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Case Study on the Financial Management and Capital Operation of Chinese Quasi World-class Enterprises
Author: XiaoLeLe
Tutor: TianZhiLong
School: Huazhong University of Science and Technology
Course: Business management
Keywords: Chinese quasi- world-class companies Financial Management Capital operation
CLC: F275
Type: Master's thesis
Year: 2009
Downloads: 154
Quote: 1
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Abstract
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This world-class standard for the Chinese enterprises in the process of gradual growth, financial management and capital operation to study the evolution path to summarize the similarities, and with world-class enterprise financial management and capital operation development paths were compared to find the Chinese quasi-World class companies inadequacies. Through the commonalities and inadequate summary of world-class companies to become the next development direction of Chinese enterprises to provide a basis to follow. This paper first reviews the Western scholars in the world-class companies, Chinese large enterprises as well as financial management and capital operation and other aspects of the theory and research to determine the framework of this study, interviews and case outline the selection criteria, on the basis of selected New Hope Group, Shanghai Zhenhua Port Machinery (Group) Company, Sany Group, China Vanke Co., Ltd. four companies as a case study sample, and according to four companies selected industries where four world-class companies as samples Enterprise corresponding benchmark companies. Secondly, the paper uses case study approach from the perspective of four samples of four companies and four business models were analyzed, mainly discussed the sample enterprises in the financial management and control system, cost control, risk management and investment as well as the common areas and the world-class enterprise gaps in order to China's future development direction of the enterprise to provide some inspiration. This research work the following conclusions: First, China's quasi-enterprises to establish a world-class stage for enterprise development needs of financial management and control system, but the lack of cross-regional management experience; Second, China has adopted quasi world-class enterprise R \u0026 D , emphasizing cost-cultural management and strengthening internal controls and other means to reduce costs, to continue to enhance innovation capability and industrial chain integration; Third, China's quasi-world-class enterprise risk management by the early isolation of various functional departments to conduct risk measurement system integration changes, relying on diversified product portfolio, establish partnerships and corporate governance, risk management, but the comprehensive advantages of global operations as a world-class enterprise, product mix, contractual management, quality and world-class companies are still gaps; Section four world-class enterprise in China prospective areas of investment have been adjusted and establishes the main industry in the future to continue to learn through vertical integration of world-class companies to build tilted to the service chain.
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