论文标题:HT民营制药公司经营状况分析与发展对策研究
Research for the implementation of house property hypothecary Regulation of Macau
论文作者 邓文星
论文导师 周殿昆,论文学位 硕士,论文专业 工商管理
论文单位 西南财经大学,点击次数 153,论文页数 54页File Size393k
2000-05-01论文网 http://www.lw23.com/lunwen_36785807/ 国际结算；金融产品；授信；融资；整体经营；营销观念；惯例；过程管理。
commercial bankcredit leverfinancial productinternational settlementprocess management
改革开放以来，我国民营经济快速发展，已经成为我国国民经济的重要组成部分。民营制药企业是民营经济的一支重要力量，由于制药业具有低成本、高附加值、高成长性的特点，因此在近10年中，民营制药企业得到了长足发展。目前，四川省有制药企业200多家，成都市有100家左右，其中70%都为民营制药企业。这些民营制药企业的发展参差不齐，有的企业决策合理，操作规范，呈现出稳定的发展势头；有的企业片面追求外延扩张，陷入了与其内在实力不相称的困难处境；还有的企业作坊式生产，药品质量和疗效得不到保证，其生存和发展空间极为有限。本文样本为HT民营中药制药公司。笔者以在该公司从事市场监察管理、行政人事管理实践为基础，着重研究分析HT公司从一次创业到二次创业、从快速发展到停滞发展的过程中，产权制度、组织制度、决策制度和管理制度的状况及其存在的缺陷和问题，旨在有针对性地提出改善HT公司经营发展的对策与建议，从个性中找出共性，探索民营企业的发展规律，为其它民营企业提供借鉴和参考。全文共分五部分：第一部分是对HT公司的简要介绍。该公司1994年设立于四川成都，占地38.4亩，现有625名员工，5个药品品种，其中3个药品已通过美国FDA（食品与药品管理局）入关许可，年生产能力达50亿元，总资产从创立初期的300万元增长至目前的3亿元。其经营发展经历了1994年至1997年的快速成长阶段和1998年至1999年的相对停滞阶段。第二部分是对HT公司初创时期快速发展成功经验的总结。笔者通过对HT公司1994年至1997年期间经营状况的分析，认为此阶段该公司高速成长的主要原因有以下几点：一是当时中药市场空间较大，成本较低，有较好的投资回报率；二是公司资产归业主个人所有，产权明晰；三是创业初期企业规模小，经营机制灵活，营销策略高效；四是各级政府扶持，融资环境较为宽松。第三部分是对 HT 公司发展停滞原因的分析。论文通过对HT公司1998年至1999年经营状况与前期经营状况的比较分析，剖析了导致HT公司1998年以来发展停滞的原因： 一是受前期业绩鼓舞，公司制定了超越现实能力的过高经营目标，盲目追求规模；二是盲目超规模贷款，导致财务费用失控，资产负债率大幅上升；三是忽略了新产品的开发，使药品品种老化，竞争力减弱；四是营销策略失误，使销售费用急剧上升，销售收入增长停滞，经营利润直线下降。笔者认为：在上述原因的背后，是个人所有的单一产权制度，以及由此形成的个人决策的家长制企业管理模式这一根本原因在作祟，它和上述四方面的派生原因共同作用，导致了HT公司第二阶段的发展停滞。第四部分提出了加快HT公司发展的对策与建议。笔者认为，要使企业走出经营困境，必须提高企业核心竞争能力，坚持以企业利润最大化和可持续发展为战略目标；按照现代企业制度的要求，进行股份制改造为主的企业产权制度改革，对权力、责任和利益关系重新调整；奉行“企业做强而不仅仅是做大”的经营指导思想；实施“企业再造”，重整业务流程，降低成本，提高效率；加大资本运营力度，拓宽融资渠道，降低财务风险；开发科技含量高、疗效好的新药；制定符合实际、连续稳定的营销策略等。在上述措施中，建立现代企业制度是关键性一环。只有进行了此项改革，建立健全企业法人治理结构和激励约束机制，才能实现经营机制的转变，使管理科学化、民主化。第五部分论述了HT公司正反经验教训对民营企业发展的启示。笔者认为HT公司存在的问题不是孤立的，产权单一、管理专制、决策随意、好大喜功、盲目扩张、企业缺乏凝聚力等问题普遍存在于民营企业之中。特别是建立在个人所有单一产权基础上的民营企业，虽在创业初期实现高速成长，但是当企业达到较大规模后，原有的产权制度和企业管理体制就会成为企业发展的障碍。因此，民营企业要想搞好二次创业，实现健康、稳定的发展，必须顺应现代市场经济的要求，进行企业组织制度和管理制度的改革与创新，坚持走内涵式发展道路，扎实打牢企业发展的基础；树立正确的经营思想观念，克服急功近利的扩张情结和投机心理；切实加强人力资源的培养和开发，为民营企业的可持续性发展提供可靠的人才保证。
China"s private sector has been growing rapidly since the economic reform began and become important part in the national economy. Private medicine industry, which is characterized by low costs, high value-added, high growth rate, high risk with high ROI, has also been developing at a stunning speed during the past decade. Currently there are more than 200 medicine producers in Sichuan province and about 100 in the city of Chengdu alone, among 70% are privately owned. Some of them have sound decisions and regulated operations, resulting in a stable growth while others prefer over extensive expansion resulting in a dilemma not fit with their internal strengths. Moreover, some producers make poor quality products because of primitive means of production facilities, being at the brink of being driven out of business.This paper makes a thorough study of HT Chinese herb Medicine Company. Based on the author"s working experiences as a Market Regulator and a Personnel Administrator, the paper conducts