Investigation report on the cooperative economy and enterprise system in Western Europe
Investigation report on the cooperative economy and enterprise system in Western Europe
A 13-member delegation jointly organized by the General Office of the National Federation of Supply and Marketing Cooperatives and the Information Center conducted an inspection of the cooperative economy and corporate system in the United Kingdom, France, and Germany from October 29 to November 12, 2000. A briefing by the French Cooperative Alliance, a survey of cooperative companies, large chain group Metro and some private companies, and a discussion with the Chamber of Commerce of Western Europe on the Western European enterprise system. The main situation is now reported as follows:
First, the main features of the French cooperative
The French cooperative economy originated in the middle of the 19th century and was a country that started earlier and developed faster. At present, cooperative organizations generally cover 14 major categories of social and economic life. Among them, there are more than 6,500 agricultural cooperatives, 90% of the peasants have joined the agricultural cooperatives, and 1.3 million members have joined the society. The cooperative economy and the national economy and the private economy are three-pronged, and the social coverage is very wide. They occupy an important position in the entire economic life, especially in the countryside.
The main features of the French cooperative are:
Legalization of status. The French government regards the promotion of cooperative development as an important means of coordinating social and economic relations and maintaining social balance, and ensuring the development of a cooperative economy in a multi-pronged manner. The first is legal management. As early as 1847, the relevant laws of cooperatives were promulgated, and they were revised and improved in the future. The second is to establish a cooperative access system. In France, general companies only need to apply for registration at the local chamber of commerce, and the establishment of cooperatives must first report to the government, clarify the composition of the members, the community and the scope of business, etc., and the government will notify the chamber of commerce to register after the investigation and approval. At the same time, in order to avoid vicious competition between cooperatives, the government controls the layout of cooperatives. In recent years, the establishment of cooperatives for new applications requires, in principle, to be merged into cooperatives of the same or similar business scope that have been established to promote the scale of cooperatives. The third is to support the policy. At the beginning of the cooperative's opening, the French government and local governments generally provide certain subsidies. In terms of taxation policies, the cooperatives acquire and sell the products produced by the cooperative members to give back all the income tax benefits, and support the development of cooperatives.
Cooperation specialization. In addition to a small number of supply cooperatives for fertilizers and pesticides, French agricultural cooperatives account for a large proportion of professional cooperatives of individual varieties of agricultural products. It is built on a family farm, retaining the private ownership of the farmer’s family farm and full freedom of management, forming a two-tier structure that combines the independent and combined farm and family farms, and circulates around a single variety of agricultural products. The field cooperatives are the main form, providing members with a series of pre-production, post-production and post-production services, and combining them into an industrial chain integrating production, sales, and development. For example, food cooperatives, dairy cooperatives, meat cooperatives, etc., supply agricultural materials, seed feed, young livestock and poultry, and artificial breeding before the birth, post-production acquisition, processing, storage, transportation, marketing, and so on. At the same time, the same type of cooperatives nationwide form a national specialized cooperative federation at a higher level, and establish close relationships with similar agricultural products leading enterprises and industrial associations of non-cooperatives, with complementary advantages, focusing on coordination and branding. Marketing and new product development. In recent years, in order to adapt to the increasingly fierce market competition, French milk and other cooperatives have initiated the establishment of specialized scientific research institutions for the in-depth development of dairy products, thereby more effectively controlling the market. According to reports, the French cooperative's grain purchases accounted for 75% of the total output, and the wine and dairy products market share reached more than 50%.
