The Case Study Of State-owned Shipping Enterprise Asset Reorganization

The State-Owned Enterprise reform as the key link of the economic system restricting is currently developing fast.From the current policy and market perspective,the State-Owned Enterprise reform will further speed up.The promotion of the State-Owned Enterprise reform and the comprehensive improvement of State-Owned Enterprise development mechanism can accelerate the strategic restructuring of the state-owned economy.With the acceleration of the State-Owned Enterprise reform,the impact of the assets restructuring becomes more significant.The assets restructuring will lead to optimized allocation of resources,improve economic structure,and higher competency and profitability of the State-Owned Enterprise.In this paper,I use the CSCL as the example.Firstly,this paper defines the concept of asset restructuring based on the scholars,and introduces the theory of assets reorganization.And then introduces the general situation of the company before reorganization,including the company profile,ownership structure,and the main business situation.At the same time this paper analyzes the reason why they choose this reorganization object and lists the company's entire process of asset restructuring.On the basis of this,this paper makes a detailed analysis on the performance of the reorganization of the company by using literature research and case analysis method.Finally,it puts forward some suggestions on the risks faced by the company after the reorganization,and puts forward some suggestions from the investor's point of view.Through the study of CSCL's assets reorganization,we get the following three conclusions: the first point is a major asset restructuring for the company's short-term financial performance is not much stimulus;the second point is that asset restructuring is not always good news for the company's share price;The third is whether the success of asset restructuring is not only to see whether the reorganization plan is approved,the reorganization after the reorganization is also the key to the success,In different enterprises,the corporate strategy,corporate culture,production model,and personnel management are not the same,in order to play a synergistic effect and generate a chemical reaction requires follow-up efforts.