College student social practice report

In the summer of 2003, a group of eight people from the Baoding Social Practice Team of the School of Economics of Hebei University came to the Lekai Group Corporation in Baoding City for a visit. During the event, we received warm reception from the group and even the branches. The in-depth explanation of the scientific research staff, the deep friendship of the technical staff to Lekai... let us deeply feel the pride of every Lekai people as a member of Lekai. Here we not only find the embodiment and verification of academic theory, but also find a sense of pride in a sacred nation, a deep patriotic sentiment from the heart.
Lekai is not only a brand, but also the cohesion of the soul of the Chinese nation.
We have seen the opportunities and challenges faced by state-owned enterprises from the history and future of Lekai. Then, from the perspective of our students, we will talk about our immature views on a series of problems in the reform and development of Lekai and even state-owned enterprises.

The first article of Lekai Group
China Lekai Group is one of the first batch of 57 large-scale pilot enterprise groups approved by the State Council. It is the research and development base of China's photosensitive materials and one of the early companies to carry out joint-stock reform.

First, the development history of Lekai Group was the first time to start a factory. After losing the technical support of the Soviet Union and suffering from the extreme difficulties of three years of natural disasters, the first generation of Lekai people completed their factory construction with their own wisdom and sweat. It produced the first generation of film film in China and sent its aerospace film to the artificial satellite, which enabled the company to develop into a film production base in China.
The second era of entrepreneurial reform and opening up, the popularity of television has caused the film industry to decline sharply. At the same time, the heat of color has quietly emerged in China. Lekai seized the opportunity to develop China's own color film, color photo paper, and quickly pushed it to the market, breaking the situation that foreign goods dominated the world. In order to realize the rapid adjustment of the product structure from film film to civilian film production, on the basis of independent development, Lekai only introduced key equipment and built a production line at the international level, which in turn realized the upgrade of the enterprise scale and formed its own competitive advantage. . Lekai insisted on taking its own characteristic road. In the past eight years, Lekai color film has been updated three times. The domestic market has regained 20% of the market share. The sales volume of international market products is gradually approaching one-fifth of the total sales volume. In the second venture, Lekai formed its own brand and the competition of the company entered internationalization.
In the mid-1990s, with the rapid development of China's economy and the rapid improvement of people's living standards, the huge potential of the domestic market has become increasingly obvious. Foreign large companies are very optimistic about the Chinese market and have shifted their strategic focus to the Chinese market. Lekai products have been greatly affected. In 1995, Lekai closely focused on the market and vigorously promoted various reforms of the enterprise, focusing on the reform and management of the marketing system and technological innovation. In 1996, we got rid of the predicament and gradually showed a good momentum of development, and the benefits increased year by year.
In recent years, the leaders of the central and state departments and provincial and municipal leaders have been extremely concerned about the development of Lekai and have given strong support. Lekai has actively promoted various reforms of enterprises and achieved good results, research and development capabilities and market control capabilities. Gradually increase, the competitiveness of enterprises continues to strengthen. Lekai products include more than one hundred kinds of photographic film, photographic paper, military film, magnetic recording materials, digital imaging materials, etc., and entered into 72 countries and regions in Europe, America, Asia and Africa.

Second, Lekai Group institutions

III. Status of Lekai Group China Lekai Group has its own subsidiaries and branches, wholly-owned subsidiaries, holding companies and shareholding companies. The products are mainly color film, color photo paper, color film film, X-ray film, printing film, civil film, military film, etc., related to related photosensitive materials, equipment and equipment. The latest Baoding Lekai Digital Imaging Co., Ltd. was established in May 2001. It is a shareholding diversification limited liability company controlled by China Lekai Film Group Co., Ltd. The company is currently developing a series of inkjet printing and printing papers for mainstream inkjet printers of various water-based dyes or pigment inks. Lekai Digital Imaging Co., Ltd. cooperates with Epson Co., Ltd. to promote digital imaging solutions--"Lekai Epson Digital Happy Printing." This is another attempt by Lekai in the face of market demand.
The color film of Lekai Group is the product we are most familiar with and the main source of corporate profits. The product has high technical content, diverse raw materials, complicated process and fierce market competition. The product is produced by Lekai Film Co., Ltd., a unit directly under Lekai. The company was exclusively initiated by China Lekai Film Group Co., Ltd. in 1997 to reorganize its production, research and sales related production and sales assets of color photographic materials. Established a company limited by shares. The company was established on January 16, 1998, and the registered place is Baoding National High-tech Industrial Development Zone, which is a high-tech enterprise. The company's main business is the development, production and sales of color film, color photo paper and color film film. On January 22, 1998, the company's stock was listed on the Shanghai Stock Exchange. The stock was referred to as “Lekai Film” with stock code 600135.
Lekai Film Co., Ltd. is the only listed company in China's photosensitive materials industry. Leke brand color film, one of its leading products, was awarded the title of “King of Chinese Film” by the National Bureau of Statistics. In 1999, the “Lekai” brand trademark was recognized as “China Famous Brand” by the State Trademark Office. In 2000, it won the 4th place of CSI·Asian China's most listed company with the most development potential. In 2001, Lekai Color Roll was recognized as China's famous brand product by the China Famous Brand Strategy Promotion Committee in the first China Famous Brand Product Evaluation. In the same year, Lekai was also named “Best Small Company in the World” by Forbes. In 2002, Lekai was elected "China's most respected company."
