摘要

从我国改革之后我国的经济得到了较快的发展，尤其是其中的民营经济也得到了较快的发展，在税收以及促进我国就业方面也发挥了较为重要的作用。同时在我国民营经济的壮大过程中，对推动国民经济的总体产业结构优化，金融和资本市场健康发展起到了积极的促进作用，提升了中国在国际上综合竞争力。与此同时，在民营企业的发展过程中，还需要看到背后依然存在着较多的问题，主要表现在：资金、技术、人才不足，公司治理结构及内部控制人治成分大，导致随着企业规模业务的扩大，企业运行效率降低，增长减缓，竞争优势丧失。因而，对于我国的企业发展，尤其是中小企业的发展中应当更加注重其基本的结构与基本制度建设，以便能够促进我国的中小企业更加符合经济发展的一般规律，加强改革是一项重要内容和现时代的需要。

从我国的中小企业的发展中还需要看到其具有的社会责任，从而更好的为我国企业的发展过程中遇到的问题加以有效的解决，以便产生负面的影响。同时以怀玉公司这一特例为研究对象，提出中小企业在经营的不同阶段转型升级的内生需要。也从中国中小企业生存环境、自身特性视角提出了中小企业转型升级应从企业自生内外部环境的分析，找到适合企业自身的转型升级之路。

本课题主要以怀玉公司为研究对象，从怀玉公司2008年——2012年实际经营指标分析入手，为怀玉公司转制提供有实际指导作用的蓝本。应用了在EMBA课程学习到的分析工具，如总体经营环境分析方法——PEST，竞争环境分析法——五力分析模型，财务分析——历史经营数据比较分析方法。

就泸州的怀玉企业而言，主要是一个生产泸州老窖的酿酒公司，其在我国的白酒市场上占据着一定的地位，是对于原来的酿酒公司进而成立的专业化的白酒性质的曲药企业。怀玉公司实现了初创期的快速增长。但是目前怀玉公司的销售增长速度、利税增长、股东回报等指标增长减缓的现象，加之怀玉公司市场环境、内部管理环境、自身资源条件发生变化，企业相关的各利益主体需求的变化，从怀玉公司的发展模式来看，其早期的粗放型发展到现阶段，已经在诸多方面阻碍了企业的进一步发展，对于其基本制度的转型也提出了紧迫性要求。

怀玉公司现在处于成长期后期或成熟期前期。总体来看股东回报稳定，偿债能力逐年增强，抗风险能力提高。客观的说，较好的外部经营环境，给公司带来了的良好经营成果，但资产规模没有相应扩大，净资产收益率没有与年销售增长率同步增长，也反衬公司运营能力仍有挖掘潜力。

公司在发展中不断地扩大生产规模，进而在基本的管理力度上存在缺失，使得生产力不断下降，水平和质量都受到了制约。在公司中的员工也在很大程度上产生了懈怠，制约了生产效率的提升。有关领导在管理模式上没有积极调动员工的生产积极性，在与员工的基本沟通上也不到位，进而在诸多的领域中都对于其产生不利效应。因此，从客观的角度来看，企业的管理应当更加注重专门化的企业经理来进行管理。

怀玉公司在其基本的经营过程中，主要是通过发起人来进行运作，管理上仅仅依靠个人的力量来进行，应当进一步加强改革，进而转向更加具有规范性与科学性的管理方式，将制度建设放置在现代的企业管理方式中来。决定了怀玉公司能够走多远多久。

对于怀玉公司的基本转变模式来进行分析，从传统的家族式管理转向现代化模式，进而为其在将来的发展提供更多的潜力。高层管理者关心的重点转移到公司战略、经营计划、财务管理、风险控制等方面。生产运营、人力资源管理等日常经营管理问题应交给中层管理职能部门处理。怀玉公司以公司治理制度建设为切入点，以公司战略、经营业绩、实施成本和风险为导向着手企业的转型升级。

怀玉公司的现代化转型是一项较为复杂的问题，其中就包括了对于企业制度本身的发展加以重视，对于环境的掌控、相关风险的审视、以及有关信息的获取上都需要加以正视，以实现监督激励机制建立等重要因子为切入点，实现怀玉公司现代制度建设的合法、可操作、突出企业自身特点、低成本高效益。

通过对怀玉公司行业背静分析，竞争环境分析以及怀玉公司2008年——2012年5年主要财务指标分析可以判断，怀玉公司公司目前内外部环境总体较好，与企业利益相关主体的权益都能平衡实现，公司处于企业生命期成长成长期中后期，怀玉公司转型升级的时机和条件已经具备。

