Investigation report of private enterprises in Zhejiang Province
Investigation Report of Private Enterprises in Zhejiang Province——A Survey of Thousands of Private Enterprises in Zhejiang
Today, three years after China’s accession to the WTO, the development of the private economy is facing new challenges. In order to thoroughly implement the spirit of the 16th National Congress of the 16th Party Congress, the Third Plenary Session of the 16th CPC Central Committee and the 4th and 5th Plenary Sessions of the 11th Provincial Party Committee, accelerate the promotion of a new leap in the private economy, promote the sustained, rapid and healthy development of Zhejiang's economy and society, and the private economy of Zhejiang Province. The Research Association and Zhejiang Private Economy Research Center conducted a survey and analysis on the production and operation status, enterprise development environment and corporate governance of private enterprises above designated size in Zhejiang Province. This questionnaire survey lasted from April to October 2004 and lasted for 6 months. A total of 1,000 questionnaires were distributed, of which 704 were valid questionnaires. The surveyed private enterprises were distributed in 11 cities in Zhejiang Province. We will analyze and propose countermeasures for the main issues involved in this report and submit them to the provincial, provincial and provincial governments and relevant departments for reference in the formulation of policies.
The results of the survey are now comprehensively analyzed as follows:
I. Basic situation of large-scale private enterprises in Zhejiang
From the time of establishment, nearly one-third of the large-scale private enterprises surveyed were founded before 1988, and quite a few of them were restructured from state-owned enterprises or collective township enterprises. Many enterprises still face The historical issue of "unclear property rights."
From the perspective of industrial distribution, most of these large-scale enterprises are distributed in the secondary and tertiary industries, especially in the industrial fields of the secondary industry. In the distribution of the secondary industry, it is mainly concentrated in the textile industry, clothing and fiber products manufacturing, general machinery manufacturing, electrical machinery and equipment manufacturing, metal products industry and other industries, which account for 23 of the total number of companies surveyed. %, 9%, 8%, 8%, and 7%, while the tertiary industry focuses on the business and construction industries.
From the perspective of the organization of enterprises, these enterprises are mostly based on company system, of which limited liability companies account for 71.85%, and joint-stock companies, sole proprietorships and partnerships account for 14.25%, 7.61% and 2.49% respectively. This shows that with the promulgation and implementation of the "Company Law" and other laws and regulations, Zhejiang's private enterprises, especially the large-scale private enterprises in the organization form is obviously optimized, but due to the problem of quota crisis and agency costs, most of the private Enterprises still follow the family-based management model, and it will take time for private enterprises in Zhejiang to truly establish a management system for modern enterprise systems.
From the perspective of enterprise scale, the average registered capital of private enterprises in this survey is 2,339,800 yuan/household, as shown in Table 1, which is higher than the national standard. The basic operational indicators of enterprises can be seen in Table 2.
Table 1 Composition of registered capital of enterprises Unit: 10,000 yuan
Registered capital <1000 1000～5000 5000～10000>100000 Total
Ratio 56.20 26.33 11.45 6.02 100.00
Table 2 Investigation of major projects of enterprise operation status Unit: 10,000 yuan
Survey items Average fixed assets Average working capital Average output value Average sales Average export value Average debt Average claims
The company under investigation 7267.30 4016.25 23624.03 21710.98 6666.76 9181.56 6170.39
Second, the main constraints faced by the development of large-scale private enterprises in Zhejiang
During the investigation visit, we found that although Zhejiang private enterprises overcame the "Iraq War" and "SARS" in 2003 and continued to maintain a good momentum of development, some enterprises did face many difficulties in their development. These bottlenecks have severely restricted the development of enterprises, and some enterprises are even difficult to maintain even normal operations. According to the survey, the current production, electricity, human resources, and production land have become the top three constraints that hinder the further development of private enterprises. Based on the major difficulties faced by the company in the survey, we will analyze and give advice on three main aspects of land and power, human resources and financing.
Table 3 The main difficulties affecting the development of enterprises at present
Sequence first ratio second ratio third ratio average rate ranking
Market Access 3.06 1.18 1.02 1.76 12
Law enforcement environment 4.97 1.70 2.91 3.19 9
Tax burden 12.55 8.65 6.11 9.10 6
Foreign trade exports 2.48 2.88 2.77 2.71 10
Foreign trade imports 0.62 0.39 0.29 0.43 14
Production land 18.51 7.21 4.51 10.08 3
Financing 11.93 10.62 6.11 9.55 5
Market development 8.82 9.57 10.77 9.72 4
Human resources 10.56 18.48 13.54 14.19 2
Enterprise Management 3.73 11.40 11.35 8.84 7
Technical strength 3.53 6.82 11.64 7.33 8
Market Information 1.24 2.36 4.37 2.66 11
Social Security 0.12 0.66 1.17 0.65 14
Production electricity 17.02 17.56 19.94 18.17 1
Local protection 0.50 0.26 1.17 0.64 15
Other 0.36 0.26 2.33 0.98 13
Total 100.00 100.00 100.00 100.00 -
1. Land and electricity issues
As can be seen from Table 3, a considerable number of enterprises listed the two resources of production land and production electricity as the first two of the “currently the first ratio of major difficulties affecting enterprise development”. It can be seen that natural resources and energy issues have become the primary problem faced by private enterprises in Zhejiang.
1 land use problem. Since the second half of 2003, the central government has issued a series of policy measures to strengthen land management and effectively protect cultivated land. In 2004, according to changes in the economic situation, the central government increased the intensity of macroeconomic regulation and control. Sun Wensheng, Minister of Land and Resources, said in May 2004 that the city's batch construction land approved by the State Council in the first quarter of 2004 decreased by 46% compared with the average land use approved in 2003. According to the Zhejiang Provincial Construction Department recently announced. According to the data, after the whole process, the development zone of Zhejiang Province has been reduced from 758 to 134. The current planned area has been reduced to 1257.06km [2], which is nearly 2/3 less than that before the whole rehearsal. The number and planned area accounted for 82.3% and 72.5% respectively. In April 2004, the central government issued a series of policies. The General Office of the State Council issued the “Emergency Notice on Intensively Implementing Land Market Governance and Strict Land Management”, proposing key points for land approval, land occupation, balance of occupation and compensation, and new Increase the construction land use fee, land acquisition compensation and resettlement, and the operation land use right "catch, shoot, hang" and other six aspects of the situation to carry out clean-up inspection and rectification, to strictly implement the construction land approval management within half a year of rectification The "three pauses" measure. This time, the "land stop" is undoubtedly a heavy blow to the private enterprises that Zhejiang is constantly developing and growing. It has greatly weakened the enthusiasm and investment confidence of enterprises, and also disrupted the long-term development plan of enterprises. According to the data, the growth rate of fixed investment in industrial enterprises in Wenzhou and Shaoxing in the first four months of 2004 has dropped sharply. The increase in fixed investment in Wenzhou has dropped to 11.1%, far lower than the 41% in Zhejiang Province. Since the supply of land resources is scarce and cannot be solved through international trade, it will become a major bottleneck restricting the development of private economy in Zhejiang Province.
Table 4 The expected value of the production land area of the enterprise Unit: 10,000 square meters
<1 1~2 2~5 5~10 10~20 >20 Total
Current area 18.32 19.91 26.77 11.50 7.08 6.42 100.00
100.00 Hope to reach 11.63 14.47 26.61 20.93 13.18 13.18
From Table 4, we can see that due to the rapid development of private enterprises in Zhejiang Province, with the further expansion of the scale, the demand for land has also increased. However, at present, many private enterprises in Zhejiang expect a large gap in the area of production land and the actual area occupied by enterprises. According to the survey, the upper-scale private enterprises have an average production area of 56130.56m [2], of which 44.90% require to expand the production land area, and the average household expects to reach 103004.51m [2], with an increase of 83.51%. Due to factors such as the regulation of the giants, the use of land has become more tense. The restrictions on land in the province have severely restricted the growth of enterprises. As a result, many enterprises have sought investment and development in the mainland, where the land resources are relatively surplus. The inland areas are relatively inaccessible to the coastal areas. Exports, industrial supporting facilities are not complete, and the company has interrupted the mature and stable industrial chain in the process of external migration, making the development of the enterprise difficult.