Operational enterprise. First, the resource owner, operator and producer are separated. Cooperatives regularly hold a membership meeting, and once a year, the board of directors of the democratically elected cooperatives and the chairman of the board of directors formulate a major policy. The general manager of the board of directors is responsible for the specific operation and management, and the general manager hires management personnel to carry out business activities. Second, foreign activities are centered on profit. The French cooperatives insist on the principle of returning to the public accumulation and development fund after insisting on the objective of not making profits internally, while maximizing profits. It is necessary to sell the members' products and sell them at a good price. In the introduction of the French Cooperative Alliance, the cooperative does not say that profits are only collapsed. Third, the organizational form reflects flexibility. In order to meet the needs of competition, the French cooperatives introduced flexible capital joint forms on the basis of traditional specialization cooperation, adopted joint-stock mechanisms and methods, established enterprises, expanded business areas, such as La dauphinoise agricultural cooperatives, and developed financing, real estate and distribution businesses. The Dispagri distribution center has an annual turnover of 475 million francs. As the number of cooperative companies associated with private capital continues to increase, the organizational form is more flexible. The fourth is scale integration. French cooperatives have grown from small to large, breaking geographical restrictions, and the trend of cross-regional integration has intensified. In recent years, the number of French cooperatives has decreased by more than 700, and the size of individual cooperatives has grown. For example, the La dauphinoise cooperative has undergone several mergers and the community has covered four provinces. In the dairy cooperatives, the production of six cooperatives has accounted for 54% of the total production of the Federation of Dairy Cooperatives.
Management concept. French cooperative companies generally use computer management. The operation of consumer goods has introduced chain operations, distribution, agency and other business formats and methods. The whole image is impressive. In addition to the traditional brewing characteristics of wine cooperatives, the production and processing of milk and meat have been highly automated. The online shopping business is gradually expanding.
Joint service. The members of the French Cooperative Alliance are 14 industry cooperative federations, 22 regional cooperative coalitions and a small number of particularly large professional cooperatives. The main task of the National Cooperative Alliance and the Regional Cooperative Alliance is to serve the members of the society, as an association organization, to dialogue with the government and the parliament, to carry out external and internal contacts and exchanges, and to protect the interests of the entire cooperative. There is neither direct command function nor professional cooperatives. Its main function is coordination and service. Therefore, the organization and personnel are very capable. The funds of the alliance are mainly the membership fees and the provision of professional legal affairs. Sex services charge a small fee for services.
Second, some situations in the Western European enterprise system
Western Europe's corporate system is based on the protection of private ownership and the protection of business freedom, while laws and quotas become rigid elements that regulate corporate behavior. Compared with China's current enterprise system, the Western European enterprise system is relatively standardized and perfect.
The main impressions in the inspection are:
The structure of the property rights structure and the corporate governance structure are diversified. Western European corporate investors are generally natural persons or investment companies. The main operators and employees can hold shares or not. The company has both investors directly operating and selecting senior managers in the market through the company, or managing The right to lease to a special management company, the relative separation of ownership and management rights. The corporate governance organization is flexible and set by the company's form and scale. For example, the size of a French limited liability company is generally small. There are only shareholders' meetings and executive officers. There is no board of directors or supervision meeting. The shareholders' meeting will exercise ownership, decision-making power and supervision. The general manager will exercise the executive power. The company has a separation of powers, a shareholder meeting, a board of directors and an executive officer, as well as a large-scale enterprise of a family nature, which has an inspectorate on the board of directors to further separate management rights from ownership. However, this method is generally not used in France.
Enterprise management rigid constraints. In terms of standardized enterprises with a certain scale, the management and operation mechanisms of Western European enterprises are mutually complementary, forming a rigid constraint on owners and operators. For example, the management of assets, especially the disposal of assets, is usually signed by the owner, the trustee, the lawyer, etc. There is also a system of constraints in daily management. For example, if a business manager is not in business, he will pay 3,000 yuan. After the tax department checks and finds it in three years, he will deal with the misappropriation of public assets. The reason is that if you do not spend 3,000 yuan on non-business, you can be reflected in corporate profits, and profits are 33% need to pay income tax to the state, and shareholders will pay individual income tax after paying dividends after tax. Therefore, on the surface, it is an illegal expenditure of 3,000 yuan, which has in fact damaged the interests of the state, enterprises and shareholders. It must not only be retired, but also fine, and the responsibility of the recommender or the promoter must be investigated. This shows that the management of Western European enterprises is strict.
The development and management of intangible assets of enterprises has been fully improved. Western European companies not only pay attention to the value-added of tangible assets, but also pay more attention to the cultivation and protection of intangible assets. They believe that, in a certain sense, intangible assets have more ability to regenerate and increase assets than tangible assets. Intangible assets cover a wide range in Western Europe, including not only trademarks, trade names, patents, design plans, but also franchises, licenses, signing rights, supply and demand contracts, mature sales channels, unique management systems, and loyal customer base. Wait. Intangible assets are specifically described when transferring property rights. For Western European companies, the value of intangible assets such as brands is much higher than that of movable and immovable property.
