The performance of the energy sector in the current stock market has made people see that the coal industry has a high investment value. However, a few years ago, how many people can accurately predict its hot scene today? Among the people contacted by the reporter, Chen Jiansheng, vice president of China Coal Industry Association and chairman of Pingdingshan Coal Industry (Group) Co., Ltd. is one. In the winter of 2001, when the coal situation was as sluggish as that of that year, Chen Jiansheng, the general manager of Zheng Coal Group, predicted to the China Economic Times that in five years, the good days of the coal industry will surely come.
The later facts are exactly what he said. This makes reporters can not help but agree with his several judgments in this interview. Chen Jiansheng believes that at present, coal companies have entered the “golden age of reform and development†and are facing an important “strategic transition period†and have entered “contradictory and problem highlighting periods.†These conclusions are not only dependent on his experience in the coal industry for more than 20 years, but more importantly, many of them are the practices of the Pingdingshan Group he led. For example, relying on the first domestic agreement signed with the railway administration, Pingmei has already formed an integrated mine-road-port-and-airway business model; through the successful listing and issuance of corporate bonds and other capital operations, it has greatly eased the expansion of the company’s funds. Demand; Through strengthening the main coal industry, Pingmei has achieved leapfrog development in the past three years. The scale of the company has changed from one to three. Last year, for the first time, non-coal sales revenue exceeded the coal mining industry; Those issues that are easily concealed in the process are now slowly emerging and urgently need to be reformed in terms of management systems.
No matter if it is a business transformation or solving other problems, the most difficult ones are reforms. Chen Jiansheng said that any type of reform is a kind of interest adjustment and will surely involve the interests of many people. The difficulty and resistance will be great. Every entrepreneur who wants to take this step must be mentally prepared. The same is true for flat coal.
“Whatever other people do I don’t care, once I’m determined to do this, it can only be done without turning back and trying to make it.†Chen Jiansheng said at the end of the interview.
The company has entered the golden age of reform and development. China Economic Times: As you predicted a few years ago, the current situation of coal companies is really good.
Chen Jiansheng: Through years of reforms and developments, coal companies have initially cracked down on four problems that have constrained the development of enterprises. One is through the integration of resources, strategic cooperation, and construction of large-scale projects. The scale of the industry has continued to expand, initially cracking down on small-scale economic development of enterprises and their development. Narrow space problems. Second, through the continuous promotion of management innovation, the development of circular economy, and the implementation of scientific and technological advancement, a preliminary breakdown of the problem of the extensive and episodic development of a single product that depends on scale and production capacity. Third, through the implementation of a series of capital operation methods, it has raised necessary development funds for enterprises and solved the problem of insufficient funds for enterprise development. In addition, through the cultivation of brands and market development, the problems of non-coal industry “coalization around coalâ€, poor market competitiveness, and weak development vigor have been initially solved.
I have a basic judgment. After preliminary cracking these four problems, the coal companies have entered a golden period of reform and development.
Enterprises are facing an important "strategic transition period"
China Economic Times: Do you think that relying on the current development model, coal companies can continue to red go?
Chen Jiansheng: On the contrary. I think Chinese coal companies are currently facing an important strategic transition period. This can be seen from several aspects: In the development stage, coal companies will transform from capital accumulation as the main form of rolling development to capital expansion as the main development. In the early stage of the market economy, the development of coal companies relied mainly on self-accumulation and national policies to carry out venture capital investment, step by step, and roll forward. This kind of purely self-accumulated development model can no longer meet the needs of today's rapid development and great development. Over the past few years, coal companies have attached great importance to the strategy of capital expansion. Through capital acquisition methods such as acquisitions, mergers, equity transfers, the introduction of strategic investments, and listing, they have occupied more economic resources and transformed them into economic advantages and promoted the development of enterprises. Practice has proved that this mode of development is correct. In the next step, we must continue to work hard on capital expansion to promote the company's continuous new leap forward. We must continue to "introduce them", and the size of the introduction must be large, the quality must be high, the methods must be more flexible, the industry must be chained, and the process of integration with the upstream and downstream industries must continue to be promoted. To continue to “go globalâ€, carry out resource integration and corporate mergers and acquisitions, we must go further and walk more steadily, and actively carry out industrial planning and layout on a global scale and implement an international business strategy.
In terms of industry positioning, the coal companies will transition from “coal-based, related diversification†to “coal support for non-coal and non-coal refueling coalâ€. Coal is a primary product and it is at the top of the industrial chain, and it is easily subject to people. In order to obtain the conditions for sustainable development, coal enterprises must develop “coal-based and related diversified†to build industrial chains such as coal power, coal coke, and coal chemical industry, so that non-coal industries become important for coal companies to grow bigger and stronger. support. At the same time, by vigorously developing the coal-based industry, we will digest local coal production capacity, increase the added value of coal, realize the sharing of funds, talents, technology, and coal in the non-coal industry, drive the sustained and stable development of the coal industry, and construct coal support for non-coal and non-coal recycling. The benign development model.
