Eight characteristics of the top 100 electronics companies in the past 20 years

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Eight characteristics of the top 100 electronics companies in the past 20 years [Copy link]

Eight characteristics of the top 100 electronics companies in the past 20 years

2006-6-2 Ministry of Information Industry

Since 1987, the ranking of China's top 100 electronic information companies has been held for 20 times. Over the past 20 years, with the strong support of industry management departments, the top 100 electronic information companies have been determined to reform and forge ahead, their scale has continued to expand, and their awareness of independent innovation and the popularity of their own brands have been increasing. By actively promoting the large company strategy and the pilot of international operation of enterprises, we have further increased our support for enterprises to "go global", accelerated the development of cross-border operations, and continuously strengthened the strength of national industries. A large number of well-known IT companies and independent brands such as Haier, Lenovo, TCL, Hisense, Huawei, and ZTE have emerged, forming the backbone of China's electronic information industry. 　　1. Revenues achieved a new breakthrough and a large company was initially formed 1. The overall scale continues to grow In 1987, the sales volume of the first Top 100 Electronic Information Enterprises was 11.6 billion yuan, which exceeded 100 billion yuan in the 10th session, 200 billion yuan in the 12th session, and 500 billion yuan in the 18th session. By the 20th session, the total operating income of the Top 100 Electronic Information Enterprises reached 964.3 billion yuan, 83 times that of 20 years ago and more than 6 times that of the first session, with an average annual growth rate of 26.2%. The changes in the operating income of the top 100 enterprises are shown in Figure 1. 2. The entry standards continue to improve The continuous growth of the top 100 enterprises has promoted the continuous improvement of the qualifying scale of the top 100 electronic information enterprises. In 1987, the sales scale of the first top 100 enterprises was 40 million yuan, which was increased to 280 million yuan in the 10th session, exceeded 1 billion yuan in the 18th session, and rose to 1.47 billion yuan in the 20th session, an increase of 36 times compared with the first session 20 years ago (as shown in Figure 2) . 3. Leading enterprises have reached a new level 20 years ago, the sales volume of the first company in the top 100 companies was only 576 million yuan. 10 years ago, Changhong became the first company to exceed the 10 billion yuan mark. One year ago, Haier took the lead in reaching the 100 billion yuan mark. After acquiring IBM's personal computer business, Lenovo Holdings, the leader of this year's top 100 companies, achieved operating revenue of 108.2 billion yuan (about 13.35 billion US dollars), an increase of 187 times compared with the first company in the first session of the top 100 companies (as shown in Figure 3). 4. The initial formation of a group of multinational corporations Over the past 20 years, the top 100 companies have become an effective platform for my country's local electronic information industry to promote the strategy of large companies and a growth base for cultivating multinational companies. In the first session, only one of the top 100 electronic information companies had a sales scale of more than 500 million yuan, and in the 10th session, the number reached 58, of which 33 companies exceeded 1 billion yuan and 5 companies exceeded 5 billion yuan. By the 20th session, the number of companies with operating income exceeding the 10 billion yuan threshold of the top 100 companies had reached 22, of which 2 exceeded 100 billion yuan and 4 exceeded 50 billion yuan (as shown in Table 1), and the concentration has increased significantly. Table 1 Changes in the size distribution of the top 100 companies from 1st to 20th session Number of sessions Over 1 billion More than 5 billion More than 10 billion More than 20 billion More than 30 billion More than 50 billion More than 100 billion 1 　 　 　 　 　 　 　 2 　 　 　 　 　 　 　 3 　 　 　 　 　 　 　 4 　 　 　 　 　 　 　 5 2 　 　 　 　 　 　 6 10 　 　 　 　 　 　 7 13 　 　 　 　 　 　 8 twenty two 　 　 　 　 　 　 9 26 3 　 　 　 　 　 10 33 5 　 　 　 　 　 11 39 7 1 　 　 　 　 12 51 12 3 　 　 　 　 13 54 14 4 　 　 　 　 14 62 19 10 1 　 　 　 15 75 20 13 4 2 　 　 16 72 twenty three 12 6 4 　 　 17 88 29 12 6 4 　 　 18 100 37 16 7 4 1 　 19 100 39 twenty two 11 7 1 1 20 100 40 twenty two 11 7 4 2 　　2. Competition will eliminate the weak and support the strong 　　(I) Exit and re-enter, reflecting the survival of the fittest and supporting the best and the strongest 　　Over the past 20 years, the top 100 electronic information companies have seen some entering and some exiting, with an update rate of about 15% each time. That is to say, 10 to 20 new companies are added to the list every year, which also means that an equal number of companies are eliminated. 　　