As the only state-owned sensitized material listed company, Lekai Film Co., Ltd. has a very high reputation and great brand value, has an excellent corporate culture, and has the best photographic materials experts and R&D teams in China. The National Technology Research Center invested by the Commission--The Photosensitive Materials Technology Center was built and put into use in Lekai. The strong R&D capability made China's color photographic materials products from scratch. In just over a decade, the products were updated five times. The road that the developed country has only traveled for decades. The company has strong funds, as of the end of 2001, shareholders' equity of 970 million yuan, as well as the advantages of secondary market financing. With international advanced experimental equipment, production equipment and high-quality industrial workers, it has passed ISO94001: 2000 quality system certification and ISO14001 environmental management system certification. The quality and cheap products produced by the company have made the domestic similar products sell for far lower prices. In the international market, in 2001, when the world economy slowed down, the company's export earnings increased by more than 28%. The nationwide marketing network and professional first-class service team are the resources for Lekai to implement service marketing and enter the digital field. The huge potential of China's photographic materials market and the prospective digital field provide a broad stage for Lekai.
Fourth, Lekai Group Strategy
In 2001, the group company officially implemented the “China Lekai Film Group Corporation 2001-2019 Development Strategy”. The management of the Lekai Group will be embarked on a new management stage with strategic management as the main line. The "Development Strategy" clarifies the mission of the company: "recording information of the times and serving modern life." Proposed the vision of the company in 2019: "Internationally renowned multinational corporation of image and information industry". After 10 years of hard work, the company has focused on cultivating six capabilities, namely, adapting to the market's rapid response capability, perfect marketing and service capabilities, strong research and development and innovation capabilities, competitive cost control capabilities, and cultural integration capabilities. The ability to expand globally; to achieve three leap, that is, to achieve the first leap in 2001-2003: to achieve "three-point world" in the field of traditional photosensitive materials, and actively participate in the field of digital imaging services. The second leap in 2004-2006: further increase the domestic market share of traditional silver salt photographic materials, focusing on the development of digital cameras and digital imaging services. The third leap in 2007-2019: the development of advanced digital terminal equipment, focusing on international operations and occupying the international market. Through three leaps, the competitiveness of the Lekai Group and its ability to withstand market risks will be further strengthened. The Lekai Group will gradually grow and develop and eventually become the world's leading image and information industry group.
The second problem with Lekai color film In the process of state-owned enterprise reform, Lekai is developing. But at the same time, in this practical activity, we have seen the gap between Lekai and the world-class enterprises.
The biggest competitors in the Chinese color market are Fujitsu of Japan and Kodak of the United States. Kodak is the world's largest manufacturer of photographic materials. In the early 1980s, it began to enter the Chinese color film market, and for decades, it has formed a high-quality image in the minds of consumers. In 1994, the first Kodak rapid expansion store was established. By 1997, it had grown to more than 1,700. The rapid competition of Kodak and the high proportion of domestic imported color smuggling share forced Lekai to adjust its leadership team to adapt to the environment. From the capital, technology and sales experience, Lekai, who is very worried, how to face the competition of Fuji and Kodak?
After analyzing the profit sources of Lekai Group and its technological advantages, we have learned how to improve the quality of Lekai color film and reduce its cost is the key to improving the competitiveness of enterprises.
According to the survey of the sales and use of Lekai color film, the cost of Lekai film is higher than that of Kodak and Fuji. The poor quality of Lekai color film is mainly due to its performance instability, that is, batch. The film produced has a large difference in performance, high technical requirements for rinsing, unstable film development, severe color cast, and short image retention period.
These problems are mainly caused by technical defects and uneconomical procurement of raw materials.
For example, color film production of silver nitrate in raw materials is the key to film development and is one of the indispensable materials, but the price is very expensive. The content per unit area of ​​this component is much higher than that of Kodak and Fuji, but the development effect is not proportional to its content. It is not as stable as Kodak and Fuji, which means that it costs more money. Not getting the intended purpose. This is also the immature performance of Lekai.
High product costs make sales passive. The distribution of Lekai Company is sold by the head office to the sales company at the ex-factory price. The sales company transfers it to the wholesaler at the wholesale price and then to the consumer at the terminal. In the face of Kodak Fuji's competition, Lekai Film adopted a competitive-oriented pricing method and positioned it at a low level. For example, the ex-factory price of GBR100 color roll is 8.5 yuan/volume, and the wholesale price of the sales company is 8.65~8.70 yuan/volume, and the final retail price is 12 yuan/volume. We see that the small difference of 0.15~0.20 yuan is difficult to maintain the daily expenses of the sales company, not to mention that there are enough interests to drive the market, resulting in the lack of business enthusiasm of the middlemen; and in the retail chain, the profit ratio of Lekai color rolls is less than 3.5 yuan. Kodak's $6 is much less and it is unlikely to attract retailers. In the case of unfavorable distribution, it is very important to build Lekai to expand the chain stores. The economic situation of Coke Kai is also a problem. Low-priced sales have made Lekai's advertising for corporate image and brand image so small that some products can only stay in the praise of experts and have no chance to be recognized by consumers.
