公开为 分歧与闲惑。但即使收购成功了，它可能仍然称其受害者。最完整的收购损害一方一该公司收购2 a long 1 ist of studies have al 1 reached the same conclusion: the majority of takeovers damage the interests

3、of the shareholders of the acquiring company. they do, however, often reward the shareholders of the acquired company, who receive more for their shares than they were worth before the takeover was announced mark si rower, visiting professor at new york university, says surveys have repeatedly shown

4、 that about 65% of mergers fail to benefit acquiring companies, whose shares subsequently underperform their sector -* n. 咅 el' 领域; 防 御地区，防卫区域；扇形，扇形面一长串的研究都得出了同样的结论:人多数的收购损害收购公司的股东的利益。然而,他们经常奖励收购公 司的股东，接受更多的股票比z前宣布收购的价值。马克srower,纽约人学的客座教授，说调杳一再表明，人约 65%的并购未能收购公司受益，随后股价表现他们的部门3 why do so many mer

5、gers and acquisitions fail to benefit shareholders? colin price, a part net a mckinsey, the management consultants, who specialists in mergers and acquisitions, says the majority of failed mergers suffer from poor implementation. and in about half of those, senior management fai led to take account

6、of the different cultures of the companies involved 为什么如此多的并购未能受益股东?麦肯锡合伙人科林价格，管理顾问，在并购专家说,大多数失败的并购实 现不佳。约冇一半的人，高级管理人员未能考虑到不同文化的公司。4 melding corporate cultures takes time, which senior management does not have after a merger, mr price says "most mergers are based on the idea of "let' s

7、 increase revenue” , but you have to have a functioning management team to manage that process the nature of the problem is not so much that there" s open warfare between the two sides it' s that the cultures don' t meld quickly enough to take advantage of the opportunities tn the meant

8、ime, the marketplace has moved on.' 融合企业文化需耍时间，高级管理层没有合并之后，普莱斯说。大多数并购是基于“让我们增加收入”的想法，但你必须冇一个冇效的管理团队來管理这一过程。的本质问题与其说在于双方公开冲突。那就是文化不融 介足够迅速地利用机会。与此同时，市场已经改变了5 many consultants refer to how little time companies spend before a merger thinking about whether their organizations are compatible the ben

9、efits of mergers are usually couched in financial or commercial terms: cost-savings can be made or the two sides have complementary businesses that wi11 al 1ow them to increase revenues许多顾问是指介并前公司花多少时间思考他们的组织是否兼容。合并的好处通常是表达在金融或商业条款: 成本节约可以或双方业务互补，将允许他们增加收入。6 mergers are about compatibility, which me

10、ans agreeing whose values will prevail and who will be the dominant partner so i t i s no accident that managers as we11 as journalists reach for marriage metaphors in describing them merging companies are said to 'tie the knot' when mergers are called off, the two companies fail to 'mak

11、e it up the aisle" or their relationship remains 'unconsummated' yet the metaphor fails to convey the seale of risk companies run when they launch acquisitions or mergers even in countries with high divorce rates, marriages have a better success rate than mergers合并有兼容性，这意味着同意其值会获胜，谁将成为占

12、主导地位的伙伴。这并非偶然，经理以及记者婚姻隐喻 在描述他们。合并公司说“结婚”。当取消合并，这两家公司未能弥补过道或他们的关系仍然是“未完成的”。然而,比喻不能传达的规模风险金业运行时启动收购或合并。即使在高离婚率的国家，婚姻冇一个更好的比并 购成功率7 mark si rower asks why man agers should pay a premium to make an acquisition when their shareholders could invest in the target company themselves mr sirower denies he is

13、saying companies should never make acquisitions. if 65 percent of mergers fail to benefit shareholders, 35 percent are successful.马克sirower问经理为什么耍支付溢价进行收购时,股东可以投资于目标公司本身。srower先生否认他说 公司不应该进行收购。如果65%的并购未能受益股东,35%是成功的。8 how can acquirers try to ensure they are among the successful mi nori ty? ken fava

14、ro, managing partner of marakon, a consultancy which has worked for coca-cola, lloyds tsb and boeing, suggests two conditions for success the first is to define what success means the combined entities have to deliver better returns to the shareholders that they would separate!y. it' s amazing h

15、ow often thats not the pre-agreed measure of success,' mr favaro says收购方如何试图确保他们是成功的少数民族?咨询公司管理合伙人favaro马拉为可口可乐公司工作，劳 埃德tsb银行(lloyds tsb)和波音，衣明成功的两个条件。第一个是定义成功意味着什么。合并后的实体将 更好的回报般东,他们会分开。令人惊界的是这不是预先约定的频率测量的成功.fvaro先生说。9 second, merging companies need to decide in advance which partnet' s way

16、 of doing things will prevai1. 'mergers of equals can be so dangerous because it is not clear who is in charge, ' mr favaro says mr sirower adds that managers need to ask what advantages they wi11 bring to the acquired company that competitors will find difficult to replicate第二，介并公司需要提前决定哪些介

17、作伙伴的做事的方式会获胜。平等的介并是如此危险,因为目前还不淸楚 谁负责，“favaro先生说。srower先生补充说，管理者需要让它们将带來什么样的优势获得竞争对手的公司 会发现难以复制。10 managers need to remember that competitors are not going to hang arounci waiting for them to improve the performance of their new acquisition. announcing a takeover will have alerted competitors to the acquiring company' s strateg