Third, revelation and suggestions
The French cooperative economy and the Western European enterprise system have been tempered and matured in the continuous development, which is undoubtedly a portrayal of the modern market economy. Although China's national conditions and social conditions are different, we cannot blindly copy photos. However, in the process of establishing a socialist market economic system, it should be the goal and model of convergence. The experience of France in developing a cooperative economy and the corporate system in Western Europe give us profound insights and are worthy of the mirror.
The cooperative economy is full of vitality under the conditions of a developed market economy, and the development of a cooperative economy is promising. France has implemented the development of a cooperative economy as a national policy, and cooperatives have indeed played a pivotal role in the entire economic life. At present, China's agricultural and rural economic development has entered a new stage, and an effective carrier is urgently needed. As the creator, implementer and protector of the interests of farmers, the ever-changing market is linked with the industrialized production of thousands of households, and cooperatives are in the world. The most effective form of self-service for the joint small and medium producers and operators is widely accepted. To solve the problems of China's agriculture, rural areas and farmers, cooperatives are an important way. It cannot be because of the influence of the “Left” in the past that the cooperative movement has taken a detour and neglected the importance and necessity of a cooperative economy. It is necessary to establish a market economy system as the fundamental overall situation and, from the commonality of the market economy, fully attach importance to the development of the cooperative economy. To create conditions for the development of a cooperative economy, first give the cooperative legal legitimacy and protect the status and rights of the cooperative. As a supply and marketing cooperative system, we must work hard and build confidence. The historical mission of the “supply and sales cooperatives” to “develop the economy and guarantee supply” during the period of planning economy and shortage of economy has been completed, but the mission of the cooperative has not been completed. It is necessary to speed up the transformation of the essential needs of the market economy and the original face of the cooperative economy, and truly become a cooperative economic organization of the peasants, and will act as a pioneer and a new force for the all-round development of the cooperative economy.
Professional cooperation is the basic form of cooperative economy. Expanding professional cooperation is an important breakthrough for the reform of supply and marketing cooperatives. Professional cooperative organizations are not restricted by administrative regions and ownership. They are not only conducive to the specialization, scale, industrialization of characteristic agriculture, cultivating agricultural leading products and pillar industries; they are conducive to enhancing the depth of services and forming a service of integration of trade, industry and agriculture. Chain; it is also conducive to centralizing service objects and content, establishing an operational mechanism that adapts to the market economy, and forming an intensive competitive advantage. From the perspective of China, professional cooperation is the most lacking and weakest link. With the gradual establishment of the market economic system, the traditional comprehensive management services of the supply and marketing cooperatives can no longer meet the needs of the development of the situation, and should vigorously develop professional cooperatives as the starting point for the transformation of supply and marketing cooperatives. We believe that in the future, the main work of grassroots social and county-level supply and marketing cooperatives should be to adapt to the process of agricultural industrialization, and organize different professional cooperatives around individual varieties of agricultural products. The provincial-level supply and marketing cooperatives and the national federation should focus on promoting the integration and merger of similar professional cooperatives across administrative regions in accordance with economic methods, and form a vertical cooperation with similar agricultural professional cooperative services. Cooperation and joint operation are the new multi-level, multi-functional, network-like cooperative service system, which greatly improves the agricultural industrialization operation and the level of farmers' organization; promotes the existing administrative-level and regional-based cooperation. The evolution of the organization to the professional cooperation organization of intensification and integration of trade, industry and agriculture has greatly enhanced the influence and control of the organization of the supply and marketing cooperatives.
