中国石化销售公司引资改制案例分析

发布时间：2018-01-31 23:03

本文关键词： 国企改革混合制改革改革模式混改带动混业　出处：《深圳大学》2017年硕士论文　论文类型：学位论文

【摘要】：改革开放以来我国国有企业随着国家的政策变化不断进行改组,经历了多个阶段的改革。21世纪初,为了在世界舞台展现自己我国做大做强国有企业,国家“抓大放小”的战略使得一大批国有企业采取“主辅分离”的做法将不良资产剥离出去,并且利用资本市场将优质的资产进行国内外上市,经过重组众多的国有企业在各行各业走在了世界的前列。经过十多年的发展国企逐渐暴露了新的问题,主要表现在其市场化不够深、经营效率低下、传统产业无法转型等问题。十八大的召开,新一届的领导人开始注重国企的问题并且要用市场化的方式开始新一轮的国企改革,将进行混合制改革、盘活存量挖掘新的增长点从而达到国企转型的目的。在这样的背景下中国石化最早响应国家,开始了混合制的改革。21世纪初中国石化进行了主辅分离做大做强的改革,改革后多年蝉联世界500强企业。但其内部依然存在严重的弊端,如企业机制不灵活、传统产业无法与时俱进等问题导致公司连年亏损,因此在公司管理层的顶层设计下开启了市场化专业化的改革。对于市场化的改革,公司将核心资产销售业务进行混合制改革,引入外部资本并且携手产业资本,利用彼此的优势进行互补。如今国企进行混合制改革的模式路径值得深入探讨,本文正是针对中国石化销售公司引资进行混合制改革的模式路径进行了研究。全文主线围绕中国石化销售公司引资推动混合制改革,最后带动混业经营的改革模式进行撰写。该模式不仅在于混合制的改革,更加值得借鉴的是销售公司引入外部资本后与产业资本进行优势互补、协同发展,不断深挖新兴增长点把销售公司从单一的传统油品业务结构向综合服务商转变。引资推动混合制改革,最后带动混业经营的改革模式结合了双方的优势合作发展,对于国企来说不仅可以进行混改而且还可以挖掘新的业务,激发潜力实现转型。对于民营企业来说可以寻求新的市场,双方优势互补实现共赢。通过本文的研究,希望可以给予新一轮国企改革崭新的视角。
[Abstract]:Since the reform and opening to the outside world, the state-owned enterprises of our country have been constantly reorganized with the change of the national policy, and have experienced many stages of reform. At the beginning of the 21st century, in order to show our country to become bigger and stronger in the world stage. The national strategy of "making great efforts to release the small" has led a large number of state-owned enterprises to take the practice of "separating the main and auxiliary assets" and to divest the non-performing assets and use the capital market to list high-quality assets at home and abroad. After the reorganization of many state-owned enterprises in various industries in the forefront of the world. After more than a decade of development of state-owned enterprises gradually exposed new problems, mainly reflected in its market is not deep enough, operating efficiency is low. With the opening of the 18 National Congress, the new leaders began to pay attention to the problems of state-owned enterprises and began a new round of state-owned enterprises reform in the way of marketization, and will carry out the mixed system reform. Activate the stock to tap new growth points to achieve the purpose of state-owned enterprises transformation. In this context, Sinopec is the earliest response to the country. At the beginning of the 21st century, Sinopec carried out the reform of separation of the main and auxiliary, and became the top 500 enterprise in the world after the reform. However, there are still serious drawbacks in the reform. If the enterprise mechanism is inflexible, the traditional industry can not keep pace with the times and other problems lead to the company losing money year after year, so under the top-level design of the management of the company, the reform of market-oriented specialization. The company carries on the core asset sale business to carry on the mixed system reform, introduces the external capital and hand in hand the industrial capital, uses each other's superiority carries on the complementary. Now the state-owned enterprise carries on the mixed system reform the pattern path to be worth to discuss deeply. This paper is aimed at the mode path of mixed system reform of Sinopec sales company. The main line of this paper is to promote the mixed system reform around Sinopec sales company. Finally, the reform model of mixed operation is written. This model is not only the reform of the mixed system, but also the complementary advantages and coordinated development between the sales company and the industrial capital after the introduction of external capital. Continue to dig into the emerging growth point of sales companies from a single traditional oil products business structure to a comprehensive service provider transformation, the introduction of investment to promote the mixed system reform. Finally, the reform mode of driving mixed operation combines the advantages of both sides to develop, for state-owned enterprises not only can be mixed reform but also can tap new business. For private enterprises, we can seek a new market, and the two sides can complement each other to achieve win-win results. Through the research of this paper, we hope to give a new perspective to the reform of state-owned enterprises.
【学位授予单位】：深圳大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.72;F271

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