Characters experience of Dai Lianrong

In Wushenqi, Ordos City, the national largest natural gas methanol project 1 10,000 tons invested by Yuanxing Energy has been put into production for one year. Dai Lianrong, chairman of Yuanxing Energy, said, "We want to open up the imagination of methanol in the future, replace some petrochemical industries and form a complete industrial chain of natural gas." His banner is even louder: building a 5 million-ton natural gas chemical base.

In the first half of 2008, Yuanxing Energy achieved an operating income of 65.438+46 billion yuan, a year-on-year increase of 65.438+005.79%, and a net profit of 65.438+47 billion yuan, a year-on-year increase of 954.28%. In the second half of 2007, Yuan Bo United Chemical Co., Ltd., a subsidiary, was put into production, which brought efficient benefits to Yuanxing Energy.

In addition, thanks to the rising price of soda ash, the revenue and profit of soda ash and baking soda business of Yuanxing Energy increased substantially, and the gross profit margin increased from 29.5% in the first half of 2007 to 45.5% in the first half of 2008, which provided a strong support for the company to double its operating income.

Yuanxing Energy, formerly known as Inner Mongolia Guyuanxing Natural Alkali Co., Ltd., was established in June165438+1October and landed on Shenzhen Stock Exchange 1997 at the end of June. The stock is called "trona" for short, and it was renamed as "Yuanxing Energy" in August 2007, which also means that Yuanxing Energy was formally established.

A few days ago, Yuanxing Energy announced that it would issue corporate bonds of no more than 500 million yuan, including acquiring the equity of Su Tianhua Company 1 1.24% from the major shareholder Yuan Bo Holding Group at a price of 97,887,200 yuan, and further increasing its capital by 300 million yuan. As a result, Yuanxing Energy has fully held the equity of Su Tianhua, which will also become the most important profit source of Yuanxing Energy.

Through this acquisition, the profit source of Yuanxing Energy can be expanded, and the capital increase of 300 million yuan to Su Tianhua Company can also make the latter enter a benign development stage as soon as possible. Tianhua Company was established in 2004, with an annual output of 65.438+0.8 million tons of natural gas methanol and total book assets of 676 million yuan. As early as June 5438+065438+ 10, 2005, Yuanxing Energy held 88.76% equity of Su Tianhua Company through equity swap.

Dai Lianrong also said that the acquisition of Su Tianhua is conducive to improving the integrity of the company's assets and further increasing the proportion of the company's organic chemical products, which is in line with the development strategy of transforming into a new energy industry. At the same time, it will help the company to enhance its sustainable profitability, highlight its main business and enhance its ability to resist risks.

As early as March 2007, Yuanxing Energy carried out capacity expansion and technical transformation for the methanol production project with an annual output of 654.38+800,000 tons of natural gas, and entered the trial operation stage in 2008. Dai Lianrong introduced that after the completion of the project, the methanol production capacity will be expanded to 330,000 tons/year.

Dai Lianrong said, "Yuan Bo Chemical, which is controlled by Yuanxing Energy, has started to produce methanol, and its revenue from methanol business has also increased substantially. At the same time, Yuan Bo Chemical has been approved by the Energy Bureau of the National Development and Reform Commission, agreeing to carry out the preliminary work of the 3 million tons coal project in Wantugou Coalfield of Shenfu Dongsheng Mining Area, which will become the main profit growth point of Yuanxing Energy in the future.

Generally speaking, the share price of trona rose too fast in 2008. Yuanxing Energy does not seek temporary excitement, but long-term stability. Of course, Yuanxing Energy hopes that all investors can make money. If it rises too fast, there will be a risk of quilt cover.

Dai Lianrong said that in the fourth quarter of 2007, the price of methanol soared and 14 fell. In fact, methanol has returned to a reasonable price. It is impossible to always think about profiteering. From the historical high of 3600 yuan/ton to the low of 2000 yuan/ton, if the price falls further, the enterprise will be unprofitable.

There are two paths for methanol industry in the future: one is chemical route, and the other is fuel route. But from the perspective of national policy, I think there is more room for the chemical route. Of course, the competition will be fierce. If methanol is made, it can replace the petrochemical industry, and there are many opportunities in this respect. But it will take at least 2-3 years for this market to form a scale.

