China Putian Information Industry Group Corporation, formerly known as China Post and Telecommunications Industry Corporation, was established in 1980, originally under the Ministry of Posts and Telecommunications and the Ministry of Information Industry. At the end of 1998, it became a large enterprise directly under the central government, and 1999 was renamed China Putian Information Industry Group Corporation. It is an established enterprise in China's information and communication manufacturing industry, with more than 50 enterprises and 5 listed companies (Dongfang Communication, Shanghai Post, Chengdu Cable, Nanjing Putian and Bird), including 14 holding companies, 16 directly affiliated factories, 5 wholly-owned subsidiaries, 10 joint-stock enterprises and several directly affiliated units.
It was renamed because the predecessor of China Putian was the product of a typical planned economy. In the past 20 years, unified leadership, unified management, unified issuance of various economic plans and organization and implementation have been implemented for the post and telecommunications factories affiliated to the Ministry of Posts and Telecommunications. With the rapid development of information industry, the name of the post and telecommunications industry corporation can no longer meet the requirements of enterprise development. At that time, the Ministry of Information Industry very much hoped that a number of national-level communication enterprises with strong strength and international competitiveness would emerge, of which two focused on cultivating sales exceeding 40 billion. The State Economic and Trade Commission also indicated that the state should invest 30-50 large international companies with clear main businesses. Putian's sales in 1999 is 3 10 billion, which obviously meets this requirement. In order to rapidly develop China Putian into a super-large enterprise, the Central Enterprise Working Committee selected Ouyang Zhongmou, who has many years of rich management experience, as the president. After Ouyang Zhongmou came to power, he found that Putian was nominally a group, but in fact it was a mess. Ouyang Zhongmou believes that the headquarters as the "leader" of the group is not a simple holding company, but an entity. The urgent task of the headquarters is to form competitive strength as soon as possible. Without strong headquarters and strength, it is difficult to promote the reform and development of the group as a whole. The strength of the headquarters should be reflected in seven aspects: capital operation ability, asset operation ability, product development ability, market expansion ability, new thinking orientation ability, quality service ability and strong administrative management ability. He decided to integrate assets as a link, strengthen the overall strength of the group, give full play to the cohesion of the group, and form a "fist." In the specific operation, Ouyang Zhongmou first solved four major problems that have plagued Putian for a long time:
1. Brand problem. In the past, in the ranking of the top 100 electronic enterprises, the participation of exhibitors, market development, the use and management of the names, trademarks and brands of secondary enterprises, etc., the group was fragmented, leading to vicious internal competition, and the idea of "selling small baskets" was still serious, which directly affected the overall image of Putian Group. To this end, Ouyang Zhongmou asked to design a unified brand of Putian. The affiliated enterprises have now formed a well-known brand, and they can use the group brand, which needs to be audited by the headquarters. These products may not be used without permission.
2. Exhibition issues. Comprehensive, national, professional and international exhibitions must be organized by the headquarters and registered in its name. All exhibitions should be reviewed once a year and participation plans should be made. The exhibition will focus on products rather than enterprises, and products with too low level will no longer be allowed to participate.
3. Unified market issues. Market network construction, market development and project bidding should all come forward in the name of the group, and the sales should be mainly enterprises.
4. Make good use of import and export rights. The headquarters is responsible for studying and making good use of import and export rights, facing the vast international market and increasing product exports.
Through integration and expansion, Ouyang Zhongmou basically realized the transformation of China Putian from a state-owned enterprise consortium to a parent-subsidiary group company with assets as the link. 2000 was also a bumper harvest, with sales revenue of 46.5 billion yuan, an increase of 50% over the previous year, and profits and taxes of 3.022 billion yuan (excluding tariffs). Among the 50 secondary subsidiaries in Putian, the total loss of loss-making enterprises in 1999 was 270 million yuan, and the loss was reduced in 2000 by10.80 billion yuan. In his first year in office, Ouyang Zhongmou let China Putian leap to a new level, but he was not happy, because he found that in 2000, although the sales volume of China Putian was not small, the enterprise was not strong enough. The reason is that the industrial structure is unreasonable, mobile communication accounts for more than 70%, and Putian has few intellectual property rights in this respect.
Ouyang Zhongmou believes that as an enterprise, especially as a group, there must be several fist products. We should not only intensify research and development in the field of mobile communication, but also do a lot of work in many fields other than mobile communication, because most enterprises in Putian are not within this scope. Ouyang Zhongmou positioned China Putian as a comprehensive industrial group focusing on information industry. Therefore, he asked the group not to be restricted by product classification. The field of information industry is very large, and the world outside the information industry is also very broad. If you have the ability, the conditions and the opportunity, you can also do it, change this situation as soon as possible and become a double-headed or multi-headed.