The open organization form is the inevitable choice for cooperatives to adapt to the market economy. It is imperative to open an office and innovate cooperation. Cooperatives in France and other Western European countries have long broken the membership restrictions and are striding to open up. The opening of the organization is the premise of winning vitality. Self-restraint and self-enclosure are undoubtedly self-defeating. In the new stage of China's agricultural and rural economic development, professional cooperation organizations of different compositions and forms have emerged as the times require, and have played a significant role in organizing production, providing technical guidance, developing agricultural product processing, communicating production and marketing links, and linking markets. If the supply and marketing cooperatives cannot take advantage of the situation, they may be replaced. Therefore, enterprises that are not only selling companies should be open to different ownership systems, different economic components, and different organizational forms in the reform and reform, and let go of the capital-integrated form of market economy. Moreover, as the organization system of the supply and marketing cooperatives, it is necessary to break the inherent system concept, open up to all organizations with cooperative economic nature involving agriculture, and exert the advantages of perfect organizational system and management network, and enlarge the supply and marketing cooperatives through business innovation and service innovation. Organizational functions, with professional cooperation as the main line, and the various kinds of rural cooperative organizations are effectively united to realize the innovation of cooperation, and the organization system of supply and marketing cooperatives that is compatible with agricultural industrialization and urban modernization strategy has become an agricultural industry. The backbone of management, social services and regional economic development. It should be pointed out that the process of opening an office should be compatible with the degree of economic development in agriculture and rural areas. Do not go beyond reality, do not pursue surface effects, step by step, and strive for practical results.
Strive to maximize economic benefits. In the past, our understanding of cooperatives not for profit is often one-sided. It is only for members. Externally speaking, there are no cooperatives that do not talk about efficiency abroad. If there is no benefit, there will be no conditions for survival. For the "three rural" service, it can only be "paper talk." If the supply and marketing cooperatives have the merits, they will have a big role. Therefore, we must be confident and focus on economic benefits. As a product of “one big and two public”, the supply and marketing cooperatives are old-fashioned, the system is rigid, and the mechanism is not alive. It is necessary to fundamentally reverse the passive situation of the decline of operation and efficiency, and must be conceptual innovation, system innovation, and business innovation. First of all, we must intensify the reform of the property rights system of supply and marketing cooperatives, explore the ultimate attribution of the property rights of the maternity of the supply and marketing cooperatives at all levels, and solve the problem of the existence of the original owner's illusory and absent; the enterprises of the supply and marketing cooperatives must establish social and private ownership. A diversified and personalized investor system, such as state-owned and employee-owned. We will effectively transform internal operating mechanisms, re-incentive and emphasize management, and enhance the internal vitality and competitiveness of enterprises. In the structure of property rights, it is necessary to take advantage of the enterprise system of Western Europe, because of the local conditions and the conditions of enterprises, it is necessary to vigorously absorb the shares of the operators and employees, and not simply make a one-size-fits-all approach. Intangible assets should be included in the category of social assets to prevent undue loss in the reform of the property rights system. Adhere to the advancement and retreat, comprehensive use of adjustment structure, innovative management methods, business formats and open up new areas to expand business functions. Focus on cultivating business carriers that directly promote agricultural efficiency, farmers' income and enterprise development, and preemptively enter the field of high-tech industries involving agriculture and the gradual contraction of state-owned assets.
Innovate the business format and marketing methods to accelerate the development of consumer goods and agricultural chain operations. The establishment of operating institutions according to the administrative level has many links, high costs and weak competition. The traditional management system of the supply and marketing cooperatives has broken through the network, and only the accelerated reform has a way out. For state-owned enterprises above the county level, it is necessary to integrate into professional cooperatives or become a leading enterprise of professional cooperatives. At the same time, it is necessary to take advantage of the experience of the development of cooperatives in Western Europe and other countries in France. For the corresponding outlets of agricultural resources, daily consumer goods enterprises and grassroots organizations at or above the county level, the chain of operation in restructuring, differentiation, adjustment, restructuring and innovation can rely on the province. The first-level or national head office, the development system integrated chain, can also join the domestic and foreign super-large chain groups, and gradually form a number of cross-regional consumer goods chain management enterprises, thereby comprehensively improving the management level, scale and prosperity of the supply and marketing cooperatives.