In the weak marketing process that Lekai takes, quality is a guarantee and cost reduction is crucial.
Film requires not only the complex variety of materials but also the stability of its overall chemical composition. The complexity of the material makes the extraction process technically high and costly. We see how HKUST solves this problem. For example, there is a raw material in the raw material, gelatin, which is derived from the bones of livestock. In the selection of this material, Kodak adopts global procurement measures in specific suitable pastures. Breeding a single breed of dairy cows, limiting the incubation period of the cattle, obtaining uniform materials, and improving the relative stability of the chemical components by avoiding the complexity of the materials.
Lekai film's production of raw materials is relatively lacking. The accumulation of waste raw materials across the country, the quality of purchased raw materials is difficult to ensure that the cost is increased invisibly, and the risk of product quality is also increased.
Is there no qualified material in our market? We have also seen that domestically purchased wares and packaging materials for the localized Kodak Co., Ltd. Xiamen branch have been realized; Kodak Co., Ltd. Shantou Branch has taken the lead in realizing the domestic procurement of the main raw material, silver nitrate; Kodak Co., Ltd. 90% of the raw materials come from domestic procurement, and several supporting manufacturers settled in Xiamen; Kodak Co., Ltd. achieved 50% domestic purchase of raw materials, which led the Kodak Global Printing Factory to purchase chemicals from China. The completion of Kodak's localization not only announced competition back to product technology, quality, service, marketing, but also reminded us of the defects of corporate management.
The low degree of production automation and backward management are also the problems we need to face. For example, the color roll can only measure its performance after output, and if the finished product fails, it will cause a lot of waste.
In the face of these problems, how can we reduce costs? How to improve quality?
Photosensitive materials are high-tech products, and the quality of products depends largely on the development and improvement of technology. This product involves the deeper theoretical application of chemical polymers and other disciplines. It requires a large number of in-depth analysis and testing by researchers. For the only photographic industry in China, the most important thing to improve the competitiveness of products is to improve its technical content. The most effective use of existing technology, to explore the unknown areas as much as possible, to make up for the defects of technology to enhance the strength of the enterprise.
The characteristics of high-tech industries are that among the various production factors, human capital as a carrier of knowledge plays a decisive role. For the development of high-tech industries, the economic system and social environment that can fully exert the enthusiasm and creativity of human capital The cultural atmosphere is crucial.

According to our understanding of the data: Lekai's main scientific research institution is the National Technology Research Center invested by the State Planning Commission in 2000, the Photosensitive Materials Technology Center, which has the best photographic materials experts and R&D teams in China. Sub-updates. Lekai Research and Development has established academic exchanges with many universities while exerting the strength of its own research institutions. For example, in order to find competitive advantages and opportunities to develop effective marketing strategies, the company entrusted Tsinghua University economic management in April 1997. The Institute and Beijing New Vision Consulting Co., Ltd. conducted market research; compared to Kodak, it employed more than 5,000 engineers and scientists, including more than 600 PhDs. R&D laboratories are available in the United States, United Kingdom, France, Japan, China and Australia. In a recent patent ranking survey, Kodak was listed as one of the most innovative companies of the twentieth century. MicroPatent LLC's analysis reports the most innovative companies of the twentieth century, the ones that have received the most US patents in the past 100 years. Kodak ranked eighth in it. Its three basic areas of research and development are impact research, technology research and product development. Imaging science is the work of analyzing, identifying, modeling, simulating and optimizing all aspects of image media and imaging systems. This includes all methods that lead to or imitate the human visual response. Kodak R&D has more than a century of experience in imaging science, and it produces a wealth of knowledge. The imaging science research and development achievements contain many scientific laws. Although it is impossible to isolate them into isolated categories - they can be divided into many areas, including: color science, digital image processing and image recognition, system analysis, impact modeling, and image simulation. Kodak research can achieve practical application of technology beyond imaging. This foundation-building research includes areas such as chemistry, photographic media, electronic sensors, impact communication, inkjet printing, scanning technology, display technology, and wireless networking. Intellectual property rights acquired through image and technology research results are transformed into new imaging products and/or services. This work balances the scheduling of various Kodak business units and their commercial resources. R&D product development achievements include design and usability, future product concept development, and production process development.
In many industries in China, there is the same situation as Lekai, that is, the backwardness of technology restricts the development of the industry. In the face of our lack of funds, we only try to use existing technical resources to study and innovate to improve the technical level. Improve the overall level of scientific research and technology of enterprises, learn advanced foreign scientific research techniques; on the basis of effective use of internal resources of enterprises, realize the scale of external benefits of information resources, achieve the purpose of effectively utilizing existing resources; introduce competition and promote exchanges, Create effective research mechanisms. To improve the technical level, we can improve the quality of products, gain the recognition of consumers, and occupy market share; in order to reduce the cost of products, there is a large profit margin for sales.
The third part goes into the reform idea of ​​Lekai state-owned enterprise: 1) Concept renewal: the idea of ​​business management, the idea of ​​competition, the idea of ​​innovation, corporate culture, etc.
2) System reform: management mechanism, constraint mechanism, incentive mechanism, supervision mechanism, etc.
