好英语网中文：
奇虎360是中国互联网领域的一家知名公司，其私有化也是近期备受关注的话题之一。那么，为什么奇虎360要私有化呢？
首先，私有化可以使得公司管理层更加灵活地决策，不受外界投资者的干扰和制约。通过私有化，奇虎360可以更加专注于自身的战略规划和业务发展，减少对股价的关注和外部投资者的压力。
其次，私有化可以使得公司更加容易地进行资本运作和并购。在公开市场上，进行大规模的资本运作和并购需要经过复杂的审批程序和信息披露，而私有化则可以更加灵活地操作，减少审批和信息披露的难度。
此外，私有化还可以提高公司的估值和市值。在公开市场上，公司的股价往往受到多种因素的影响，包括市场情绪、行业趋势等等。而私有化则可以减少这些因素的影响，使得公司可以更加专注于自身的业务发展，提高公司的估值和市值。
总的来说，私有化是奇虎360发展过程中的一个重要选择。通过私有化，公司可以更加灵活地决策和运作，提高公司的估值和市值，为未来的发展打下更加坚实的基础。
英文：
Qihoo 360 is a well-known company in the Chinese Internet field, and its privatization is also a topic that has garnered a lot of attention recently. So, why is Qihoo 360 privatizing?
Firstly, privatization allows the company's management to be more flexible in decision-making and less susceptible to interference and constraints from outside investors. Through privatization, Qihoo 360 can focus more on its own strategic planning and business development, reducing its focus on stock prices and the pressure from external investors.
Secondly, privatization allows companies to more easily carry out capital operations and mergers and acquisitions. On the public market, large-scale capital operations and mergers and acquisitions require complicated approval procedures and information disclosure, while privatization can provide more flexibility in operations, reducing the difficulty of approval and information disclosure.
In addition, privatization can also increase a company's valuation and market capitalization. On the public market, a company's stock price is often influenced by various factors, including market sentiment, industry trends, etc. Privatization can reduce the impact of these factors, allowing the company to focus more on its own business development and improve its valuation and market capitalization.
Overall, privatization is an important choice in Qihoo 360's development process. Through privatization, the company can make more flexible decisions and operate more efficiently, increase its valuation and market capitalization, and lay a more solid foundation for future development.
