1988: Back to the human world for a few years

Chapter 534: Story. Reason. Motivation (2)

As mentioned earlier, in that fictional timeline, when Tokyo entered the 30th year of reform and opening up and its economy had achieved leapfrog development, experts who were shocked to find that the economic development between China and Japan was so strikingly similar, after sorting out the island country's journey from the 1990s to the early millennium, were suddenly shocked and broke out in a cold sweat. They then quickly turned their attention to China to see if Tokyo, with its vast territory, had any experience worth learning from, which could not only consolidate the rural grassroots reservoir, but also effectively avoid the huge pitfalls that the island country had once stepped into.

Fortunately, after all, Southeast University has a history of 5,000 years, and there are countless extremely intelligent people among the people, so the experts quickly set their sights on the Jiangsu and Zhejiang regions.

The Jiangsu and Zhejiang regions have always had the habit of sharing wealth with the people. Relying on their unique locational advantages, the per capita income in rural areas has led the country for 38 consecutive years since the reform and opening up. However, when it comes to the village collective economy, it has always been a shortcoming; even in the 1th year after the reform and opening up, nearly 4/5 of the villages in Jiangsu and Zhejiang regions still have an annual income of less than 10 yuan per family (based on a population of )... This standard may be very good in other regions, but in Jiangsu and Zhejiang at that time, it was definitely low income.

In fact, this is not surprising. The area of ​​Dongda is too vast. Not every village has enough resources to develop itself. Even in places like Jiangsu and Zhejiang, which are blessed by God, it is impossible for there to be many wealthy villages everywhere and for every village to enjoy the dividends of the times... Most ordinary rural areas are in a state of lack of inherent conditions, lack of resources, and limited development prospects;
And just as Guangdong is the province with the highest GDP in the country, but the poorest area is also located in Guangdong, the more obvious the siphon effect is, the poorer other areas in the province are likely to be.

Back to topic.

In that fictional timeline, the reason why experts focused their attention on the Jiangsu and Zhejiang regions was actually initially due to abnormal data from two places...One of these two places was Xinchang, Zhejiang, and the other was Pinghu.

The reason why it is considered "data anomaly" is that
On the one hand, this is because the economic activity and per capita income levels of these two regions are significantly higher than the standard levels under conventional mathematical models;
On the other hand, the organizational structure of the leading economic entities that play an important role in these two regions is obviously different from that of ordinary private enterprises.

Therefore, after further visits and investigations, the name "Qiangcun Company" appeared in the experts' sight for the first time.

The so-called "strong village company"
It does not refer to a specific company or enterprise. Instead, it refers to a general term for modern enterprises established in accordance with the principles of "clear property rights" and "return of profits to the village" in order to strengthen the village collective economy. You can understand it as a small group company or enterprise group that uses a modern enterprise management system, but its economic attributes are not mainstream private enterprises or state-owned enterprises, but collective enterprises based on villages.

This seems to have a lot of historical marks, as if it is no different from the village-built companies and rural cooperatives in the 1970s and 1980s... In fact, in many ways, Qiangcun Company is an upgrade and deformation of the original rural cooperative model.

However, the 1.0 version of the village-built companies, due to the lack of modern enterprise management capabilities, often only focus on the little piece of land in front of them and are destined not to make big money... Let alone making big money, most of the 1.0 version of the village-built companies can't even make ends meet, and then gradually disappear in the long river of history.

But Qiangcun Company is different. It not only introduced a modern enterprise management system, but also adopted a relatively fair and open asset appraisal system and a relatively transparent internal operating process. At the same time, it ensured the relative centralization of the operating team, greatly reducing decision-making costs and operating efficiency. It can be said that it not only retained the inherent cohesion of the public economy, but also made up for many loopholes and shortcomings of version 1.0.

The emergence and development history of these strong village companies is also very interesting.

The general idea is...

During the period from the 1990s to the millennium, some places in Jiangsu and Zhejiang, due to the times and location, produced a number of wealthy bosses of all sizes; the villagers could not help but feel envious when they saw them and begged them to take them with them to make a fortune.

Those bosses who have made money are a little worried about this kind of request. After all, their abilities are there. They can help a dozen or twenty people, but how can they help hundreds or thousands of people?
But as for the Jiangnan region, everyone knows that although the clan concept in its rural areas is not as strong as in the southern coastal areas such as Chaoshan, it is much more deeply rooted than in the north. Therefore, when seeing the elders and fellow villagers asking for help, many people really can't bring themselves to refuse.

So, some people took a shortcut and directly set up a company for the entire village. Then, through the connections they had accumulated over the years, they brought some labor-intensive contracting businesses with little technical content to the village... such as urban cleaning, greening maintenance, river cleaning, property management, frozen meat cutting, etc.

Then something interesting happened.

Although these businesses are blue-collar businesses with little technical content, the profits are not low. In addition, the rural people in Jiangsu and Zhejiang regions are not only hardworking but also very smart. So over the years, they have gradually become prosperous and have gained a certain reputation in related fields.

The primitive accumulation is almost completed, so these companies will certainly seek development.

Therefore, according to their own situations and resources, these enterprises have started to extend their businesses and upgrade their industries.