3) Business innovation: product innovation, marketing innovation, etc. China has been in the WTO for more than a year. The impact of joining the WTO has also appeared in various industries and in all aspects. Then, in the face of fierce competition from foreign merchants, in the face of tremendous changes in the living environment, how will Chinese enterprises, especially state-owned enterprises, respond? It is a bumpy truth to adapt production relations to the development of productive forces. Liberating and developing productive forces is the general policy of the new era of socialism. Then there was a rhetoric of state-owned enterprises that had been out of poverty for three years, and there was a hundred schools of thought that had been reformed by state-owned enterprises. Today, how effective is the reform, and whether the state-owned enterprises that are riddled with illnesses have revived their vitality? In order to conduct in-depth discussions on the above issues, especially in the context of the reform of state-owned enterprises in the WTO environment, a group of eight people from the Summer Practice Team of the School of Economics of Hebei University came to the Lekai Group to visit and investigate.
China Lekai Film Group is one of the 57 large-scale pilot enterprise groups approved by the State Council. It is the research and development base of China's photosensitive materials and one of the early companies to carry out joint-stock reform. Since the "Ninth Five-Year Plan", in the face of the impact of large foreign companies, the third venture, the company's various reforms around the market, gradually get rid of the predicament and get out of good development momentum. The company constantly streamlines its organization, reforms its management system, divests departments that are not related to production, actively seeks partners from outside, introduces advanced technologies to enhance the competitiveness of the Group, and explores a glorious road that is in line with its own development in reform and development. Therefore, the investigation of a very representative large state-owned enterprise such as Lekai will be of great benefit to us to recognize the problem and think about it.
The investigation of state-owned enterprise reform after China's accession to the WTO is a relatively new topic, and the theoretical community has not formed a unified model. By referring to a large amount of information and combining the reality of Lekai, we subdivided the investigation into three layers, namely, concept renewal, system reform and business innovation. The third layer is an organic whole. The concept of change is the forerunner of invigorating enterprises. The system reform is the basis of business innovation. The management innovation is the guarantee for enterprises to overcome difficulties and obtain profits. The profit is the ultimate goal of survival and development of every enterprise. Within the three layers, we will also elaborate on the actual and newer theoretical results.
1. Concept renewal is the pioneer of state-owned enterprises. According to the market form faced by state-owned enterprises in recent years and the status of enterprises themselves, in order to invigorate state-owned enterprises, we must first solve the problems of ideological concepts and operational mechanisms. Over the years, state-owned enterprises have been firmly in the status of "boss" by relying on the planning system and supporting service functions, and have formed the awareness of "seeking security in peace." After the changes in the market form, the traditional ideological concepts and institutional patterns have been completely broken. The market form requires us to deepen reforms. We must have new ideas, new ideas, and new methods to form a set of ideas that suit the development of the company itself. . In light of the situation of Lekai, which we know, with the comprehensive opening of the large-scale state-owned enterprise reform in 1997, the old state-owned enterprises that are supported and cared for by the state are inevitably facing the same huge impact. Some anticipation In the state investment, the subsidies were reduced on a large scale, and some of the original preferential policies were also cancelled due to non-compliance with market competition rules. It seems that the Lekai people were taken care of by people everywhere, and the spoiled children of the rich family were pushed to the forefront of the brutal and fierce commercial war. Only competition can survive, only competition can develop. Lekai, who has no need to care about its product sales and funding sources, directly faces Kodak, which has the world's top production technology, complete set of advanced equipment, excellent management experience and proven marketing team. Fuji's powerful impact. The products are not sold well, the workers are not well managed, and the funds are not enough. Faced with such difficulties, Lekai had to undergo a painful change of mind from top to bottom. He was obsessed with the insufficiency and the status quo. He saw his market being swallowed up by opponents like a wolf, or taking risks. In the exploration of reform, progress in summing up the lessons? Lekai is a national brand and a symbol of national honor. Lekai can't fall, and the road can only choose the latter one. However, to reform the enterprise, we must first change our mindset. It is very difficult to change the old ideas and old ideas rooted in people’s minds in the short term. However, if we only make minor repairs to management and management, we will not Played the role it deserves. At the same time, as a large state-owned enterprise, it is impossible to make a big exchange of employees like other ownership enterprises. From a basic point of view, a new ideological environment has been established, and since it has been lacking the atmosphere of reform and innovation for a long time, it is difficult to enjoy big changes. This in turn forced Lekai to start from the outside, reform in structure and form, and promote the transformation of the structure and form of expectations and the transformation of ideas. Reform is fruitful and the road is difficult and tortuous. According to the relevant leaders, only the insignificant reform of the bathroom from the free charge has attracted a voice of opposition, and even led the in-depth staff to do a long period of ideological work before proceeding. Thus, the difficulty of reform can be seen. However, reforms must continue in any case, and the concept of renewal should bear the brunt. How should we change and how to change? In this regard, we have made the following suggestions through extensive investigations and discussions, and we hope that we can achieve the role of inspiration.
