(1) Empowering the culture of the acquired enterprise: the boss of the listed company should have enough mind and tolerance, seek common ground while reserving differences for the acquired targets and personnel, control his past "local tyrant" mentality, and hand over the daily operation to the original management team instead of performing on the stage and enter a "live" state.
(2) Empowering the "money bag" of the acquired enterprise: CFO is the role that listed companies must send to the target of the acquired enterprise. In addition to supervising funds, the chief financial officer should also consider the rational use and distribution of funds, and use the platform of listed companies to uniformly allocate funds, so as to reduce financing costs for the acquired enterprises and improve the efficiency of fund use.
(3) Empowering, motivating and cultivating the employees of the merged enterprise: in the process of implementing each merger, it is often necessary to put forward a plan for building the core employees of the merged enterprise, re-optimize the equity ratio of the original shareholders, management team and future core employees, and formulate a dynamic equity management system to fully activate the vitality and motivation of the organization and strive to build a long-term security system platform.
(4) Building an empowerment management toolbox: Establish a set of "empowerment toolbox", which mainly includes financial management, process management, risk control, informationization, brand building, etc., so that the acquired enterprises can effectively improve all aspects after applying these mature management methods.
(5) Gradually develop the resource system of new industries: the demand of the acquired enterprises to accept investment and mergers and acquisitions has already surpassed the simple capital demand, and they pay more attention to the industrial background, resources and platform functions of the acquirer.