Member of the delegation: Tang Yicheng, You Caixiang, Wang Xiwu, Li Ying
Zhang Jianwei Tong Xuemin Yang Shanxing Zhang Wujun
Li Yinlou Zhao Mingkun Yan Shanlin Cheng Yansheng
Wu Xuegang
Pen: Zhang Jianwei
A 13-member delegation jointly organized by the General Office of the National Federation of Supply and Marketing Cooperatives and the Information Center conducted an inspection of the cooperative economy and corporate system in the United Kingdom, France, and Germany from October 29 to November 12, 2000. A briefing by the French Cooperative Alliance, a survey of cooperative companies, large chain group Metro and some private companies, and a discussion with the Chamber of Commerce of Western Europe on the Western European enterprise system. The main situation is now reported as follows:
First, the main features of the French cooperative
The French cooperative economy originated in the middle of the 19th century and was a country that started earlier and developed faster. At present, cooperative organizations generally cover 14 major categories of social and economic life. Among them, there are more than 6,500 agricultural cooperatives, 90% of the peasants have joined the agricultural cooperatives, and 1.3 million members have joined the society. The cooperative economy and the national economy and the private economy are three-pronged, and the social coverage is very wide. They occupy an important position in the entire economic life, especially in the countryside.
The main features of the French cooperative are:
Legalization of status. The French government regards the promotion of cooperative development as an important means of coordinating social and economic relations and maintaining social balance, and ensuring the development of a cooperative economy in a multi-pronged manner. The first is legal management. As early as 1847, the relevant laws of cooperatives were promulgated, and they were revised and improved in the future. The second is to establish a cooperative access system. In France, general companies only need to apply for registration at the local chamber of commerce, and the establishment of cooperatives must first report to the government, clarify the composition of the members, the community and the scope of business, etc., and the government will notify the chamber of commerce to register after the investigation and approval. At the same time, in order to avoid vicious competition between cooperatives, the government controls the layout of cooperatives. In recent years, the establishment of cooperatives for new applications requires, in principle, to be merged into cooperatives of the same or similar business scope that have been established to promote the scale of cooperatives. The third is to support the policy. At the beginning of the cooperative's opening, the French government and local governments generally provide certain subsidies. In terms of taxation policies, the cooperatives acquire and sell the products produced by the cooperative members to give back all the income tax benefits, and support the development of cooperatives.
Cooperation specialization. In addition to a small number of supply cooperatives for fertilizers and pesticides, French agricultural cooperatives account for a large proportion of professional cooperatives of individual varieties of agricultural products. It is built on a family farm, retaining the private ownership of the farmer’s family farm and full freedom of management, forming a two-tier structure that combines the independent and combined farm and family farms, and circulates around a single variety of agricultural products. The field cooperatives are the main form, providing members with a series of pre-production, post-production and post-production services, and combining them into an industrial chain integrating production, sales, and development. For example, food cooperatives, dairy cooperatives, meat cooperatives, etc., supply agricultural materials, seed feed, young livestock and poultry, and artificial breeding before the birth, post-production acquisition, processing, storage, transportation, marketing, and so on. At the same time, the same type of cooperatives nationwide form a national specialized cooperative federation at a higher level, and establish close relationships with similar agricultural products leading enterprises and industrial associations of non-cooperatives, with complementary advantages, focusing on coordination and branding. Marketing and new product development. In recent years, in order to adapt to the increasingly fierce market competition, French milk and other cooperatives have initiated the establishment of specialized scientific research institutions for the in-depth development of dairy products, thereby more effectively controlling the market. According to reports, the French cooperative's grain purchases accounted for 75% of the total output, and the wine and dairy products market share reached more than 50%.
