The Nature of Jilin Publishing Group

The reform of cultural system makes Jilin Publishing Group full of vitality.

At the end of 2003, Jilin Publishing Group was identified as a national publishing reform pilot unit. In the past three years, Jilin Publishing Group has carried out bold practice, carried out system innovation and mechanism innovation, and actively explored the parent-subsidiary system, internal mechanism reform and industrial development path, which greatly liberated and developed cultural productivity.

From the separation of government and enterprise, from the separation of government affairs to the standardization of parent-subsidiary companies: institutional innovation is unique

"We have thoroughly reformed the system and established a relatively standardized parent-subsidiary company system from the beginning." Zhou Dianfu, chairman of Jilin Publishing Group, said. June 65438+February 65438+February 2003, Jilin Publishing Group was formally established. In June 2004, in accordance with the spirit of the central cultural system reform, the group was transformed into an enterprise with authorized assets.

Jilin Publishing Group has established a parent-subsidiary company system from the very beginning. Under the authorization of the provincial government, the status of the group as the investor of the parent company was determined, and at the same time, the 2 1 subsidiary was given the right to operate independently and the position of the main body of competition in the independent market, which transformed the traditional subordinate administrative relationship into the asset relationship and the contractual relationship. After the establishment of the group, in the process of integrating the publishing resources of the whole group, the market-oriented operation mode was completely implemented, and the resources were integrated through paid transfer. It not only revitalized a number of non-performing assets, but also cultivated and created new economic growth points. China Community Physician was originally a social periodical operated by Jilin Science and Technology Publishing House under the Group. After the group was established, it developed independently as a subsidiary. Now it has two periodicals, a newspaper and two operating companies, and has realized the group operation.

At present, the parent company of Jilin Publishing Group has become an independent and complete legal entity with assets of 250 million yuan and annual profit of 40 million yuan. It not only performs publishing management, business guidance, asset supervision and other functions for subsidiaries, but also is a completely independent business unit, forming a two-level development pattern of parent-subsidiary companies. The parent company has invested 40 million yuan to support the projects of its subsidiaries, which greatly enhanced its publishing ability and market competitiveness.

From tenure to appointment system: mechanism innovation stimulates vitality

"It is personnel to change to the depths." Zhou Dianfu said. It is a long-term problem that publishing house cadres can go up and down and editors can go in and out. The cadre system reform of Jilin Publishing Group is very thorough. The identity of cadres is cancelled and stepless competition is employed. The manager is employed, and the employee is employed. Results 10 Subsidiary 190 More than 48 applicants were hired, and 24 of them were newly competitive. 50% of the original team members were hired in competition. Shi Zhigang, president of Jilin Fine Arts Publishing House, is the publishing section chief of the agency. He said: "For a person who is not an art major, it is basically impossible to be a principal without reform." After Shi Zhigang took office, Jilin Fine Arts Publishing House continued to maintain the momentum of rapid growth.

In terms of labor and employment, all new employees are openly recruited for the society and the entrusted dispatch system in the talent market is implemented. Unsuitable, return to the talent market. The reform of the distribution system has been steadily advanced, and all the original wage standards have been managed by archives, and all employees have implemented the benefit-performance wage system, so that more work can pay more.

From introduction to going out: restructuring makes the group generate new vitality.

Recently, an overseas publishing unit is in contact with a publication of North Women and Children Publishing House, a subsidiary of the group, to introduce the copyright of the publication. The comrades in charge of the editorial department said, "It used to introduce others, but now it is also beginning to export."

By the first half of 2006, Jilin Publishing Group had the third market share in China, among which children's books had the first market share, life books had the second market share, and teaching auxiliary books had the second market share. The art publishing house, science and technology publishing house and literature and history publishing house under the group rank in the top three in the market share of similar publishing houses in China. A variety of books have won bestsellers and entered the national bestseller list. Copyright export has also created the best level in history. Since its establishment, the Group has exported 69 copyrights and 365,438+00 copies, which is the sum of the previous ten years. In the first half of 2006, the goal of exporting more varieties than importing varieties was achieved for the first time, and export-oriented publishing took a gratifying step. A series of books introducing China's traditional culture, such as Four Books and Illustrated World Series, have received good response overseas and achieved good social and economic benefits.

Jilin Publishing Group has been established for nearly three years, and its sales revenue and profits have continued to grow. In 2005, the total sales revenue increased by 65,438+03% and the profit increased by 265,438+0%. The profit structure has changed a lot. In the past, the profit structure of textbooks and general books was 80: 20, but now it is 55: 45. The profitability of ordinary books has improved significantly, with the growth rate of state-owned assets reaching 65,438+06%, the cost index generally decreasing, the asset-liability ratio decreasing by 3%, the variable expenses decreasing by 8.2% and the financial expenses decreasing by 30%. Enterprise management and market-oriented operation have been basically realized, the profitability of enterprises has been improved, and the preservation and appreciation of state-owned assets have been realized.