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笔者通过对海曙区工业局系统“小、贫、亏”企业的典型调查,认为这些企业普遍缺乏自我解脱的活力与动力,只有通过外力,采取“兼并、收购、分流”的手段,才能有效地推进“小、贫、亏”企业的产业结构调整。一、“小、贫、亏”企业的现状与特点海曙区工业局1994年度原有直属企业38家,今年通过调整,现有法定代表人企业32家。1994年度工业局系统总创利为1442.85万元(见表),其中利润50万元以上企业6家,占企业总数的15.8%,创利占系统总额的100.3%;2万以上的微利企业15家,占系统企业家数的39.5%,利润只占系统总额的12.9%;2万元以下的“小、贫、亏”企业共17家,占系统家数的44.7%,合计总亏损190.55万元。
The author through a typical investigation of the “small, poor, and deficient” enterprises of the Industrial Bureau of Haishu District believes that these enterprises generally lack the energy and motivation for self-liberation. Only through external forces, they can adopt “merger, acquisition, and diversion” methods to effectively Promoting the adjustment of the industrial structure of “small, poor and deficient” enterprises. I. Status Quo and Characteristics of “Small, Poor, and Deficient” Enterprises Haishu District Industrial Bureau’s original 38 directly-affiliated enterprises in 1994 were adjusted this year. There are currently 32 legal representative companies. In 1994, the total profit generated by the Industrial Bureau system was 14.4285 million yuan (see table), of which 6 companies had profits of more than 500,000 yuan, accounting for 15.8% of the total number of companies, and profit-making accounted for 100.3% of the total system; 15 profit-making enterprises with more than 20,000 yuan, Accounting for 39.5% of system entrepreneurs, profits accounted for only 12.9% of the total system; a total of 17 companies with “small, poor, and deficit” below 20,000 yuan accounted for 44.7% of the total number of systems, totaling a total loss of 1,905,500 yuan.