The non-public economy has become an indispensable part of the national economy and an important aspect of strengthening and innovating social management. Then, how to strengthen and innovate the management of non-public economic organizations and promote their healthy and rapid development? With this problem, the research team of Zezhou County Administration for Industry and Commerce went deep into the non-public enterprises, self-employed households and farmers' professional cooperatives in Nancun, Bagong, Chuandi and other towns to conduct research, focused on analyzing the factors restricting the development of the non-public economy, tried to explore suggestions and countermeasures to solve the problems, and put forward ideas to strengthen and innovate the management of non-public economic organizations and accelerate their healthy and rapid development.
First, the status quo and problems of the development of non-public economic organizations
By the end of May of 20 1 1, Zezhou County had registered 4,952 individual industrial and commercial households with 10692 employees, with a registered capital of 628,645,900 yuan. There are 0/092 private enterprises/kloc-0, with 25,800 employees and registered capital of 24,59710000 yuan, including 563 limited liability companies, 432 sole proprietorships and 44 partnerships. There are 5 15 farmers' professional cooperatives with 3,600 employees and registered capital of 48.99 million yuan. In 20 10, the county's non-public economy (excluding coal industry and farmers' professional cooperatives) achieved a GDP of 1 137 billion yuan, accounting for 26% of Jincheng's non-public economy and 75% of the county's gross national product. The profit was 2.68 billion yuan, and the tax paid was 750 million yuan, accounting for 2.565438% of the county's total fiscal revenue.
From the development trend, the non-public economy has become the most active force in economic development, showing a good momentum of vigorous development. However, judging from the overall situation of non-public economic organizations in the county, it is still in the pattern of primary industry, miniaturization of enterprises, scattered funds, extensive management and tense environment. Many problems restrict the healthy development of the non-public economy, and it is urgent for government departments to strengthen and innovate management.
(A) outdated ideas, ideological emancipation, lack of enterprise cohesion and innovation ability. Some private enterprise bosses have a serious idea of "small wealth means security", are not good at accepting modern enterprise management concepts, dare not take risks, have single products and slow development. At present, most private enterprises still combine ownership and management rights, and basically adopt family management mode. Operators are both asset owners and asset managers, and the operation mode of enterprises is mainly centralized leadership and dictatorial decision-making. Shen Yonghe, the chairman of Jincheng Zedi Emerald Agricultural Development Co., Ltd., said with deep feelings that when the enterprise was initially small, the organization and management personnel of the enterprise used their own family members, which could control the costs and benefits. However, after the enterprise becomes bigger, with the increase of the internal organizational system, the original "self" management is very "insufficient". The Zhongsenxin Fruit Forest Professional Cooperative in Chuandi Township is a fruit industry cooperative mainly planting jujube trees. Now the market sales of red dates are very good, but the output can't go up. The cooperative wants to expand reproduction and attract more farmers to join the cooperative. Although the economic benefit of planting economic forest is much higher than that of planting grain, it is difficult for cooperatives to expand reproduction because of the traditional concept of "farming and collecting grain" and the planting period of economic forest is at least three years. In addition, most entrepreneurs' awareness of pursuing profits is much higher than that of corporate culture construction, and they have insufficient understanding of the importance of corporate culture construction. Some even don't know what corporate culture construction is, which is also an important factor leading to the lack of cohesion and innovation of enterprises.
(2) Small scale and weak market competitiveness make it difficult to attract high-quality talents. There are 4,952 individual industrial and commercial households in Zezhou County, with 10692 employees, with an average of only 2. 16 employees per household; There are a large number of employees in private enterprises, with an average of only 23.6 employees per enterprise, 97 households with a registered capital of more than 5 million yuan, only 100 households with more than 19, and only more than 20 enterprises with an annual output value of more than 50 million yuan. This shows that the scale of non-public economic organizations is generally small, the relative industries can not be effectively and reasonably concentrated and dispersed in spatial organization, and the scale of enterprises tends to be miniaturized on the basis of low efficiency. Scale operation is the requirement of market economy. Without scale, it is impossible to occupy the market. Without scale, it can't stand the market impact of fierce competition, and it can't compete with large groups and enterprises. This is a basic law of economic operation. Similarly, market competition is the competition of enterprise talents to some extent. Due to the lack of talent growth and development environment, it is difficult for small-scale enterprises to attract high-quality talents and improve their market competitiveness. Jincheng Jianyi Food Co., Ltd. is a non-public enterprise located in Dong Siyi Village, Bagong Town, with insufficient employees 100. Although the performance is good and the products are widely sold, there is a lack of high-quality food inspection and scientific research personnel. Every year, three or five undergraduates majoring in food are recruited, but most of them quit after only one year. The main reason is the small scale of enterprises. Jincheng Hongnuo Photoelectric Co., Ltd. is located in Nancun Town, and is a high-tech non-public enterprise specializing in the research, development, production and sales of monocrystalline silicon rods, monocrystalline silicon wafers and solar photovoltaic modules. Although there are more than 130 employees and 95% of them have college education or above, there is still a shortage of high-end R&D talents.