In addition, land resources are tight, and the land use index of the project is difficult to implement, making it more and more difficult to attract investment. Some projects can only be “on paper” and cannot enter substantive construction. As some scholars in China believe that Chinese private enterprises, especially those in Zhejiang, the competitiveness of products is mainly maintained by low cost, and this low cost mainly comes from two aspects, one is land policy and the other is labor. policy. When the government strengthens the control over the land and the land acquisition procedures are strict, it is impossible to obtain a large amount of low-cost land as in the past, and the cost of land use has been significantly improved. On the other hand, the government’s care for vulnerable groups has been continuously strengthened. The welfare guarantee has also been gradually improved, and the labor costs will naturally increase accordingly. In the face of such a situation, how to maintain the low-cost competitiveness of enterprises will be an urgent problem for private enterprises in Zhejiang.
2 electricity problem. In view of the various ratios of the survey results, the lack of electricity has become the biggest difficulty faced by private enterprises in Zhejiang.
From January to May 2004, the number of provinces and cities lacking electricity in the country has expanded to 24, of which Zhejiang is the most serious. Experts predict that Zhejiang has entered the "electricity crisis" stage. According to the statistics, the power shortage in Zhejiang Province was around 20 billion kWh in 2004. In the case of extreme high temperature, the maximum power gap reached 6.3 million kilowatts. Since 2004, in addition to the 10 days during the Spring Festival, Zhejiang has experienced severe power cuts every day; by the end of April, it has accumulated a power cut of 3.452 billion kWh, exceeding the 2003 annual limit of 3.409 billion kWh. It accounts for 71.7% of the total power cut of the East China Power Grid. Local governments have also adopted measures of “stopping three open four” or “stopping two open five”. Some enterprises have “blackout during the day and electricity at night”, which seriously affected the normal production of enterprises. Among the large-scale private enterprises we surveyed, 52.44% of the enterprises had abnormal power outages, with an average monthly power outage of 11.32 days.
The shortage of power resources has caused huge losses to private enterprises in Zhejiang:
a. Direct losses caused by power shortages. The power shortage has caused most private enterprises in Zhejiang to be in a semi-stop state. The advantages of large-scale enterprises have been weakened, production costs have been greatly improved, the growth rate of production has fallen sharply year-on-year, and the net profit has also fallen sharply, which has seriously restricted the further growth of enterprises. The private enterprises in Table 5 are located among the top 500 private enterprises in the country, but in 2004, the reduction in turnover due to lack of electricity averaged nearly 20%. In order to ensure on-time delivery, many private enterprises have to purchase generators to maintain basic production. According to statistics, 42.46% of private enterprises in Zhejiang often rely on self-generation to maintain production. As of the end of May 2004, there were 83,693 generators in Zhejiang. Self-generation increases the expenditure on fixed assets of enterprises, and the production efficiency is low, which leads to a significant increase in the cost of enterprises. According to the preliminary calculations of Hangzhou City, the average output per kWh can create an output value of 22.44 yuan, creating a profit of 1.36 yuan, and the cost of self-generation is higher than the ordinary power supply cost of 0.6 yuan per kWh. This alone will increase the cost of Zhejiang enterprises by 2.6 billion. yuan. According to preliminary statistics, from January to May 2004, only 1289 companies in Hangzhou had losses, accounting for 1/4 of the total number of enterprises in the city.
Table 5: Loss of the scale of private enterprises due to lack of electricity
2003, 2004 is expected to reduce due to lack of electricity in 2004
Unit: 100 million yuan Operating income Net profit Operating income Net profit Operating income Net profit Total business reduction
Zhejiang Hengyi Group 53.8 1.84 90.00 3.00 15.00 1.00 16.7
Hangzhou Huadong Chain Factory 2.48 0.13 1.39 0.20 1.00 0.07 33.9
Zhejiang Huada Communication Group 7.32 0.38 8.00 0.42 1.50 0.10 18.8
Holley Group 67.00 3.60 100.00 5.50 4.50 0.50 4.50
Wanfeng Auto Group 20.00 2.20 25.00 2.90 5.00 0.80 20.0
Hailiang Group 31.02 0.764 42.00 1.10 8.40 0.22 20.0
Oaks Group 72 4 100.00 4.50 6.00 0.30 6.0
Zhejiang Liuqiao Feather Company 9.35 0.13 12.00 0.16 3.00 0.04 25.0
Zhejiang Xiangsheng Group 14.86 0.70 25.00 1.25 3.00 0.25.00 20.0
b. Indirect losses caused by power shortages. The lack of electricity not only led to a substantial increase in the production costs of enterprises, but also seriously affected the credibility of enterprises, so that many enterprises "have no power to make it", and empty machines and workers can not start work. Due to the long time of general power-off and power-off, even if the company rushed to work when there was electricity, it could not complete the project output. Many orders could not be completed on time, and the contract failed to perform. Reputation is the life of an enterprise. The economic loss caused by failure to perform is only a temporary one, but the negative impact on corporate reputation is long-term. This intangible loss is immeasurable and may even threaten the survival of the enterprise.
2. Human resources issues
The survey of large-scale private enterprises in Zhejiang Province mainly involves entrepreneurs and employees in terms of human resources.
1 entrepreneur. According to the survey results, the proportion of entrepreneurs in colleges and universities accounted for 54.36%, and the number of middle-level technical titles was 55.80%. This shows that the entrepreneurs of large-scale private enterprises in Zhejiang Province have a higher level of enthusiasm than before. Great improvement. These entrepreneurs have accumulated rich management experience in long-term business practices, and their market management has greatly improved their management capabilities.
Table 6 Composition of entrepreneurial cultural calendar
Illiterate country small country middle school high school vocational college secondary school college graduate student
Ratio 0.24 0.47 12.85 23.82 1.18 7.08 39.39 8.37 6.60 100
Table 7 has the title composition
No title, junior, intermediate, advanced, total
Ratio 37.24 6.96 40.14 15.66 100.00
In our investigation, we found that many entrepreneurs still have shortcomings in management, mainly in the following aspects:
First, the decision-making ability is not strong. The decision-making ability of private entrepreneurs is not strong, on the one hand, it is related to their own original knowledge standards. The survey shows that the vast majority of private entrepreneurs surveyed have not received formal management theory studies; on the other hand, they are accustomed to “following the market” with private entrepreneurs. The way did play a big role in the early stages of market competition, but as the size of the company grew, this type of decision-making became increasingly inadequate. Especially in the 21st century, enterprises are facing increasingly fierce market competition, and business management is full of great uncertainty. At this time, empirical decision-making is easy to lead to decision-making mistakes, which requires entrepreneurs to have a keen market. Touch, promptly make contingency decisions based on changes in the external environment, and improve the ability to make quick decisions.
Second, the ability to innovate is not strong. Schumpeter believes that entrepreneurs are a special group with innovative spirit and new resources. Their basic elements are innovative and foresight. They can organize various elements to create new combinations and apply new combinations. Go to practice. In analyzing the successful experiences of the most competitive enterprises in the world, Fortune magazine also believes that “the first is innovation, the second is innovation, and the third is innovation”. It can be seen that entrepreneurs’ innovative spirit and innovation activities are for the development of enterprises. It is vital. The survey shows that many private entrepreneurs in Zhejiang have recognized the importance of innovation, but from the perspective of their specific innovative methods, they are still on the surface. First, "slogan" innovation. Some entrepreneurs regard "exploitation and innovation" as the purpose of the enterprise, but the management is still the same. Second, "follow the wind" innovation. Some entrepreneurs follow the trend at will, passively follow the market, lacking forward thinking. Third, the "closed door-making" innovation. Some private entrepreneurs are not thorough in market research, relying on the brain to make decisions, innovation is arbitrarily large, and the true purpose of innovation activities cannot be achieved.
Third, organizational skills are not strong. After the enterprise has developed to a certain scale, one problem that entrepreneurs have to face is the authorization within the organization. In modern enterprises, entrepreneurs can't take everything, and it's impossible to do everything. Therefore, entrepreneurs should give full play to their leadership role in organization and coordination, carry out reasonable authorization, decentralization, rely on the wisdom and strength of employees, and gather the power of all to achieve their careers. However, our survey found that most of the large-scale private entrepreneurs in Zhejiang have not been able to do this. They are used to personally, and they are not willing to let their subordinates and employees do it. This is in addition to employee competence and entrepreneurial awareness. In addition, the main reason is that entrepreneurs do not know how to properly authorize them. This unreasonable management method has caused people's disharmony and led to the loss of a large number of management talents.
2 employees. When we conducted a survey of employees, we found that the ratio of the number of workers, the number of managers, and the number of technicians at the time of opening of the private enterprises did not change significantly from the end of 2003. The number of workers was roughly seven times the number of managers. Around, it is more than 8 times that of technicians. It can be seen from the data that the ratio between production personnel, management personnel and technical personnel is very unreasonable, and there is a clear lack of management personnel and technical personnel. According to academic surveys, only 23.97% of the people above the university level indicate that the overall cultural level of employees of private enterprises, especially production personnel, is not high.
