某市丝绸行业资产重组调查报告.doc
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某市丝绸行业资产重组调查报告,3.7万字31页论文摘要丝绸之府某，1994年后其丝绸行业同全国一样出现大滑坡。1997年开始，在优化资本结构等政策支持下，某进行了丝绸行业资产重组。以资本为纽带，形成跨地区、跨行业、跨所有制的企业集团，采取破产改组、兼并、股份合作制、出售等形式盘活资产，使丝绸行业基本摆脱困境。其中产生了一...
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某市丝绸行业资产重组调查报告
3.7万字 31页
论文摘要
丝绸之府某，1994年后其丝绸行业同全国一样出现大滑坡。1997年开始，在优化资本结构等政策支持下，某进行了丝绸行业资产重组。以资本为纽带，形成跨地区、跨行业、跨所有制的企业集团，采取破产改组、兼并、股份合作制、出售等形式盘活资产，使丝绸行业基本摆脱困境。其中产生了一些较好的做法，如以技术要素、经营者才能和职务参股配股，职工购股置换身份，采用托管方式防止兼并可能的问题，打破狭隘地区观念引入外来大企业，收购方和被收购方优势互补，改制分步进行，向全国(省)公开选聘管理人员等。并揭示了一些问题，如资金缺口、人员分流、思想僵化、市场产品问题、理论桎梏和体制障碍，以及领导干部搞承包、无偿收购中潜在的问题。最后提出了政策建议，如继续推行产权身份双置换、重心转向国内市场、进行管理重组等。
关键词：丝绸 优化资本结构 资产重组 某丝绸（控股）集团公司 某丝绸总公司
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 录
一、前言 ---------------------------------------------------- 1
二、全国丝绸行业
2.1丝绸行业状况 ---------------------------------------------------- 1
2.2丝绸行业衰退原因 ---------------------------------------------------- 2
2.3丝绸行业改革进程 ---------------------------------------------------- 3
三、某丝绸行业
3.1丝绸之府——某 ---------------------------------------------------- 4
3.2某丝绸衰退的原因 ---------------------------------------------------- 5
3.3某丝绸行业重组总况 ---------------------------------------------------- 6
3.4为什么要实施破产 ---------------------------------------------------- 9
四、某丝绸行业资产重组具体情况
4.1永昌破产重组实务 ---------------------------------------------------- 9
4.2华绫服装有限责任公司组建过程 ----------------------------------------------------10
4.3二毛（喜盈盈）托管富泉 ----------------------------------------------------11
4.4某市丝绸总公司破产工作 ----------------------------------------------------12
4.41华源集团整体收购天昌、达昌 ----------------------------------------------------15
4.42某丝厂和三天门丝厂 ----------------------------------------------------17
五、某资产重组情况分析
5.1效果和作用 ----------------------------------------------------19
5.2经验 ----------------------------------------------------20
5.3现存问题 ----------------------------------------------------22
5.4政策建议 ----------------------------------------------------24
5.5结束语 ----------------------------------------------------26
六、参考资料
6.1内部资料（非公开出版物） ----------------------------------------------------26
6.2外部资料(公开发表物) ----------------------------------------------------27
3.7万字 31页
论文摘要
丝绸之府某，1994年后其丝绸行业同全国一样出现大滑坡。1997年开始，在优化资本结构等政策支持下，某进行了丝绸行业资产重组。以资本为纽带，形成跨地区、跨行业、跨所有制的企业集团，采取破产改组、兼并、股份合作制、出售等形式盘活资产，使丝绸行业基本摆脱困境。其中产生了一些较好的做法，如以技术要素、经营者才能和职务参股配股，职工购股置换身份，采用托管方式防止兼并可能的问题，打破狭隘地区观念引入外来大企业，收购方和被收购方优势互补，改制分步进行，向全国(省)公开选聘管理人员等。并揭示了一些问题，如资金缺口、人员分流、思想僵化、市场产品问题、理论桎梏和体制障碍，以及领导干部搞承包、无偿收购中潜在的问题。最后提出了政策建议，如继续推行产权身份双置换、重心转向国内市场、进行管理重组等。
关键词：丝绸 优化资本结构 资产重组 某丝绸（控股）集团公司 某丝绸总公司
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 录
一、前言 ---------------------------------------------------- 1
二、全国丝绸行业
2.1丝绸行业状况 ---------------------------------------------------- 1
2.2丝绸行业衰退原因 ---------------------------------------------------- 2
2.3丝绸行业改革进程 ---------------------------------------------------- 3
三、某丝绸行业
3.1丝绸之府——某 ---------------------------------------------------- 4
3.2某丝绸衰退的原因 ---------------------------------------------------- 5
3.3某丝绸行业重组总况 ---------------------------------------------------- 6
3.4为什么要实施破产 ---------------------------------------------------- 9
四、某丝绸行业资产重组具体情况
4.1永昌破产重组实务 ---------------------------------------------------- 9
4.2华绫服装有限责任公司组建过程 ----------------------------------------------------10
4.3二毛（喜盈盈）托管富泉 ----------------------------------------------------11
4.4某市丝绸总公司破产工作 ----------------------------------------------------12
4.41华源集团整体收购天昌、达昌 ----------------------------------------------------15
4.42某丝厂和三天门丝厂 ----------------------------------------------------17
五、某资产重组情况分析
5.1效果和作用 ----------------------------------------------------19
5.2经验 ----------------------------------------------------20
5.3现存问题 ----------------------------------------------------22
5.4政策建议 ----------------------------------------------------24
5.5结束语 ----------------------------------------------------26
六、参考资料
6.1内部资料（非公开出版物） ----------------------------------------------------26
6.2外部资料(公开发表物) ----------------------------------------------------27
