Successful cases of enterprise transformation and upgrading

Transformation and upgrading has always been a hot issue in theory and practice. Affected by economic development at home and abroad, transformation and upgrading have become an inevitable choice for the development of many small and medium-sized enterprises. The following are the successful cases of enterprise reform that I have compiled for you. Welcome to read! Successful case of enterprise reform 1: China Economic Net August 20th (Lin Dong) How to define the state-owned assets after privatization? Zhang Chunxiao, director of the consulting department of the Research Center of the State Council State-owned Assets Supervision and Administration Commission, mentioned the first case of Jiangsu private enterprises purchasing state-owned enterprises when he was a guest in the interview column of China Economic Net. He said that Yurun's success was to revitalize state-owned assets.

As the first case in which private enterprises in Jiangsu Province acquired state-owned enterprises, why did Yurun succeed? Zhang Chunxiao pointed out that the key lies in properly handling contradictions and revitalizing state-owned assets. At the beginning of the acquisition, employees were very angry because the iron rice bowl had become a mud rice bowl, and they sat quietly, abused and pulled banners. Zhu, chairman of Yurun Group, received an envelope containing a bullet. However, he made three promises. The first is that he will never take anything from the factory. If the profit after production is not taken away, it will be used for the enterprise's own development. Accept all employees of the former No.2 Factory, do not lay off employees, and ensure that the salary of each employee is higher than the average level of employees of Nanjing state-owned enterprises. Third, the wages and medical expenses owed by the original factory will be paid in full. If the enterprise can't come up with so much money, it will be reimbursed by stages and get the money back bit by bit this year and next year.

Zhu first invested 1 100 million yuan to transform Nanjing Canning Factory. In just five months, the sales reached 96 million yuan. Zhang Chunxiao spoke highly of Yurun's success, saying that Zhu achieved a win-win situation and the state-owned assets were revitalized. ? 1996, this small factory has lost 70 million total assets. Dissolution and sale of enterprises, the money is not enough to pay the upfront wages owed by employees. The Nanjing municipal government has a high cost of resettling employees. ? Yurun acquired successfully. First, there is no need for resettlement costs. Second, the original dying cost is activated because of his investment and development, which is a very good result of economics and an effective allocation of resources. ? Yurun also got all the skilled workers. High profits were made at low cost, and employees also made high profits? .

Finally, Zhang Chunxiao summed up the comments: This successful model is to stand in a good angle, from the perspective of employees and state-owned assets.

Successful cases of enterprise reform 2:

This is a comparison between the business growth of a state-owned holding group company in the south in recent four years and the national import and export growth in recent years. In fact, this enterprise has maintained a compound growth rate of more than 20% in the past 10 years. After 20 years of development, this enterprise has six business segments, including textiles and clothing, complete sets of power generation equipment, ships, new energy, commodities and machinery, dozens of overseas branches, and acquired five competitors from the United States and Europe. It has successfully developed new production bases in Southeast Asia and other places, with nearly 3,000 employees and sales exceeding 40 billion yuan.

Even in the most competitive clothing export field, the clothing subsidiary of MAC Group has become China's first export enterprise to the European Union and the fourth export enterprise to the United States, and has become Uniqlo, H&; M and other enterprises competed for the cooperation goal, successfully acquired an American brand, and hatched a leading clothing brand in China market.

More than 90% of the people in MAC Group have bachelor degree or above. In the past eight years, the employee turnover rate is only 5%, and the employee satisfaction is extremely high. Not only that, the group has more than 100 multi-millionaires. At 8: 30 every morning, employees under the office building automatically queue up for the elevator. These multimillionaires are scattered among colleagues, talking and laughing, and have no feeling of development difficulties, have they? Leadership? This feeling.

We know that in recent years, great changes have taken place in China's domestic and external environment, and foreign trade enterprises have encountered the following difficulties: weak international demand and weak growth in major export markets such as the United States, Japan and Europe; China's domestic factor cost is rising rapidly, and the comparative advantage of traditional export products in the world is gradually decreasing; China itself experienced a difficult industrial upgrading, and some traditional industries began to transfer internationally.

Then, how can this enterprise achieve extraordinary development in the difficult foreign trade field and overcome the institutional constraints of state-owned enterprises?

20 14 was entrusted by the company, and Hejun Consulting assisted the company to study the future-oriented strategic thinking. One of the topics deeply analyzed this problem.

After many discussions, Hejun Consulting and MAC Group come to the conclusion that all this is mainly due to? Under the state-owned system, the mixed ownership system with the spirit of partner system as the core has been successfully implemented? .

The system solves several key problems:

1. Is it finished? State-owned enterprises are rigid in mechanism and slow in decision-making, so it is difficult to mobilize employees' enthusiasm and give full play to their creativity in the distribution of benefits? problem This makes MAC, as a state-owned enterprise, as hard and soft as private enterprises in the market. Because its overall quality is much higher than that of private enterprises, its combat effectiveness is stronger.

2. Solved the management problem of how to unite a group of wealthy high IQ intellectuals for common development. More than 90% employees in this enterprise have bachelor degree or above, and 100 multi-millionaires and billionaires are willing to work and develop in this enterprise, which fully demonstrates the effectiveness and cohesion of this mechanism.

3. Solve foreign trade business. There is a close relationship between the customer and the team serving the customer, which leads to the strong centrifugal force of the mature team and makes it difficult to form scale effect? problem In the field of foreign trade, excellent managers often use customer resources to establish other portals, such as private enterprises, state-owned enterprises and foreign enterprises.