Operational enterprise. First, the resource owner, operator and producer are separated. Cooperatives regularly hold a membership meeting, and once a year, the board of directors of the democratically elected cooperatives and the chairman of the board of directors formulate a major policy. The general manager of the board of directors is responsible for the specific operation and management, and the general manager hires management personnel to carry out business activities. Second, foreign activities are centered on profit. The French cooperatives insist on the principle of returning to the public accumulation and development fund after insisting on the objective of not making profits internally, while maximizing profits. It is necessary to sell the members' products and sell them at a good price. In the introduction of the French Cooperative Alliance, the cooperative does not say that profits are only collapsed. Third, the organizational form reflects flexibility. In order to meet the needs of competition, the French cooperatives introduced flexible capital joint forms on the basis of traditional specialization cooperation, adopted joint-stock mechanisms and methods, established enterprises, expanded business areas, such as La dauphinoise agricultural cooperatives, and developed financing, real estate and distribution businesses. The Dispagri distribution center has an annual turnover of 475 million francs. As the number of cooperative companies associated with private capital continues to increase, the organizational form is more flexible. The fourth is scale integration. French cooperatives have grown from small to large, breaking geographical restrictions, and the trend of cross-regional integration has intensified. In recent years, the number of French cooperatives has decreased by more than 700, and the size of individual cooperatives has grown. For example, the La dauphinoise cooperative has undergone several mergers and the community has covered four provinces. In the dairy cooperatives, the production of six cooperatives has accounted for 54% of the total production of the Federation of Dairy Cooperatives.
Management concept. French cooperative companies generally use computer management. The operation of consumer goods has introduced chain operations, distribution, agency and other business formats and methods. The whole image is impressive. In addition to the traditional brewing characteristics of wine cooperatives, the production and processing of milk and meat have been highly automated. The online shopping business is gradually expanding.
Joint service. The members of the French Cooperative Alliance are 14 industry cooperative federations, 22 regional cooperative coalitions and a small number of particularly large professional cooperatives. The main task of the National Cooperative Alliance and the Regional Cooperative Alliance is to serve the members of the society, as an association organization, to dialogue with the government and the parliament, to carry out external and internal contacts and exchanges, and to protect the interests of the entire cooperative. There is neither direct command function nor professional cooperatives. Its main function is coordination and service. Therefore, the organization and personnel are very capable. The funds of the alliance are mainly the membership fees and the provision of professional legal affairs. Sex services charge a small fee for services.
Second, some situations in the Western European enterprise system
Western Europe's corporate system is based on the protection of private ownership and the protection of business freedom, while laws and quotas become rigid elements that regulate corporate behavior. Compared with China's current enterprise system, the Western European enterprise system is relatively standardized and perfect.
The main impressions in the inspection are:
The structure of the property rights structure and the corporate governance structure are diversified. Western European corporate investors are generally natural persons or investment companies. The main operators and employees can hold shares or not. The company has both investors directly operating and selecting senior managers in the market through the company, or managing The right to lease to a special management company, the relative separation of ownership and management rights. The corporate governance organization is flexible and set by the company's form and scale. For example, the size of a French limited liability company is generally small. There are only shareholders' meetings and executive officers. There is no board of directors or supervision meeting. The shareholders' meeting will exercise ownership, decision-making power and supervision. The general manager will exercise the executive power. The company has a separation of powers, a shareholder meeting, a board of directors and an executive officer, as well as a large-scale enterprise of a family nature, which has an inspectorate on the board of directors to further separate management rights from ownership. However, this method is generally not used in France.
Enterprise management rigid constraints. In terms of standardized enterprises with a certain scale, the management and operation mechanisms of Western European enterprises are mutually complementary, forming a rigid constraint on owners and operators. For example, the management of assets, especially the disposal of assets, is usually signed by the owner, the trustee, the lawyer, etc. There is also a system of constraints in daily management. For example, if a business manager is not in business, he will pay 3,000 yuan. After the tax department checks and finds it in three years, he will deal with the misappropriation of public assets. The reason is that if you do not spend 3,000 yuan on non-business, you can be reflected in corporate profits, and profits are 33% need to pay income tax to the state, and shareholders will pay individual income tax after paying dividends after tax. Therefore, on the surface, it is an illegal expenditure of 3,000 yuan, which has in fact damaged the interests of the state, enterprises and shareholders. It must not only be retired, but also fine, and the responsibility of the recommender or the promoter must be investigated. This shows that the management of Western European enterprises is strict.
The development and management of intangible assets of enterprises has been fully improved. Western European companies not only pay attention to the value-added of tangible assets, but also pay more attention to the cultivation and protection of intangible assets. They believe that, in a certain sense, intangible assets have more ability to regenerate and increase assets than tangible assets. Intangible assets cover a wide range in Western Europe, including not only trademarks, trade names, patents, design plans, but also franchises, licenses, signing rights, supply and demand contracts, mature sales channels, unique management systems, and loyal customer base. Wait. Intangible assets are specifically described when transferring property rights. For Western European companies, the value of intangible assets such as brands is much higher than that of movable and immovable property.