In the direction of development, coal companies will transition from passively adapting to opportunity-inducing development in the market, to actively participating in competition and cooperation, and building a large-scale coal base and a strategically-oriented development of an energy and chemical base. In the final analysis, the opportunity-induced model has no initiative and right to speak for the internal and external environment of the company's development. And strategically-oriented is not the case. It requires a thorough analysis of the internal and external environment of the company and makes scientific predictions. It determines the direction and goals of a company for a period of time, and integrates all the work of the company into this goal for research and deployment, and strives to find a solution. Move, overall linkage.
The success and failure of the military strategists lies in strategizing, and the rise and fall of businesses is a business strategy. A company's success has many factors, but the most important thing is to grasp the correct direction of development.
The company has entered the "contradictory and problem highlighting period"
China Economic Times: From the perspective of the internal role of coal companies, in the dual role of entering the stage of gold development and strategic transformation, what do you think must be faced and changed?
Chen Jiansheng: I feel that there are several situations that all coal enterprise leaders must face: The radius of the business is large, and management must keep up. Over the past few years, the sales revenue of coal companies has been greatly improved and the benefits have been better. However, with the improvement of the coal market, the string of corporate management has been lax, the costs have risen relatively, and the management system has not been implemented strictly. There are still many management blind spots and blind spots. It is easy to be covered in the process of high-speed development of the enterprise.
As the scale has expanded, institutional reform must keep pace. The production relationship must adapt to the development of the productive forces and the enterprise develops to a certain extent. If the management system is not adjusted in time, management will have problems of one kind or another. The growth of business economic indicators and the expansion of business scale cannot simply be equated with the overall development of enterprises. To achieve full development of coal enterprises, comprehensive institutional support and guarantees must be established. Most coal companies are currently actively committed to building cross-industry, trans-regional, cross-ownership, and international corporate groups. Their original management framework and system must be reformed in accordance with the requirements of modern enterprise systems and the laws of modern production. Adjustment. Otherwise, it will be difficult for enterprises to do a great job, which will delay the fighter and even ruin the company's reform and development achievements.
Moreover, the development has accelerated and the concept must keep up. The idea of ​​keeping up with the times is an important prerequisite for doing a good job. At present, in the process of the reform and development of coal enterprises, most enterprise managers can comprehensively and objectively grasp the situation facing coal companies, and some people have unrealistic illusions about the coal market. Coal managers at all levels should use developmental, changing, and open-minded insights to analyze situations and analyze problems. They must consider the development of coal companies in the country or even globally, and resolutely abandon those untimely ideas. Indulging in the past, I didn't think about the future, and always thought about the strategy of development, the strategy of pursuing the business, and doing things with persistence, and promoting the development of all kinds of work with the renewal of ideas.
The later facts are exactly what he said. This makes reporters can not help but agree with his several judgments in this interview. Chen Jiansheng believes that at present, coal companies have entered the “golden age of reform and development†and are facing an important “strategic transition period†and have entered “contradictory and problem highlighting periods.†These conclusions are not only dependent on his experience in the coal industry for more than 20 years, but more importantly, many of them are the practices of the Pingdingshan Group he led. For example, relying on the first domestic agreement signed with the railway administration, Pingmei has already formed an integrated mine-road-port-and-airway business model; through the successful listing and issuance of corporate bonds and other capital operations, it has greatly eased the expansion of the company’s funds. Demand; Through strengthening the main coal industry, Pingmei has achieved leapfrog development in the past three years. The scale of the company has changed from one to three. Last year, for the first time, non-coal sales revenue exceeded the coal mining industry; Those issues that are easily concealed in the process are now slowly emerging and urgently need to be reformed in terms of management systems.
No matter if it is a business transformation or solving other problems, the most difficult ones are reforms. Chen Jiansheng said that any type of reform is a kind of interest adjustment and will surely involve the interests of many people. The difficulty and resistance will be great. Every entrepreneur who wants to take this step must be mentally prepared. The same is true for flat coal.
“Whatever other people do I don’t care, once I’m determined to do this, it can only be done without turning back and trying to make it.†Chen Jiansheng said at the end of the interview.
The company has entered the golden age of reform and development. China Economic Times: As you predicted a few years ago, the current situation of coal companies is really good.
Chen Jiansheng: Through years of reforms and developments, coal companies have initially cracked down on four problems that have constrained the development of enterprises. One is through the integration of resources, strategic cooperation, and construction of large-scale projects. The scale of the industry has continued to expand, initially cracking down on small-scale economic development of enterprises and their development. Narrow space problems. Second, through the continuous promotion of management innovation, the development of circular economy, and the implementation of scientific and technological advancement, a preliminary breakdown of the problem of the extensive and episodic development of a single product that depends on scale and production capacity. Third, through the implementation of a series of capital operation methods, it has raised necessary development funds for enterprises and solved the problem of insufficient funds for enterprise development. In addition, through the cultivation of brands and market development, the problems of non-coal industry “coalization around coalâ€, poor market competitiveness, and weak development vigor have been initially solved.
