from an "empty shell" to an annual output value of 150 million yuan per capita, this small state-owned enterprise is thriving in its "buy global and sell global" business
2024-09-13
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on the evening of september 11, tang lingyun, executive director of chongqing guozhan industrial co., ltd. (hereinafter referred to as guozhan company), and her team took the high-speed train from shenyang to zhengzhou, and went straight to the largest frozen food distribution center in the area. afterwards, she would go to tianjin and beijing, and return to chongqing before the mid-autumn festival.
right now, it is the off-season for frozen product import and export transactions. the company's business backbones are all out like eagles, running around the world to do business and expand the market with full enthusiasm. although the business trip was short, tang lingyun gained a lot. "it will be the fishing season for arctic sweet shrimp soon. i have finalized a major customer in shenyang and implemented the cooperation arrangements for the second half of the year. i feel at ease."
guozhan company is a wholly-owned subsidiary of chongqing yuzhong commercial development co., ltd. (hereinafter referred to as yushangfa). although it has a small staff (the trade team has only about 20 people) and a small asset scale, it has done a thriving foreign trade business and has occupied about 40% of the frozen food market in 12 provinces, autonomous regions and municipalities in the southwest. who would have thought that this company was a "shell" before.
▲the global market created by guozhan company. photo provided by the interviewed company
the story begins in 2019.
that year, the metropolitan west building, the only asset of the national exhibition company and an important asset acquired by chongqing shangfa company with all its resources, suffered a major breach of contract by the lessee. due to poor management, a korean-funded enterprise that leased the building not only failed to collect rent, but also had to bear the pressure of paying nearly 20 million yuan in principal and interest each year. the entire chongqing shangfa company was facing a dilemma of almost breaking its capital chain and making it difficult to survive. for this reason, chongqing shangfa and the national exhibition company resolutely launched a "defense war" to revitalize the company's assets since the end of 2019. by applying for arbitration and compulsory execution in accordance with the law, self-help and other means, they finally regained the operation and management rights of the building from the occupying unit in early 2021.
after taking back the west building of metropolitan, yu shangfa actively carried out a series of business adjustment work such as rent withdrawal, withdrawal, and attraction, and quickly revitalized the building and realized business renewal. however, under the impact of the sudden covid-19 epidemic, it is not a long-term solution to rely solely on small commercial assets to collect rent. for this reason, the party committee of yu shangfa company is determined to develop new businesses and make the "shell" of guozhan company more valuable. so, they targeted the bulk foreign trade business and began to recruit people.
it coincides with the launch of the "three-year action plan for soe reform", which encourages the establishment of a modern enterprise system and accelerates the implementation of a professional manager system. in 2021, yu shangfa recruited talents based on the needs of bulk trade business development through public recruitment and hiring headhunting companies, and introduced three professional managers, including tang lingyun. subsequently, the company recruited more than 20 foreign trade document clerks and financial personnel in a market-oriented manner, with an average age of 26, and 80% of them have a bachelor's degree or above.
to stimulate enthusiasm for work and entrepreneurship, perfect institutional constraints are needed. yu shangfa has specially formulated the "bulk trade position compensation system" for guozhan company, which directly links core indicators such as revenue scale and profit amount with the remuneration of the professional management team. for example, performance accounts for nearly 50%. if the assessment target set at the beginning of the year is not achieved, you can only get less than half of the compensation. if the profit target is exceeded, the company will also give excess rewards accordingly. this measure fully mobilized the initiative and enthusiasm of cadres and employees. "at the beginning, the company had no reputation. everyone regarded themselves as a start-up team and went door to door in tianjin, shanghai, zhengzhou and other places. the company's top leader was no exception." tang lingyun recalled.
"generally, state-owned enterprises are particular about doing things rigorously and operating according to procedures, which can easily lead to the disadvantages of slow decision-making process and low operating efficiency. however, market opportunities are fleeting. if an order needs to be discussed for several weeks or even one or two months, customers will definitely not cooperate with you. how to ensure efficient decision-making?" mu zhenhua, deputy general manager of yu shangfa, introduced that the company's party committee has established a 24-hour internal decision-making mechanism. for topics reported in the morning, decisions must be made at the latest the next morning. the "three meetings" of the party committee, the board of directors, and the general manager's office are often held at noon, in the evening, or even on weekends. in order to promote the work of various sectors, the company's party committee can be said to "exhaust all methods and do its best." the chairman and general manager of the company set an example and resolutely ensured that business development would not be delayed by processes such as signing and meetings, as well as other situations such as staff leave and business trips. what impressed tang lingyun was that customers often sighed to her: "you are too efficient."
the bulk trade import and distribution business is highly specialized, with many details in the entire process and many participants, involving more than 30 links. the company has specially developed an erp system to incorporate customs, shipping logistics companies, cooperative warehouses, cooperative banks, customs brokers, etc. into the business middle platform to carry out process-based digital management and effectively avoid risks.
the results of this "combination punch" are obvious. at the beginning, the company had only two or three upstream customers, but now it has established cooperative relationships with more than 200 leading meat and frozen product export companies in 25 countries around the world, including beef giant jbs of brazil, mutton giant affco of new zealand, and aquatic product giant shaoma of ecuador. the imported meat business has been expanded to eight major ports including tianjin, shanghai, shenzhen, zhengzhou, dalian, qingdao, guangzhou, and zhanjiang, and downstream customers include more than 100 well-known companies in the industry such as chongqing hengdu group and henan guosheng.
in 2020, the company's output value was only 60 million yuan, but it reached 750 million yuan in 2021, nearly tripled in 2022 to 3.17 billion yuan, and reached 3.099 billion yuan in 2023. "in total, the per capita output value is 150 million yuan." mu zhenhua said that the company is actively expanding new businesses. for example, after the qualification of pilot enterprises for used car export was released in march this year, the company immediately started to deploy and has completed hundreds of export orders for the central asian market. in 2024, the company strives to achieve double-digit year-on-year growth.