(C) Lack of funds, financing difficulties, restricting enterprises to become bigger and stronger. Lack of funds and financing difficulties are common problems in the development of non-public economic organizations in Zezhou County. In terms of financing methods, there is currently no listed company in the county's non-public economy. The financing channels of enterprises mainly include self-financing, private lending, attracting foreign investment, joint ventures and partnerships, and commercial bank loans. Among them, self-financing, private lending and joint venture partnership are the main ways to finance the county-level non-public economy. Because most of the non-public enterprises in Zezhou County are small and medium-sized enterprises, the capital scale is generally small, the economic strength is weak, and the transparency and credit reliability are low. Therefore, in order to reduce credit risk, commercial banks must provide corresponding asset collateral for their loan requirements. Because it is difficult to obtain loans, most enterprises can only expand their production scale by accumulating their own funds. This accumulation is often difficult to support the rapid development of enterprises, resulting in some non-public small and medium-sized enterprises with high technology content, good market prospects and high added value, which cannot expand reproduction due to the lack of support from follow-up funds.
(D) uncoordinated supervision, inadequate services and unsatisfactory development environment. First, macro guidance is not in place. There are 103 foundry enterprises in Zezhou County, including as many as 50 in Nancun Town alone. However, the government lacks macro-control on projects and often rushes headlong into it. According to Zhang, director of the office of Pipe Industry Co., Ltd., in 2003, there were 30 pipe casting enterprises in Nancun Town, and the profit per ton of pipe casting at that time could reach 65,438 yuan. Later, 20 10, more than 50 towns and villages in Nancun, the output went up. However, the market demand tends to be saturated, enterprises compete to reduce prices, and the profit per ton of cast pipes drops to 200-300 yuan. Now, it is in danger of falling into chaos. Second, the annual inspection time of functional departments is not uniform, which affects the normal operation of enterprises. The annual inspection time of enterprises in the industrial and commercial departments is from March/kloc-0 to June 30 every year, and some licenses are annual inspection in April or August or June 1 0. However, the current law stipulates that only those who have participated in the annual inspection of relevant licenses can participate in the annual inspection of business licenses, resulting in a considerable number of enterprises unable to participate in the annual inspection of industrial and commercial business licenses before June 30, which affects the normal operation of enterprises. Third, the high fees for EIA report have restricted the development of rural aquaculture. It is an effective way to revitalize the economy of rural mountainous areas and develop aquaculture. However, self-employed individuals or farmers' professional cooperatives that invest several thousand yuan often spend ten thousand yuan on environmental impact assessment reports, which restricts farmers' entrepreneurial enthusiasm in setting up aquaculture. Fourth, the responsibility of food safety supervision is unclear, which affects the healthy development of the food production and operation industry. According to the relevant provisions of the Food Safety Law, the departments of agriculture, quality inspection, industry and commerce, food and drug respectively supervise the production, processing, circulation, catering (consumption) and other aspects of food, but there is no regulation on the supervision responsibilities of food processing and operation institutions such as mobile food stalls, food production and processing workshops and cash sales, and the people's governments at or above the county level are authorized to clarify the responsibilities of each supervision department. However, the Food Safety Law has been implemented for two years, and the responsibilities of the regulatory authorities have not been clearly defined by the governments at or above the county level, resulting in the above-mentioned food producers and operators not knowing which department should handle the food production and business license procedures, thus failing to operate normally.
Two, strengthen and innovate the management of non-public economic organizations.
(A) to further emancipate the mind, update ideas, and actively guide enterprises to establish a modern enterprise system. Emancipating the mind and renewing ideas is an eternal topic. Under the guidance of Scientific Outlook on Development, we should emancipate our minds, renew our ideas, create all favorable conditions for the development of non-public economy, formulate practical working ideas, methods and measures, and put them into creative work, so as to effectively raise the management of non-public economic organizations in Zezhou County to a new level. At the same time, while taking effective measures and formulating preferential policies to support and support enterprises to become bigger and stronger, we should actively guide enterprises to establish a modern enterprise system by actively publicizing advanced typical experiences, hiring experts to train entrepreneurs, organizing entrepreneurs to study in economically developed areas, and actively promoting the professional manager system. We can guide and encourage enterprises to boldly introduce strategic investors and social investors, absorb the equity of external enterprises, and actively promote the refinement of internal equity, such as management equity, technology equity and employee equity. , in order to enhance the cohesion of enterprises. Jincheng Zedi Emerald Agricultural Development Co., Ltd. has invested 654.38+35 million yuan to start the second phase of the project. After the expansion of production scale, the original family operation can no longer meet the needs. They absorbed the investment of Jincheng Changjiang Industrial Co., Ltd. and hired company operators to take charge of production management and marketing, which achieved remarkable results.
