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不占任何区位优势的川树公司,80年代以前,深受计划经济的束缚,濒临破产倒闭的边缘。80年代中期,城市经济体制改革的春风吹醒了困境中的川树厂。 1986年底,新的领导班子一手抓技改,一手抓改革,从此,工厂驶上了一条持续发展的康庄路。1987年开始,工厂大刀阔斧地进行改革,结合公开实行的招标答辩承包制。把竞争机制引入企业的人事管理,对中层干部实行公开选聘,打破了干部“铁交椅”。1988年,川树开始探索集团化管理模式,凭借自身的经济实力,先后兼并了跨地区、跨行业的多家企业,建立了
Kawasaki Corporation, which does not occupy any geographical advantage, was constrained by the planned economy until the 1980s on the verge of bankruptcy. In the mid-1980s, the spring breeze of urban economic reform awakened the troubled Sichuan tree factory. By the end of 1986, with the new leadership team focusing on technological innovation and one-on-one reforms, the factory was on a continual development of Kangzhuang Road. Beginning in 1987, the factory made drastic reforms, combined with a public bidding contracting system. The introduction of a competition mechanism into the personnel management of enterprises and the open selection and selection of middle-level cadres broke the cadre's “top spot.” In 1988, Kawasuru began to explore the group management model, with its own economic strength, has merged a number of cross-regional and cross-industry enterprises, the establishment of