论文部分内容阅读
一年多前,中华第一棉纺针织厂(简称中华一针)兼并了亏损3100万元、负债860万元的上海针织运动衣厂(简称运动衣厂)。一年过去了,兼并平稳、有效地完成了。运动衣厂1700万元帐面明亏已经解决,运动衣厂的厂房置换进入实质性启动。中华一针1996年销售额比1993年翻了5倍多,1996年利润达1300余万元,资产由兼并前的8000万元上升到1.6亿元,一幢投资数千万元的菊花大楼正在筹建,一项投资2500万元的技改项目已经动工。走进中华一针,生产热气腾腾,管理有条不紊,一派欣欣向荣景象。中华一针兼并成功的主要经验是资产重组,结构轻化。
More than a year ago, China’s No.1 Cotton Spinning Knitting Factory (abbreviated as China First Pin) merged a Shanghai Knitted Sportswear Factory (referred to as sportswear factory) with a loss of 31 million yuan and a liability of 8.6 million yuan. One year passed and the merger was completed smoothly and effectively. The loss of 17 million yuan in sports clothing factory accounts has been resolved, and the replacement of the factory building of the sportswear factory has begun. In 1996, China’s sales volume was more than five times higher than in 1993. In 1996, the profit reached more than 13 million yuan, and the assets increased from 80 million yuan before the merger to 160 million yuan. A chrysanthemum building with investment of tens of millions of yuan was under preparation. A technical investment project of 25 million yuan has started. Into China, one shot, production steaming, management, methodical, a flourishing scene. The main experience of China’s successful merger was the reorganization of assets and the lighter structure.