If the enterprise merger and acquisition is established on the basis of clear strategy, rather than blindly action in certain opportunities under the induction of mergers and acquisitions, corporate strategy issues in M & a contract before it should have been the basic solution. However, after the merger of enterprises and two enterprises for independent of each other in terms of strategy, organization, there are some differences in the market competition, plays the role and market position is also different. Therefore, enterprises should re evaluate their faces in different environment and the original strategy after the acquisition, the establishment of new venture strategy and the role of both organizations in the implementation of the new strategy in their.
The internal and external conditions after the merger of enterprises are facing changes, dynamic balance to maintain the enterprise and the environment, it is necessary to integrate both the basic idea and the overall strategy, the new opportunity of Target Corp now operating conditions and the emerging and potential threats within the strategic adjustment of the consideration, so as to improve the enterprises in particular in the industry or market business advantage, can also prevent a mismatch in the acquiring party and the target enterprise business strategy and friction, conflict.
According to both the strategic dependency and organizational independence needs of the different levels, can be respectively take absorption, symbiosis, protection and control of the integration of the four strategic integration model. In order to effectively implement the strategy of integration, in the appropriate control at the same time, through the participation of employees, effective communication and positive cooperation, to overcome both the original strategic barriers, the post merger strategy to implement all aspects of the enterprise, and give full play to the strategic synergy effect.

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