Table 8 Average number and composition of workers, managers and technicians
General worker manager technical staff total
Average number of people at the opening 73.11 11.58 7.95 92.64
Opening ratio 78.92 12.50 8.58 100.00
Average number at the end of 2003 484.69 68.66 59.70 613.05
The ratio at the end of 2003 79.06 11.20 9.74 100.00
Table 9 Composition of academic talents Unit:
PhD student, postgraduate, college student, junior college student, secondary school student
Each company has an average of 0.29 1.27 25.96 44.85 87.29 159.66
The overall cultural quality of private enterprises, especially production personnel, is relatively low. To a certain extent, it is related to the fact that most private enterprises in Zhejiang are labor-intensive enterprises. Generally speaking, enterprises engaged in the production of labor-intensive products have low technological content, and workers can engage in production as long as they are familiar with the operation and processes of the machine, and there is no high requirement for the cultural level of workers. And because of the low labor costs, companies often exclude talents with higher starting salaries, which makes enterprises enjoy cost advantages in competition with foreign counterparts, but this kind of extensive growth is difficult to last.
Many private enterprises have inadequate internal systems and therefore cannot retain talents, resulting in a low proportion of management technicians. The imperfect internal system is manifested in the following: First, there is a lack of a reasonable employment system. Many private enterprises have the phenomenon of professional use, which limits the ability of many professionals to play. The second is the lack of an effective talent management system. It is impossible to form a situation in which "people do their best and use their best". The reason why Hisense Group can “achieve its talents and become talented” is that the Hisense Group has a good talent management mechanism that “respects talents, uses talents, trains talents, develops talents, and creates talents”. The third is the lack of awareness of management and technology. The survey found that some private entrepreneurs have insufficient understanding of the importance of management and technology-based enterprises. Some leaders even think that: "Enterprises are engaged in production, so many managers and scientific and technical personnel do!" or only use, not cultivate Or attach importance to introduction, neglect mining; or attach importance to education, ignoring actual ability.
3. Financing issues
Financing difficulties are an old problem that restricts the development of private enterprises in Zhejiang. According to the current statistics of bank credit assets, the proportion of non-state-owned economy accounts for less than 30%; in the securities market, private companies only account for 1.6% of the total number of listed companies, and only 1.39% of the companies surveyed have already listed.
The survey shows that the most important source of funds for private enterprises in the daily operation process is self-owned funds, accounting for 48.14%; 90.78% of the enterprises are mainly sourced from their own funds when they start business. However, the self-owned funds are always limited. As the enterprise grows and develops, the contradiction of capital shortage will be highlighted and become the main constraint factor for the development of the enterprise. From a vertical comparison point of view, the three main capital uses of enterprises are supported by their own funds, followed by bank loans. Although the state has given private enterprises some preferential policies on loans, it has not yet been implemented, which has affected the development of private enterprises.
Table 10 Sources of funds needed for daily operations of private enterprises
Bank loans, private lending, self-owned funds, relatives and friends, loans, other
Capital construction 38.62 7.2 47.96 5.12 1.10 100.00
Technical transformation 38.25 5.1 51.28 2.95 2.42 100.00
Liquidity 41.20 7.09 45.17 5.36 1.18 100.00
Average composition 39.36 6.46 48.14 4.47 1.57 100.00
Although Zhejiang has a wealth of private capital, the survey shows that the surveyed companies believe that financing is difficult and difficult to account for 38.84%, not difficult to account for 47.79%, and not difficult to be 13.37%, which indicates that Zhejiang private enterprises still have difficulty financing. . The survey found that indirect financing is still the main channel for large-scale private enterprises in Zhejiang. As can be seen from Table 10, bank lending is a major cause of difficulties in financing private enterprises. On the issue of bank loan difficulties, 70.54% of the companies in this survey mentioned discrimination in ownership. There is still no good mechanism between Zhejiang banks and private enterprises. Since 2003, the People’s Bank of China and the China Banking Regulatory Commission have launched a plan to make the economy run smoothly and increase the intensity of macroeconomic regulation and control, in response to problems such as overheating of some industries in the country’s economic operations, excessive investment demand, and excessive credit supply. A series of policies, controlling the scale of investment and compressing loans will make the financing difficulties of Zhejiang private enterprises intensified.
Table 11 The difficulty of financing private enterprises
Very difficult, difficult, not difficult, not difficult, total
Ratio 3.66 35.18 47.79 13.37 100.00
As can be seen from Table 12, only 2.09% of the large-scale private enterprises surveyed were listed on the domestic securities market, 2.21% were listed overseas, and 95.70% of the private enterprises failed to directly finance through the listing of enterprises. The survey also shows that most enterprises are eager to expand and renovate themselves and continue to grow bigger and stronger. However, the current lack of bank loans and the difficulty in financing the securities market make it difficult for private enterprises to achieve this desire.
Table 12 Composition of the listed private enterprises
Domestically listed, domestically controlled, listed overseas, overseas holding, unlisted, total
Ratio 1.39 0.70 2.09 0.12 95.70 100.00
According to the survey, we believe that financing difficulties can be analyzed from the following three aspects:
1 From the perspective of the company itself: Many of the private enterprises surveyed started from small-scale township enterprises. Although the company is growing and growing, its business philosophy has not changed much, for tax avoidance or other reasons. Many private enterprises are unwilling to report their own company's information truthfully, resulting in information asymmetry between banks and enterprises. Some managers are not familiar with the country's financial credit policies, and do not pay attention to creating the conditions for enterprises to meet their credit needs. For example, they have not completed a full set of real estate licenses and land certificates, which makes it difficult for banks to provide loans in the form of mortgages. Moreover, many private enterprises have inadequate financial systems, low debt and risk resistance capabilities, and objectively increased financing risks.
2 From the perspective of the financial system: In recent years, the state has pursued “grasping the big and letting small” and “supporting the good and the poor” in economic development. In order to cooperate with the implementation of national policies, state-owned commercial banks have also reformed their own mechanisms and started to implement relative Strict credit policies, such as corporate loans, must be guaranteed by effective assets or qualified enterprises. At present, some private enterprises in Zhejiang have relatively simple equipment and equipment, and the valuation of mortgages is not high, and the land has no property rights and cannot be mortgaged. It is also more difficult to win guarantees from other units. In addition, the current bank loan procedures are cumbersome, time-consuming and laborious, which seriously affects the enthusiasm of indirect financing. The most important thing is that the entire social effective quota system is lacking, and the communication between banks and enterprises is not smooth in the specific implementation process. The development of the quota intermediary institutions is also an important reason for the current social quota development.
3 From the perspective of the government: In the existing legal system of China, not only the types of laws and regulations are not complete, but also obviously lag behind the actual economic operation. The "three-sex" principle stipulated in the "Commercial Banking Law" determines that commercial banks are unwilling to lend funds to private enterprises because of their high cost and poor security. Although the Securities Law has been introduced for several years, it is not In practice, private enterprises are listed for direct financing; the Company Law also requires a limited period of time for a company to be listed. Even if private enterprises are listed, there is no administrative protection by the government. Once faced with ST, PT or delisting, it is difficult to expect the government to save itself through the capital injection method of “asset restructuring”. The financing costs must be digested by the private enterprises themselves. This is obviously much more difficult than the listing of state-owned enterprises. In addition, compared with the United States, Germany, Canada, and Japan, the Chinese government is lagging behind the establishment of local small and medium-sized financial institutions and insurance guarantee institutions, and private enterprises are not supported by these small and medium-sized organizations.