Third, revelation and suggestions
The French cooperative economy and the Western European enterprise system have been tempered and matured in the continuous development, which is undoubtedly a portrayal of the modern market economy. Although China's national conditions and social conditions are different, we cannot blindly copy photos. However, in the process of establishing a socialist market economic system, it should be the goal and model of convergence. The experience of France in developing a cooperative economy and the corporate system in Western Europe give us profound insights and are worthy of the mirror.
The cooperative economy is full of vitality under the conditions of a developed market economy, and the development of a cooperative economy is promising. France has implemented the development of a cooperative economy as a national policy, and cooperatives have indeed played a pivotal role in the entire economic life. At present, China's agricultural and rural economic development has entered a new stage, and an effective carrier is urgently needed. As the creator, implementer and protector of the interests of farmers, the ever-changing market is linked with the industrialized production of thousands of households, and cooperatives are in the world. The most effective form of self-service for the joint small and medium producers and operators is widely accepted. To solve the problems of China's agriculture, rural areas and farmers, cooperatives are an important way. It cannot be because of the influence of the “Left” in the past that the cooperative movement has taken a detour and neglected the importance and necessity of a cooperative economy. It is necessary to establish a market economy system as the fundamental overall situation and, from the commonality of the market economy, fully attach importance to the development of the cooperative economy. To create conditions for the development of a cooperative economy, first give the cooperative legal legitimacy and protect the status and rights of the cooperative. As a supply and marketing cooperative system, we must work hard and build confidence. The historical mission of the “supply and sales cooperatives” to “develop the economy and guarantee supply” during the period of planning economy and shortage of economy has been completed, but the mission of the cooperative has not been completed. It is necessary to speed up the transformation of the essential needs of the market economy and the original face of the cooperative economy, and truly become a cooperative economic organization of the peasants, and will act as a pioneer and a new force for the all-round development of the cooperative economy.
Professional cooperation is the basic form of cooperative economy. Expanding professional cooperation is an important breakthrough for the reform of supply and marketing cooperatives. Professional cooperative organizations are not restricted by administrative regions and ownership. They are not only conducive to the specialization, scale, industrialization of characteristic agriculture, cultivating agricultural leading products and pillar industries; they are conducive to enhancing the depth of services and forming a service of integration of trade, industry and agriculture. Chain; it is also conducive to centralizing service objects and content, establishing an operational mechanism that adapts to the market economy, and forming an intensive competitive advantage. From the perspective of China, professional cooperation is the most lacking and weakest link. With the gradual establishment of the market economic system, the traditional comprehensive management services of the supply and marketing cooperatives can no longer meet the needs of the development of the situation, and should vigorously develop professional cooperatives as the starting point for the transformation of supply and marketing cooperatives. We believe that in the future, the main work of grassroots social and county-level supply and marketing cooperatives should be to adapt to the process of agricultural industrialization, and organize different professional cooperatives around individual varieties of agricultural products. The provincial-level supply and marketing cooperatives and the national federation should focus on promoting the integration and merger of similar professional cooperatives across administrative regions in accordance with economic methods, and form a vertical cooperation with similar agricultural professional cooperative services. Cooperation and joint operation are the new multi-level, multi-functional, network-like cooperative service system, which greatly improves the agricultural industrialization operation and the level of farmers' organization; promotes the existing administrative-level and regional-based cooperation. The evolution of the organization to the professional cooperation organization of intensification and integration of trade, industry and agriculture has greatly enhanced the influence and control of the organization of the supply and marketing cooperatives.
