江苏省射阳县精制棉厂创建于1988年,由于种种原因,企业连续多年亏损,至1994年底已累计亏损124.2万元,挂帐损失近百万元。1995年初,射阳县供销社党委调整了该厂领导班子。以厂长吴必连为代表的新班子上任后明确提出了“强化班子促中心,强化管理降成本,奋力拼搏促扭亏”的思路,带领全厂员工奋力拼搏,仅用6个月时间便实现了扭亏增盈。1996年他们又瞄准“闹翻番、登台阶、上星级”的大目标,实施企业管理市场化,营销开拓策略化的措施,使一个名不见经传的亏损小企业两年间成为主宰华东精制棉生产销售的龙头企业,负债率由89.6％降至43.2％,利税跃入全县中小型企业前列。 Sheyang County Refined Cotton Factory of Jiangsu Province was established in 1988. Due to various reasons, the company has suffered losses for many years. At the end of 1994, it had accumulated losses of 1.242 million yuan and losses of nearly RMB 1 million. In early 1995, the party committee of the Sheyang County Supply and Marketing Cooperative adjusted the leadership of the plant. After the new team represented by director Wu Bilian took office, he clearly put forward the idea of ​​“strengthen the team to promote the center, strengthen management and reduce costs, and work hard to fight for losses”. Lead the employees of the entire plant to work hard and achieve losses in only 6 months. Increase profit. In 1996, they also aimed at the big goal of “double-up, step-up, and star-up” and implemented market-oriented enterprise management and strategic marketing measures, so that a small, loss-making small enterprise became the dominant cotton producer in East China for two years. Leading sales companies, debt ratio fell from 89.6% to 43.2%, profits and taxes leapt into the forefront of the county SMEs.