3. Suggestions on the development of large-scale private enterprises in Zhejiang
Judging from the situation of our investigation, the private economy has contributed to the construction of a prosperous province in Zhejiang Province. In order to enable private enterprises to actively pursue, innovate and achieve new leaps in accordance with the requirements of the scientific development concept, governments at all levels should review the situation, study and formulate relevant policies and measures, and effectively solve major problems such as production land and electricity consumption of enterprises; Financial support, intermediary services and talent security systems will further optimize the environment and create more favorable conditions for the development of private enterprises; private enterprises should also seize opportunities, take advantage of the situation, improve their quality and accelerate development. Based on the above analysis, several suggestions are made:
1. Countermeasures against land and power problems
1 Electricity consumption: a. The government should further recognize the energy supply situation and improve the quality of economic operations. The constraints on energy and other energy sources are long-term, so the extensive economic growth pattern must change. The government should give full play to the role of industry guidance, and adopt strong measures for high-input and high-energy-consuming enterprises to promote technological transformation or industrial transformation, and vigorously support technology-intensive enterprises. b. For the enterprise itself, first of all, it is necessary to enhance the awareness of energy conservation. Only by paying attention to it can we reduce unnecessary waste of energy in production. Second, we must further improve production technology and improve energy efficiency. According to the survey, China's energy utilization efficiency is about 30%, which is nearly 10% lower than that of developed countries. The energy consumption per unit of main energy-using products is 25% to 90% higher than that of developed countries. Therefore, improving energy efficiency is imminent. Third, companies should actively try to diversify the use of energy and reduce dependence on a single source of energy, which will also reduce the risk of energy shortages. c. We must resolutely break the national monopoly of the power industry and actively promote the privatization of the power industry. China's power industry has not yet carried out in-depth property rights reform, exclusive monopoly, exclusive management, monopolization leading to inefficiency, causing a series of problems such as power shortage, seriously affecting the production and operation of enterprises, the normal life of the people and the image of the government. The situation is contrary to the harmonious development of the society required by the central government. In response to the power shortage problem, the relevant departments should introduce a series of measures as soon as possible to reform the property rights system, form a diversification of investment entities, and change the monopoly pattern of power generation, transmission and distribution. The government must formulate detailed access provisions to ensure fairness and openness. Direct supervision of transmission and distribution enterprises; power generation and power supply links can fully introduce competition mechanisms, through competition, to reduce costs, improve power supply efficiency and service standards.
2 Land: a. To improve the utilization rate of the original land. In this respect, Zhejiang can refer to Suzhou City in Jiangsu Province to implement the policy of “no land acquisition”, which encourages enterprises that have already started production to fully exploit the potential of their land resources without occupying new land, and to maximize the scale of production. Air development. The main measures are: strictly restrict the construction of single-storey buildings, increase the floor area ratio of the plant, and encourage and support the construction of multi-storey and high-rise buildings. b. Improve the utilization rate of newly allocated land. Zhejiang's extensive industrial structure is one of the important reasons for the shortage of land resources. In the case of scarce land resources, industry selection should be carried out according to local conditions. Zhejiang should consciously transform from “manufacturing highland” to “high-tech industrial base”. In the use of newly allocated land, high-tech, high-tax, high-employment, high-efficiency, high-input, low-energy, and low-occupancy The local industry replaces traditional industries such as heavy chemical industry, metallurgy, and equipment manufacturing with high energy consumption and high land resource utilization. c. Improve the urban and rural land system. In order to strengthen the government's constraints on the disposal of the stock of land, it is necessary to reform and innovate the urban and rural land system, mainly to focus on regulating the behavior of the government in obtaining incremental land. Specifically, in cities, it is necessary to deepen the reform of urban land use system, accelerate the pace of allocating land use rights into the market, standardize the market for incremental land use rights, and increase the degree of marketization of incremental land; try to issue securities with land proceeds as guarantee. Promote land securitization and promote the flow of land use rights without losing ownership of land. In rural areas, it is necessary to restrict the right to requisition, strengthen the right to plan; define the scope of public welfare undertakings, further improve the land acquisition procedures; ensure the cohesiveness between land planning and other planning, and the mandatory implementation of planning.
2. Countermeasures against human resources issues
1 Entrepreneur: a. Strengthen the training of entrepreneurs. Whether it is to improve the decision-making ability or innovation ability of entrepreneurs, it is inseparable from further improving the enthusiasm of entrepreneurs. Dr. Eliad, a comparative education educator in the United States, asserts that future talents must master three “passports”: one is academic, the other is professional, and the third is to prove psychological, responsible and innovative. This requires not only the entrepreneur's own efforts, but also a sound re-education training system. Most companies in Western countries have cooperated with universities to cultivate a group of elites in the industrial and commercial circles. The MBA of MBA has become a common practice in various countries. At the same time, Western governments also attach great importance to the re-education of entrepreneurs. In this respect, our enterprises and governments should learn from abroad and strive to establish and improve the entrepreneur re-education training system. To this end, a comprehensive entrepreneurship training plan should be developed to transform them from traditional passive participation to active participation. In addition, a variety of training methods should be adopted, such as visiting domestic advanced enterprises, visiting overseas enterprises, and broadening entrepreneurs. Vision. b. Learn to authorize. Our private entrepreneurs are generally influenced by the family management model and are used to personal experience. However, as the scale of the enterprise expands, the entrepreneur's energy must be dispersed. They should mainly pay attention to the major decision-making and major project investment of the enterprise, and decentralize some secondary management tasks. This inevitably requires private entrepreneurs to learn to rationally authorize. To do this, we must pay attention to the following aspects: First, the powers and responsibilities are clear. When authorizing, the leader should clarify the scope of the decentralization, so that the authorized person can clearly understand the objectives, responsibilities and powers of his work; after the authorization, it is not indulgent, the leader should pay attention to the actions of the lower level and assume the supervisory responsibility; Moderate help and encouragement should be given when they are having trouble. Second, moderate authorization and mutual trust. The leader's authorization to the lower level should be based on its ability and full trust, and generally cannot be intervened.
2 Employees: 1 Focus on the cultivation of employee vegan. The enthusiasm of employees in private enterprises in Zhejiang is generally not high. To achieve further development, enterprises must put their employees in a prominent position. To this end, we must pay attention to absorbing high-quality talents, improve the overall quality and knowledge of employees, especially to improve the quality of management personnel; second, we must actively encourage employees to become self-taught, enterprises should support them to participate in various levels of adult education, self-study Exams, publicity and commendation for those who are good at learning, can also pay a certain amount of learning expenses as an incentive; third, to give employees the opportunity to continue education, constantly update knowledge and improve their skill level. 2 Establish a flexible and efficient employment mechanism. The first is to establish a flexible employment mechanism. Emphasis on academic qualifications but not only diplomas, emphasis on ability and personal qualities, to achieve meritocracy, meritocracy. Efforts will be made to form a flexible employment mechanism that “can be on the ability, the planer is allowed, and the mediocrity”, so that everyone can find a place to use in the enterprise and create more value for the enterprise. The second is to establish a reasonable competition mechanism. To ensure fair and equitable competition, it is necessary to establish an effective assessment system, both with pressure and motivation. The third is to establish an effective incentive mechanism. In the survey, some private enterprise employees complained that their work performance was not directly linked to wages, which dampened their enthusiasm. In order to make people do their best, private enterprises must repay first-class talents with first-class treatment. This is the embodiment of economic law in the value of talents and a wise move by modern entrepreneurs.
3. Countermeasures against financing problems
1 Private enterprises must get rid of the shackles of old ideas and handle internal and external relations. On the one hand, enterprises should build a scientific management system and business philosophy, and foster good cooperative relations and communication mechanisms with banks and other institutions; on the other hand, they must improve their financial management standards, focus on the construction of corporate image, and improve transparency and A quota is established to establish a good enterprise quota mechanism.
2 The government should change its concept as soon as possible to support the development of private enterprises. The government should appropriately tilt toward private enterprises in policy formulation.十六大和十六屆三中全會的召開，給民營企業發展帶來了新的機遇。但是從政策製定到實施尚有一段時滯，政府應縮短這種時滯，並密切關註政策實施的效果，及時進行調控。此外，還應盡快完善法律法規體系，完善《公司法》、《中小企業法》、《擔保法》等等。政府還應在構建新的金融體繫上加大力度，例如建立民營企業上市融資的綠色通道等等。
③金融機構應加快改革步伐，積極構建支持民營經濟的金融體系。隨著我國國有金融體系改革的深入，進一步建立適合非國有經濟的金融體系成了當務之急。國有商業銀行應轉變觀念，對不同企業一視同仁。隨著民營企業的發展，對資金的需求會逐漸加大，商業銀行應把握這個新的利潤成長點，開發新的金融品種，降低貸款成本，與企業及時溝通，與企業建立良好的銀企關系。同時應建立地方性中小金融機構，例如地方性商業銀行，各類擔保機構、中介機構等，切實幫助民營企業解決經營過程中的資金問題、額度問題，真正做到促進地方經濟的發展。此外還應不斷完善國內資本市場機製，降低民營企業上市融資的成本，加快民營企業上市的進程。
註：本課題系浙江省社會科學界聯合會重點課題。課題組組長單東。組員：蔡青、陳美麗、方亮、沈瑜。單東系浙江財經學院教授、碩士生導師、浙江省民營經濟研究中心主任、浙江省現代非國有經濟信息中心主任、浙江省民營經濟研究會會長，沈瑜系《浙江非國有經濟年鑒》編輯部主任，蔡青、陳美麗、方亮系浙江財經學院研究生。參與本課題的單位還有：浙江省工商業聯合會、溫州紫瑞電子有限公司、金華市日普電動車有限公司、杭州長命印刷廠、江山市贏牌體育用品有限公司、寧波邦達實業有限公司。
Today, three years after China’s accession to the WTO, the development of the private economy is facing new challenges. In order to thoroughly implement the spirit of the 16th National Congress of the 16th Party Congress, the Third Plenary Session of the 16th CPC Central Committee and the 4th and 5th Plenary Sessions of the 11th Provincial Party Committee, accelerate the promotion of a new leap in the private economy, promote the sustained, rapid and healthy development of Zhejiang's economy and society, and the private economy of Zhejiang Province. The Research Association and Zhejiang Private Economy Research Center conducted a survey and analysis on the production and operation status, enterprise development environment and corporate governance of private enterprises above designated size in Zhejiang Province. This questionnaire survey lasted from April to October 2004 and lasted for 6 months. A total of 1,000 questionnaires were distributed, of which 704 were valid questionnaires. The surveyed private enterprises were distributed in 11 cities in Zhejiang Province. We will analyze and propose countermeasures for the main issues involved in this report and submit them to the provincial, provincial and provincial governments and relevant departments for reference in the formulation of policies.
