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两个多月过后,曾经一度被爆炒的中石化上市就成为一出旧折戏。急于上市,中石化朝自己横砍一刀,把一个拥有122万人的巨型企业砍为上市和非上市两部分。这一刀砍出了怎样的后遗症? 中石化不该感到孤独,因为这种后遗症几乎是每一家在海外谋求上市以达到自身市场化改造的国有企业所遇到的通病。看中石化怎样韬光养晦,正欲走上同路的国企应当感到类似的痛。 中石化再次站在起跑线上,但这次不是为上市而百米冲刺,而是带伤的马拉松比赛。
More than two months later, once the listing of the petrochemical market has become an old show off. In a hurry to go public, Sinopec cut its own knife and cut a giant enterprise with 1.22 million people into listed and unlisted parts. What kind of sequelae has been cut off by this knife? Sinopec should not feel lonely, because this sequelae is almost a common problem encountered by every state-owned enterprise that seeks to go public overseas for its own market-oriented transformation. Sinopec how to take a low profile, want to go to the same state-owned enterprises should feel a similar pain. Sinopec once again stood at the starting line, but this time it was not a 100-meter sprint for the listing but an injured marathon.