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国营诸暨针织厂是一家只有300多名职工的小企业,1989年又与外商合资,成立中外合资富润针织有限公司,同时容纳着公有制和外商股份不同财产关系的混合经济。1988年以前,生产、交换、流通、分配都囿于产品经济的圈子,企业的路子越走越窄。销售疲软,生产停滞,债务累积,经营亏损,职工收入降低,企业声誉低下,陷入了恶性循环的逆境。从何处寻找活力,扭转逆境?我们认识到:出路在改革,改革的着力点在转换机制,即从产品经济转换到有计划的商品经济上来。因此,1988年开始,我
The state-owned Zhuji Knitting Factory is a small enterprise with more than 300 employees. In 1989, it also established a joint venture with foreign companies to establish a Sino-foreign joint venture, Furun Knitting Co., Ltd., and also accommodated a mixed economy with different property relationships between public ownership and foreign shares. Before 1988, production, exchange, circulation, and distribution were all confined to the circle of product economy. The path of the company was narrower and narrower. Weak sales, stagnant production, accumulation of debt, operating losses, lower employee income, and low corporate reputation, have been trapped in a vicious cycle of adversity. From where to look for vitality and reversing adversity? We recognize that the way out is in reform, and the focus of reform is on the conversion mechanism, that is, the transition from a product economy to a planned commodity economy. So, starting in 1988, I