merged company造句
例句與造句
- The merger has been effected by way of a universal succession in all assets and liabilities of company y and of the partnership by the merged company , cd
合并是通過概括繼承方式生效， y公司及合業(yè)務(wù)的全部資產(chǎn)及負(fù)債均由合并公司cd承繼。 - The merger has been effected by way of a universal succession in all assets and liabilities of company y and of the partnership by the merged company , cd
合并是通過概括繼承方式生效， y公司及合業(yè)務(wù)的全部資產(chǎn)及負(fù)債均由合并公司cd承繼。 - Bhp argues a merged company would be able to deliver 10 % more ore to china , and faster , from australia than either can do now apart
必和必拓表示，兩家公司合并后為中國(guó)提供的鐵礦石能多出一成，并且將礦石從澳大利亞運(yùn)往中國(guó)的速度會(huì)比現(xiàn)在各自為政時(shí)更快。 - Once the companies are merged , the creditor ' s rights and debtor ' s liabilities of the merged companies shall be assumed by the surviving company or the newly formed company after merger
公司合并時(shí)，合并各方的債權(quán)、債務(wù)，應(yīng)當(dāng)由合并后存續(xù)的公司或者新設(shè)的公司承繼。 - The merged company is named agentrics llc highlighting the business core competency , as the agent for retail information and collaborative solutions within the global retail and consumer products industry
合并后的公司名為agentrics llc ，用以突顯公司的核心實(shí)力，即全球零售行業(yè)和消費(fèi)產(chǎn)品行業(yè)的零售信息與協(xié)作之代理公司。 - It's difficult to find merged company in a sentence. 用merged company造句挺難的
- Lsi logic corporation nyse : lsi announced today that it has completed its merger with agere systems inc . nyse : agr , effective april 2 , and that it will rename the newly merged company lsi corporation . the company will continue to trade under the stock symbol lsi on the new york stock exchange
Lsi logic日前宣布，已于4月2日起完成與agere systems杰爾系統(tǒng)之的合并程序，合并后的新公司將更名為lsi公司lsi corporation ，并將繼續(xù)以lsi代號(hào)于紐約股市掛牌交易。 - I think we have all witnessed the recent problems china is facing with convincing a western audience that it can supply quality and safe products so , if the merged company has any immediate plans to sell cars in europe , a local , well established production facility should be key to those plans
我想我們都注意到中國(guó)最近所面對(duì)的困難，西方人相信它可以提供合格且安全的產(chǎn)品上所面對(duì)的困難，如果合并后的公司提出任何快速在歐洲銷售轎車的計(jì)劃，那么一個(gè)完備的生產(chǎn)設(shè)施是這些計(jì)劃的重中之重。 - As corporate culture is meant to contribute to the competition and development of the company and that merging of different companies often leads to cultural conflicts arising from cultural differences , the duality of culture in the merged company necessitates and makes possible cultural integration . the reasons for cultural differences are also encompassed in the process of cultural integration
企業(yè)文化是為企業(yè)的競(jìng)爭(zhēng)和發(fā)展服務(wù)的，企業(yè)購(gòu)并后，由于不同的企業(yè)存在文化差異而導(dǎo)致文化沖突，購(gòu)并企業(yè)如果不能及時(shí)處理文化沖突帶來的企業(yè)并購(gòu)風(fēng)險(xiǎn)，將有可能導(dǎo)致企業(yè)管理混亂，效率降低，效益下滑，競(jìng)爭(zhēng)力下降，甚至導(dǎo)致并購(gòu)最終失敗。 - As corporate culture is meant to contribute to the competition and development of the company and that merging of different companies often leads to cultural conflicts arising from cultural differences , the duality of culture in the merged company necessitates and makes cultural integration possible
本文首先介紹企業(yè)并購(gòu)的涵義及六個(gè)相關(guān)理論，在此基礎(chǔ)上分析了并購(gòu)的十種動(dòng)機(jī)；其次介紹企業(yè)文化的涵義和國(guó)內(nèi)外研究現(xiàn)狀，由此引出對(duì)中國(guó)企業(yè)文化建設(shè)發(fā)展的幾個(gè)誤區(qū)及其原因分析，提出并研究了企業(yè)并購(gòu)中文化的雙重特征。 - Scale does not equal to efficiency . after the completion of m & as transaction , the merging company has a structural optimization process , i . e . through spin - off or split - up to lessen the scale , strengthen the prime businesses and increase efficiency ; at the same time , restructuring and integration of merging company after m & as are essential procedures in the course of m & as transaction . whether a m & as transaction can achieve a final success is determined by whether powerful integration measure is taken
規(guī)模并不等于效率，在并購(gòu)交易完成后，主并公司有一個(gè)結(jié)構(gòu)優(yōu)化的過程，即通過分拆以縮小規(guī)模，突出主營(yíng)業(yè)務(wù)，提高效率；同時(shí)，并購(gòu)后的整合是并購(gòu)活動(dòng)中的關(guān)鍵一環(huán)，并購(gòu)交易能否取得最終成功主要取決于是否采取了強(qiáng)有力的整合措施。 - But whether the m & a behavior will take effect or not , integration management will be the most important subject then . m & a itself could not bring the immediate benefit for enterprise ; integration within merging companies is the real beginning of creating the merging profit . strategies planning , reorganization , enterprise cultures combining , regulations management , business operations and even top - managers ’ managing style are all important factors affecting the target - set before merging , new operations , losing of human resource and customer
一般而言,并購(gòu)不會(huì)馬上給公司帶來受益,真正在并購(gòu)后能給雙方帶來受益的成功案例不到35 % ,其主要的原因就在于并購(gòu)后的整合,因?yàn)橥①?gòu)后的整合才是創(chuàng)造并購(gòu)價(jià)值的開始,企業(yè)的戰(zhàn)略規(guī)劃、組織結(jié)構(gòu)調(diào)整、企業(yè)文化融合、管理制度、運(yùn)作風(fēng)格甚至領(lǐng)導(dǎo)層的領(lǐng)導(dǎo)風(fēng)格都對(duì)并購(gòu)后的績(jī)效目標(biāo)是否得以實(shí)現(xiàn)、目標(biāo)公司是否順利經(jīng)營(yíng),不會(huì)由于并購(gòu)后的整合措施導(dǎo)致經(jīng)營(yíng)狀況的惡化、人才、客戶的流失。