Dai Lianrong revealed that trona has experienced many years of hardships, and Yuanxing Energy will not pursue temporary happiness or make superficial achievements. It is obviously a bit reluctant to raise money in this way. Trona has to deal with many things at hand. In 2008, it mainly depends on whether the large methanol (1 10,000 tons) project is smooth. When these things are done smoothly, Yuanxing Energy will have something to disclose, and then we will make a financing plan. The latest issue of Chinese edition of Forbes magazine in July released "Best and Worst Bosses of Listed Companies in China in 2008". The top five bosses of listed companies in China are Dai Lianrong of Xinhu and Yuanxing Energy, Liang Wengen of Sany Heavy Industry, Xu of Zhixin Electric and Wang Wei of Xin 'an.

In this Forbes list, the worst bosses of listed companies in China are xu lihua of Bird, Wang Deyin of Yalong Tibetan Medicine, Li Juquan of Xindu Hotel, Long Changsheng of Hongsheng Technology and Zhang Simin of Neptune Bio.

In addition, Forbes list also selected the most expensive bosses of listed companies in China according to their annual salary. Among them, Ma Mingzhe of Ping 'an, China ranked first with an annual salary of 6610.6 million yuan, and Youngor Li Rucheng of Ningbo ranked sixth with an annual salary of 3.85 million yuan. Informatization is an important means for modern enterprises to enhance their competitiveness and survival and development ability, and it is also the only way for western enterprises to improve their market competitiveness. The arrival of the new economic era represented by information technology has created new development opportunities and platforms for western enterprises located in economically underdeveloped areas, and also provided new realistic paths and choices for eastern enterprises to catch up. Only by sizing up the situation, enhancing the sense of urgency, catching up, comprehensively enhancing the competitiveness with the help of informationization, and making up for the congenital deficiencies in geography and transportation with the advantages of informationization, can western enterprises seize the opportunity in the new wave of economic development in China, become better, stronger and bigger, develop themselves, and make contributions to the overall competitiveness of western enterprises and the economic development in the west.

Large-scale distributed control system (DCS) integrates computer technology, control technology and network technology. It has the characteristics of strong control function, simple operation and high reliability, and is very suitable for production control and management of industrial equipment.

Marketing management has always been the focus and difficulty in company management. Due to the lack of effective management means, marketing agencies and production enterprises distributed all over the country often compete for the market and bargain with each other for their own small individual interests. The valuable resources such as customer resources and market information that the company should master are monopolized by various interest groups because of the lack of effective management methods, and the accounts receivable remain high.

Unified knowledge and understanding is the basis for the successful implementation of the project.

Due to the different understanding and understanding of the purpose of implementing enterprise informatization construction at all levels within the enterprise, the project team needs to be fully prepared because of certain resistance in the process of project implementation. The main obstacles are: when implementing information projects, employees at all levels of business operations in the enterprise are first worried about whether the information projects will be laid off or not. For this part of the staff, on the one hand, we should do a good job in computer basic knowledge training so that they can operate information systems in their jobs, on the other hand, we should let them clearly understand that the fundamental purpose of information construction is to optimize business processes and improve management level, not to lay off employees and reduce ideological resistance; The resistance from middle-level managers in enterprises is mainly in business process reengineering, and some of their power will be redistributed, and the loopholes in the past black-box operation will be blocked.

We should be aware of the interests of these people so that they can cooperate with this work from the overall interests of the company. For those who cannot proceed from the overall situation and seriously obstruct the implementation of the project during the implementation of the project, the project team should obtain the authorization of the senior management to dismiss or change positions for the middle-level personnel who hinder the normal implementation of the project; The resistance from senior leaders is mainly manifested in the following aspects: some senior leaders have insufficient support for the implementation of information projects, insufficient understanding of the difficulty of project implementation, and high expectations for the effect of project implementation. Therefore, it is necessary to build a relatively perfect project organization system to ensure the smooth implementation of the project.

We should correctly understand the problem of "No.1 Project"

Enterprise informatization is the number one project, which is often said in the process of enterprise informatization, but it is necessary to correctly understand and grasp the problem of "number one project" in actual operation. To say that informatization construction is a "top-ranking project" does not require the top leaders of enterprises to do everything themselves in the process of informatization construction, but to make decisions on major issues such as project implementation objectives, implementation progress and service provider selection, and in the process of project implementation, the top leaders of enterprises should effectively coordinate and solve the main problems existing in the implementation process.

