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Under the conditions of market economy, the government's intervention in market behavior is limited, and the key is to rely on restrictions to solve the problem. The key lies in whether it can take effective measures to quickly make the national equipment manufacturing industry bigger and stronger.
At present, the distribution of property rights and organizational structure of China's equipment manufacturing enterprises are relatively unorganized. Except for a few large enterprises that are centralized under central control, most of them are devolved into provincial and municipal management. Because of the lack of a unified management and coordination mechanism across regions, it is easy to cause vicious competition in the industry. Planning goals cannot be implemented. Looking at the development of the situation, the following three models urgently require the support of policy-based financial measures or the active participation of equity investment entities that represent the country’s will:
The first is the merger and acquisition of state-owned and old equipment enterprises by private enterprises. Private enterprises have a significant sense of market competition in terms of management body, business philosophy, etc. However, they are still unable to compare with the old state-owned equipment manufacturing enterprises in terms of the number of scientific and technological personnel, technological research and development capabilities, and the inventory assets of some heavy machinery and equipment. How to follow the market rules, through property rights mergers and acquisitions and asset reorganization to make up for each other's strengths and complement each other, has become a problem that needs to be solved. In 2004 Xinjiang Tebian Electrician (privately listed company) successfully acquired Shenyang Transformer Factory at a competitive price, but due to its acquisition of funds mainly from short-term commercial loans, it was under repayment pressure. If it cannot prepare for funds in time, the company's capital chain will There was a risk of breakage and later the China Development Bank helped the company adjust its debt structure in a timely manner. This case shows that outstanding private enterprises may become potential investors and acquirers in the industry, but they need an industry investment and financing platform and industry policy financial support.
Followed by the integration of state-owned equipment manufacturing companies. From the perspective of the international market, the enterprises that produce large-scale equipment manufacturing equipment are mostly large-scale "mega-h" companies. At present, the overall capital strength of China's equipment manufacturing companies is still too small, and it is difficult to find suitable large-scale leading enterprises for equity mergers and acquisitions and asset reorganization. The reorganization of assets between enterprises is difficult. After the state approved the policy-based bankruptcy of two state-owned and old enterprises in Qiqihar No. 1 and No. 2 Machine Tool Plant in 2005, how can they realize the acquisition of employee's resettlement funds without capital acquisition, and the company’s capital will not influence the production and operation of the two controlling subsidiaries under its jurisdiction. An intractable contradiction has been formed and the issue of policy-related financial vacancies is very prominent.
The third is to establish a large-scale equipment manufacturing enterprise alliance according to the industrial chain. China's equipment manufacturing industry has also emerged a number of leading enterprises, and the establishment of these industry leading enterprises according to the industrial chain as a large-scale equipment manufacturing enterprise alliance is a general trend. At present, the strong alliance between XD Corporation and XJ Group is a typical case. Western Electric currently is the largest domestic high voltage, ultra-high voltage power transmission equipment manufacturing group. Its products cover almost all primary equipments of substations; and XJ Group is a large-scale state-owned enterprise that produces secondary power transmission equipment. The parties are currently negotiating to establish a strategic market alliance through cross-holding of shares and the formation of joint ventures by competing similar products. If this is successful, it will form the largest, most comprehensive and most internationally competitive enterprise group in the domestic electrical industry. This type of capital operation involves a greater amount of funds, requires a more professional restructuring program, and involves more complicated interest relationships. Therefore, higher-level coordination institutions and more powerful financing platforms are needed.
The revitalization of equipment manufacturing companies can no longer rely on a large amount of investment from the national finance, but should be made bigger and stronger through the way of property rights mergers and capital reorganization. At present, China urgently needs to establish a strategic equity investment entity or industry investment and financing that can represent the will of the country. The platform will implement cross-ownership, cross-regional and cross-industry enterprise restructuring and integration, optimize the property rights structure, improve asset quality, and ultimately achieve the strategic goal of rapidly increasing the international competitiveness of the equipment manufacturing industry.
Strengthening Equipment Manufacturing: Three Models Need Financial Support
Recently, the SASAC has approved the new plan for Carlyle's acquisition of Xugong and is currently waiting for the final approval of the Ministry of Commerce. Coincidentally, on November 10th, Shenyang Machine Tool Group, China's largest machine tool manufacturer, listed its 49% state-owned shares on the Shanghai United Assets and Equity Exchange Agreement. Obviously, lessons learned from Xugong, Shenyang Machine Tool Group had a 30% limit on foreign investors.