某市絲綢行業(yè)資產(chǎn)重組調(diào)查報告.doc
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某市絲綢行業(yè)資產(chǎn)重組調(diào)查報告,3.7萬字31頁論文摘要絲綢之府某，1994年后其絲綢行業(yè)同全國一樣出現(xiàn)大滑坡。1997年開始，在優(yōu)化資本結(jié)構(gòu)等政策支持下，某進行了絲綢行業(yè)資產(chǎn)重組。以資本為紐帶，形成跨地區(qū)、跨行業(yè)、跨所有制的企業(yè)集團，采取破產(chǎn)改組、兼并、股份合作制、出售等形式盤活資產(chǎn)，使絲綢行業(yè)基本擺脫困境。其中產(chǎn)生了一...
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某市絲綢行業(yè)資產(chǎn)重組調(diào)查報告
3.7萬字 31頁
論文摘要
絲綢之府某，1994年后其絲綢行業(yè)同全國一樣出現(xiàn)大滑坡。1997年開始，在優(yōu)化資本結(jié)構(gòu)等政策支持下，某進行了絲綢行業(yè)資產(chǎn)重組。以資本為紐帶，形成跨地區(qū)、跨行業(yè)、跨所有制的企業(yè)集團，采取破產(chǎn)改組、兼并、股份合作制、出售等形式盤活資產(chǎn)，使絲綢行業(yè)基本擺脫困境。其中產(chǎn)生了一些較好的做法，如以技術(shù)要素、經(jīng)營者才能和職務參股配股，職工購股置換身份，采用托管方式防止兼并可能的問題，打破狹隘地區(qū)觀念引入外來大企業(yè)，收購方和被收購方優(yōu)勢互補，改制分步進行，向全國(省)公開選聘管理人員等。并揭示了一些問題，如資金缺口、人員分流、思想僵化、市場產(chǎn)品問題、理論桎梏和體制障礙，以及領(lǐng)導干部搞承包、無償收購中潛在的問題。最后提出了政策建議，如繼續(xù)推行產(chǎn)權(quán)身份雙置換、重心轉(zhuǎn)向國內(nèi)市場、進行管理重組等。
關(guān)鍵詞：絲綢 優(yōu)化資本結(jié)構(gòu) 資產(chǎn)重組 某絲綢（控股）集團公司 某絲綢總公司
Huzhou, known as city of silk, has suffered a continuous decline in its silk industry after 1994 when the country's industry kept languishing. Since 1997, supported by policies such as optimizing capital structure, Huzhou has recombined the capital in its silk industry and formed inter-trade, trans-regional and multi-ownership corporation groups, with the capital as the link between them. And after revitalizing the capital by introducing methods including reshuffle after bankruptcy, merging, joint-stock system and selling, Huzhou's silk industry has got out of morass.
There appear some practical methods, such as, allocating stock share according to technological element and managers' abilities and position, re-identifying employees after they buy stocks, avoiding possible problems of merging by practicing entrust-regulation, opening up to the outside region and luring outside large companies, adjusting the purchase between companies according the principle of complementarities, transforming step by step, and recruiting managing members from all over the country or province. Meanwhile, there arise some problems, including short of fund, difficulty in diffluence of employees, rigidity in thinking, problems with market-oriented products, fetter of theories, limitations of system, and potential problems caused by leadership's involving in contracting and nude purchase. Finally, some suggestions in policy were put forward, such as continuing the application of replacement between property right and identity, focusing on civil market, and recombining management.