That is to start with the propaganda of ideas and ideas, with material interests, and step-by-step reforms with steps and plans:
1) First, let the upper leadership change their minds. Any outstanding successful enterprise must have its own unique and outstanding corporate culture, and the corporate culture is actually the entrepreneur's culture. The change of entrepreneurial concept often has a huge impact on the entire concept change. To this end, we must do the following: First, start with the leadership and highlight the issue of emancipating the mind and changing the concept. The members of the leadership team must always ensure the ideological guarantee, organizational guarantee, discipline guarantee, and style guarantee. This requires leaders to change their minds, lead by example, lead their employees to break the old concept of "iron rice bowl", learn new science and culture techniques, and establish market competition awareness and innovation consciousness. Especially after China's accession to the WTO, Chinese enterprises, In particular, large and medium-sized state-owned enterprises must change their narrow concepts in the past, develop their business with an international perspective, and establish their own brand image in international competition. Moreover, in general, leaders are better than ordinary employees in terms of cultural knowledge, social experience, and psychological quality. They also have more opportunities to access more advanced and advanced things, so it is easier to update concepts. As long as entrepreneurs can do what they can, they will absorb advanced ideas, dare to learn, dare to try, and dare to change, and they will be able to give good examples to the concept of the whole enterprise.
2) Since it is not possible to change the ideological foundation through coercive measures in the short term, we can consider ways of gradual exchange of blood and ideological infiltration. On the one hand, when recruiting new employees, try to select those who are new in thinking and who have the ability to adapt to reforms. On the other hand, through trade unions, grassroots party branches, and league branches, activities such as study, visits, and discussions on topics such as WTO competition and enterprise reform are widely carried out, or measures such as innovative ideas and reform effects are given to give material rewards. Thoughts gradually deepened into the hearts of the people, gradually removed the old conservative ideas in people's minds, and created an atmosphere of accepting reforms, welcoming reforms, and participating in reforms.
3) It is possible to consider the option of introducing all other joint ventures into a joint venture and adopt a multi-share operation. Everything in thought is guaranteed by the material foundation. Nowadays, the dismissal behavior and lazy thoughts in some state-owned enterprises are not necessarily the responsibility of human beings. Without material guarantees, it is difficult to make people's masters think and wholeheartedly put all their energies into enterprise reform and development. After having all the other components involved, the thirst for the benefits will inevitably make the beneficiaries actively invest in the choice of the company's development path. Now, in some companies, employee stock ownership and post holdings are some of its manifestations. However, the introduction of such multi-shares must be carried out in the form of shares of the same shares. Otherwise, it will become a circle of money activities, and more harm will be less.
Development is the last word. Reform is the only way. Any reform will inevitably cause immense pain in the mind. The key is whether we can bear the pain and accept the challenge.
2. In the process of emancipation of the mind, the enterprise system innovation, the mechanism innovation system, and the ills left by the old mechanism have caused Chinese enterprises to suffer. With the development of the market economy, this requires enterprises to form their own unique characteristics in the development process. Mechanisms and institutions. History has proved that the great liberation of ideas always follows the establishment of new systems and new mechanisms. In order to establish a modern enterprise system, China's state-owned enterprise reform must establish an effective corporate behavior incentive and restraint mechanism while establishing an enterprise legal person property rights system. This is to prevent the management rights from infringing on ownership, preventing the loss of state-owned assets, and improving enterprises. Operating efficiency, the key to ensuring the preservation and appreciation of state-owned assets. The incentive and restraint mechanism of state-owned enterprise operators includes three aspects: incentive, restraint and supervision.
I. Incentive Mechanism The so-called incentive, which contains a stimulating engine, encourages behavior, and generates motivation, so that people have an internal motivation and move toward the desired goal. Incentives can also be said to be a process of mobilizing enthusiasm. The principles to be established in establishing an incentive mechanism for state-owned enterprise operators are: the income of the operator is linked to the business performance of the enterprise, and the combination of material encouragement and spiritual encouragement. Its content includes reward incentives, social status and honor incentives.
In the state-owned enterprises, there are widespread ideas that are unwilling to propose, and put forward good ideas and are unwilling to adopt them. There are no corresponding rewards for positive effects, and they are obedient, obsessive, and so on. Their direct consequence is the formation of "whipping fast cattle." "Case. If there is no real reward, it will increase the responsibility and increase the burden. If the risk is taken, it will become the target of the people. In this way, who will go to work hard for the development of the enterprise? We learned similar issues during the inspection. A person in charge of the sales department told us very sorry that as early as four or five years ago, "Kodak" and "Fuji" did not form a chain sales network in China. The marketing staff has suggested to occupy the market by means of franchise chain. However, due to the fear of responsibility, and the success, it is impossible to have any reward for individuals, and it has not been implemented. As a result, the first-class is just a few years. When the franchise stores of "Kodak" and "Fuji" became the scale, Lekai began to engage in it, and it was difficult to compete with "Kodak" and "Fuji" because of insufficient investment. The first-line sales staff of another sales branch even said that last year, their branch company performed the best in the entire sales system, which greatly exceeded the prescribed tasks. As a result, there was no reward, but the task of this year was greatly increased. This year, affected by SARS, sales volume declined, and the head office still required them to complete the task according to the plan without any countermeasures. Also, during a discussion with the heads of the institute, they found that they knew clearly that Kodak was more advanced than us in preparing raw materials, but did not have any sense of learning. We think that in addition to the possible financial difficulties, the fear of responsibility is also an important reason. There are still many such situations, in the final analysis, or because a set of excellent incentive mechanisms has not been formed, which makes people's risks and benefits disproportionate, and tasks and achievements are unclear. The income of the operator is linked to the business performance of the enterprise. The combination of material encouragement and spiritual encouragement is the core of the modern management method. Only by fully implementing it will the business performance be greatly improved. During the inspection, we also learned that the Lekai Group has incentive measures for the scientific research personnel, such as the “Special Award for General Manager”. It can be seen that the Lekai people have gradually begun to pay attention to using the incentive mechanism to gather people's hearts and realize their potential.
