"Now let's talk about the restructuring of state-owned enterprises!" After the two uniformed personnel left, Liu Si didn't bother to ask who they were, and it was easy to communicate with Hu Shao to transfer the question to this tide of national retreat and people's advance.

To put it bluntly, the withdrawal of state-owned capital from competitive industries means that private enterprises should enter these industries and fields. As a result, the ownership structure of Chinese enterprises has undergone major changes and adjustments. According to a 2002 China Private Enterprise Survey Report, 25.7 percent of the private enterprises surveyed had been "restructured" by state-owned or collective enterprises in the past four years. Among these enterprises, the northeast region accounted for the largest proportion, at 45.6%; Before the "restructuring", 25.3% were state-owned enterprises and 74.7% were township collective enterprises; 60.6% of business owners are the heads of the original enterprises; Among the private entrepreneurs who have been restructured through the restructuring of public enterprises, the proportion of members of the Communist Party of China is as high as 50.66%. In 2003, the State-owned Assets Supervision and Administration Commission (SASAC) revealed that in practice, the "disposal" of state-owned assets carried out by the vast majority of localities was largely reflected in the withdrawal of all local state-owned assets, and the disposal of local state-owned assets was carried out by means of full transfer. From 1998 to 2003, the number of state-owned and state-controlled enterprises decreased from 238,000 to 150,000, a decrease of 40 percent.

The "retreat of the country and the advancement of the people" lasted about five years, and there are still many controversies about the problems existing in it. In such a large-scale restructuring of state-owned enterprises, many localities have adopted a "sporty" approach. For example, in Liaoning, in 1998 there were more than 31,000 small and medium-sized state-owned enterprises, accounting for 91.1 percent of all state-owned industrial enterprises. It can be seen that it is very difficult to put such a plate small. In March of this year, the Liaoning Provincial Government launched 600 small and medium-sized enterprises to the market at one time for public investment. This inevitably leads to the adoption of a "campaign" approach. Many factory directors and managers, who were still state-owned enterprises yesterday, have become owners of this factory almost overnight for a single yuan or a zero-purchase approach. At the same time, in the whole process of "retreating from the country and advancing the people", due to the lack of legal supervision, many people bought relatively good enterprises at very low prices; Others spend millions of dollars to buy their businesses and then sell them again a few years later.

Or simply sell the entire business to a real estate developer and develop this prime location as a real estate project. In the new round of wealth game, we can see where some private enterprises in the past 10 years have come from from the "national retreat and democratic advancement".

In fact, the restructuring and reform of state-owned enterprises began in 1987, and why can this national retreat and democratic promotion movement have such a big impact? Because in 1997~1998, the growth rate of private enterprises accelerated, the scale expanded, in the "grasp the big and let go of the small" and "the country retreats and the people advance" under the major background, the private economy ushered in another development opportunity. By the end of 1998, there were 31,202,000 urban and rural individual industrial and commercial households, employing 61,144,000 people, with a registered capital of 312.031 billion yuan, and the total output value of private enterprises nationwide was 585.325 billion yuan, an increase of 49.22 percent over the same period of the previous year. The operating income was 532.375 billion yuan, an increase of 71.92% over the same period of the previous year.

The expansion of the scale is not only the number of state-owned enterprises converted to private enterprises, but also the scale of their own capital of the privatized state-owned enterprises is much larger than in the past. This is because the state-owned property rights transaction and transfer of the state-owned property rights of the state retreat and the democratic advancement have been expanded to the securities market, that is to say, the listed state-owned companies have begun to trade and transfer state-owned property rights on a large scale.

