In recent years, there has been a trend that state-owned extra-large coal mining companies have recruited chemical companies to joint ventures, acquisitions, and joint ventures. The development strategy is obvious. It is no longer a simple way to engage in coal, but it is necessary to improve the industrial chain and develop coal chemical industry. This makes the author think of the so-called development idea of ​​the so-called pit-mouth construction.
Since the reform and opening up, the domestic approach to industrial development has basically been "take back the mountain", that is, build power plants in coal mines and build phosphate fertilizer plants in phosphate mines. The reason is: simply selling resources is not as good as setting up factories to produce their own resources, which can increase the added value of mineral resources. It should be said that this principle is persuasive and it was widely promoted.
However, many years later, it seems that this development idea has not received the expected results. Companies built on the basis of phosphate rock did not develop, and companies built on coal mines did not develop. This has forced the development of the idea to the downstream. Why doesn't this idea work?
As we all know, all kinds of mines in our country are far away from large and medium-sized cities, and the production of water and electricity required for production often does not meet the needs of large-scale plant construction, and it is not easy to solve them. Even if the factory is built, logistics and transportation problems are difficult to solve, and it also causes headaches for enterprises. The most important thing is that it is far from the market, and information and market feedback are lagging behind. How can an information-scarce company capture opportunities and increase competitiveness? Many "third-line" companies had eaten this loss so much that they later "had gone down."
So how can we not only give full play to local resource advantages, and increase the added value of precious minerals, but also avoid the above problems? The practice of Shanxi Jincheng Coal Industry Group is worth learning from.
Jincheng Coal Industry Group is the largest anthracite coal production enterprise in China and an important chemical coal producing country in China. Although this company had also considered building ammonia and urea companies in coal mine production areas, they did not do so. Instead, they started from the previous year and successively entered joint ventures in Yuncheng, Shanxi, Shijiazhuang, Hebei, Kaifeng, Henan, Jiangsu Xinyi, Jinan, Shandong, and Shouguang. Six nitrogen companies. In the two years, the total amount of synthetic ammonia controlled by Jinmei Group reached 2 million tons, accounting for 1/10 of the national total. After these six nitrogen companies solved the chemical coal problems that most worried their companies, the benefits were greatly enhanced.
What's more important is that the joint venture's chemical fertilizer companies are just like the Shanxi Coal Group's reach into the markets, which makes the Jinkou Group, a “port companyâ€, in common with the market. The operating radius of Shanxi Coal Group's coal chemical industry has thus been advanced to developed regions in the east.
Obviously, the Jinmei Coal Group, which does not have annual sales of 10 billion yuan, has no ability to build fertilizer plants in Hangkou, but they do not want to be the "king of the mountain." Imagine if the city of Jinzhou, with hundreds of thousands of people, built ten eight fertilizer companies, what would be the result?
It is said that international multinational corporations set up factories in China. The prerequisites are firstly to facilitate transportation, secondly to recruit high-quality employees, and third, to occupy the forefront of the market. As for whether or not to keep the "pit pit" and other resources but does not value. At present, nearly 100 of the world's top 500 companies have established R&D centers in Shanghai and Guangzhou-Shenzhen areas. This also shows that the key is not to be close to resources but to be close to the market.
Since the reform and opening up, the domestic approach to industrial development has basically been "take back the mountain", that is, build power plants in coal mines and build phosphate fertilizer plants in phosphate mines. The reason is: simply selling resources is not as good as setting up factories to produce their own resources, which can increase the added value of mineral resources. It should be said that this principle is persuasive and it was widely promoted.
However, many years later, it seems that this development idea has not received the expected results. Companies built on the basis of phosphate rock did not develop, and companies built on coal mines did not develop. This has forced the development of the idea to the downstream. Why doesn't this idea work?
As we all know, all kinds of mines in our country are far away from large and medium-sized cities, and the production of water and electricity required for production often does not meet the needs of large-scale plant construction, and it is not easy to solve them. Even if the factory is built, logistics and transportation problems are difficult to solve, and it also causes headaches for enterprises. The most important thing is that it is far from the market, and information and market feedback are lagging behind. How can an information-scarce company capture opportunities and increase competitiveness? Many "third-line" companies had eaten this loss so much that they later "had gone down."
So how can we not only give full play to local resource advantages, and increase the added value of precious minerals, but also avoid the above problems? The practice of Shanxi Jincheng Coal Industry Group is worth learning from.
Jincheng Coal Industry Group is the largest anthracite coal production enterprise in China and an important chemical coal producing country in China. Although this company had also considered building ammonia and urea companies in coal mine production areas, they did not do so. Instead, they started from the previous year and successively entered joint ventures in Yuncheng, Shanxi, Shijiazhuang, Hebei, Kaifeng, Henan, Jiangsu Xinyi, Jinan, Shandong, and Shouguang. Six nitrogen companies. In the two years, the total amount of synthetic ammonia controlled by Jinmei Group reached 2 million tons, accounting for 1/10 of the national total. After these six nitrogen companies solved the chemical coal problems that most worried their companies, the benefits were greatly enhanced.
What's more important is that the joint venture's chemical fertilizer companies are just like the Shanxi Coal Group's reach into the markets, which makes the Jinkou Group, a “port companyâ€, in common with the market. The operating radius of Shanxi Coal Group's coal chemical industry has thus been advanced to developed regions in the east.
Obviously, the Jinmei Coal Group, which does not have annual sales of 10 billion yuan, has no ability to build fertilizer plants in Hangkou, but they do not want to be the "king of the mountain." Imagine if the city of Jinzhou, with hundreds of thousands of people, built ten eight fertilizer companies, what would be the result?
It is said that international multinational corporations set up factories in China. The prerequisites are firstly to facilitate transportation, secondly to recruit high-quality employees, and third, to occupy the forefront of the market. As for whether or not to keep the "pit pit" and other resources but does not value. At present, nearly 100 of the world's top 500 companies have established R&D centers in Shanghai and Guangzhou-Shenzhen areas. This also shows that the key is not to be close to resources but to be close to the market.
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