——Panda Group (formerly Nanjing Wireless Electronics Factory) is a large-scale comprehensive electronic enterprise mainly engaged in military products. Due to its eagerness to expand and blind diversification in the early stage, it led to chaotic business forms and fell into a serious debt crisis. By the end of 1998, Panda Group had a debt of nearly 4 billion yuan, and its asset-liability ratio exceeded 80%, facing serious financial risks. In 1998, it lost 495 million yuan and was not shortlisted for the top 100 electronic information companies. Later, under the concern of the leaders of the Party and the country, and with the joint support of the central industry management department and local governments, Panda Group made timely adjustments and improved the company's asset structure; through business integration, it established six core companies, and the company's competitiveness was rapidly improved. In 2000, it returned to the top 100 electronic information companies. 　　-- In 2001, Konka Group dropped out of the top 100 electronic information companies due to excessive inventory of color TVs and price cuts, resulting in a loss of 700 million yuan. In 2002, Konka established a product differentiation and cost minimization strategy; vigorously adjusted product structure, accelerated research and development, implemented project-based, modular, and standardized research and development mechanisms; strengthened corporate management, quickly increased the volume of high-end products, and controlled inventory of low-end products. Within a year, Konka turned losses into profits and re-entered the top 100 companies. 　　——West Lake Electronics Group (formerly Hangzhou TV Factory) was one of the first companies to be shortlisted for the top 100 (ranked 9th in the 1st session) and remained on the list until the 14th session. In 2000, due to the serious unsalability of its main product, color TV, the company entered a semi-shutdown state. In April 2001, after the adjustment of the leadership team of West Lake Electronics Group, a new development strategy was determined, which was to adjust the product structure on the one hand and increase R&D investment on the other hand. In 2002, the production and sales volume of color TVs increased by more than 140% year-on-year; sales revenue increased by 175% year-on-year; and exports increased by 74.98%. In 2003, it was re-listed for the top 100 electronic information companies. 　　 Other companies that withdrew and re-entered the top 100 after hard adjustments include Wanlida, Weihai Beiyang Electric, and Yantai Dongfang Electronics. 　　 (II) Flexible mechanism, focus on innovation, and lead the new trend of the industry 　　TCL and Lenovo were listed in the top 100 electronic information companies in 1991 and 1992 respectively. Lenovo ranked first in my country's top 100 electronic information companies in 1999 and 2000, and returned to the top in 2006 after several years of integration, especially the acquisition of IBM's personal computer business. 　　 Huawei Technologies Co., Ltd. has been listed in the top 100 electronic information companies since the 10th session in 1996. Since then, its ranking has improved year by year, from the 26th place 10 years ago to the 5th place at present, and it has been ranked first in total profit among the top 100 electronic information companies many times. 　　 Haier Group entered the top 100 electronic information companies in the 15th session in 2001, ranking second that year, and won the first place for three consecutive sessions from 2003 to 2005. Table 2 The evolution of the top five companies in the 20th Top 100 Number of sessions Lenovo Haier TCL Huawei BOE 5 　 　 58 　 　 6 18 　 51 　 　 7 12 　 38 　 　 8 2 　 38 　 　 9 4 　 11 　 98 10 2 　 11 26 100 11 2 　 9 twenty one 96 12 3 　 10 18 99 13 1 　 5 10 90 14 1 　 3 10 69 15 3 2 5 8 41 16 3 2 6 7 18 17 3 1 4 7 13 18 2 1 3 7 11 19 4 1 3 6 2 20 1 2 4 5 3 　　3. Focus on R&D investment and enhance innovation capabilities 　　In 2005, industry management departments at all levels further strengthened their support for industrial innovation and development. The Ministry of Information Industry and the National Development Bank signed a development finance cooperation agreement, investing 50 billion yuan in five years to support the innovation and development of the information industry. As the main body of innovation, the top 100 enterprises have further enhanced their awareness of independent innovation and continuously increased their investment in innovation. The 20th top 100 enterprises invested 35.63 billion yuan in R&D in 2005, an increase of 14.6% over the previous session, 1.3 times over 2000, and an average annual growth of 19.2%. The intensity of R&D investment (the proportion of R&D funds to operating income) reached 3.72%, an increase of 0.4 percentage points over 2000, far higher than the average level of the entire industry. 　　