Enterprise Internal Assets Reorganization Research

In 2000, China Telecom, after repeatedly restructured and separation of postal service, paging service and mobile service, decided to go into further reform to introduce the separation of running major and side-line business in certain provinces including Yunnan. From 2000 to 2007, the internal restructuring of Yunnan Telecom Industry Group had gone through multi reforms.This article is based on the theory of enterprise integration and telecom industry in the internal restructuring of integration, this article applies SWOT analysis to the telecommunication industry internal restructuring of integration, analyzes the advantages and disadvantage, and the opportunities, threats. This article makes clear the internal restructuring of integration goals, the telecom industry and the integration measures, the existence of deficiencies. Article is divided into four chapters; the first chapter is summary for the related theory. the theoretical foundation and guidance. The second chapter, is the capital of telecom industry group internal restructuring of integration of telecom industry, following an internal restructuring of preparing for the case, the conditions set out from the basis of the analysis of the background to the telecom industry, and after the establishment of two rounds of reform was analyzed and find out the reform of the problem, and on the basis of the need for a restructuring. The third chapter applies SWOT analysis to the internal restructuring of the superiority and inferiority and the outer opportunities and threats were analyzed and a reorganization plan offers a foundation. In chapter IV offers the basis of analyzing the telecom industry restructuring, including the telecom industry in the restructuring of the objectives and principles of the specific measures and restructuring, the restructuring results the effectiveness. The major contribution of the article is the conclusion of the four fundamental elements which must be covered and satisfied during the whole progress of the restructuring, which are:assets reorganization for improving the efficiency of capital operation; restrcturing for a strengthed and scaled operation; optimisation and disposition of personnel; and business reorganization accommodating operators strategy transformations, industrial chain vibrations.During the process of internal reorganization in Yunnan Telecom Industry Group, restaurants and hotels that were in poor management and the long-term losses were entrusted, rented, or transferred. The assets that did not need or had been damaged were dealt in accordance to corresponding process. Targeted to form a certain number of scalable and powerful subsidiaries with unique products and services, internal merges and close down have been practiced and meanwhile priorities are given to high potential and prospecting programs. The group is fully aware of present China’s telecom industry structural readjustment, and uses dominant resources to shape fundamental business that can create long-term stable income and to create value chain in strategic partnership with operators, vendors and information service providers.