The results of the survey are now comprehensively analyzed as follows:
I. Basic situation of large-scale private enterprises in Zhejiang
From the time of establishment, nearly one-third of the large-scale private enterprises surveyed were founded before 1988, and quite a few of them were restructured from state-owned enterprises or collective township enterprises. Many enterprises still face The historical issue of "unclear property rights."
From the perspective of industrial distribution, most of these large-scale enterprises are distributed in the secondary and tertiary industries, especially in the industrial fields of the secondary industry. In the distribution of the secondary industry, it is mainly concentrated in the textile industry, clothing and fiber products manufacturing, general machinery manufacturing, electrical machinery and equipment manufacturing, metal products industry and other industries, which account for 23 of the total number of companies surveyed. %, 9%, 8%, 8%, and 7%, while the tertiary industry focuses on the business and construction industries.
From the perspective of the organization of enterprises, these enterprises are mostly based on company system, of which limited liability companies account for 71.85%, and joint-stock companies, sole proprietorships and partnerships account for 14.25%, 7.61% and 2.49% respectively. This shows that with the promulgation and implementation of the "Company Law" and other laws and regulations, Zhejiang's private enterprises, especially the large-scale private enterprises in the organization form is obviously optimized, but due to the problem of quota crisis and agency costs, most of the private Enterprises still follow the family-based management model, and it will take time for private enterprises in Zhejiang to truly establish a management system for modern enterprise systems.
From the perspective of enterprise scale, the average registered capital of private enterprises in this survey is 2,339,800 yuan/household, as shown in Table 1, which is higher than the national standard. The basic operational indicators of enterprises can be seen in Table 2.
Table 1 Composition of registered capital of enterprises Unit: 10,000 yuan
Registered capital <1000 1000～5000 5000～10000>100000 Total
Ratio 56.20 26.33 11.45 6.02 100.00
Table 2 Investigation of major projects of enterprise operation status Unit: 10,000 yuan
Survey items Average fixed assets Average working capital Average output value Average sales Average export value Average debt Average claims
The company under investigation 7267.30 4016.25 23624.03 21710.98 6666.76 9181.56 6170.39
Second, the main constraints faced by the development of large-scale private enterprises in Zhejiang
During the investigation visit, we found that although Zhejiang private enterprises overcame the "Iraq War" and "SARS" in 2003 and continued to maintain a good momentum of development, some enterprises did face many difficulties in their development. These bottlenecks have severely restricted the development of enterprises, and some enterprises are even difficult to maintain even normal operations. According to the survey, the current production, electricity, human resources, and production land have become the top three constraints that hinder the further development of private enterprises. Based on the major difficulties faced by the company in the survey, we will analyze and give advice on three main aspects of land and power, human resources and financing.
Table 3 The main difficulties affecting the development of enterprises at present
Sequence first ratio second ratio third ratio average rate ranking
Market Access 3.06 1.18 1.02 1.76 12
Law enforcement environment 4.97 1.70 2.91 3.19 9
Tax burden 12.55 8.65 6.11 9.10 6
Foreign trade exports 2.48 2.88 2.77 2.71 10
Foreign trade imports 0.62 0.39 0.29 0.43 14
Production land 18.51 7.21 4.51 10.08 3
Financing 11.93 10.62 6.11 9.55 5
Market development 8.82 9.57 10.77 9.72 4
Human resources 10.56 18.48 13.54 14.19 2
Enterprise Management 3.73 11.40 11.35 8.84 7
Technical strength 3.53 6.82 11.64 7.33 8
Market Information 1.24 2.36 4.37 2.66 11
Social Security 0.12 0.66 1.17 0.65 14
Production electricity 17.02 17.56 19.94 18.17 1
Local protection 0.50 0.26 1.17 0.64 15
Other 0.36 0.26 2.33 0.98 13
Total 100.00 100.00 100.00 100.00 -
1. Land and electricity issues
As can be seen from Table 3, a considerable number of enterprises listed the two resources of production land and production electricity as the first two of the “currently the first ratio of major difficulties affecting enterprise development”. It can be seen that natural resources and energy issues have become the primary problem faced by private enterprises in Zhejiang.
1 land use problem. Since the second half of 2003, the central government has issued a series of policy measures to strengthen land management and effectively protect cultivated land. In 2004, according to changes in the economic situation, the central government increased the intensity of macroeconomic regulation and control. Sun Wensheng, Minister of Land and Resources, said in May 2004 that the city's batch construction land approved by the State Council in the first quarter of 2004 decreased by 46% compared with the average land use approved in 2003. According to the Zhejiang Provincial Construction Department recently announced. According to the data, after the whole process, the development zone of Zhejiang Province has been reduced from 758 to 134. The current planned area has been reduced to 1257.06km [2], which is nearly 2/3 less than that before the whole rehearsal. The number and planned area accounted for 82.3% and 72.5% respectively. In April 2004, the central government issued a series of policies. The General Office of the State Council issued the “Emergency Notice on Intensively Implementing Land Market Governance and Strict Land Management”, proposing key points for land approval, land occupation, balance of occupation and compensation, and new Increase the construction land use fee, land acquisition compensation and resettlement, and the operation land use right "catch, shoot, hang" and other six aspects of the situation to carry out clean-up inspection and rectification, to strictly implement the construction land approval management within half a year of rectification The "three pauses" measure. This time, the "land stop" is undoubtedly a heavy blow to the private enterprises that Zhejiang is constantly developing and growing. It has greatly weakened the enthusiasm and investment confidence of enterprises, and also disrupted the long-term development plan of enterprises. According to the data, the growth rate of fixed investment in industrial enterprises in Wenzhou and Shaoxing in the first four months of 2004 has dropped sharply. The increase in fixed investment in Wenzhou has dropped to 11.1%, far lower than the 41% in Zhejiang Province. Since the supply of land resources is scarce and cannot be solved through international trade, it will become a major bottleneck restricting the development of private economy in Zhejiang Province.
Table 4 The expected value of the production land area of the enterprise Unit: 10,000 square meters
<1 1~2 2~5 5~10 10~20 >20 Total
Current area 18.32 19.91 26.77 11.50 7.08 6.42 100.00
100.00 Hope to reach 11.63 14.47 26.61 20.93 13.18 13.18
From Table 4, we can see that due to the rapid development of private enterprises in Zhejiang Province, with the further expansion of the scale, the demand for land has also increased. However, at present, many private enterprises in Zhejiang expect a large gap in the area of production land and the actual area occupied by enterprises. According to the survey, the upper-scale private enterprises have an average production area of 56130.56m [2], of which 44.90% require to expand the production land area, and the average household expects to reach 103004.51m [2], with an increase of 83.51%. Due to factors such as the regulation of the giants, the use of land has become more tense. The restrictions on land in the province have severely restricted the growth of enterprises. As a result, many enterprises have sought investment and development in the mainland, where the land resources are relatively surplus. The inland areas are relatively inaccessible to the coastal areas. Exports, industrial supporting facilities are not complete, and the company has interrupted the mature and stable industrial chain in the process of external migration, making the development of the enterprise difficult.
In addition, land resources are tight, and the land use index of the project is difficult to implement, making it more and more difficult to attract investment. Some projects can only be “on paper” and cannot enter substantive construction. As some scholars in China believe that Chinese private enterprises, especially those in Zhejiang, the competitiveness of products is mainly maintained by low cost, and this low cost mainly comes from two aspects, one is land policy and the other is labor. policy. When the government strengthens the control over the land and the land acquisition procedures are strict, it is impossible to obtain a large amount of low-cost land as in the past, and the cost of land use has been significantly improved. On the other hand, the government’s care for vulnerable groups has been continuously strengthened. The welfare guarantee has also been gradually improved, and the labor costs will naturally increase accordingly. In the face of such a situation, how to maintain the low-cost competitiveness of enterprises will be an urgent problem for private enterprises in Zhejiang.