In 2005, Huawei, Haier, ZTE, Lenovo Holdings and other key enterprises all invested more than 1 billion yuan in R&D, reaching 4.75 billion yuan, 4.57 billion yuan, 1.96 billion yuan and 1.50 billion yuan respectively, which increased by about 100% compared with 2000. Among them, Huawei and ZTE have maintained a proportion of R&D investment in operating income at around 10% for the past five years, and Haier, Hisense, Founder, and Shanghai Media Group also accounted for more than 3% (see Table 3). Among the 20th Top 100 Electronic Information Enterprises, 23 enterprises had R&D investment accounting for more than 5% of their operating income, and the four enterprises with R&D investment exceeding 10% were Neusoft Group (22.5%), Huawei (10.1%), Jiuzhou Electric (10.5%) and Rainbow Group (10.4%). Table 3 Growth of the top five companies in R&D investment in the 20th Top 100 in the past five years (unit: 100 million yuan) Company Name 2000 2001 2002 2003 2004 2005 Huawei 20.7 30.5 30.56 31.8 39.7 47.5 ZTE 5.4 11.3 11.8 13.3 22.5 19.6 Haier 15.7 39.8 40 38.5 43.6 45.65 Lenovo 8.56 9.6 10.77 11.6 11.8 15 TCL 4.5 5.86 8.77 12.9 14.1 19.5 　　The top 100 companies have been practicing the requirements put forward in the "Suggestions" of the "Eleventh Five-Year Plan": "to improve the industrial technology level through independent innovation, and to take the enhancement of independent innovation capabilities as the central link in adjusting the industrial structure", and have achieved outstanding results and become a model for the industry. Table 4 Comparison of R&D investment intensity of the top five companies in the 20th Top 100 R&D Investment in the past five years Company Name 2000 2001 2002 2003 2004 2005 Huawei 13.62% 18.79% 17.77% 14.67% 12.60% 10.10% ZTE 11.94% 10.34% 9.48% 7.62% 9.91% 9.08% Haier 3.86% 6.60% 5.63% 4.77% 4.29% 4.39% Lenovo 3.01% 2.92% 3.03% 2.88% 2.81% 1.39% TCL 2.54% 2.78% 2.75% 3.38% 3.35% 3.74% 　　 In terms of intellectual property rights, thanks to the strong support of government departments at all levels, the top 100 companies have promoted the upgrading of the industrial technology structure through technological innovation. The proportion of R&D personnel in domestic technology-leading companies such as Huawei and ZTE is about 40%, and the intensity of R&D investment is about 10%. In 2000, only 44 of the top 100 companies applied for patents, but in 2005, the number reached 90, of which 80% had invention patents. Moreover, in the patent structure, the proportion of invention patents of BOE Technology Group and Huawei Technologies Co., Ltd. reached more than 60%, ZTE was more than 45%, and Lenovo was close to 1/3. 　　 In order to cope with the current global intellectual property competition and patent layout strategy of multinational companies, some leading enterprises in China have also accelerated the pace of patent internationalization. In 2005, Huawei and ZTE ranked third and ninth among developing countries in terms of PCT patents respectively. Huawei ranked 37th in the world with 249 PCT patents, surpassing its old rival Cisco (212, 44th) for the first time, and is striving to become a pioneer in global technological innovation. 　　4. Product upgrades drive industrial adjustments 　　1. Guiding the adjustment of product and industrial structure 　　 The changes in the leading industries of the top 100 electronic information enterprises have always reflected the changing characteristics and tone of the structural adjustment of China's electronic information industry. Over the past 20 years, the development of the top 100 electronic information enterprises has gone through three major stages, as follows:, 　　1. The era of "life depends on color TV" and consumer electronics (1987-1993). The biggest feature of this stage is that home appliance companies represented by color TV sets and related accessories dominate, and almost all of them are electronic product manufacturing companies, and they are a single type of state-owned enterprises. 　　2. Development stage driven by investment products such as computers and communications (1993-2001). During this period, color TV enterprises still had strong strength, and IT enterprises represented by computers and communications developed rapidly. Lenovo, Founder, Huawei and other enterprises emerged. In the 12th ranking of the top 100 electronic enterprises in 1998, computer and communication equipment enterprises were the most numerous, and 4 of the top 10 electronic enterprises were computer enterprises. Lenovo ranked first in the top 100 enterprises for two consecutive years from 1999 to 2000, and China Putian ranked first in the top 100 in the communications category from 2001 to 2002. 　　3. Digitalization and diversification era (2002 to present). Computer, communication, software and other enterprises still account for the majority, and traditional consumer electronics enterprises have begun to transform. Traditional home appliance industries such as color TVs and color tubes are facing challenges, while integrated circuits, new chip components and other enterprises maintain a strong development momentum. 　　 