1. Cross-industry merger and reorganization to realize the Liuzhou model with complementary advantages

The main feature of Liuzhou model is the merger of geological prospecting units and industrial enterprises, which can promote the adjustment and development of industrial structure through the optimal allocation of production factors and realize the transformation of geological prospecting units into enterprises. Liutan Factory is a geological industrial enterprise that mainly produces geological machinery. It is located in Fei 'e Road, a prosperous area of Liuzhou City, with an area of 86 mu. Petroleum team is a professional team engaged in geological exploration, located in Bailiandong, a suburb of Liuzhou, with a land area of more than 25 mu. Since the Eighth Five-Year Plan, both units have been in trouble to varying degrees, and they are both faced with opening up new industries and seeking new development fields. In particular, the petroleum team has almost no planned geological exploration tasks, and has been in extreme economic difficulties, facing the transformation of production from established institutions. In this case, at the beginning of 1993, considering the long-term development of the two units, Guangxi Bureau decided to merge the oil team into Liutan Factory, and Liutan Factory planned and developed the Fei 'e Road base in the urban area and the Bailiandong base in the suburbs as a whole, and was responsible for absorbing and digesting the employees of the oil team. Through market research, Liutan Factory has formulated the development strategy of "retreating from the second and advancing into the third", in which the second and third industries promote each other and develop together.

in the first step, they raised more than 2 million yuan by themselves, demolished the old auditorium, basketball court and some bungalows in the factory area, and transformed it into Hongye Market with 175 commercial pavements and 574 booths. Due to its good geographical location, all the front booths were filled with customers when it opened, and the rental income was 9, yuan that year.

step two, since 1994, we have raised more than 3 million yuan from customers to expand and transform the market in the second phase, moving some workshops to Bailiandong base, expanding the commercial land from the original 3, square meters to 6, square meters, and renaming Hongye Market as Flying Goose Mall. In 1995, the rental income was 4.24 million yuan, and the surplus workers in the factory were resettled.

the third step is to implement the secondary production migration plan from 1996. Most of the workshops and departments were moved to the Bailiandong base in the suburbs, and more than 8 million yuan was introduced again to transform the vacated 2, square meters of space into commercial places. Another commercial and residential building with a building area of 18,6 square meters was also started by attracting investment. They plan to move all the factories and workshops of the Flying Goose Base to the suburbs, establish an industrial development zone in the Bailiandong Base in the suburbs, and transform the Flying Goose Base into a multifunctional commercial city integrating commerce, accommodation, catering, storage and transportation.

in the four years after reorganization, due to the optimized allocation of production factors, the potential advantages have been fully exerted, and the economy has maintained rapid development. For four consecutive years, the total output value has increased by 19%, the total income has increased by 28% on average, and the total profit has increased by 16% on average. A geological prospecting unit has been absorbed and digested, and all the redundant workers have been resettled, and good economic and resettlement benefits have been obtained.

The main experiences of promoting the development of Liutan Plant and the oil team through restructuring are as follows: First, combining the adjustment of team structure with the adjustment of industrial structure, which is based on the adjustment of industrial structure, and arranging the employment of surplus workers in opening up new industrial fields and establishing new economic growth points. Realize the transformation of geological prospecting units into productive units; Second, base development should conform to the overall planning of urban development, and new projects should meet the needs of regional economic development. The establishment of a shopping mall by Liutan Factory is conducive to the prosperity of the market, the increase of tax revenue for the region and the provision of employment opportunities for laid-off workers. Therefore, it has received strong support from relevant government departments; Thirdly, the development strategy and goal that meet the requirements of its own development and market have been formulated, that is, "retreat from the second and enter the third", develop in a coordinated way, make up for the shortage of liquidity in the secondary industry in time with the income from the tertiary industry, ensure the normal production and operation of the secondary industry, and form an industrial pattern in which the secondary industry and the tertiary industry promote each other and develop together; Fourth, in the preparation and operation of funds, the implementation of attracting phoenix to nest and rolling development. The renovation and expansion of the mall by using the funds paid in advance by the owners not only solved the shortage of funds, but also realized the transfer of risks.

second, weak reorganization, realize the optimal allocation of assets and promote economic development.

Baoding mode is mainly characterized by the merger and reorganization of two or more geological prospecting units with weak economic strength in the same area. Through merger and reorganization, we can give full play to the role of existing assets, realize the optimal allocation of production factors and accelerate the cultivation of new economic growth points, thus improving the overall quality and market competitiveness of geological prospecting units.

