一、转换经营机制是振兴企业的希望之路 豫北大厦是集购物、食宿、娱乐、边贸为一体的综合性国营商业企业,位于新乡市中心的商业黄金地段,营业面积12000m~2,现有职工近800名。1988年开业以来,由于长期负债经营,人员素质差,经营管理不善等原因,截止1990年已累计亏损数百万元。为扭转大厦的经营现状,1990年底新调整的领导班子从治理整顿入手,积极堵塞漏洞,完善各项管理制度,放手经营,强化管理,采取厂商联营,商商联销,开拓边贸,促进地产品销售等措施,使商厦取得了明显的效果。但因没有触动原来高度集中的经营管理体制,大厦的经营工作仍然在低谷中徘徊。 面对企业的困难,职工情绪波动,领导愁肠百结。在关键时刻,邓小平南巡讲话给我们指出了方向。我们认识到:“革命是解放生产力,改革也是解放生产力”,“大锅饭和平均主义使职工既无压力,又无动力”。以往高度集中的管理方式限制了经营者的积极性和主动性,依赖市长的旧观念严重窒息了企业的生机与活力。只有深化改革,彻底转变经营机制,豫北大夏才能摆脱困境,走上兴旺之路。从1992年4月起,我们先后组织职工观看商战,学习四川重庆“四放开”和江苏徐州三项制度改革的经验,并走访 First, the transformation of business mechanism is the hope for the revitalization of enterprises Yubei Mansion is a comprehensive state-owned commercial enterprise integrating shopping, accommodation, entertainment, and border trade. It is located in a commercial prime location in downtown Xinxiang with a business area of ​​12,000m~2. There are nearly 800 employees. Since its opening in 1988, due to long-term debt management, poor quality of personnel, poor management and other reasons, it has accumulated millions of losses as of 1990. In order to reverse the current state of the building’s operations, the newly-adjusted leadership team at the end of 1990 began to rectify and rectify, actively plug loopholes, improve various management systems, let go of operations, strengthen management, adopt joint ventures with vendors, jointly sell products, explore border trade, and promote local products. Sales and other measures have enabled the commercial building to achieve significant results. However, because it did not touch the original highly centralized management system, the operation of the building remained in the doldrums. In the face of business difficulties, the mood of the employees fluctuates and the leaders are in a quandary. At a critical moment, Deng Xiaoping’s southern tour gave us directions. We have realized that “the revolution is the liberation of the productive forces, and the reform is also the liberation of the productive forces.” “Big pot and equalitarianism make the workers have neither pressure nor motivation.” In the past, highly centralized management methods restricted the enthusiasm and initiative of the operators. The reliance on the old concept of the mayor severely suffocated the vitality and vitality of the company. Only by deepening reforms and completely changing the operating mechanism, can the North China’s Great Northern Xia get out of its predicament and embark on a prosperous road. Since April 1992, we have organized staff to watch commercial warfare, learn about the Chongqing “four release” and Jiangsu Xuzhou three system reform experience, and visited