I have a basic judgment. After preliminary cracking these four problems, the coal companies have entered a golden period of reform and development.
Enterprises are facing an important "strategic transition period"
China Economic Times: Do you think that relying on the current development model, coal companies can continue to red go?
Chen Jiansheng: On the contrary. I think Chinese coal companies are currently facing an important strategic transition period. This can be seen from several aspects: In the development stage, coal companies will transform from capital accumulation as the main form of rolling development to capital expansion as the main development. In the early stage of the market economy, the development of coal companies relied mainly on self-accumulation and national policies to carry out venture capital investment, step by step, and roll forward. This kind of purely self-accumulated development model can no longer meet the needs of today's rapid development and great development. Over the past few years, coal companies have attached great importance to the strategy of capital expansion. Through capital acquisition methods such as acquisitions, mergers, equity transfers, the introduction of strategic investments, and listing, they have occupied more economic resources and transformed them into economic advantages and promoted the development of enterprises. Practice has proved that this mode of development is correct. In the next step, we must continue to work hard on capital expansion to promote the company's continuous new leap forward. We must continue to "introduce them", and the size of the introduction must be large, the quality must be high, the methods must be more flexible, the industry must be chained, and the process of integration with the upstream and downstream industries must continue to be promoted. To continue to “go globalâ€, carry out resource integration and corporate mergers and acquisitions, we must go further and walk more steadily, and actively carry out industrial planning and layout on a global scale and implement an international business strategy.
In terms of industry positioning, the coal companies will transition from “coal-based, related diversification†to “coal support for non-coal and non-coal refueling coalâ€. Coal is a primary product and it is at the top of the industrial chain, and it is easily subject to people. In order to obtain the conditions for sustainable development, coal enterprises must develop “coal-based and related diversified†to build industrial chains such as coal power, coal coke, and coal chemical industry, so that non-coal industries become important for coal companies to grow bigger and stronger. support. At the same time, by vigorously developing the coal-based industry, we will digest local coal production capacity, increase the added value of coal, realize the sharing of funds, talents, technology, and coal in the non-coal industry, drive the sustained and stable development of the coal industry, and construct coal support for non-coal and non-coal recycling. The benign development model.
In the direction of development, coal companies will transition from passively adapting to opportunity-inducing development in the market, to actively participating in competition and cooperation, and building a large-scale coal base and a strategically-oriented development of an energy and chemical base. In the final analysis, the opportunity-induced model has no initiative and right to speak for the internal and external environment of the company's development. And strategically-oriented is not the case. It requires a thorough analysis of the internal and external environment of the company and makes scientific predictions. It determines the direction and goals of a company for a period of time, and integrates all the work of the company into this goal for research and deployment, and strives to find a solution. Move, overall linkage.
The success and failure of the military strategists lies in strategizing, and the rise and fall of businesses is a business strategy. A company's success has many factors, but the most important thing is to grasp the correct direction of development.
The company has entered the "contradictory and problem highlighting period"
China Economic Times: From the perspective of the internal role of coal companies, in the dual role of entering the stage of gold development and strategic transformation, what do you think must be faced and changed?
Chen Jiansheng: I feel that there are several situations that all coal enterprise leaders must face: The radius of the business is large, and management must keep up. Over the past few years, the sales revenue of coal companies has been greatly improved and the benefits have been better. However, with the improvement of the coal market, the string of corporate management has been lax, the costs have risen relatively, and the management system has not been implemented strictly. There are still many management blind spots and blind spots. It is easy to be covered in the process of high-speed development of the enterprise.
As the scale has expanded, institutional reform must keep pace. The production relationship must adapt to the development of the productive forces and the enterprise develops to a certain extent. If the management system is not adjusted in time, management will have problems of one kind or another. The growth of business economic indicators and the expansion of business scale cannot simply be equated with the overall development of enterprises. To achieve full development of coal enterprises, comprehensive institutional support and guarantees must be established. Most coal companies are currently actively committed to building cross-industry, trans-regional, cross-ownership, and international corporate groups. Their original management framework and system must be reformed in accordance with the requirements of modern enterprise systems and the laws of modern production. Adjustment. Otherwise, it will be difficult for enterprises to do a great job, which will delay the fighter and even ruin the company's reform and development achievements.
Moreover, the development has accelerated and the concept must keep up. The idea of ​​keeping up with the times is an important prerequisite for doing a good job. At present, in the process of the reform and development of coal enterprises, most enterprise managers can comprehensively and objectively grasp the situation facing coal companies, and some people have unrealistic illusions about the coal market. Coal managers at all levels should use developmental, changing, and open-minded insights to analyze situations and analyze problems. They must consider the development of coal companies in the country or even globally, and resolutely abandon those untimely ideas. Indulging in the past, I didn't think about the future, and always thought about the strategy of development, the strategy of pursuing the business, and doing things with persistence, and promoting the development of all kinds of work with the renewal of ideas.
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