200 1, China Putian began to explore new ways of capital operation and intensify asset restructuring. Successively invested and held Ningbo Electronic Information Group Co., Ltd. (including Bird) and Beijing Runhui Co., Ltd., and established Beijing Putian Huixun Information Technology Co., Ltd., whose restructuring business involves electronic devices, system integration, software development, telecom operation and transportation intelligent network. At the same time, Putian, China, also actively promotes enterprise reorganization and promotes the reorganization of internal advantages. In terms of foreign joint venture and cooperation, we have completed the capital increase and production expansion project of Beijing Nokia Industrial Park and the cam company project of China Putian with TI, Nokia and Datang. At the same time, China Putian also actively supports and promotes the alliance and cooperation of advantageous industries and enterprises within the Group. At present, Shanghai Post and Tianjin Telephone Equipment Factory jointly established Tianjin Zhongtian Communication Co., Ltd., which mainly produces IC cards, SIM cards and CDMA mobile phones. On October 30th, 2006/kloc-0, China Putian invested 200 million yuan to establish the Central Research Institute-Putian Information Technology Research Institute, in order to enhance the technological innovation ability, establish a unified scientific research platform, enhance the product research and development ability, and maintain the sustainable development of China Putian as a high-tech enterprise.
Ouyang Zhongmou believes that the main business and sideline business of a large enterprise like Putian must be clearly distinguished. But the main business is by no means the only "industry", and the main business is the "backbone" of the enterprise. Diversification is necessary, but it cannot be "too much". In key areas, large groups should support one or two "legs" to prevent "a horse from slipping." Ouyang Zhongmou made Putian have two preparations. One is to strengthen their core competitiveness, effectively organize resources and avoid carpet development in the case of limited funds and talents. Second, early intervention in emerging fields, such as bioengineering. In any case, Ouyang Zhongmou will not let Putian put all your eggs in one basket. Through asset restructuring, in 20001year, Putian Group Company achieved sales revenue of 64.2 billion yuan, with total import and export volume of 3.74 billion US dollars and total export volume of 65.438+65 billion US dollars, an increase of 43.8% over the previous year. But Ouyang Zhongmou is not satisfied.
Ouyang Zhongmou believes that it is difficult to establish a relatively perfect and sustainable development mechanism without an international market, a global product and a way of transnational operation. To this end, China Putian set up a special international trade department to strengthen international market expansion and expand international business exports. In order to truly go abroad, Ouyang Zhongmou decided to take benefit as a road sign, gradually improve the internationalization level of China Putian, adopt different development modes according to the maturity of the market, rely on brands and markets, and use the experience curve effect to form location benefits, realize cost leadership or product differentiation, and then gradually realize the establishment of factories and brands abroad, expand the international market share and influence of China Putian, and strive to fully integrate into the global economy as soon as possible.
Ouyang Zhongmou keenly felt from the development of the international information industry that the enterprises that really expanded rapidly developed with the help of the capital market. After owning four listed companies, Ouyang Zhongmou is planning a new and larger-scale listing, but it will not be listed as a whole. His ideal is to separate a considerable number of high-quality assets and list them separately. Ouyang Zhongmou explained the overseas listing in this way: the listing of enterprises is mainly for their own development, and through the timely conversion mechanism of listing, the goals and tasks of state-owned enterprise reform are realized. It is difficult to get close to the core technology in China. By listing overseas, you can keep up with the latest technology and develop abroad. If necessary, you can even buy foreign companies and buy them together with their technology. The progress of independent development is too slow. China Putian Group is the giant wheel of China's information industry. As the flagship helmsman, Ouyang Zhongmou is full of confidence in China Putian. "We are old state-owned enterprises. Our old state-owned enterprise has many problems, but we are one of the best state-owned enterprises. I hope to have a place in Putian in the world in the future. "
Ouyang Zhongmou plans to make Putian's production and operation target exceed 70 billion yuan by the end of 2002, and by the end of 2005, the scale of operation will be doubled on the basis of 2000, and he will continue to maintain the leading position in the domestic electronic information product manufacturing industry and the top 50 telecom manufacturing industry in the world, and strive to enter the top 500 world economy as a whole and become a world-renowned and domestic first-class global and comprehensive industrial group company.
Ouyang Zhongmou knows very well that Putian is relatively large at present, but compared with large multinational companies, there is still a big gap in scale and core technology. However, Ouyang Zhongmou is still confident. "The reform of state-owned enterprises is difficult, but state-owned enterprises certainly have hope."