Second, the constraint mechanism constraint is the abbreviation of constraint condition, constraint state, and binding force. The operator's constraint refers to the establishment of rules of conduct for the operator, and violation of this rule will be punished. They stipulate what the operator can't do and must do. Generally speaking, the constraint mechanism has the functions of defining the behavior of the operator and maintaining the order of economic activities, which is indispensable for the operation of the enterprise and market activities.
In terms of the restraint mechanism, state-owned enterprises have always done a good job. Lekai is no exception. As a key large-scale enterprise, Lekai has formed a set of restraint mechanisms in the long-term business process. At this point, it is also a relatively unified conclusion that we obtained after visiting leaders and employees. Especially compared with small businesses, Lekai has more detailed regulations in many aspects. However, it is precisely because of strict rules and regulations that employees lack autonomy and innovation in many situations. I think that only by combining the binding mechanism and the incentive mechanism organically can we fully exert the role of the restraint mechanism.
Third, the manager's behavior supervision mechanism means incentives for the behavior of the operators, mainly rewards and punishments. In order for the incentive to be effective, it must be rewarded and punished, and rewarded as a meritorious service. To do this, we must have a comprehensive and accurate reflection of the operator's business performance. Establishing a managerial behavior supervision mechanism is an effective way to obtain such information and overcome the problem of information asymmetry. This, in turn, has to revisit the introduction of multiple shares, as long as this will enable employees, leaders, ordinary shareholders and other participants in the shares to focus on the manager's business performance.
3. In the fierce international competition to improve the operation of China's successful accession to the WTO, it means that the Chinese market has achieved integration with the international market, which requires Chinese enterprises to successfully achieve the docking with international practices. It is necessary to break the concept of "traditional development" and establish the spirit of "scientific rationality". In the development of several decades, state-owned enterprises rely mainly on policies from generation to development, relying on people's hard work and abundant natural resources, while the scientific content of enterprise products is very low, and marketing methods are also very backward. Facing the arrival of the era of knowledge economy, facing the increasingly demanding consumers, facing the big stage of international competition. Enterprises must change from the original development model, use intensive forms, adopt science and technology, reduce costs and improve competitiveness. This requires us to further emancipate our minds. From leadership to employees, we should learn scientific and cultural knowledge well and establish advanced sense of enterprise management and management, so that our thoughts can keep up with the pace of market economy development and form an advanced corporate culture concept. To this end, in the enterprise and even in society, the spirit of "scientific rationality" is established, and "scientific rationality" is used to guide the operation and face the market.
In the market chain model, employees' compensation is entirely from the market. Only when your work is recognized and accepted by the market can you get paid. Everyone has a market. Everyone has a zero distance from the market. Everyone's income is It is paid by the market. Through the market chain mechanism, employees' creativity and responsibility are stimulated.
In the face of the impact of WTO accession, Lekai is also improving its operating mechanism, divesting departments and industries that have nothing to do with production or management, and smashing the burden of enterprises to run a society. The establishment of “Jiahe” property management company is its performance. According to the mastery, we believe that the reform of the production and management field of Lekai is mainly based on the idea of ​​simulating market-oriented operation within the enterprise. First of all, it reorganizes the original workshops and departments related to production into branch factories, and then, from the beginning of power production to the formation of product packaging, each process is based on the company's unified arrangement to increase profits on the basis of cost. It ensures the company's profitability in the production process. From the perspective of development, this method has stepped out of the first step of business reform, and has great benefits for the company's performance, future development and further changes in business ideas. But it is only the first step. If you just stay here, or just continue to reform as a framework, you will gradually become passive. Because this method has its strengths in a certain period of time, but at the same time there are huge loopholes. First, fundamentally speaking, the simulation market operation cannot be equated with the real market-oriented operation, so the profit generated is only a potential profit. If the sales department cannot sell all the products in time according to the reservation plan, although on the book The production department made a profit, but the sales department took the loss. Let the sales department bear the risks of the entire group, contrary to the principle of fairness. Second, it is conducive to the production and operation of the parallel industries to form separate branches. However, if the basic production links such as the production of secondary energy are also independent, they will not only save costs and introduce competition, but will bring management. Many inconveniences. After our understanding, the restructured power branch is not economically independent and lacks autonomy in management, so that some factory workers themselves do not know about this reform. Third, the simulation market operation has neither introduced real competition nor weakened the overall strength in some aspects. This is particularly true in important human resources such as scientific research. For example, in order to meet the needs of setting up a branch, most of the researchers who researched color rolls, black-and-white rolls, and photographic papers were transferred from the research institute to the corresponding department, which is equivalent to decentralized management of the research institute. However, the research institute still exists and is still in itself. Research on color rolls, black and white rolls, and photo papers. But at the same time, because the two belong to different management, they can not form active and effective competition, which forms a waste of human resources. We have asked a manager of the institute whether it can sell the research results to other companies outside the group. However, he regrets that even the companies within the group will not buy because they have their own research institutions. Although it has not been researched yet, there will be results sooner or later, and there is no need to spend more. This shows that the shortcomings we have predicted have already appeared. In the face of such a situation, we suggest that the reform be carried out as soon as possible, or whether it will take a real marketization path. Let all branches with independent accounting capabilities face the market and accept the test of competition. The head office is only responsible for strategic design and coordination of “publicity” issues such as internal fund lending, so that it can take advantage of the overall scale, relatively sufficient capital and high reputation, and can also play a flexible and adaptable operation of branches and subsidiaries. Strong characteristics.