关键词：中小企业公司治理怀玉公司转型升级制度

Abstract

After China’s reform, China’s economy has developed rapidly, especially the private economy has also been a rapid development in taxation and promotion of employment in China has also played a more important role. At the same time in the process of the growth of China’s private economy, to promote the national economy, the overall industrial structure optimization, financial and capital markets have played a positive role in promoting the promotion of China’s comprehensive international competitiveness. At the same time, in the process of development of private enterprises, there still need to see more problems, mainly in: capital, technology, talent shortage, corporate governance structure and internal control of governance elements, Scale business expansion, reduced efficiency of business operations, growth slowed down, loss of competitive advantage. Therefore, we should pay more attention to the basic structure and basic system construction of our country’s enterprise development, especially the development of small and medium-sized enterprises, so as to promote our small and medium-sized enterprises to be more in line with the general law of economic development. Strengthening reform is an important content and The need of the present age.

From the development of SMEs in China also need to see its social responsibility, so as to better the development of China’s enterprises in the process of the problems encountered to be effective in order to have a negative impact. At the same time, taking the special case of Huaiyu Company as the research object, this paper puts forward the endogenetic needs of the transformation and upgrading of the small and medium-sized enterprises in different stages of operation. From small and medium-sized enterprises in China’s living environment, its own characteristics of SMEs from the perspective of transformation and upgrading should be self-generated from the internal and external environment of the enterprise to find their own transformation and upgrading of the road.

In this paper, taking Huaiyu Company as the research object, this paper starts with the analysis of Huaiyu Company’s actual operating index from 2008 to 2012, and provides a practical guide for Huaiyu Company’s transformation. The analysis tools used in EMBA are applied, such as the method of overall business environment analysis – PEST, competitive environment analysis – five force analysis model, financial analysis – historical business data comparative analysis method.

With regard to the Huaiyu enterprise in Luzhou, it is mainly a wine company which produces Luzhou Laojiao, which occupies a certain position in the liquor market of our country. It is a special liquor product of the original brewing company. enterprise. Huaiyu companies to achieve the rapid growth of the start-up period. But Huaiyu’s sales growth rate, profit and tax growth, shareholder returns and other indicators of the slowdown in growth phenomenon, coupled with Huaiyu company market environment, internal management environment, their resources conditions change, enterprise-related interests of the main changes in demand, from Huaiyu’s development model, its early extensive development to the present stage, has been hampered in many aspects of the further development of enterprises, the transformation of its basic system also put forward the urgency requirements.

Huaiyu company is now in the late growth stage or early maturity. Overall, the return of shareholders is stable, solvency increased year by year, anti-risk ability to improve. Objectively speaking, a better external business environment, the company has brought good business results, but not a corresponding expansion of asset size, return on net assets and sales growth rate is not synchronized with the growth, but also against the company’s operating capacity is still tap the potential .

In the development of the company continue to expand the scale of production, and then there is a lack of basic management efforts, making productivity declining, the level and quality are subject to constraints. Employees in the company also have a large degree of slack, restricting the improvement of production efficiency. The leadership in the management model does not actively mobilize the enthusiasm of the production staff, and employees in the basic communication is not in place, and then in many areas for its adverse effects. Therefore, from an objective point of view, enterprise management should pay more attention to specialized enterprise managers to manage.

Huaiyu company in its basic business process, mainly through the sponsor to operate, management, relying solely on the power of individuals to carry out, should further strengthen the reform, and then turned to a more standardized and scientific management methods, the system Construction placed in the modern enterprise management in the past. Decided to Huaiyu company can go how long.

The author analyzes the basic transformation pattern of Huaiyu Company from the traditional family management to the modernization mode and provides more potential for its future development. The focus of senior managers’ attention shifted to corporate strategy, business plan, financial management, risk control and so on. Production and operation, human resources management and other day-to-day management issues should be addressed to the middle management functions. Huaiyu company to corporate governance system construction as the starting point to the company’s strategy, operating performance, implementation costs and risk-oriented enterprise restructuring and upgrading.

The modern transformation of Huaiyu Company is a complex problem, which includes the development of the enterprise system itself, the control of the environment, the risk of the review, as well as the access to information need to be addressed in order to achieve Supervision and incentive mechanism to establish an important factor as the starting point to achieve Huaiyu company’s modern system of legal construction, operation, highlighting their own characteristics, low cost and high efficiency.

Through the analysis of Huaiyu’s industry, the competitive environment and the analysis of the major financial indicators of Huaiyu Company from 2008 to 2012, it can be judged that Huaiyu Company’s current internal and external environment is generally better, and the enterprises with interest Equity can be achieved, the company is in the enterprise life growth period in the late, Huaiyu transformation and upgrading of the time and conditions are already available.

Keywords: Small and medium enterprises ；corporate governance ；Huaiyu company ；transformation and upgrading system