如果说国家电网是一个从部委主体转制而来的央企,战略风格带有一定的计划性色彩的话,那么中国建材集团就是结合资本市场,用市场方式壮大企业的最好范例。中国建材集团在高度分散,过分竞争的水泥行业中横空出世,一举成为世界第一的建材集团。那么,中国建材是如何实现这一目标的呢?从“中新集团”进军行业主流2003年国资委成立时,并不存在叫“中国建材”的央企,只有一家名 If State Grid is a central enterprise transformed from the main ministries and commissions, the strategic style with a certain degree of planned color, then China Building Materials Group is the best example of combining the capital market, market growth enterprises. China Building Materials Group turned out to be the world’s No. 1 building materials group in a highly dispersed and over-competitive cement industry. So, how to achieve this goal of China Building Materials? From the “new group” into the mainstream industry in 2003 when the establishment of SASAC, does not exist called “China Building Materials ” of the central enterprises, only one name