4. solved? The contradiction between the division and the back office of the company is difficult to solve, and the back office service department is often difficult to control, difficult to assess and inefficient? problem Its back-office expenses (mainly for personnel, administration, finance, IT, overseas offices and other service functional departments) account for about 8? , equivalent to the limited level of Hong Kong Li & Fung (about 6? ), has gained a great competitive advantage for the development of enterprises-for enterprises in the foreign trade field with increasingly bad external operating environment, will this increase in expenses crush enterprises? The last straw? .

So, how is this system constituted? He entrusted Hejun Consulting Company to sort out this system. The main points are shared as follows:

The first level, under the premise of not changing the state-owned holding, solves the problem of the bondage of the state-owned system, and what to do? State-owned and private? . In the previous reform, the group leaders and employees first divided the MAC group into six subsidiaries according to their business, and the employees of each subsidiary obtained most of the shares of the subsidiary, but maintained the relative controlling rights of state-owned shares. In this way, MAC itself is a wholly-owned state-owned company, holding six subsidiaries relatively; At the same time, because this equity arrangement is equal to the right of profit distribution and management, the profit distribution tends to the business level, and the management authority is all decentralized. In this way, while developing their business, each subsidiary also enjoys the benefits brought by brand, finance and management at the group level.

The second level, solve the problem of holding employees? Where is the equity? problem In the early years, MAC Group adopted the method of employee stock ownership meeting. In recent years, due to the need of capital operation, the structure and rules of equity meetings are being mapped to several limited partnerships.

The third level, how to solve the problem of subsidiary shareholders' meeting? Structural design? The question is how to distribute these shares among employees, how to be fair, just and have a strong incentive effect, and promote everyone to work hard while ensuring cohesion, so as to obtain economies of scale. After years of evolution, this level of design has taken shape? Give priority to profit contribution, taking into account history, ability and present contribution? Principle of equity distribution. In fact, this is a partnership based on ability? Arrange. Specifically:

First of all, the business under the jurisdiction of the subsidiary adopts the business division system, and each business division enjoys complete business autonomy; In finance, management and other aspects. Public affairs? Characteristics of unified management at subsidiary level.

Secondly, the non-state-owned shares of subsidiaries are divided into several parts: the equity pool corresponding to the profits of each business department, the equity pool corresponding to the position sequence, and other specially arranged equity pools.

Thirdly, set the threshold for employees with equity, and take certain performance as the condition for obtaining equity. At present, in the MAC Group, 30% employees have equity.

Fourth, the equity base? Profit contribution, historical performance, ability evaluation? Conduct dynamic evaluation and adjustment, and make regular adjustments. The adjustment process ensures fairness and transparency through certain procedures, with gains and losses, increases and decreases.

Finally, stocks are priced according to certain principles. Set the pricing mechanism for the adjustment, entry and exit of equity.

What is the core of this system? Partner system? , respect the ability and profit contribution of everyone and each team, and use it as the basis for distribution; At the same time, we should give consideration to the contribution of public functions, provide corresponding income rights for public functions, and set up a floating equity pool to meet the needs of career development.

During the discussion with the executives of MAC Group, Hejun Consulting Clothing Division felt that the spirit core of this partnership system was very similar to Huawei, Fuxing Group and Hejun Group, which provided some reference for solving the problems of mixed ownership reform of state-owned enterprises, sustainable development of foreign trade enterprises and knowledge-based enterprise management.

Successful cases of enterprise reform 3:

China Economic Net August 20th (Lin Dong) The reform of state-owned enterprise system is not a simple acquisition of state-owned enterprises by private enterprises. When Zhang Chunxiao, director of the consulting department of the Research Center of the State Council State-owned Assets Supervision and Administration Commission, visited the interview column of China Economic Net, TCL was taken as an example to emphasize that the interests of the state and enterprises should be the most important, and the restructuring of state-owned enterprises can also be completed through capital increase.

TCL reorganization is the decision of Huizhou Municipal Government. 1996, TCL had a net asset of 300 million, but it was poorly managed. 1April, 1997, Huizhou municipal government decided to turn TCL into an authorized operation of operating state-owned assets, that is, 300 million assets were owned by Huizhou municipal government. So TCL made an incremental stock reward scheme, that is, 300 million assets belonged to Huizhou Municipal Government, and the annual return on net assets was not less than 10%. Zhang Chunxiao said in explaining this figure. At that time, it was very thoughtful to set this 10%. If you set it high, you will not be able to achieve the work and you will have no motivation to do it.

Zhang Chunxiao gave a detailed explanation on the concrete implementation of the whole scheme. The annual return on net assets is not less than 65,438+00%. If it is increased, the management can get 65,438+05%, which is the same as the progressive tax. Management can get 30%. If you do a good job, the management will get 45%, then at this time, the incremental bonus is very good. What people care about is how tangible things become you. Huizhou municipal government said it was all owned by the municipal government. If you do well, I will reward you.

This effectively avoids the contradiction of asset ownership. So what? TCL is very successful.

In the reorganization plan, increment should embody a concept of fairness and social acceptability? . Zhang Chunxiao introduced: Li Dongsheng put forward three goals. The first goal is to benefit major shareholders and the country. If it is not good for major shareholders and the country, it is eating into the country. Second, it must be conducive to the development of enterprises. It is not good for enterprise development. Even if the government gives us many good conditions, what's the use if we can't do it? In the end, your reorganization must be a flash in the pan. Third, after the enterprise develops, its contribution to the whole society is obvious.

Zhang Chunxiao said that Li Dongsheng considered the concept of society when proposing his goals, which is different from the concept of private entrepreneurs in Yurun Zhu.

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