(two) the transformation of traditional industries, the development of emerging industries, the implementation of large enterprises, large groups strategy. Follow the market rules, introduce strategic partners, integrate and allocate resources, do a good job in capital operation, transform traditional industries, develop emerging industries, and strive to cultivate a number of enterprises and enterprise groups with advanced technology, concentrated expertise, outstanding advantages and large scale. Our county has a large proportion of traditional industries, mainly coal mining, foundry processing, steel and building materials industries, which are mainly distributed in Nancun, Bagong, Xiacun and Dugao townships. Therefore, it is suggested to set up Nancun Chen Hui Pipe Casting Group, Bagong Fu Sheng iron and steel smelting Group and the following villages to set up building materials groups. Coordinated by the county small and medium-sized enterprise bureau, the county industrial and commercial bureau registered enterprise groups, unified external marketing, internal division of production, to avoid vicious competition and improve enterprise scale efficiency. At present, in Nancun, Chuandi, Xiacun and other towns and villages, there are several building materials enterprises that manage the production of bricks and blocks, while another enterprise manages the sales in a unified way. This mode of operation realizes the separation of production, processing and sales. The production and processing industry organizes production according to the variety, quantity and price required by the marketing enterprises, and the marketing enterprises order the variety quantity according to the market demand, so as to achieve mutual benefit. It is suggested that relevant departments further investigate, guide and popularize this operation mode. With regard to the development of new industries, we believe that we should make great efforts to support the vertical integration industrial project of 350MW solar photovoltaic industry in Hongnuo Optoelectronics Phase II, the auricularia auricula planting project with an annual output of 9,000 tons by Shuangfeng Agricultural Development Company, the garment project with an annual output of 270,000 pieces by Shanxi Co., Ltd. and the thermal resistance project with an annual output of 500 million pieces by Jincheng Xinhonghai Technology Co., Ltd., and continue to explore new industries on this basis.
(3) Establish a multi-level financial service system and strive to eliminate the financing bottleneck of the non-public economy. First, support the establishment and registration of microfinance companies and rural credit cooperatives, encourage investors to actively set up microfinance companies and rural credit cooperatives in accordance with the relevant provisions of the People's Bank of China, revitalize private funds, and support the development of non-public economic organizations. Second, encourage private capital to set up credit mutual guarantee to reduce credit risk and support banks' confidence in enterprise support. Third, support all kinds of associations and industry organizations to develop cooperative funds, mutual funds and other collective mutual aid organizations. Fourthly, it is suggested that the county finance take out a certain proportion of the new income paid by non-public economic enterprises to local finance as the development fund of non-public enterprises every year. Fifth, further guide the majority of non-public enterprises to learn and use the capital market, and change the limited company into a listed company limited by shares. In order to facilitate financing, Zezhou Shuangfeng Agricultural Co., Ltd. registered seven subsidiaries as seven subsidiaries with independent legal personality, and implemented the mode of overall planning by the head office, mutual insurance by subsidiaries and bank loans, which effectively solved the financing difficulty of enterprises. Jincheng Xinrui Agriculture and Animal Husbandry Cooperative adopts the industrialized management mode of "cooperative+farmer". According to the statistics of the ewes contracted by farmers, the price of each basic ewe is 1.500 yuan. Using the policy of benefiting farmers of county agricultural bank, farmers provide ID cards for each loan 1500 yuan, and cooperatives coordinate loans and pay loan interest. The loan funds are used uniformly by the cooperative, mainly for purchasing basic ewe breeding. When the contract expires, the cooperative will repay the loan of China Agricultural Bank. This model not only solves the financing problem of cooperatives, but also helps farmers achieve employment at home. The two sides cooperate and complement each other and share interests. It is also an effective method to solve the financing problem of aquaculture.
(4) Coordinate departmental supervision, improve the credibility and execution of the government, and create a relaxed development environment for the development of the non-public economy. First, create a good public opinion environment, vigorously publicize the principles and policies for developing the non-public economy, eliminate all kinds of misunderstandings and prejudices about the non-public economy in society, and create a good atmosphere for encouraging the great development of the non-public economy in the whole society. The second is to create a good service environment. The people's governments at or above the county level should straighten out the responsibilities of food safety supervision departments as soon as possible, the industrial and commercial departments should actively carry out the pilot project of farmers' professional cooperatives as shareholders to register and establish companies and farmers' land contractual management rights to transfer professional cooperatives, the environmental protection departments should reduce the environmental impact assessment fees for rural aquaculture, and the county government should coordinate the different time requirements of various departments for annual inspection of enterprises. On the one hand, all functional departments should dare to jump out of the small circle of departmental interests, fundamentally change the way administrative departments manage enterprises, enhance the awareness and ability of service enterprises, and actively promote the service openness system, commitment system, deadline completion system and first inquiry responsibility system to improve work efficiency; On the other hand, we should comprehensively strengthen the construction of socialized service system. The third is to create a good business environment. We should actively publicize national laws and regulations, guide enterprises to operate according to law and abide by the law, and safeguard their legitimate rights and interests according to law. Resolutely stop arbitrary charges, resolutely crack down on bullying the market, severely crack down on illegal acts such as counterfeiting and unfair competition, maintain the normal market economic order, and protect the legitimate production and operation of enterprises from infringement according to law.