At this time, traditional home appliance and computer companies also began to produce mobile phones, and communication companies represented by mobile phones occupied an important position in the top 100. Since 2003, with the development of global digital technology, traditional home appliances have shifted from analog technology to digital technology, and home appliance products have developed in the direction of new flat-panel, large-screen, energy-saving, and intelligent. Traditional home appliance, computer and communication companies have begun to transform into digital consumer electronics. 　　(II) Driving regional structural adjustment and promoting the formation of characteristic industrial bases 　　 As early as 1986, the electronics industry proposed the strategy of developing economies of scale and building bases. Over the past 20 years, the base construction with the top 100 enterprises as the important carrier has achieved important results. The top 100 electronic information enterprises, as local leading enterprises, have accelerated their development. Their radiation effect and driving role have promoted the gathering of small and medium-sized enterprises around them. The enterprise cluster effect has been initially formed, forming an electronic information industry base with a certain scale and characteristics. 　　 The changing trajectory of the regional distribution of the top 100 electronic companies over the years has profoundly reflected the development status of the regional layout of my country's electronic information industry. 　　 From the regional distribution of the 20th Top 100 Headquarters, there are 23 in the Pearl River Delta, accounting for 30.4% of the total number of Top 100 companies in terms of operating income; there are 25 in the Bohai Rim, accounting for 39.2% of the total number of Top 100 companies in terms of operating income; there are 28 in the Yangtze River Delta, accounting for 20.5% of the total number of Top 100 companies in terms of operating income; all 22 of the Top 100 companies with operating income exceeding 10 billion yuan are distributed in the above three regions, including 10 in the Pearl River Delta, 7 in the Bohai Rim, and 5 in the Yangtze River Delta. However, a large part of the output value of these companies comes from the central and western regions. TCL has established production bases in Inner Mongolia, Henan and Sichuan, and Haier has expanded its layout in Guizhou, Hubei and other places. With the continuous improvement of regional cooperation, the Top 100 companies are increasingly becoming an important force in the regional gradient transfer of industries, thereby improving the industrial organization form, optimizing the effect of resource allocation, and effectively promoting the construction of regional characteristic bases and parks and regional coordinated development of China's electronic information industry. 　　 (III) The ownership structure has changed from a single state-owned economy to a structure where Chinese-controlled enterprises, state-owned, collective and private investors jointly develop 　　 At present, the top 100 electronic enterprises have basically formed a diversified pattern with the Chinese economy as the main body and the complementary economic types of state-owned, collective, joint-stock, joint venture, and private enterprises. At present, there are more than 50 listed companies among the top 100 electronic enterprises, which provide capital guarantee for their own development through the channel of listing and financing. 　　 5. The top 100 enterprises become experimental bases for institutional reform 　　 (I) Decentralizing enterprises and promoting the construction of a modern enterprise system 　　 First, the management system was reformed and electronic enterprises were decentralized. According to the requirements put forward by the leaders of the State Council at that time, the reform of the electronic industry was focused on decentralizing enterprises from the beginning of 1985. By the first half of 1986, all 172 enterprises under the ministry, except the Shaanxi Color Picture Tube Factory and Wuxi 742 Factory, were decentralized to the central cities. At the same time, the ministry's organs were also adjusted in accordance with the goal of "decentralizing enterprises and managing industries", and the functions of the organs began to shift from departmental management to industry management. 　　 Second, the corporate strategy guides enterprise restructuring from factories to large companies, and the modern enterprise system is constantly being improved and perfected. 　　(II) Guide asset restructuring and adjust corporate structure 　　 Since the beginning of the Ninth Five-Year Plan, the electronic information industry has adapted to the requirements of market competition, stepped up adjustments and reforms, made major strides in implementing asset restructuring and optimizing industrial structure, and achieved remarkable results. 　　 