In 1994, the "national retreat and democratic advancement" in the securities market was initiated by the transfer of national shares of Prism by Hengtong Agreement and the transfer of national shares of Zhejiang Phoenix to Kangenbei Group. In 1996, there were more than 10 transfers of state shares or corporate shares, of which only Haihong Holdings, Yongsheng Shares and Shuanghu Paint were of the nature of national retreat and democratic progress. In the second half of 1997, the market set off a restructuring fever, and private enterprises acquired state-owned shares through agreements to go public through backdoor listings and backdoor listings. There are more than 30 cases involving the transfer of state-owned shares and corporate shares. The Chinese shares have been transferred to private enterprises by agreement to include Guojia, Guanghua Chemical Fiber, Guihua Tourism, Wuhan Cable, ST Shiquanye, Hunan Torch, etc. The year 1998 was known as the "Year of Asset Restructuring", and there were as many as 624 restructuring activities of listed companies, involving more than 70 transfers of state-owned shares and corporate shares. Among them, the nature of the national retreat and the people's progress are Qianfeng shares, ST Liaofangtian, Dingtian Technology, Shuanghu Coatings, Northeast Hualian (now known as ST Gaosda), etc., in 1999, the Fourth Plenary Session of the 15th Central Committee proposed that "there are advances and retreats." Do something, don't do something", the transfer of state-owned shares has become a hot spot again, involving nearly 100 companies throughout the year. Among them, the nature of national retreat and democratic progress includes Juyou Network, Agang, Liao Materials, Jinor, Chongqing Chuanyi, Taikang Shares, etc. In 2000, there was another upsurge in the retreat of the state and the promotion of the people, and there were more than 40 companies that were of the nature of the withdrawal of the state and the promotion of the people, excluding the transfer of corporate shares, the allocation of state-owned shares, or the transfer between the state-owned economies.

These are all news obtained from the golden finger, and among these listed companies, the only thing Liu Si is interested in is Agang.

Xilin Iron & Steel Group has subsidiaries such as Acheng Iron & Steel Co., Ltd., Dengta Mining Co., Ltd., Cuihongshan Iron & Steel Polymetallic Mine, etc., with an annual production capacity of 3.5 million tons of crude steel by the end of 1997, and is the largest iron and steel complex in Heilongjiang Province.

Argan Steel has a complete production system from mining to steel rolling, and all hot-rolled ribbed steel bars are produced according to seismic steel bar standards, and profiles are widely used in various fields in China. The main products of Argentine Steel are hot-rolled round steel for construction, grade III and IV hot-rolled ribbed steel bars for construction, hot-rolled wire rods, medium-sized round steel, angle steel, channel steel, I-beam, light rail, etc. Among them, the leading product Swan brand hot-rolled ribbed steel bar for reinforced concrete has won the title of "Provincial Famous Brand Product" and "National Customer Satisfaction Product" for many times, and the steel produced by it has won the title of "China Metallurgical Product Physical Quality Gold Cup Award" and "Metallurgical Industry Quality Excellent Product". In 1998, Asteel took the lead in passing the ISO9002 quality system certification in the province.

The relatively large steel mills sold are Argentine Steel, and some other steel companies and steel mills sold have a crude steel output of about 2 million tons.

The reorganization and acquisition of the state-owned iron and steel company is Xinyuan Iron and Steel Co., Ltd.

The home appliance industry is also one of the key industries in which Liu Si organized the acquisition and reorganization this time, and after stimulating domestic demand, the economy of household appliances, steel, manufacturing, textiles and other fields is actually alive.

There are many home appliance manufacturers, but Liu Si looks down on some township enterprises, after all, not all township enterprises are celebrities. In the field of household appliances, Liu Si mainly looked at Shandong Laiyang Household Appliance General Factory, Anhui Huangshan Electronics Co., Ltd., Guizhou Fenghua Refrigerator Factory, Wuhu Refrigeration Company, Wuhu Compressor Company, Valin Refrigeration Company, Hefei Meiling Electric Appliance Company, etc. In order to lay out the home appliance industry, Liu Sixingyu Holdings invested in the establishment of Vantage Electrical Appliances Holdings Co., Ltd., or acquisition, or registration, Vantage Electrical Appliances Holdings has nine brands: Joyoung, Aux, Galanz, Supor, Boss, Fangtai, Oppai, Jomu, and Vantage.