2 electricity problem. In view of the various ratios of the survey results, the lack of electricity has become the biggest difficulty faced by private enterprises in Zhejiang.
From January to May 2004, the number of provinces and cities lacking electricity in the country has expanded to 24, of which Zhejiang is the most serious. Experts predict that Zhejiang has entered the "electricity crisis" stage. According to the statistics, the power shortage in Zhejiang Province was around 20 billion kWh in 2004. In the case of extreme high temperature, the maximum power gap reached 6.3 million kilowatts. Since 2004, in addition to the 10 days during the Spring Festival, Zhejiang has experienced severe power cuts every day; by the end of April, it has accumulated a power cut of 3.452 billion kWh, exceeding the 2003 annual limit of 3.409 billion kWh. It accounts for 71.7% of the total power cut of the East China Power Grid. Local governments have also adopted measures of “stopping three open four” or “stopping two open five”. Some enterprises have “blackout during the day and electricity at night”, which seriously affected the normal production of enterprises. Among the large-scale private enterprises we surveyed, 52.44% of the enterprises had abnormal power outages, with an average monthly power outage of 11.32 days.
The shortage of power resources has caused huge losses to private enterprises in Zhejiang:
a. Direct losses caused by power shortages. The power shortage has caused most private enterprises in Zhejiang to be in a semi-stop state. The advantages of large-scale enterprises have been weakened, production costs have been greatly improved, the growth rate of production has fallen sharply year-on-year, and the net profit has also fallen sharply, which has seriously restricted the further growth of enterprises. The private enterprises in Table 5 are located among the top 500 private enterprises in the country, but in 2004, the reduction in turnover due to lack of electricity averaged nearly 20%. In order to ensure on-time delivery, many private enterprises have to purchase generators to maintain basic production. According to statistics, 42.46% of private enterprises in Zhejiang often rely on self-generation to maintain production. As of the end of May 2004, there were 83,693 generators in Zhejiang. Self-generation increases the expenditure on fixed assets of enterprises, and the production efficiency is low, which leads to a significant increase in the cost of enterprises. According to the preliminary calculations of Hangzhou City, the average output per kWh can create an output value of 22.44 yuan, creating a profit of 1.36 yuan, and the cost of self-generation is higher than the ordinary power supply cost of 0.6 yuan per kWh. This alone will increase the cost of Zhejiang enterprises by 2.6 billion. yuan. According to preliminary statistics, from January to May 2004, only 1289 companies in Hangzhou had losses, accounting for 1/4 of the total number of enterprises in the city.
Table 5: Loss of the scale of private enterprises due to lack of electricity
2003, 2004 is expected to reduce due to lack of electricity in 2004
Unit: 100 million yuan Operating income Net profit Operating income Net profit Operating income Net profit Total business reduction
Zhejiang Hengyi Group 53.8 1.84 90.00 3.00 15.00 1.00 16.7
Hangzhou Huadong Chain Factory 2.48 0.13 1.39 0.20 1.00 0.07 33.9
Zhejiang Huada Communication Group 7.32 0.38 8.00 0.42 1.50 0.10 18.8
Holley Group 67.00 3.60 100.00 5.50 4.50 0.50 4.50
Wanfeng Auto Group 20.00 2.20 25.00 2.90 5.00 0.80 20.0
Hailiang Group 31.02 0.764 42.00 1.10 8.40 0.22 20.0
Oaks Group 72 4 100.00 4.50 6.00 0.30 6.0
Zhejiang Liuqiao Feather Company 9.35 0.13 12.00 0.16 3.00 0.04 25.0
Zhejiang Xiangsheng Group 14.86 0.70 25.00 1.25 3.00 0.25.00 20.0
b. Indirect losses caused by power shortages. The lack of electricity not only led to a substantial increase in the production costs of enterprises, but also seriously affected the credibility of enterprises, so that many enterprises "have no power to make it", and empty machines and workers can not start work. Due to the long time of general power-off and power-off, even if the company rushed to work when there was electricity, it could not complete the project output. Many orders could not be completed on time, and the contract failed to perform. Reputation is the life of an enterprise. The economic loss caused by failure to perform is only a temporary one, but the negative impact on corporate reputation is long-term. This intangible loss is immeasurable and may even threaten the survival of the enterprise.
2. Human resources issues
The survey of large-scale private enterprises in Zhejiang Province mainly involves entrepreneurs and employees in terms of human resources.
1 entrepreneur. According to the survey results, the proportion of entrepreneurs in colleges and universities accounted for 54.36%, and the number of middle-level technical titles was 55.80%. This shows that the entrepreneurs of large-scale private enterprises in Zhejiang Province have a higher level of enthusiasm than before. Great improvement. These entrepreneurs have accumulated rich management experience in long-term business practices, and their market management has greatly improved their management capabilities.
Table 6 Composition of entrepreneurial cultural calendar
Illiterate country small country middle school high school vocational college secondary school college graduate student
Ratio 0.24 0.47 12.85 23.82 1.18 7.08 39.39 8.37 6.60 100
Table 7 has the title composition
No title, junior, intermediate, advanced, total
Ratio 37.24 6.96 40.14 15.66 100.00
In our investigation, we found that many entrepreneurs still have shortcomings in management, mainly in the following aspects:
First, the decision-making ability is not strong. The decision-making ability of private entrepreneurs is not strong, on the one hand, it is related to their own original knowledge standards. The survey shows that the vast majority of private entrepreneurs surveyed have not received formal management theory studies; on the other hand, they are accustomed to “following the market” with private entrepreneurs. The way did play a big role in the early stages of market competition, but as the size of the company grew, this type of decision-making became increasingly inadequate. Especially in the 21st century, enterprises are facing increasingly fierce market competition, and business management is full of great uncertainty. At this time, empirical decision-making is easy to lead to decision-making mistakes, which requires entrepreneurs to have a keen market. Touch, promptly make contingency decisions based on changes in the external environment, and improve the ability to make quick decisions.
Second, the ability to innovate is not strong. Schumpeter believes that entrepreneurs are a special group with innovative spirit and new resources. Their basic elements are innovative and foresight. They can organize various elements to create new combinations and apply new combinations. Go to practice. In analyzing the successful experiences of the most competitive enterprises in the world, Fortune magazine also believes that “the first is innovation, the second is innovation, and the third is innovation”. It can be seen that entrepreneurs’ innovative spirit and innovation activities are for the development of enterprises. It is vital. The survey shows that many private entrepreneurs in Zhejiang have recognized the importance of innovation, but from the perspective of their specific innovative methods, they are still on the surface. First, "slogan" innovation. Some entrepreneurs regard "exploitation and innovation" as the purpose of the enterprise, but the management is still the same. Second, "follow the wind" innovation. Some entrepreneurs follow the trend at will, passively follow the market, lacking forward thinking. Third, the "closed door-making" innovation. Some private entrepreneurs are not thorough in market research, relying on the brain to make decisions, innovation is arbitrarily large, and the true purpose of innovation activities cannot be achieved.
Third, organizational skills are not strong. After the enterprise has developed to a certain scale, one problem that entrepreneurs have to face is the authorization within the organization. In modern enterprises, entrepreneurs can't take everything, and it's impossible to do everything. Therefore, entrepreneurs should give full play to their leadership role in organization and coordination, carry out reasonable authorization, decentralization, rely on the wisdom and strength of employees, and gather the power of all to achieve their careers. However, our survey found that most of the large-scale private entrepreneurs in Zhejiang have not been able to do this. They are used to personally, and they are not willing to let their subordinates and employees do it. This is in addition to employee competence and entrepreneurial awareness. In addition, the main reason is that entrepreneurs do not know how to properly authorize them. This unreasonable management method has caused people's disharmony and led to the loss of a large number of management talents.
2 employees. When we conducted a survey of employees, we found that the ratio of the number of workers, the number of managers, and the number of technicians at the time of opening of the private enterprises did not change significantly from the end of 2003. The number of workers was roughly seven times the number of managers. Around, it is more than 8 times that of technicians. It can be seen from the data that the ratio between production personnel, management personnel and technical personnel is very unreasonable, and there is a clear lack of management personnel and technical personnel. According to academic surveys, only 23.97% of the people above the university level indicate that the overall cultural level of employees of private enterprises, especially production personnel, is not high.