Now is the era of "wine is good and the road is deep". Any enterprise that wants to increase its popularity and sell more products must make more efforts in marketing. Most state-owned enterprises have a lack of self-promotion and brand awareness because they have always helped the country to sell products. Although Lekai has already realized this and made a VI design for his own product, the intensity is not enough. Faced with the large-scale advertising, publicity, and investment in the establishment of brand chain stores of “Kodak” and “Fuji”, Lekai has only tens of millions of marketing investments for more than 30 sales branches nationwide, and is used to make up for it. The book is losing money, and the actual cost for marketing is even less. In the words of the sales staff of the Lekai base layer, now that Lekai can use it to hold the brand store, only the reputation and feelings are left, but the reputation of the competitors is getting higher and higher, and there is profit attraction and quality assurance. This makes the challenge that Lekai face more and more serious. At present, Lekai can only compete with "Kodak" and "Fuji" for price advantage, but considering the customer psychology, and "Kodak" and "Fuji" to tighten the background of investment in China, this advantage is difficult to maintain. A Chinese national brand has a share of only 20% in its own homeland, and its professional photography usage rate is less than 10%. It is really a great sorrow.
Nowadays, China has entered the WTO. The high tariffs on foreign brands are gradually being eliminated, and the restrictions on foreign-owned factories will be relaxed. This will make the competitiveness of intangible Chinese brands greatly improved, which is even more unfavorable to us. Chinese enterprises, especially state-owned enterprises, must seize the time to improve their product quality, enhance product competitiveness, learn more advanced foreign management methods, business ideas, and find a way to adapt to the local situation, it is possible to Cruel competition is neutral in an invincible position. Now is not the time to discuss the change, but how to change the study. We have deeply felt this through the investigation of Lekai for a few days. Although there are still many shortcomings, Lekai’s reform is still very effective. We sincerely hope that Lekai is a glorious nation. The brand can find a path that is in line with its own development and re-innovation as soon as possible in the future development.
The Fourth Reform of State-Owned Enterprises In the early days of the founding of New China, state-owned enterprises had made significant historical contributions, which enabled China's economy to form a preliminary foundation for industrialization in a relatively short period of time, which effectively promoted social stability and improved China’s position in the world. In economic construction, state-owned enterprises have supported the development of the national economy, guaranteed the supply of energy and raw materials, trained and transported a large number of talents, and provided funds for the country's economic development.
At the beginning of the reform, the output value of Chinese state-owned enterprises accounted for more than two-thirds of the national industrial output value, and its fixed assets accounted for more than 75% of the country's fixed assets. State-owned enterprises have caused many unsolvable problems under the long-term rigid plan economic system, mainly due to unreasonable industrial structure, low production efficiency and lack of vitality. At present, about one-third of China's state-owned enterprises are on the books, and the other ones are potential losses. They are all dependent on government subsidies. The losses and subsidies in successive years are compensated by the profits and taxes paid by the people. The output value of state-owned enterprises is relatively low, while investment and employment are relatively increased. It is clear that enterprises are more capital-intensive, but labor productivity has declined. This is all due to too many redundant staff and wasted capital.
Problems with state-owned enterprises: First, repeated investment has resulted in low equipment utilization. The decentralization and profit-sharing policy in the reform has expanded the local government's financial and investment rights, resulting in local protectionism, which has caused enterprises to ignore excessive changes in market demand. Second, products are aging and lack innovative mechanisms. There is no effective incentive mechanism within the enterprise. Under the attitude of passive coping, employees seldom actively and consciously pursue new products and high quality, which makes the opportunities and enterprises pass by. Third, there are too many redundant employees and low efficiency of employees. In the past, the placement of personnel within the enterprise was considered as a solution to employment. Even unreasonable companies must accept that employees can only enter and accumulate more and more. Once arranged, there will be occupational security and social welfare, and the unfair reward and punishment system will result in inefficient work and increase the cost of the enterprise. Fourth, the social welfare burden of the enterprise is too heavy. Enterprises must bear the welfare of employees, including public medical care, housing, kindergartens, pensions, etc., which increase the burden on enterprises; fifth, the debt of enterprises is too high, and banks are not binding on enterprises. Now 75% of the loans of the National Bank are loaned to state-owned enterprises. Banks are subject to government pressure to lend to state-owned enterprises to maintain local employment and social stability. Even if the company defaults. Banks are also helpless, without restrictions and supervision capabilities, which greatly damages the bank's liquidity and healthy operation, making bankruptcy of banks even bankrupt; sixth, the loss of state-owned enterprises' assets. Many state-owned enterprises are actually completely controlled by the managers themselves, and it is easy to have problems such as loss of assets, improper consumption of capital, and blind investment decisions. Enterprises transfer the best quality assets to private hands and leave the liabilities to the state. The loss of assets and the rapid increase in welfare are already common in China.