In addition, the so-called "top-ranking project" does not only refer to the top leaders of enterprises. From the group headquarters, the chairman and general manager of the group are the top leaders. When the project is implemented in a subordinate enterprise, the person in charge of this enterprise is the top leader. When the project is implemented in all aspects of the enterprise, the person in charge of each link is the top leader. Only by decomposing the number one project layer by layer can we ensure the smooth progress of the project.

The reasonable composition of the project team is a necessary guarantee for the success of the project.

The enterprise informatization project is not a simple copy of the original process of the enterprise, but a redesign of the original management mode, management method, business process and organizational structure, and a readjustment of the organization, departmental functions, post responsibilities and power interests. Therefore, members of the project team are required to be practical, theoretical, thoughtful, knowledgeable and capable, to make the business process clear, to be based on reality and to be higher than reality. Therefore, in order to ensure the smooth progress of the project, the reasonable collocation of project team members is very important. In the project team, there should be not only company leaders, but also the heads, backbones and IT personnel of various disciplines. Only in this way can we describe the existing business process accurately and completely, and put forward a reasonable and scientific business process reengineering scheme together with service providers and management consultants.

Fully understand the difficulty of sorting out basic data.

In the process of informatization project implementation, the collection, arrangement and input of basic data are very heavy and critical. Many business personnel have to complete their jobs and help project personnel collect and sort out basic data, which brings great pressure to front-line business personnel and leads to the slow progress of the project; In particular, it is necessary to avoid the distortion of basic data caused by some people's coping attitude. Therefore, in order to ensure the accuracy and reliability of basic data, the project team should do a good job in organizing and coordinating all aspects during the project implementation. The successful implementation of our ERP project in Sulige Natural Gas Chemical Co., Ltd. fully confirmed this point.

We should correctly grasp the relationship between enterprises and partners.

The partners of enterprise informatization have many successful experiences and failed lessons in ERP implementation, the consultants of the partners have rich management knowledge and practical experience, and the management software of the partners is rich in advanced scientific management ideas, which can provide constructive suggestions for the optimization of enterprise management processes. However, any enterprise has its own management characteristics and accumulated experience in years of development, and has its own unique corporate culture connotation. Therefore, if enterprises simply apply the so-called standard process provided by their partners, they will make mechanical mistakes.

Similarly, if the partner simply simulates the existing management process of the enterprise, it can not realize the original intention of the enterprise to improve management through informationization. Therefore, in the process of informatization, we must pay attention to the relationship between partners and enterprises, and enterprises should approach and learn from their advanced ideas. At the same time, partners should also pay full attention to absorb their own management characteristics and management ideas, promote each other and develop together.

We should correctly grasp the problems of overall planning and step-by-step implementation

Information construction should be planned as a whole, implemented step by step, and breakthroughs should be made, which is advocated by the state and enterprises and proved by practice. However, in the specific operation, we must grasp the relationship between overall planning and step-by-step implementation. With the rapid development of information technology, enterprises are constantly developing and changing. Therefore, if the overall planning is emphasized blindly, the information planning of enterprises will not conform to and adapt to the development of enterprises, nor to the changes of information technology and management ideas. On the contrary, if there is no master plan, it will form an information island; If the master plan is too long-term, it will become "nonsense"

Therefore, I think the overall planning of enterprise informatization construction should be based on the informatization construction planning of 3-5 years, and with the advancement of informatization construction, this planning will be continuously improved. The so-called step-by-step implementation is to solve practical problems from the main problems existing in the management of enterprises in the current period under the premise of overall planning. In this way, the effect of informatization project implementation will be obvious, and all enterprise leaders and ordinary employees will realize the importance of informatization construction, paving the way for further promoting informatization construction.

Correctly grasp the problem of man-machine parallelism

The state stipulates that financial management software must run in parallel for 3-6 months before it can be separated from manual bookkeeping. However, the informatization construction of most enterprises in China begins with financial computerization, which makes domestic enterprises attach great importance to the problem of man-machine parallelism when implementing informatization projects. Man-machine parallel for a period of time after the system went online, mainly because of the need to verify the accuracy of information system data. Therefore, it is necessary for the information system to run in parallel for a period of time, but the man-machine parallel time should not be too long. If the parallel time is too long, the business personnel in the enterprise will feel tired and bored, so they will no longer pay attention to the data of the information system, and even lead to the inconsistency between the information system and the manual data.

In short, enterprise informatization construction must be based on long-term, overall planning, focusing on reality, starting from reality, changing traditional concepts, forming a unified understanding, and being good at summing up and learning from it, so as to make enterprise informatization construction advance steadily.