Table 8 Average number and composition of workers, managers and technicians
General worker manager technical staff total
Average number of people at the opening 73.11 11.58 7.95 92.64
Opening ratio 78.92 12.50 8.58 100.00
Average number at the end of 2003 484.69 68.66 59.70 613.05
The ratio at the end of 2003 79.06 11.20 9.74 100.00
Table 9 Composition of academic talents Unit:
PhD student, postgraduate, college student, junior college student, secondary school student
Each company has an average of 0.29 1.27 25.96 44.85 87.29 159.66
The overall cultural quality of private enterprises, especially production personnel, is relatively low. To a certain extent, it is related to the fact that most private enterprises in Zhejiang are labor-intensive enterprises. Generally speaking, enterprises engaged in the production of labor-intensive products have low technological content, and workers can engage in production as long as they are familiar with the operation and processes of the machine, and there is no high requirement for the cultural level of workers. And because of the low labor costs, companies often exclude talents with higher starting salaries, which makes enterprises enjoy cost advantages in competition with foreign counterparts, but this kind of extensive growth is difficult to last.
Many private enterprises have inadequate internal systems and therefore cannot retain talents, resulting in a low proportion of management technicians. The imperfect internal system is manifested in the following: First, there is a lack of a reasonable employment system. Many private enterprises have the phenomenon of professional use, which limits the ability of many professionals to play. The second is the lack of an effective talent management system. It is impossible to form a situation in which "people do their best and use their best". The reason why Hisense Group can “achieve its talents and become talented” is that the Hisense Group has a good talent management mechanism that “respects talents, uses talents, trains talents, develops talents, and creates talents”. The third is the lack of awareness of management and technology. The survey found that some private entrepreneurs have insufficient understanding of the importance of management and technology-based enterprises. Some leaders even think that: "Enterprises are engaged in production, so many managers and scientific and technical personnel do!" or only use, not cultivate Or attach importance to introduction, neglect mining; or attach importance to education, ignoring actual ability.
3. Financing issues
Financing difficulties are an old problem that restricts the development of private enterprises in Zhejiang. According to the current statistics of bank credit assets, the proportion of non-state-owned economy accounts for less than 30%; in the securities market, private companies only account for 1.6% of the total number of listed companies, and only 1.39% of the companies surveyed have already listed.
The survey shows that the most important source of funds for private enterprises in the daily operation process is self-owned funds, accounting for 48.14%; 90.78% of the enterprises are mainly sourced from their own funds when they start business. However, the self-owned funds are always limited. As the enterprise grows and develops, the contradiction of capital shortage will be highlighted and become the main constraint factor for the development of the enterprise. From a vertical comparison point of view, the three main capital uses of enterprises are supported by their own funds, followed by bank loans. Although the state has given private enterprises some preferential policies on loans, it has not yet been implemented, which has affected the development of private enterprises.
Table 10 Sources of funds needed for daily operations of private enterprises
Bank loans, private lending, self-owned funds, relatives and friends, loans, other
Capital construction 38.62 7.2 47.96 5.12 1.10 100.00
Technical transformation 38.25 5.1 51.28 2.95 2.42 100.00
Liquidity 41.20 7.09 45.17 5.36 1.18 100.00
Average composition 39.36 6.46 48.14 4.47 1.57 100.00
Although Zhejiang has a wealth of private capital, the survey shows that the surveyed companies believe that financing is difficult and difficult to account for 38.84%, not difficult to account for 47.79%, and not difficult to be 13.37%, which indicates that Zhejiang private enterprises still have difficulty financing. . The survey found that indirect financing is still the main channel for large-scale private enterprises in Zhejiang. As can be seen from Table 10, bank lending is a major cause of difficulties in financing private enterprises. On the issue of bank loan difficulties, 70.54% of the companies in this survey mentioned discrimination in ownership. There is still no good mechanism between Zhejiang banks and private enterprises. Since 2003, the People’s Bank of China and the China Banking Regulatory Commission have launched a plan to make the economy run smoothly and increase the intensity of macroeconomic regulation and control, in response to problems such as overheating of some industries in the country’s economic operations, excessive investment demand, and excessive credit supply. A series of policies, controlling the scale of investment and compressing loans will make the financing difficulties of Zhejiang private enterprises intensified.
Table 11 The difficulty of financing private enterprises
Very difficult, difficult, not difficult, not difficult, total
Ratio 3.66 35.18 47.79 13.37 100.00
As can be seen from Table 12, only 2.09% of the large-scale private enterprises surveyed were listed on the domestic securities market, 2.21% were listed overseas, and 95.70% of the private enterprises failed to directly finance through the listing of enterprises. The survey also shows that most enterprises are eager to expand and renovate themselves and continue to grow bigger and stronger. However, the current lack of bank loans and the difficulty in financing the securities market make it difficult for private enterprises to achieve this desire.
Table 12 Composition of the listed private enterprises
Domestically listed, domestically controlled, listed overseas, overseas holding, unlisted, total
Ratio 1.39 0.70 2.09 0.12 95.70 100.00
According to the survey, we believe that financing difficulties can be analyzed from the following three aspects:
1 From the perspective of the company itself: Many of the private enterprises surveyed started from small-scale township enterprises. Although the company is growing and growing, its business philosophy has not changed much, for tax avoidance or other reasons. Many private enterprises are unwilling to report their own company's information truthfully, resulting in information asymmetry between banks and enterprises. Some managers are not familiar with the country's financial credit policies, and do not pay attention to creating the conditions for enterprises to meet their credit needs. For example, they have not completed a full set of real estate licenses and land certificates, which makes it difficult for banks to provide loans in the form of mortgages. Moreover, many private enterprises have inadequate financial systems, low debt and risk resistance capabilities, and objectively increased financing risks.
2 From the perspective of the financial system: In recent years, the state has pursued “grasping the big and letting small” and “supporting the good and the poor” in economic development. In order to cooperate with the implementation of national policies, state-owned commercial banks have also reformed their own mechanisms and started to implement relative Strict credit policies, such as corporate loans, must be guaranteed by effective assets or qualified enterprises. At present, some private enterprises in Zhejiang have relatively simple equipment and equipment, and the valuation of mortgages is not high, and the land has no property rights and cannot be mortgaged. It is also more difficult to win guarantees from other units. In addition, the current bank loan procedures are cumbersome, time-consuming and laborious, which seriously affects the enthusiasm of indirect financing. The most important thing is that the entire social effective quota system is lacking, and the communication between banks and enterprises is not smooth in the specific implementation process. The development of the quota intermediary institutions is also an important reason for the current social quota development.
3 From the perspective of the government: In the existing legal system of China, not only the types of laws and regulations are not complete, but also obviously lag behind the actual economic operation. The "three-sex" principle stipulated in the "Commercial Banking Law" determines that commercial banks are unwilling to lend funds to private enterprises because of their high cost and poor security. Although the Securities Law has been introduced for several years, it is not In practice, private enterprises are listed for direct financing; the Company Law also requires a limited period of time for a company to be listed. Even if private enterprises are listed, there is no administrative protection by the government. Once faced with ST, PT or delisting, it is difficult to expect the government to save itself through the capital injection method of “asset restructuring”. The financing costs must be digested by the private enterprises themselves. This is obviously much more difficult than the listing of state-owned enterprises. In addition, compared with the United States, Germany, Canada, and Japan, the Chinese government is lagging behind the establishment of local small and medium-sized financial institutions and insurance guarantee institutions, and private enterprises are not supported by these small and medium-sized organizations.
3. Suggestions on the development of large-scale private enterprises in Zhejiang
Judging from the situation of our investigation, the private economy has contributed to the construction of a prosperous province in Zhejiang Province. In order to enable private enterprises to actively pursue, innovate and achieve new leaps in accordance with the requirements of the scientific development concept, governments at all levels should review the situation, study and formulate relevant policies and measures, and effectively solve major problems such as production land and electricity consumption of enterprises; Financial support, intermediary services and talent security systems will further optimize the environment and create more favorable conditions for the development of private enterprises; private enterprises should also seize opportunities, take advantage of the situation, improve their quality and accelerate development. Based on the above analysis, several suggestions are made:
1. Countermeasures against land and power problems
1 Electricity consumption: a. The government should further recognize the energy supply situation and improve the quality of economic operations. The constraints on energy and other energy sources are long-term, so the extensive economic growth pattern must change. The government should give full play to the role of industry guidance, and adopt strong measures for high-input and high-energy-consuming enterprises to promote technological transformation or industrial transformation, and vigorously support technology-intensive enterprises. b. For the enterprise itself, first of all, it is necessary to enhance the awareness of energy conservation. Only by paying attention to it can we reduce unnecessary waste of energy in production. Second, we must further improve production technology and improve energy efficiency. According to the survey, China's energy utilization efficiency is about 30%, which is nearly 10% lower than that of developed countries. The energy consumption per unit of main energy-using products is 25% to 90% higher than that of developed countries. Therefore, improving energy efficiency is imminent. Third, companies should actively try to diversify the use of energy and reduce dependence on a single source of energy, which will also reduce the risk of energy shortages. c. We must resolutely break the national monopoly of the power industry and actively promote the privatization of the power industry. China's power industry has not yet carried out in-depth property rights reform, exclusive monopoly, exclusive management, monopolization leading to inefficiency, causing a series of problems such as power shortage, seriously affecting the production and operation of enterprises, the normal life of the people and the image of the government. The situation is contrary to the harmonious development of the society required by the central government. In response to the power shortage problem, the relevant departments should introduce a series of measures as soon as possible to reform the property rights system, form a diversification of investment entities, and change the monopoly pattern of power generation, transmission and distribution. The government must formulate detailed access provisions to ensure fairness and openness. Direct supervision of transmission and distribution enterprises; power generation and power supply links can fully introduce competition mechanisms, through competition, to reduce costs, improve power supply efficiency and service standards.
