我们公司现有5个批发部,2个零售商店,2个商办工厂,1988年,我们在全面推行承包经营的基础上,进一步深化企业内部改革,建立了以批发为龙头,以零售为依托的紧密型联合体,实行了公司、批发、零售合一的集团化经营,取得了明显的经济效益。与合并前的1987年比较,销售额增长13.27%,利税总额增长139.02%,资金周转加快0.3次,人均劳效增长94元。主要做法是: 一、从提高企业整体效益出发,实行集团化经营前几年,由于我们对形势估计不足,片面理解了放开搞活的方针,结果是批发和零售严重脱节, Our company currently has 5 wholesale departments, 2 retail stores, and 2 business-run factories. In 1988, we further deepened the internal reform of the company on the basis of comprehensive implementation of contracted management, established a wholesale as a leader, and based on retail sales. The close-knit consortium has implemented corporate, wholesale, and retail conglomerates and achieved significant economic benefits. Compared with the pre-merger period of 1987, sales increased by 13.27%, total profits and taxes increased by 139.02%, capital turnover was accelerated by 0.3 times, and labor efficiency per capita increased by 94 yuan. The main methods are as follows: First, from the viewpoint of improving the overall efficiency of the enterprise and implementing group operations in the past few years, due to our lack of estimation of the situation, we have one-sidedly understood the policy of liberalizing and invigorating. The result is a serious disconnect between wholesale and retail sales.