At the beginning of 1997, the Hefei Municipal Government decided to push Hefei Huangshan Electronics Co., Ltd. to the market, with more than 2,500 employees of Huangshan Electronics Co., Ltd., a few years ago was a pillar enterprise in Anhui Province, Huangshan TV is very popular, in short supply. However, since 1993, due to poor management, production and operation have deteriorated, and there has been a major landslide that has not been seen for many years, with a total loss of 49.82 million yuan in 1997, and even the wages of employees can only be paid from bank loans. To use the analogy of the image of the leaders of Anhui Province and the city at that time, it was the popsicle that was drying under the scorching sun, and the more it melted, the less it became, and there was almost a wooden stick left.

The most important thing is that Huangshan Electronics Company does not want money. The leaders of Hefei City are in an embarrassing situation for the Huangshan TV Factory: do not ask for everything, but seek where.

The predecessor of Huangshan Television Factory, Hefei Radio No. 2 Factory, had a short and glorious history. However, it was revealed that because the No. 2 Radio Factory did not see the situation clearly at that time, it soon went from glory to decline, and because it did not rationally use the accumulated capital to expand the scale of production, it engaged in some unrelated mineral water, real estate and other projects, and also went to the south to open a company, coupled with the price reduction offensive of Changhong and Konka, it soon became insolvent.

Yin Shutang, the former chairman of Huangshan Electronics, said: Even in 1994 and 1995, major shopping malls in Anhui only sold a few brands of domestic TVs, and we are still the boss, Changhong and Konka can't sell Huangshan. After the price war in 1996, all kinds of brands of TVs rushed in, and Huangshan brand TVs were squeezed into the rural market. We also knew we were going to make a big screen, but we didn't have the money.

As early as 1993, when Hefei Radio No. 2 Factory was gradually in trouble, the government department felt that the leadership of the No. 2 Plant lacked skills, so they appointed Royalstar, which was prosperous at that time, to implement the popular entrusted management.

As soon as the person in charge of Royalstar arrived, he found that the management of the No. 2 Radio Factory was chaotic, and many private individuals borrowed money and did not report it at all, so they first began to conduct audits, and it turned out that the company had lost nearly 300 million yuan, so he proposed a bankruptcy plan. However, due to the lack of bankruptcy policy at that time, this plan was reformed into a three-way plan and a joint-stock system. The stock assets of the No. 2 Radio Plant accounted for one-third of the shares; Royalstar has a one-third stake; The other third sold a 49 percent stake in Royalstar to Japan's Sanyo for $7 million.

However, this idea, which now seems reasonable and creative, has been shelved. Because of the protests of the workers, Royalstar is a collective enterprise, how can the collective enterprise manage our state-owned units.

On October 18, 1996, Hefei Radio No. 2 Factory went bankrupt, and at the same time, Huangshan Electronics Co., Ltd. was established by divesting its net assets. The debt of more than 200 million yuan dissolved invisibly with the bankruptcy of the second factory, and Huangshan Electronics, which was shelled by the golden cicada, cleverly got rid of the debt chain. Some people call it cutting off the rotten meat and leaving the lean meat, and the next two things made this lean meat almost become the beloved Tang monk meat.

Yin Shutang said: We invested more than 10 million yuan to do two things - to build a new building and to introduce a large screen production line. I used my brains at that time, and took the bidding method, more than 20 enterprises across the country competed for this line, and we picked low prices and good quality, and the results were very level, Changhong and Konka were interested in this line. Seeing that Tang monk's meat had deteriorated in eight months, new debts had arisen.

Because of the generation of new debts, Tang monk's meat has deteriorated, and companies such as Midea, Gree, and Royalstar have little interest in it. It is precisely because of this that Liu Si's opportunity came, or the opportunity of Vantage Electric Holding Company came.