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浙江常山轴承集团有限责任公司(以下简称“常轴”)通过组建多种经济成份共存的企业集团,让国有资本与其他社会资本相结合,实行生产要素重组,使国有资本迅速产生了“1+1>2”的效应,企业总资产猛增为1.4亿元;1996年1～10月实现利税总额比上年同期增长48.2%,产品出口创汇比上年同期增长24.14%。这为国有老企业如何以最小的投资,寻找新的经济增长点,提供了有益的启示。笔者认为其成功之举在于:第一,确立以资本经营为轴心,资产保值增值为目标的经营观念为发挥国有老企业在经营、技术、生
Zhejiang Changshan Bearing Group Co., Ltd. (hereinafter referred to as “Axis”) has formed a group of companies with various economic components coexisting, allowing state-owned capital to be combined with other social capital and reorganizing production factors so that state-owned capital has rapidly developed. With the effect of “1+1>2”, the total assets of enterprises have soared to 140 million yuan; from January to October 1996, the total amount of profits and taxes realized has increased by 48.2% over the same period of last year, and the export of products has increased by 24.14% over the same period of last year. This is a useful inspiration for how state-owned and old enterprises can find new economic growth points with minimal investment. The author believes that its successful actions are: First, to establish a business concept that takes the capital management as the axis and the asset’s maintenance and appreciation as its goal, in order to bring into play the state-owned and old enterprises’ operations, technology, and production.