On the core competitiveness of the tourism-based M & A

Papers Keywords:: core competitiveness of Tourism enterprises mergers and acquisitions
Paper Abstract: With the intense competitive environment, began a massive expansion of Tourism enterprises through mergers and acquisitions, increasing market share of Tourism to focus on a few large tour groups. Expanding the self-accumulation and the time span is too long, Tourism enterprises To enhance the competitive advantages, we must enhance its core competitiveness from the start to actively and steadily push forward the strategic acquisition of companies.

Is a core competence within the organization through the integration of knowledge and skills within the organization about how to coordinate the complex production skills and knowledge of a variety of key business processes of the pool, through this integration to adapt and change the external environment, to form a strong , the opponents hard to imitate and alternative competitive. of Tourism enterprises, tourist core competencies to achieve the core values ​​of the fancy, with the characteristics of uniqueness and scalability, which makes the core competitiveness of tourism enterprises to obtain a source of sustainable competitive advantage and the foundation.

Tourism means business and core competence acquisition motives
(A) to develop ways to
The core competitiveness of tourism enterprises can be two ways to get one is internal training, that in accordance with core competitiveness and corporate strategy, allocation of resources requirements, through continuous learning and accumulation of internal core competencies established; the second is external access to tourism enterprises core competencies required elements, through the integration and absorption, and gradually build the core competitiveness. cultivating core competitiveness within the sound, orderly and easy to control, etc., but generally a longer period of great uncertainty and . external access to the core competitiveness of the way (such as M & A) a relatively short period of time normally required, but post-merger integration of the various elements demanding.

Tourism is a tourism enterprise M & A principal means of capital operation, is the tourism enterprises in order to obtain some or all of the target company's control, but can control the use of their assets to buy the target company's control, so that the disappearance of the target company's legal status or cause a change in legal entity of property rights transactions. In recent years, the WTO and under the dual pressures of excessive competition, the number of domestic tourism enterprises have gradually expanded by the integration of the transition to industry, opened the first large-scale tourism enterprises wave of large-scale mergers and acquisitions. Enterprises expected to enhance competitiveness through mergers and acquisitions, and improving business performance.

(B) M & Motivation
Ability to nurture and build from the core motivation for starting the implementation of tourism enterprises mergers and acquisitions, M & A activity can be effective in promoting the success and bring a sustainable competitive advantage. In recognition of tourism enterprises based on core competencies, based on Yang L? Ability of tourism enterprises mergers and acquisitions motivation, divided into three main areas:
Core Competence. M & tourism enterprises through access to external tourism enterprise (the enterprise to be) unique knowledge, resources and skills, and even the core capabilities to develop its own core competencies.

Strengthen the core competencies. For the development of core competence is of tourism enterprises, through mergers and acquisitions from the enterprise to obtain complementary external resources and knowledge and their own resources and support systems combine core competencies to improve the core ability to resist erosion of the ability of external factors, so that strengthened the existing core competencies.

Extend the core capabilities. Has built and nurtured for the core competencies of tourism enterprises, through the external enterprise (the enterprise to be) the acquisition, so that the original core competencies to expand and penetrate. Reposted elsewhere in the Research Papers Download http://www . hi138.com core competitiveness of tourism enterprises and the dialectical relationship between M & A
Core Competence and tourism enterprises interactive relationship between M & A activities, this interactive relationship can travel from the merger and acquisition on the role of core competence and core competence of the tourism success of M & A behavior and to discuss two aspects of the promotion.

When the core has been built and nurtured the ability of tourism enterprises, through the acquisition of the acquired businesses, the original core capacity expansion and penetration, as the success of M & A activity implied warranties, and because access to external resources and knowledge, making the original core competencies are strengthened.

M & A side as a tourism enterprises through access to the enterprise to have unique knowledge, resources and skills (or core competencies), to strengthen and build their own core competencies, so that the success of mergers and acquisitions, and expansion of core competencies to achieve.

Enhance the core competitiveness of the tourism strategy of mergers and acquisitions
Based on the nuclear l., `M & Tourism Competitiveness objective is to achieve after the merger of new tourism enterprises Yang L,` competitive power. But any travel companies can not simply direct access through the acquisition of core competencies, and need continuously based on the M & A integration and learning in order to achieve this goal. Post-merger integration is a huge project, involving tourism enterprise resource elements and all aspects of business activities. In this we must firmly grasp the key is to integrate the core competencies must be increase for the first goal, and all integration measures must be based on the Yang L, `capacity building.

Tourism enterprises need to be different from the original merger integration operation of the system organically combine to form a resource-sharing, complementary advantages, harmonization of the operational system. On the surface, integration of tourism enterprises is the redeployment of resources, but in essence , behind the redeployment of resources re-deployment capability. in accordance with the theory of enterprise capabilities, enterprise is essentially a collection of capabilities, both tangible and intangible resources or vector of the surface elements, only hidden behind these elements capacity, is the nature of business activities. Therefore, the integration of value creation can not be a simple integration of resources, but must be by increasing the ability to enhance their enterprise value. So, tourism is the key to integrating mergers and acquisitions "strategic capacity" transfer and application, but based on the core competitiveness of the merger integration capability is not only a simple transfer ability is more important is the protection, diffusion and development in the integration process through the ability of management to create value. Links to Research Papers Download Center http://www.hi138.com