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我公司是1987年开始实行承包经营的。三年后的1989年销售指标、利润指标分别是承包前的5倍和2.7倍,平均每年分别递增72%和41%。在人员少、基础差、底子薄、资金少、任务重的情况下,企业要发展,必须从长计议,注意避免企业的短期行为,增强活力和后劲,我们有几点体会:一、竞争形势促我发展承包经营后,领导班子认真分析了废钢铁取消指令性计划后,放开经营的新形势,一致认为,废钢铁原靠“红头文件”的经营方式打破了,“皇粮”没有了。
Our company started the contracting business in 1987. After three years of sales in 1989, profit targets were 5 times and 2.7 times before the contract, with an average annual increase of 72% and 41% respectively. In the case of small staff, poor foundation, weak foundation, low capital and heavy tasks, enterprises must develop their business from the long-term perspective and pay attention to avoiding the short-term behavior of enterprises to enhance their vitality and staying power. How do we experience the following: First, the competitive situation urges me After the development of contracted management, the leadership team carefully analyzed the new situation after the scrapped instruction plan was scrapped and the steel was unleashed. It was unanimously agreed that scrap steel had been broken down by the operating mode of “red tape” and “royal grain” disappeared.