First, internal asset restructuring and adjustment. Some enterprises and enterprise groups have vigorously carried out mergers, bankruptcy restructuring and structural optimization within the enterprise; second, asset restructuring and mergers and acquisitions are implemented within the region; third, cross-regional mergers and acquisitions; fourth, mergers and cooperation with enterprises outside mainland China. All regions have used external capital as a way to improve the industrial structure and product structure, and have accelerated the development of the electronics industry by establishing foreign-invested enterprises; fifth, cross-infiltration between different industries; sixth, production and circulation are combined, and production, learning, research and application are combined. 　　(III) Driving enterprises to grow bigger and stronger through major projects 　　 There are many large enterprises that are driven by large projects. 　　——The color TV localization project in the 1980s boosted the development of complete set manufacturing companies such as Changhong and Konka and supporting companies such as Rainbow, Dalian Daxian, and Beijing Panasonic. 　　——The VCR project, "908" and "909" projects, the "Gold" series projects, the programmable switching system project, and the mobile communications project (Document No. 5) in the 1990s led to the rise of China Hualu and "Giant China" and the growth and development of domestic brand mobile phones. 　　——Entering the 21st century, the country continued to increase its support for major projects and major special projects. The "Document No. 18" issued in 2000 had an epoch-making impact. 　　——Chinese domestic enterprises have also begun to enter the TFT field, taking the path of joint ventures or acquisitions. BOE and SVA are currently preparing TFT-LCD projects. BOE has formed a unique "overseas acquisition - overseas financing - domestic construction - driving supporting" model. SVA is a joint venture and cooperation model. The BOE and SVA model has opened up a new way to utilize foreign capital. By "introducing foreign capital from within", a number of supporting enterprises have been driven to follow up with investment; market resources and core technologies have been obtained through capital operation, completing the integration of upstream and downstream of the industrial chain, and improving the core competitiveness of enterprises in the industrial chain. 　　 At the same time, some of China's major electronics companies have carried out a series of cross-border mergers and acquisitions, integrating global resources on a larger scale, in a wider field and at a higher level, and achieving leapfrog development through external resources. BOE acquired the TFT-LCD business of Hyundai in South Korea, TCL successively acquired the color TV business of American Gaoweida, German Schneider, French Thomson and the mobile phone business of Alcatel, and Lenovo acquired IBM's PC business after various efforts, achieving rapid growth and expansion. 　　(IV) Accelerate the reform of property rights and economic diversification 　　TCL has taken the reform of the modern property rights system as a driving force to continuously stimulate the vitality of corporate development and become a banner of modern property rights system reform and mechanism innovation among the top 100 electronic companies and even the whole country. The increasingly improved property rights reform and corporate incentive mechanism have promoted the rapid development of the company. The most telling thing is that the development speed of TCL and Skyworth has exceeded that of Changhong and Konka. TCL has surpassed Changhong and Konka successively through reform. In 1996, before the authorized operation, TCL's operating income was 42.5% of Changhong and 75.5% of Konka; by 1999, TCL began to catch up with Changhong and Konka (101.5% and 100.7% of the two). In 2005, TCL's operating income was 2.9 times that of Changhong and 4.5 times that of Konka. 　　6. Utilize two markets to develop international operations 　　——The team of "going out" is constantly expanding. Before 1990, the top 100 electronic companies in my country basically focused on the domestic market and had almost no foreign exports. In 1999, my country began to implement the "technology-driven trade" strategy and established an inter-ministerial coordination mechanism. Through the "technology-driven trade" strategy and the pilot program of international operation of enterprises, the support for enterprises to "go out" has been further strengthened. Huawei, ZTE, TCL and other companies have successively obtained national policy-based financial loans, and cross-border operations have made new progress. By 2004, 95 of the top 100 electronic companies had products or services exported, 25 had overseas investments, and 20 had R&D centers overseas. 　　