本研究以金融即時交易軟體商公司PROPY的收購成長策略為例，探討在多次收購的過程中，如何因應公司策略調整與組織改革的困難，並處理收購後的產品整併所遇到的技術整合問題，PROPY是一家金融即時交易軟體公司，專注於提供創新、高效的交易解決方案。隨著業務的發展和市場的變化，PROPY開始進行多次的企業收購，目的是擴大市場份額，豐富產品線，並獲得關鍵的技術和人才資源。然而，這樣的成長策略帶來了一系列的挑戰。
首先，收購過程需要公司進行策略的調整，這往往伴隨著組織改革的艱辛。為了實現策略的一致性，PROPY必須調整其業務模式，並改變一些核心的工作流程。此外，公司還需要解決文化衝突，並確保所有員工都能夠接受並適應新的工作環境。這需要公司在改革過程中，尤其是在員工溝通和培訓方面投入大量的時間和精力，其次，收購後的產品整併是另一個重要的挑戰。由於不同的產品具有不同的技術架構，因此技術整合的問題變得尤為棘手。PROPY需要找到一種方法，既能夠維護每個產品的特性，又能確保整體的協同效應。這不僅需要技術的創新，也需要對市場需求和客戶需求有深入的理解，總的來說，本研究通過深入探討PROPY的收購成長策略，揭示了在進行多次收購的過程中，如何因應公司策略調整與組織改革的困難，並處理收購後的產品整併所遇到的技術整合問題。我們期待這些發現能夠為其他正在或計劃進行企業收購的公司提供實踐的指南和建議。

This study takes the acquisition growth strategy of PROPY, a financial real-time trading software company, as an example, exploring how to cope with the difficulties of company strategy adjustment and organizational reform during multiple acquisitions, and dealing with the technical integration issues encountered after the product consolidation. PROPY is a financial real-time trading software company, specializing in providing innovative and efficient trading solutions. With the development of business and changes in the market, PROPY started to carry out multiple corporate acquisitions, aiming to expand market share, enrich product lines, and acquire key technological and talent resources. However, such growth strategies have brought a series of challenges.

First, the acquisition process requires the company to adjust its strategy, which is often accompanied by the hardship of organizational reform. To achieve strategic consistency, PROPY has to adjust its business model and change some core workflows. Furthermore, the company also needs to resolve cultural conflicts and ensure all employees can accept and adapt to the new working environment. This requires the company to invest a lot of time and energy in the process of reform, especially in terms of employee communication and training.
Secondly, product consolidation after acquisition is another major challenge. Due to the different technical architectures of different products, the issue of technical integration becomes particularly tricky. PROPY needs to find a method that can both maintain the characteristics of each product and ensure overall synergy. This not only requires technological innovation but also a deep understanding of market demand and customer needs.In summary, this study, by delving into PROPY's acquisition growth strategy, reveals how to cope with the difficulties of company strategy adjustment and organizational reform during multiple acquisitions, and handle the technical integration issues encountered after product consolidation. We hope these findings can provide practical guidance and suggestions for other companies that are undergoing or planning to carry out corporate acquisitions.

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