The open organization form is the inevitable choice for cooperatives to adapt to the market economy. It is imperative to open an office and innovate cooperation. Cooperatives in France and other Western European countries have long broken the membership restrictions and are striding to open up. The opening of the organization is the premise of winning vitality. Self-restraint and self-enclosure are undoubtedly self-defeating. In the new stage of China's agricultural and rural economic development, professional cooperation organizations of different compositions and forms have emerged as the times require, and have played a significant role in organizing production, providing technical guidance, developing agricultural product processing, communicating production and marketing links, and linking markets. If the supply and marketing cooperatives cannot take advantage of the situation, they may be replaced. Therefore, enterprises that are not only selling companies should be open to different ownership systems, different economic components, and different organizational forms in the reform and reform, and let go of the capital-integrated form of market economy. Moreover, as the organization system of the supply and marketing cooperatives, it is necessary to break the inherent system concept, open up to all organizations with cooperative economic nature involving agriculture, and exert the advantages of perfect organizational system and management network, and enlarge the supply and marketing cooperatives through business innovation and service innovation. Organizational functions, with professional cooperation as the main line, and the various kinds of rural cooperative organizations are effectively united to realize the innovation of cooperation, and the organization system of supply and marketing cooperatives that is compatible with agricultural industrialization and urban modernization strategy has become an agricultural industry. The backbone of management, social services and regional economic development. It should be pointed out that the process of opening an office should be compatible with the degree of economic development in agriculture and rural areas. Do not go beyond reality, do not pursue surface effects, step by step, and strive for practical results.
Strive to maximize economic benefits. In the past, our understanding of cooperatives not for profit is often one-sided. It is only for members. Externally speaking, there are no cooperatives that do not talk about efficiency abroad. If there is no benefit, there will be no conditions for survival. For the "three rural" service, it can only be "paper talk." If the supply and marketing cooperatives have the merits, they will have a big role. Therefore, we must be confident and focus on economic benefits. As a product of “one big and two public”, the supply and marketing cooperatives are old-fashioned, the system is rigid, and the mechanism is not alive. It is necessary to fundamentally reverse the passive situation of the decline of operation and efficiency, and must be conceptual innovation, system innovation, and business innovation. First of all, we must intensify the reform of the property rights system of supply and marketing cooperatives, explore the ultimate attribution of the property rights of the maternity of the supply and marketing cooperatives at all levels, and solve the problem of the existence of the original owner's illusory and absent; the enterprises of the supply and marketing cooperatives must establish social and private ownership. A diversified and personalized investor system, such as state-owned and employee-owned. We will effectively transform internal operating mechanisms, re-incentive and emphasize management, and enhance the internal vitality and competitiveness of enterprises. In the structure of property rights, it is necessary to take advantage of the enterprise system of Western Europe, because of the local conditions and the conditions of enterprises, it is necessary to vigorously absorb the shares of the operators and employees, and not simply make a one-size-fits-all approach. Intangible assets should be included in the category of social assets to prevent undue loss in the reform of the property rights system. Adhere to the advancement and retreat, comprehensive use of adjustment structure, innovative management methods, business formats and open up new areas to expand business functions. Focus on cultivating business carriers that directly promote agricultural efficiency, farmers' income and enterprise development, and preemptively enter the field of high-tech industries involving agriculture and the gradual contraction of state-owned assets.
Innovate the business format and marketing methods to accelerate the development of consumer goods and agricultural chain operations. The establishment of operating institutions according to the administrative level has many links, high costs and weak competition. The traditional management system of the supply and marketing cooperatives has broken through the network, and only the accelerated reform has a way out. For state-owned enterprises above the county level, it is necessary to integrate into professional cooperatives or become a leading enterprise of professional cooperatives. At the same time, it is necessary to take advantage of the experience of the development of cooperatives in Western Europe and other countries in France. For the corresponding outlets of agricultural resources, daily consumer goods enterprises and grassroots organizations at or above the county level, the chain of operation in restructuring, differentiation, adjustment, restructuring and innovation can rely on the province. The first-level or national head office, the development system integrated chain, can also join the domestic and foreign super-large chain groups, and gradually form a number of cross-regional consumer goods chain management enterprises, thereby comprehensively improving the management level, scale and prosperity of the supply and marketing cooperatives.
Member of the delegation: Tang Yicheng, You Caixiang, Wang Xiwu, Li Ying
Zhang Jianwei Tong Xuemin Yang Shanxing Zhang Wujun
Li Yinlou Zhao Mingkun Yan Shanlin Cheng Yansheng
Wu Xuegang
Pen: Zhang Jianwei
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