-- Further align with international practices and achieve transformation of development. In order to implement the scientific development concept, actively respond to the current international industrial energy conservation, environmental protection and safety development trends, and adapt to the goal of transforming the economic growth mode and building a resource-saving and environmentally friendly society during the "11th Five-Year Plan" period, the industry management departments will strengthen the construction of governance capabilities, adjust the evaluation standards in line with the times, guide the top 100 enterprises to achieve scientific development, and enhance the ability to promote development under open conditions. The top 100 enterprises take the lead in setting an example and combine economic benefits and social environmental protection responsibilities through independent innovation. In response to the two EU directives, Haier has strengthened the research on network home appliance technology and waste home appliance recycling, and has currently established the first waste home appliance recycling demonstration base in China; since 2005, Konka has successively carried out lead-free transformation of its production lines, and Skyworth has convened more than 500 domestic suppliers to sign the "Green Supply Chain Agreement" and gradually implement the zero-lead project. The above measures have achieved initial results. 　　——The product export structure has been upgraded, and the level of "going global" has been continuously improved. Among the 20th top 100 companies, nearly one-third of the companies have more than half of their total revenue from overseas. In international operations, from low-end products to high-end products, from product exports to technology output, from developing countries to developed countries, from the internationalization of markets and capital to the internationalization of intellectual property rights, the top 100 electronics companies have gradually gained the qualifications to compete with first-class multinational companies. 　　 7. Joint ventures have far-reaching impacts 　　 From the analysis of the 20-year development history of the top 100 electronic companies, we can clearly see the significant role played by foreign-invested enterprises in promoting the development of large companies in the electronic information industry: 　　 First, foreign-invested enterprises established in the early stage have grown into large companies. For example, Shenzhen Huaqiang and Konka, Fujian Fuji Electronics, Xiahua, Xiaxin (now renamed Xiaxin) and other electronics companies, when they were joint ventures in the early 1980s, the investment was only about 3 million yuan. After about 20 years of effective operation and capital increase and construction by both parties, they have now developed into well-known domestic companies with sales of hundreds of millions or even billions. 　　 Second, some joint ventures have large investments and high starting points, and they become large companies that rank among the best in the country after they are completed and put into production. For example, a number of large joint venture projects established in the late Eighth Five-Year Plan and the 1990s, such as Beijing Matsushita CRT, Beijing International Exchange System, Nanjing Huafei Color Display System, etc., have investments of tens of millions or even hundreds of millions of US dollars, and soon entered the ranks of the top 100 electronic companies after they were completed and put into production. 　　 Third, large companies with domestic capital as the main body also seek development and expand their own strength with the help of foreign capital. For example, Shanghai Radio and Television Co., Ltd. has established 25 joint ventures (excluding the joint venture project under negotiation with Sony); Nanjing Panda Group has directly introduced foreign capital of US$42.27 million, with a total investment of US$150 million, and established four limited companies: Nanjing Ericsson Communications, Nanjing Shuangqiang Computer, Nanjing LG Panda Electric, and Nanjing Sharp Electronics; in 1992, Great Wall Computer Group ranked 13th among the top 100 electronic companies, and after a joint venture with IBM in 1993, it re-entered the top 10 of the top 100 electronic companies. 　　 However, some enterprises were acquired by foreign-funded enterprises, such as the early Suzhou TV Factory, which was later changed to Suzhou Peacock Electric Appliance Group, and later formed a joint venture with Philips of the Netherlands, and was finally sold. Beijing International Exchange System Company (a joint venture with Siemens) and Beijing Matsushita Color Picture Tube Company have grown stronger in the process of development. After China joined the WTO, as the foreign-funded enterprises became more wholly-owned, these joint ventures changed from Chinese-controlled to foreign-controlled. 　　 We should objectively evaluate the role and negative impact of foreign-funded enterprises, so as to choose the right path according to the actual situation. In the early stage, attracting foreign technology, capital and advanced experience did play an important role in promoting development. However, if the introduction does not improve the digestion and absorption capacity, it will easily lead to dependence on foreign technology in the long run, which will weaken the independent innovation ability of local enterprises in the long run. Therefore, we should "attract foreign investment to expand the industry and encourage domestic investment to strengthen enterprises." 　　