a complete analysis of its property rights system, organizational structure, decision-making mechanism and overall management system. By describing the development process from a small business to a relatively large company, from an extensive expansion to an intensive operation, and from the initial start-up to so called "upgrading period", this paper suggests some solutions to the problems that prevent HT Company from further growing, trying to reveal the development rule that private business follow in common.This paper is divided in five parts.The first part provides a profile of HT Company. HT Company is located in Chengdu, Sichuan Province. It had 625 workers, produces five varieties of medicine, of which three are approved by FDA of the United States. The annual productive capacity of HT is 5 billion RMB. From 1994 to 1997,HT Company experienced a rapid development period and from 1998 to 1999,it was called a stagnation period.The second part of paper begins with a summary of successful experiences of growth of HT Company during its start-up period. By analyzing the operations from 1994 to 1997,the paper identifies that following reasons contribute to the rapid development of HT Company:1.The Chinese herb Medicine market at that time was relatively large; the costs were relatively low thus resulting in a sound ROI.2.The assets of HT were owned by the proprietor, the ownership of property rights was distinct.3.The size of HT was small, and operations were flexible with an effective marketing strategy.4.Governments at all level supported HT Company, and there existed an easy environment of financing.The third part of paper contains an analysis of the reasons that led to the stagnation of HT Company. The paper believes that 1998-1999 stagnation HT suffered was caused by .1.Encouraged by the initial success, the company set too high goals and objectives. It fervently pursued the expansion of company size.2.Too many loans caused the financial control out of order, the ratio of liabilities to assets rose too high.3.The halt of developing new products made competitiveness suffer.4.An ineffective marketing strategy resulted in expenses of marketing boosting, causing the decline of income and profits.The paper holds that above four problems are only derivations, the main reason lies in the fact that a single person owns HT Company"s property, and the single owner makes all the decisions. This kind of management system caused the stagnation of the company.The four part of the paper suggests the development strategy and solutions to the existing problem for HT company. The paper highlights that for HT Company to step out of its current difficult situation, the core competitive competence should be developed. The company should set up its sustainable development goal with the maximization of profits as its focus. It is necessary to translate its current property rights ownership into a corporation ownership according to requirements of the modern enterprise system,
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