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我国电力行业中,有众多设计、施工、调试、修造等辅助性企业,业内习惯称为“辅业”。由于历史原因,这些企业普遍存在人员多、底子薄、包袱重,由于长期“依赖”发供电企业生存,主营业务单一,盈利能力与自我发展能力相对弱小。在电力“主辅分开”改革中,这些企业被推到直面市场的风口浪尖上,如何改变这种被动局面“破茧”而出?上海舜韬实业(集团)有限公司转型谋变求发展的成功实践值得借鉴。
In the power industry in our country, there are many supporting enterprises for design, construction, commissioning and construction. The industry is commonly referred to as “auxiliary industry.” Due to historical reasons, these enterprises are characterized by widespread personnel, weak fundamentals and heavy burdens. Due to their long-term existence of “dependent” power generation and supply enterprises, their single main business, their profitability and self-development ability are relatively weak. In the power “main and auxiliary division ” reform, these enterprises are pushed to the cusp of facing the market, how to change the passive situation “breaking cocoon ” out of Shanghai Shun Tao Industrial (Group) Co., Ltd. restructuring change The successful practice of development is worth learning from.