There are three geological prospecting units in Baoding area, namely Geological Team 6, Geological Team 13 and Central Laboratory. In August 1996, Hebei Bureau merged and reorganized three teams and established Baoding Geological Engineering Survey Institute. Through reorganization, the original stock assets have been effectively utilized, equipment, technology and talents have been well allocated, and the industrial economy has shown a good development momentum.

before the merger and reorganization, there were 1,724 employees and 662 retired employees in the three units, with a per capita net asset value of 5,599 yuan and a per capita debt of 2, yuan. The average debt of the three units reached 74%. The main problems are: first, the industrial structure is unreasonable, the pillar industries with a certain scale are lacking, the engineering survey equipment is outdated, the market competitiveness is lacking, the scale of diversified operations is small, and the management is chaotic; Second, the structure of the workforce is unreasonable, and there are surplus non-production personnel, and the first-line workers in production only account for 55% of the total number of employees; Third, poor management, lax financial system and non-binding rules and regulations; Fourth, the economic benefits are poor, and the staff are scattered. From January to August 1996, three units only completed 32% of the annual planned business indicators, and the departments of the thirteenth team did not pay wages for 11 months, and the other two units did not pay wages for three months, which caused the staff to be depressed and distracted.

Although the reorganized Baoding Institute of Engineering and Exploration is still in the arduous pioneering stage, its development potential has been clearly demonstrated. The industrial structure tends to be reasonable, basically forming an industrial development pattern of industrial exploration, mining and diversification; Stock assets have been developed and utilized. A number of backbone enterprises and new economic growth points, such as Shanshui Hotel, Galvanized Factory, Photo Agency and Special-shaped Stone Factory, have been cultivated, and the industrial development potential has been initially shown. In the first half of 1997, the output value was 2.18 million yuan, and it is promising to achieve an output value of 5 million yuan in the whole year, which is more than double the total output value of 24 million yuan before the reorganization of the three units.

Weak reorganization is difficult. The main methods and experiences of successful merger and reorganization of three units in Baoding area are as follows: First, give full play to the role of existing assets and turn idle assets into operating assets. After the merger of the three units, they transformed the office building of the original thirteenth team and the material warehouse that had been idle for many years into a landscape hotel integrating accommodation, catering and entertainment, and the office building and land acquisition planned by the original sixth team also stopped, and the accumulated assets were revitalized by nearly 2 million yuan. Second, clarify the direction of industrial development, establish an industrial structure that meets market demand, concentrate on using funds, and increase the intensity of cultivating new backbone enterprises. Third, open selection and appointment of cadres should be carried out, and a strong leading group should be established. The key to the success of weak reorganization is to select a strong leading group, especially the top leader. The leading group should be able to unite the broad masses of workers, make them see hope and enhance their confidence. Fourth, the transfer system, the establishment and strict implementation of rules and regulations, clear rewards and punishments, after the reorganization of the unit, we must establish a set of strict rules and regulations, strictly enforced. After the establishment of Baoding Industrial Exploration Institute, rules and regulations such as "financial management system", "interim provisions on labor and personnel management" and "responsibility system for asset management" were established, which institutionalized and standardized all work.

Third, give full play to the advantages of "brand" and realize the Ningbo model of "bringing the strong with the weak"

The main feature and practice of Ningbo model is to make use of the advantages of the strong teams in technology, brand and management to merge the weak teams in the same area into the strong teams in an organized way and realize the goal of bringing the strong with the weak. In May, 1997, Zhejiang Provincial Department merged and reorganized the Hydrological Team and the Fifth Team, which were both located in Ningbo, mainly using the good social reputation, strong capital advantages and strict management of the Hydrological Team to promote the marketization process of the two units in Ningbo as a whole.

Zhejiang Hydrological Team is located in xiang tang, a suburb of Ningbo, with 721 employees, mainly engaged in engineering survey, geotechnical construction and diversified operations. Since the Eighth Five-Year Plan, the economy has increased substantially, with an average annual output value of 48%, assets increased by 3.5 times, and the annual income of employees reached 16, yuan, with its own funds of more than 2 million yuan. It is a unit with strong economic strength, especially in engineering survey and construction, and has a high society. Geological Team 5 is located in the urban area of Ningbo, with superior geographical position, but the economic development is slow. After the fifth team was merged into the Hydrological Team, the Hydrological Team headquarters moved from suburban xiang tang to downtown Ningbo, the base was developed and utilized, and the production factors were optimized and reorganized.

iv. regional reorganization, i.e. setting up regional companies or group companies

The characteristic of this model is to reorganize the relevant geological prospecting units in a larger regional scope in accordance with the principles of industry association, technology association and brand association. For example, in August 1997, Zhejiang Department merged the tunnel engineering companies located in Hangzhou and Lishui with the Seventh Geological Brigade, reorganized and transformed them into provincial tunnel engineering companies, highlighted the main position of tunnel construction industry, and realized the reorganization of production factors such as people, finance and materials and the optimal allocation of resources. At present, all the adjustment work has been put in place, and the overall strength and market competitiveness have been obviously enhanced, which has taken a step to unite the tunnel construction forces inside and outside the province and form the Southern Tunnel Engineering Group of the Ministry of Geology and Mineral Resources. In September, 1997, Zhejiang Provincial Department merged the organizational system of the Fourth Geological Brigade located in Shaoxing into the General Contracting Company of Geology and Mineral Resources Construction, making use of the advantages of the General Contracting Company such as "brand", technology, talents and management, absorbing and optimizing the production factors of the Fourth Geological Brigade, giving full play to its due potential, and further enhancing the strength of the General Contracting Company.