2 Land: a. To improve the utilization rate of the original land. In this respect, Zhejiang can refer to Suzhou City in Jiangsu Province to implement the policy of “no land acquisition”, which encourages enterprises that have already started production to fully exploit the potential of their land resources without occupying new land, and to maximize the scale of production. Air development. The main measures are: strictly restrict the construction of single-storey buildings, increase the floor area ratio of the plant, and encourage and support the construction of multi-storey and high-rise buildings. b. Improve the utilization rate of newly allocated land. Zhejiang's extensive industrial structure is one of the important reasons for the shortage of land resources. In the case of scarce land resources, industry selection should be carried out according to local conditions. Zhejiang should consciously transform from “manufacturing highland” to “high-tech industrial base”. In the use of newly allocated land, high-tech, high-tax, high-employment, high-efficiency, high-input, low-energy, and low-occupancy The local industry replaces traditional industries such as heavy chemical industry, metallurgy, and equipment manufacturing with high energy consumption and high land resource utilization. c. Improve the urban and rural land system. In order to strengthen the government's constraints on the disposal of the stock of land, it is necessary to reform and innovate the urban and rural land system, mainly to focus on regulating the behavior of the government in obtaining incremental land. Specifically, in cities, it is necessary to deepen the reform of urban land use system, accelerate the pace of allocating land use rights into the market, standardize the market for incremental land use rights, and increase the degree of marketization of incremental land; try to issue securities with land proceeds as guarantee. Promote land securitization and promote the flow of land use rights without losing ownership of land. In rural areas, it is necessary to restrict the right to requisition, strengthen the right to plan; define the scope of public welfare undertakings, further improve the land acquisition procedures; ensure the cohesiveness between land planning and other planning, and the mandatory implementation of planning.
2. Countermeasures against human resources issues
1 Entrepreneur: a. Strengthen the training of entrepreneurs. Whether it is to improve the decision-making ability or innovation ability of entrepreneurs, it is inseparable from further improving the enthusiasm of entrepreneurs. Dr. Eliad, a comparative education educator in the United States, asserts that future talents must master three “passports”: one is academic, the other is professional, and the third is to prove psychological, responsible and innovative. This requires not only the entrepreneur's own efforts, but also a sound re-education training system. Most companies in Western countries have cooperated with universities to cultivate a group of elites in the industrial and commercial circles. The MBA of MBA has become a common practice in various countries. At the same time, Western governments also attach great importance to the re-education of entrepreneurs. In this respect, our enterprises and governments should learn from abroad and strive to establish and improve the entrepreneur re-education training system. To this end, a comprehensive entrepreneurship training plan should be developed to transform them from traditional passive participation to active participation. In addition, a variety of training methods should be adopted, such as visiting domestic advanced enterprises, visiting overseas enterprises, and broadening entrepreneurs. Vision. b. Learn to authorize. Our private entrepreneurs are generally influenced by the family management model and are used to personal experience. However, as the scale of the enterprise expands, the entrepreneur's energy must be dispersed. They should mainly pay attention to the major decision-making and major project investment of the enterprise, and decentralize some secondary management tasks. This inevitably requires private entrepreneurs to learn to rationally authorize. To do this, we must pay attention to the following aspects: First, the powers and responsibilities are clear. When authorizing, the leader should clarify the scope of the decentralization, so that the authorized person can clearly understand the objectives, responsibilities and powers of his work; after the authorization, it is not indulgent, the leader should pay attention to the actions of the lower level and assume the supervisory responsibility; Moderate help and encouragement should be given when they are having trouble. Second, moderate authorization and mutual trust. The leader's authorization to the lower level should be based on its ability and full trust, and generally cannot be intervened.
2 Employees: 1 Focus on the cultivation of employee vegan. The enthusiasm of employees in private enterprises in Zhejiang is generally not high. To achieve further development, enterprises must put their employees in a prominent position. To this end, we must pay attention to absorbing high-quality talents, improve the overall quality and knowledge of employees, especially to improve the quality of management personnel; second, we must actively encourage employees to become self-taught, enterprises should support them to participate in various levels of adult education, self-study Exams, publicity and commendation for those who are good at learning, can also pay a certain amount of learning expenses as an incentive; third, to give employees the opportunity to continue education, constantly update knowledge and improve their skill level. 2 Establish a flexible and efficient employment mechanism. The first is to establish a flexible employment mechanism. Emphasis on academic qualifications but not only diplomas, emphasis on ability and personal qualities, to achieve meritocracy, meritocracy. Efforts will be made to form a flexible employment mechanism that “can be on the ability, the planer is allowed, and the mediocrity”, so that everyone can find a place to use in the enterprise and create more value for the enterprise. The second is to establish a reasonable competition mechanism. To ensure fair and equitable competition, it is necessary to establish an effective assessment system, both with pressure and motivation. The third is to establish an effective incentive mechanism. In the survey, some private enterprise employees complained that their work performance was not directly linked to wages, which dampened their enthusiasm. In order to make people do their best, private enterprises must repay first-class talents with first-class treatment. This is the embodiment of economic law in the value of talents and a wise move by modern entrepreneurs.
3. Countermeasures against financing problems
1 Private enterprises must get rid of the shackles of old ideas and handle internal and external relations. On the one hand, enterprises should build a scientific management system and business philosophy, and foster good cooperative relations and communication mechanisms with banks and other institutions; on the other hand, they must improve their financial management standards, focus on the construction of corporate image, and improve transparency and A quota is established to establish a good enterprise quota mechanism.
2 The government should change its concept as soon as possible to support the development of private enterprises. The government should appropriately tilt toward private enterprises in policy formulation.十六大和十六屆三中全會的召開，給民營企業發展帶來了新的機遇。但是從政策製定到實施尚有一段時滯，政府應縮短這種時滯，並密切關註政策實施的效果，及時進行調控。此外，還應盡快完善法律法規體系，完善《公司法》、《中小企業法》、《擔保法》等等。政府還應在構建新的金融體繫上加大力度，例如建立民營企業上市融資的綠色通道等等。
③金融機構應加快改革步伐，積極構建支持民營經濟的金融體系。隨著我國國有金融體系改革的深入，進一步建立適合非國有經濟的金融體系成了當務之急。國有商業銀行應轉變觀念，對不同企業一視同仁。隨著民營企業的發展，對資金的需求會逐漸加大，商業銀行應把握這個新的利潤成長點，開發新的金融品種，降低貸款成本，與企業及時溝通，與企業建立良好的銀企關系。同時應建立地方性中小金融機構，例如地方性商業銀行，各類擔保機構、中介機構等，切實幫助民營企業解決經營過程中的資金問題、額度問題，真正做到促進地方經濟的發展。此外還應不斷完善國內資本市場機製，降低民營企業上市融資的成本，加快民營企業上市的進程。
註：本課題系浙江省社會科學界聯合會重點課題。課題組組長單東。組員：蔡青、陳美麗、方亮、沈瑜。單東系浙江財經學院教授、碩士生導師、浙江省民營經濟研究中心主任、浙江省現代非國有經濟信息中心主任、浙江省民營經濟研究會會長，沈瑜系《浙江非國有經濟年鑒》編輯部主任，蔡青、陳美麗、方亮系浙江財經學院研究生。參與本課題的單位還有：浙江省工商業聯合會、溫州紫瑞電子有限公司、金華市日普電動車有限公司、杭州長命印刷廠、江山市贏牌體育用品有限公司、寧波邦達實業有限公司。
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