Reform of state-owned enterprisesCase Study:
Introduction: In 2021, SAIC was named and criticized by the Shanghai SASAC for the lack of transformation and development of new energy vehicles, excessive reliance on the profits brought by joint venture vehicles, and neglect of the creation of autonomy and new competitiveness, after more than 2 years of development, SAIC Motor has become the 84th of the Fortune 500 companies in Fortune magazine, and the first place in China's domestic automobile brands.
According to the ranking of Fortune magazine's Fortune Global 500 companies, SAIC will rank 84th in 2023 and 27th among China's top 500 companies.
After several rounds of business restructuring and optimization, by the end of 2023, SAIC's business includes five major segments: complete vehicles, parts, mobility services, auto finance, and international business.
And in the field of industrial big data and artificial intelligence, it has actively deployed to achieve a development pattern of multi-sector concerted efforts and highly coordinated business.
In response to the call of the State-owned Assets Supervision and Administration Commission to launch the action of benchmarking world-class management, SAIC launched a special reform action with the goal of benchmarking to promote compliance and build first-class by benchmarking.
At the same time, in response to the notice of the State-owned Assets Supervision and Administration Commission of the People's Republic of China on "Carrying out the Value Creation Action of Benchmarking World-class Enterprises" in 2022, SAIC Motor will actively deploy and plan, continue to deepen the reform and stability.
After several years of hard work, SAIC's reform has achieved remarkable results, and it has been included in the 2023 SASAC's "List of World-Class Demonstration Enterprises". And it has also made a significant breakthrough in business performance, with vehicle sales of 530 in 202230,000 units, revenue of 110.6 billion US dollars.
Behind the remarkable results, what has SAIC done right?
SAIC Motor regards "building a trillion-level automobile industry group with global competitiveness and international brand influence" as its development goal of building a world-class enterprise. Vigorously promote the transformation and development of new energy vehicles, and propose that by 2025, the sales of new energy vehicles will account for more than 50%, and the proportion of independent brand new energy will not be less than 79%, basically realizing the switch between the old and new tracks.
First of all, we should take scientific and technological innovation as the primary productive force, and continuously improve the degree of self-research of core technologies. Tilt resources to seek to establish core competitive advantages on the forward-looking technology track, and drive the group towards the development of innovative and technology-based enterprises. SAIC Zhiji Automobile is the best example of SAIC Group to achieve new energy transformation and build a technological moat.
In addition, we should pay attention to building the coordinated development of the industrial chain and strengthening the demonstration and driving role of the main industrial chain in Shanghai. SAIC Motor has vigorously improved the stability, controllability and safety of the industrial chain, continuously strengthened the demonstration and driving role of local chain owners of the whole vehicle, and formed a joint force for coordinated development.
Third, pay attention to the building of world-class brands and pay attention to brand value. SAIC Motor regards "promoting and winning the 'overall battle' of brand communication and remodeling" as a special action to build a world-class car company, and the group level will coordinate the implementation of the layout and strengthen the responsibility compaction. In addition, in view of the conflict between the resources of joint venture brands and independent brands, the strategy of "orderly development of joint venture brands and development of independent brands" is proposed.
Finally, we will continue to deepen the reform of state-owned enterprises. SAIC actively explores the reform of the system and mechanism, takes reform as the key starting point to stimulate development vitality, and constantly explores the best practices for the development of state-owned enterprises in the new era. In addition, we should take the initiative to seek change, effectively win the "active battle" of state-owned enterprise reform, actively explore institutional and mechanism reforms, and focus on strengthening the implementation of cadre management reform with the goal of stimulating development vitality, so as to inject continuous impetus into development.
The information and data involved in this article are from public interviews.