8. Central and local governments jointly promote development 　　 From the beginning of 1985, when the electronics industry began to focus on decentralizing enterprises, to the establishment of a hotline and dialogue mechanism for large enterprises between the central and local governments, industry management departments at all levels have effectively transformed government functions and actively created a good environment for enterprise development. 　　1. Promote alliances, develop enterprise groups, and establish economies of scale and intensive management mechanisms As early as February 1979, the electronics industry proposed the topic of promoting integration, and in July 1980, the first integrated company in the electronics industry, China Nanjing Radio Company (the predecessor of Panda Electronics), was established, providing a model and experience for the development of integration in the electronics industry. Developing large companies is an effective way to achieve optimal resource allocation, change the current repeated and scattered pattern, and establish economies of scale. It is also a basic measure to establish an independent electronics industry, improve management level and market competitiveness, and participate in globalization and international competition. 　　In January 1986, the electronics industry made a decision to develop economies of scale and build bases, proposing that "we should follow the idea of economies of scale, take the road of intensive economies of scale, build China's 'Panasonic' and China's 'IBM', and form the leading force of my country's electronics industry". Since then, a number of enterprise groups have been established in various regions. The establishment of group companies has promoted the rational flow and re-combination of production factors, expanded the economic scale, and initially formed a pattern with a number of group companies and bases as the core, numerous small and medium-sized companies coexisting and complementing each other, and specialized production and social support combined. 　　2. The strategy of large companies in the electronic information industry is officially implemented In 1993, the new Ministry of Electronics Industry was established and proposed to implement the "big company strategy". Shanghai Radio and Television, Changhong, Rainbow, Panda, Lenovo and Hualu were listed as big companies to be controlled by the Ministry and given key support; in 1994, the "Implementation Plan for Big Companies in the Electronics Industry" was issued, proposing the conditions, models and preferential policies for big companies. The implementation of this strategy has achieved obvious results. According to the 1996 Electronics Industry Economic Operation Bulletin, the total output value of the six big companies that the Ministry focused on accounted for 12.3% of the industry, and the sales accounted for 18% of the industry. 　　3. Keep pace with the times, implement the scientific outlook on development, and strengthen industrial policy guidance by adjusting the ranking criteria The earliest ranking of the top 100 electronic enterprises was called the Electronic 100 Enterprises Activity. At the end of 1986, the former Ministry of Electronics took the lead in reform and decentralized 187 directly affiliated enterprises. In order to explore new ways of reform and industry management, and to focus on key enterprises to guide and promote the development of the industry, the Electronic 100 Enterprises Activity was organized. In 1993, the central government officially implemented the large company strategy. In order to promote the "large company" strategy, in 1996, the "Electronic 100 Enterprises Activity" was renamed the "Electronic 100 Enterprises Activity", and the 15th session in 2001 was renamed the "Electronic Information Top 100 Enterprises". 5. In the new century, we will accelerate the cultivation of local multinational companies in the electronic information industry At the end of 2004, the Ministry of Information Industry, after soliciting opinions from local competent departments and enterprises, issued the "Guiding Opinions on Accelerating the Promotion of the Strategy of Large Companies in the Electronic Information Industry", proposing the guiding ideology, standards and conditions for the future development of large companies, as well as countermeasures and measures to promote the development of large companies. In the same year, the Ministry of Information Industry proposed that the manufacturing and operation industries jointly "go global" to explore the international market, and actively coordinated with relevant departments on issues such as trade, foreign exchange, taxation, customs clearance, quality inspection, and overseas financing, and used the inter-ministerial coordination mechanism to solve various problems that enterprises urgently needed to solve.