战略合资与整合实务：协同效应,交易架构和并购后管理

1、XPERTISE CHINA®Exclusive Program | 独家项目This workshop is designed, drafted and exclusively promoted by Xpertise China研习会内容框架和宣传文字均由讯弈中国独家设计，开发和市场运作。Joint Venture Integration: Synergy, Deal Structure & Post Deal Management战略合资与整合实务：协同效应，交易架构和并购后管理 2014.12.4-5 InterContinental Shanghai Pu

2、dong | 上海锦江汤臣洲际大酒店Chinese Mandarin | 中文普通话 Summary | 概述This educational program is to help corporate strategists & functional professionals to better achieve “Real Success” out of an in-organic JV deal. Multiple real cases & on-site exercises have been designed, while the whole content

3、is totally practical-driven. 本次研习会将从企业实务管理经验出发，以“整合”的维度来剖析企业合资项目的计划和执行，帮助企业职能专家以及战略管理层更好地实现业务发展的真正价值，研习其中将会包含数个案例演练。Key Tags | 关键词 China-specific, Synergy Plan, Deal Structure, PMI,  Divestiture符合中国实情，整合计划，交易架构，交易后整合，合资后拆分 Program Outline | 话题框架A.M. Day 1 第一天上午Integration Methodology整

4、合方法论 9:00 Integration Throughout JV Deal Cycle | 贯穿合资项目全周期的整合    Significance of Integration in JV | 整合在企业战略合资中的重要性    Create Value | 创造价值    Integration Timeline | 合资项目中各阶段的整合9:45 Value Killer| 整合中的失败因素     Lack of Synergy |协同性的缺

5、失     Process & Culture |流程和文化的整合     Price  | 交易价格和双方沟通10:45 Break 11:00 Cross-Functional Involvement in Integration| 合资项目人员的整合意识和跨职能参与     Internal Team | 内部团队的协调     External Advisor Management | 外部顾问团队的把控

6、60;    Work in Sync | 态度，化学反应和高效同步12:30 Lunch P.M. Day 1 第一天下午 Key: Pre-Deal Integration Plan专题与演练：项目前期的整合计划制定 13:45 Target Screening |目标公司筛选     Target Assessment | 评估现有数据     Budget Plan | 成本规划14:30 Synergy Identification after Due D

7、iligence | 初步尽调后对整合的分析     Organization Structure | 组织与管理流程     Product Line | 产品线     Corporate Culture | 企业文化     Key People | 目标公司管理层     Client & Distributor | 客户和分销     IT

8、 System | IT系统的整合15:15 Break 15:30 Role-Play: Synergy Analysis & Integration Plan Drafting | 演练:协同分析以及整合计划的制定16:15 Review of the Role-Play Mock | 案例演练的总结17:00 End of Day 1A.M. Day 2 第二天上午  Key: JV Structure & Deal Price vs. Integration专题与演练：交易架构和价格对整合影响 9:00 JV Structure &

9、 Its Significance to Integration |合资战略框架的选择与整合的影响     Common JV Structures | 常见交易架构     Risks & Opportunities| 各种架构的优劣     Management Structure | 管理团队架构10:00 Business Valuation & Final Price  | 企业估值与交易价格对整合的影响    

10、;  Prevent Over-Pay | 如何避免收购价过高     Business Valuation | 企业估值以及内部对未来协同作用的估价     Price Negotiation (Internal & External | 交易价格的交涉（同目标公司，同企业内部/总部）10:30 Break 10:45 Role-Play: Structure & Price Negotiation and Integration Consideration | 演练:价格与架构的谈判以

11、及未来整合难度的考量12:30 Lunch  P.M. Day 2 第二天下午 Key: Post-Deal Integration &  Management专题与演练：交易后的整合与管理 13:45 Keys on JV Contract and Hand-over  | 合同签订和交接时的注意事项     Contract Drafting & Negotiation | 合同签订的准备工作与内容     Change Adjustm

12、ent | 可能出现的新信息或变动     Pitfalls in Hand-over | 交接时可能出现的问题14:30 100-day Plan of Integration| 百天整合计划     Team-build & People Retention | 专项整合团队的建立与员工留任     Process Integration | 业务流程整合     Case Exercise | 案例分析与演练（头脑风暴）1

13、5:35 Break15:50 Exit & Corporate Divestiture | 退出合资与企业分拆     Strategic Analysis | 对分拆的战略分析     Common Steps | 常见做法     Risks| 风险16:40 Review of 2 Days and Q&A | 回顾与答疑17:00 End   Workshop Instructor | 关于讲师

14、60;Junhao (Martin ZHAOGuest instructor of Xpertise China, Senior economist (CIMA management level, alumni tutor of Management School of Fudan University, currently the head of investment in a Forbes 2000 company, more than 19 years working experience in multinational and inland Fortune 500, includin

15、g 12 years M&A experience with bilateral know-how in multinational and local companies. He is also the Vice Chair of construction working group in European Union Chamber of Commerce. 赵俊豪讯弈中国（Xpertise China）客约讲师，并购专家，高级经济师（英国皇家管理会计师管理级），复旦管院校友导师，目前担任某福布斯2000强业务发展负责人。有19年以上央企，国内外上市公司，内外资

16、全球500强工作经验，其中12年并购和投资领域的专业经历，另外还具有2年合资公司董事的高管经验。曾成功操作上10亿元规模的并购项目，熟悉跨国并购，具有国内公司海外并购和跨国公司国内并购的双边经验。目前的社会兼职包括欧盟商会建设工作组副主席。 Registration Fee | 报名费用The fee includes passes & booklet for two day workshop, and tea-break as well as luncheon buffet.会议费用包含2天会议全程参与，资料，以及茶歇与午餐。   Corporate Delegate/ 企业代表：                                    &#