20多年来,没有哪个国家的企业象中国央企这样发生了如此巨大的变化,也

没有哪个国家的企业曾经遭遇过中国央企面对的复杂难题:一面要坚持公有制不

动摇,一面则要在体制上坚持市场经济,目标是做大做精做强走向国际,这考验

着中国央企乃至中央政府决策高层的智慧。

十八届三中全会“全面深化改革”决定推行混合所有制,完成了顶层设计。

中国建材“央企市营”模式就是在该决定出台之前,己践行了近9年并取得丰硕

成果的“混合所有制”。当前,国有企业全面深化改革已经进入启动阶段,中国

建材“央企市营”的经验值得重视,其成果值得推广。

本文从介绍“央企市营”、“一二三四五”发展思路等概念入手,对中国建材

适应市场变化作出战略转型,采取联合重组、资本运营等手段,用市场的机制改

造自己,走股份多元化道路,推行“包容文化”,实现了 “央企的实力+民企的活

力=企业的竞争力”,最终做大做强做优,其经验入选哈佛商学院案例。

本文是对中国建材“央企市营”经营模式的研究和总结,也取得了一定的拓

展性成果。“央企市营”,核心是混合所有制经济,本质是公有制为主导,任务是

市场化经营,总括起来就是中央企业用市场的机制改造自己,头脑搞的是央企那

一套,腿脚动的是民企那一手,并运用市场规律做大做强做优。中国建材“央企

市营”经营模式推行九年,集团销售收入从20多亿元上升到2200亿元,利润也

从1亿多元上升到110亿元,双双增长100倍。2013年集团营业收入在世界五百

强建材企业中排名第二位,而利润排第一位。

因此,中国建材“央企市营”经营模式,它从实践中出发,又经受住了实践

的反复检验。这套理论样本性强,适应性高,已成为中央企业市场化经营的一个

新的理论体系,具有较高的参考价值和借鉴意义。

关键词:混合所有制;央企市营;联合重组;资本运营

Abstract

No enterprise other than Chinese central enterpriseshave experienced such

dramatic changesand encountered socomplicated situations in the past 20 years, Le. for

the Chinese enterprises on the one hand it mustfollowunswervingly public ownership

prevailing and on the other adhereto market economic from thesystematic point of

view,such that to make the enterprises bigger, more sophisticated, more stronger and

more international, which testthe intelligence of the top decision-makers from

the Chinese central enterprises and even centralgovernment.

The Third Plenary Session of the Eighteenth Central

Committeedecidedcomprehensively deepening reform, which will promote a mixed

ownershipand
completed
the top-level design
for

the Chineseenterprises.Themarket-oriented management for central enterprises

operationmodel for the building material industrials has been commenced

mixed ownership model for almost 10 years and made a fruitful achievements before

such decision come into being. When the state-owned enterprises begin

the “comprehensively deepening reform”,the experiences gained from the building

industries through those years shall be cared about and shall be generalized in

other industries.

The article begins with the concept oflhe market-oriented management of

central enterprise and the development ideas of one, two, three, four and five,

follows by the proposal of strategic transformation of the building material industry to

face the challenges from the market variations. The article also describes the way on

how to remolditself with the market mechanism by means of the capital

operation and union &reorganization, how to proceed with diversificationroad,how to

pursue culture inclusiveness', so that to realize theidea of ‘the strength

ofcentral enterprise pluses the vitality of private enterprise equals to the competitiveness

of the enterprises, finally to make the industry bigger, stronger and better.

The article has deep researches and conclusion onmarket-oriented management

for central enterprises model and has made some results to a certain extent. As for

“market-oriented management for central enterprises, of which nature is

the mixed ownership economy, essence is dominated by public ownershipand mission is

market-featured management, and it starts from practice and withstood painstaking

tests of practice. This theory is with strong sample nature, high adaptability, and has

become a new theory system in market-oriented management for central enterprises

and witii high valuable reference.

Keywords: Mixed Ownership,Market-oriented Management,for CentralEnterprises,

Union and Reorganization, Capital Operation