目 錄
一、前言 ---------------------------------------------------- 1
二、全國絲綢行業(yè)
2.1絲綢行業(yè)狀況 ---------------------------------------------------- 1
2.2絲綢行業(yè)衰退原因 ---------------------------------------------------- 2
2.3絲綢行業(yè)改革進程 ---------------------------------------------------- 3
三、某絲綢行業(yè)
3.1絲綢之府——某 ---------------------------------------------------- 4
3.2某絲綢衰退的原因 ---------------------------------------------------- 5
3.3某絲綢行業(yè)重組總況 ---------------------------------------------------- 6
3.4為什么要實施破產(chǎn) ---------------------------------------------------- 9
四、某絲綢行業(yè)資產(chǎn)重組具體情況
4.1永昌破產(chǎn)重組實務 ---------------------------------------------------- 9
4.2華綾服裝有限責任公司組建過程 ----------------------------------------------------10
4.3二毛（喜盈盈）托管富泉 ----------------------------------------------------11
4.4某市絲綢總公司破產(chǎn)工作 ----------------------------------------------------12
4.41華源集團整體收購天昌、達昌 ----------------------------------------------------15
4.42某絲廠和三天門絲廠 ----------------------------------------------------17
五、某資產(chǎn)重組情況分析
5.1效果和作用 ----------------------------------------------------19
5.2經(jīng)驗 ----------------------------------------------------20
5.3現(xiàn)存問題 ----------------------------------------------------22
5.4政策建議 ----------------------------------------------------24
5.5結(jié)束語 ----------------------------------------------------26
六、參考資料
6.1內(nèi)部資料（非公開出版物） ----------------------------------------------------26
6.2外部資料(公開發(fā)表物) ----------------------------------------------------27
3.7萬字 31頁
論文摘要
絲綢之府某，1994年后其絲綢行業(yè)同全國一樣出現(xiàn)大滑坡。1997年開始，在優(yōu)化資本結(jié)構(gòu)等政策支持下，某進行了絲綢行業(yè)資產(chǎn)重組。以資本為紐帶，形成跨地區(qū)、跨行業(yè)、跨所有制的企業(yè)集團，采取破產(chǎn)改組、兼并、股份合作制、出售等形式盤活資產(chǎn)，使絲綢行業(yè)基本擺脫困境。其中產(chǎn)生了一些較好的做法，如以技術(shù)要素、經(jīng)營者才能和職務參股配股，職工購股置換身份，采用托管方式防止兼并可能的問題，打破狹隘地區(qū)觀念引入外來大企業(yè)，收購方和被收購方優(yōu)勢互補，改制分步進行，向全國(省)公開選聘管理人員等。并揭示了一些問題，如資金缺口、人員分流、思想僵化、市場產(chǎn)品問題、理論桎梏和體制障礙，以及領(lǐng)導干部搞承包、無償收購中潛在的問題。最后提出了政策建議，如繼續(xù)推行產(chǎn)權(quán)身份雙置換、重心轉(zhuǎn)向國內(nèi)市場、進行管理重組等。
關(guān)鍵詞：絲綢 優(yōu)化資本結(jié)構(gòu) 資產(chǎn)重組 某絲綢（控股）集團公司 某絲綢總公司
Huzhou, known as city of silk, has suffered a continuous decline in its silk industry after 1994 when the country's industry kept languishing. Since 1997, supported by policies such as optimizing capital structure, Huzhou has recombined the capital in its silk industry and formed inter-trade, trans-regional and multi-ownership corporation groups, with the capital as the link between them. And after revitalizing the capital by introducing methods including reshuffle after bankruptcy, merging, joint-stock system and selling, Huzhou's silk industry has got out of morass.
There appear some practical methods, such as, allocating stock share according to technological element and managers' abilities and position, re-identifying employees after they buy stocks, avoiding possible problems of merging by practicing entrust-regulation, opening up to the outside region and luring outside large companies, adjusting the purchase between companies according the principle of complementarities, transforming step by step, and recruiting managing members from all over the country or province. Meanwhile, there arise some problems, including short of fund, difficulty in diffluence of employees, rigidity in thinking, problems with market-oriented products, fetter of theories, limitations of system, and potential problems caused by leadership's involving in contracting and nude purchase. Finally, some suggestions in policy were put forward, such as continuing the application of replacement between property right and identity, focusing on civil market, and recombining management.
目 錄
一、前言 ---------------------------------------------------- 1
二、全國絲綢行業(yè)
2.1絲綢行業(yè)狀況 ---------------------------------------------------- 1
2.2絲綢行業(yè)衰退原因 ---------------------------------------------------- 2
2.3絲綢行業(yè)改革進程 ---------------------------------------------------- 3
三、某絲綢行業(yè)
3.1絲綢之府——某 ---------------------------------------------------- 4
3.2某絲綢衰退的原因 ---------------------------------------------------- 5
3.3某絲綢行業(yè)重組總況 ---------------------------------------------------- 6
3.4為什么要實施破產(chǎn) ---------------------------------------------------- 9
四、某絲綢行業(yè)資產(chǎn)重組具體情況
4.1永昌破產(chǎn)重組實務 ---------------------------------------------------- 9
4.2華綾服裝有限責任公司組建過程 ----------------------------------------------------10
4.3二毛（喜盈盈）托管富泉 ----------------------------------------------------11
4.4某市絲綢總公司破產(chǎn)工作 ----------------------------------------------------12
4.41華源集團整體收購天昌、達昌 ----------------------------------------------------15
4.42某絲廠和三天門絲廠 ----------------------------------------------------17
五、某資產(chǎn)重組情況分析
5.1效果和作用 ----------------------------------------------------19
5.2經(jīng)驗 ----------------------------------------------------20
5.3現(xiàn)存問題 ----------------------------------------------------22
5.4政策建議 ----------------------------------------------------24
5.5結(jié)束語 ----------------------------------------------------26
六、參考資料
6.1內(nèi)部資料（非公開出版物） ----------------------------------------------------26
6.2外部資料(公開發(fā)表物) ----------------------------------------------------27