Reform is imperative. In principle, we must adhere to the separation of government and enterprise, self-employment, and self-financing. The focus is on further transforming the operating mechanism of state-owned enterprises. How the transformation of the operating mechanism of state-owned enterprises is still evolving. The transformation method has emerged in the form of contracting, leasing, selling, shareholding, and state-owned private, but the effective methods are still searching. We are still "crossing the river by feeling the stones."

The reform of state-owned enterprises is faced with the transformation of ideas, the transformation of mechanisms, and the transformation of operations. The foundation is the transformation of ideas, the core is the transformation of mechanisms, and ultimately the transformation of operations. Reform refers to the reform of China's state-owned enterprises from the property rights system, which is the biggest step in the reform of state-owned enterprises over the years. As with all the reforms that have been carried out in the past, any form of change can only provide some necessary conditions for the development of enterprises, and is far from sufficient reasons for the sound development of enterprises. In reality, a large number of restructuring enterprises have not brought tangible vitality to enterprises through restructuring, and some have even fallen into deeper predicament.
First, the first problem facing the operators of state-owned enterprises Emancipating the mind to get rid of the constraints of the inherent concept We analyze the changes in the market:
1. The dominant position in the relationship between the buyer and the seller is transferred to the customer side. Competition gives customers a greater choice of goods; with the continuous improvement of living standards, customers have higher requirements for various products and services.
2. Technological progress has enabled the continuous development of the methods and means of competition, and fundamental changes have taken place. More and more multinational companies are moving beyond national borders to engage in various forms of competition in a global market that is gradually moving toward integration.
3. The market demand is changing day by day. The unit of product life cycle has changed from “year” to “month”. Technological progress has made the production and service systems of enterprises change frequently. This change has become an ongoing matter. Therefore, the business management model developed in the environment of mass production and mass consumption has been unable to adapt to the rapidly changing market.
The change of the market environment forces the market rules to change from product value to customer demand. In the modern enterprise with customer as the core, we must realize the customer-centered shared information platform service and the customer-centered quantitative evaluation system. Customer-centric fine business rules and customer-focused advanced business philosophy. Ability to change positions from the perspective of the customer. In the face of these changes, the leading employees of enterprises need to constantly update their concepts, gradually change from passive acceptance in the past to active adaptation, re-finding the positioning of enterprises, and actively taking countermeasures after discovering their own shortcomings and analyzing the advantages of competitors. , gradually adapt to the market.
In recent years, China's state-owned enterprises have made remarkable progress in information construction, effectively improved enterprise management, and accelerated the establishment of a modern enterprise system. State-owned enterprises have also proposed to emancipate the mind, change concepts, and persist in accelerating development as the center. Transforming and implementing breakthroughs and realizing the strategy of leap-forward development, and the wave of economic globalization with the acceleration of circulation of commodities, capital and technology on a global scale, is vigorously promoting profound changes in global market competition and corporate management. Large-scale production methods have gradually shifted to mass customization, and the competition for production capacity has gradually shifted to production capacity multiplied by competition for circulation capacity. Time, quality, cost, service and environment are the main indicators for measuring a company's competitiveness and overall level. Knowledge, customers and human capital have become the main resources for business competition and development.
The introduction of the market concept is the first step for the state-owned enterprises to truly enter the market. Let the front-end management business of the market, sales and service, which are in close contact with customers, become the bridge between the enterprise and the customers, understand the customers, treat the customers well, and retain them. Customers, let customers become perpetual motives of the company.
Second, the transformation manifests itself in the transformation of two important relationships, one is the conversion of “property relations” and the other is the transformation of “labor relations”. The first conversion should be realized through enterprise restructuring, and the second conversion should be realized through the rationalization of the management mechanism. The first relationship problem to be solved in enterprise restructuring is that the issue of “property relationship” is promoted by the government; the rationalization of the second relationship needs to be completed by itself within the internal transformation of the enterprise, but the second of most enterprises The relationship is not well solved. The transformation of "labor relations" mainly includes dissolving the original labor relations, reforming the labor system, and amending the labor contract; changing the distribution system; all laid off, setting performance targets and reward and punishment policies for job competition; establishing employees can enter and exit, and cadres can The basic principle of income growth and energy reduction; strengthening training with the theme of creating a climate of change. Due to many reasons such as ideological concepts and historical burdens, although some work has been done, the progress has not been very smooth. There are even many companies that are afraid of affecting the interests of all parties and are reluctant to take the initiative. When the reform needs to be real, it is necessary to carry out the actual modern enterprise system and management system reform and construction. It is not that the enterprise is not willing to change or change because of various "worries", that is, the enterprise cannot find the direction of change. I can't find a way to change, or I can't change it at all, I don't see the action, I don't see any results.