Although the extended businesses are varied, they can be roughly divided into four directions:

The first one is to rely on the leader’s existing business channels, be oriented towards foreign trade business, realize the export-oriented business of “one village, one product”, and be committed to making it bigger and stronger.

The second way is to take advantage of their own location advantages, rely fully on the commodity distribution business and huge local consumer market in first-tier cities such as Shanghai, Hangzhou, and Suzhou, and undertake some intermediate processing and packaging links... Although it is still hard work and the average customer price is cheap, the advantage is the large volume, so they do make some money.

The third type is to use the leader's keen sense of the market to start expanding business in new areas... For example, the later JD.com, the "Suqian University" that was hated by countless flower growers, and those express delivery companies, all of them are of this type.

The fourth type is to focus more on the tertiary industry, and then maximize the advantages of resource integration, playing with all kinds of activities in the fields of tourism, real estate, trust, and supply chain finance. If the profit is not enough, they will not even be interested in taking a look.

In short, this method of exploration from the grassroots was soon highly valued by domestic experts. Even when the reform and opening up entered its 42nd year, the Qiangcun Company model was officially written into the official documents of the Jiangsu and Zhejiang regions, thus entering the fast lane of development.

It is said that it is difficult to walk alone, but it is far to walk together.

In view of the difficulty in the later operation of village-level companies, the competent authorities in Jiangsu and Zhejiang regions, after discovering the positive significance of strong village companies, immediately issued documents to encourage strong village companies to adopt village-to-village joint construction or invest in county and township joint development platforms in order to integrate advantageous resources and expand business scope.

In fact, this approach quickly produced results.

Take the example of a village called Yong'an Village in Yuhang in the story. This village is located in the western suburbs of Hangzhou. In 2017, the collective economic income was only 28.5 yuan (the income of the collective economic sector, not the village's annual income). After the establishment of Qiangcun Company, relying on the strong tourist flow in Hangzhou, the collective economy soared by integrating short-line tourism and agricultural, cultural and tourism. In just three years, it achieved a revenue of more than 500 million yuan.

After tasting the sweetness, Yong'an Village expanded from "seeking wealth in one village" to "sharing wealth together" and established new village-strengthening companies with surrounding villages. In a short period of time, more than 90 village-strengthening companies of different categories were established, and realized a revenue of approximately 1.52 million yuan... In other words, on average each village can generate 660 million yuan in revenue through these village-strengthening companies, and the lowest village can also generate more than 100 million yuan in new revenue.

It can be said that with the help and support of the competent authorities, this strong village company model with great flexibility and elasticity has exploded with huge potential in a very short period of time, allowing countless dormant assets that were previously regarded as worthless to be awakened, and then turned into gold nuggets in various imaginative creative ideas... This undoubtedly proves the unique vitality and vitality of the collective economic framework, and is a slap in the face of some domestic history deniers and imported experts who believe in "Western economics only".

However, although the Qiangcun Company model has very strong vitality and social value in its underlying logic, business is a cruel battlefield after all. If we want to promote this collective economic model on a large scale, we must inevitably consider the homogeneous competition that these Qiangcun Companies will face after large-scale deployment, how to avoid the reappearance of the historical inertia of the big pot, how to stimulate the endogenous motivation of the leaders, and how to strengthen risk control. A series of issues.

Fortunately, Dongda has always been a country with great inclusiveness and creativity. Therefore, after affirming the positive significance of the strong village model and taking it as the first measure to revitalize the collective economy, it quickly explored the second measure...the district group model.

Simply put, after two years of rapid development, the number of various village-strong companies in Jiangsu and Zhejiang regions has reached 2278, with shares in more than 1.1 administrative villages and total profits exceeding 21 billion yuan. Through a large amount of data sample comparison and analysis, everyone found that a single rural attraction cannot meet the diverse consumer needs, and a single industrial link cannot form an effective diffusion effect; the new jobs and economic benefits brought about are naturally extremely limited.

Therefore, after several rounds of discussion, the competent authorities in Jiangsu and Zhejiang regions began to interact organically with the market, breaking down geographical boundaries and regional barriers, and carrying out cross-village linkage, so that scattered scenic spots can be presented in the form of a "large scenic area"; some related industrial links scattered in various villages began to take over and link with each other, and tried to realize the integrity of a certain industrial link and a small-scale economic internal circulation through the establishment of new village companies and equity restructuring.

This is the so-called "district cluster model", which, through human factors, breaks the shackles of space and geography to a certain extent, and integrates the resources in the subdivided fields that are needed by each other in the form of "connecting areas if they are close and leapfrogging if they are far away".

This regional group model has greatly benefited many villages that do not have advantages in individual resources and do not have many industrial forms. Then a model of equal exchange has caught the fast-running train. The most representative of these is a place called "Yu Village". The "Yu Village Grand Scenic Area" jointly built by 17 villages and the corresponding new services and new formats are even regarded as a classic case of rural revitalization in that fictional timeline. (In order to avoid talking about the number of words, this part of the content will not be expanded, just search confidently. By the way, this model is mainly common in tourism projects. When we go out to travel, especially in southern Yunnan, Bashu, Jiangxi and other regions, those fragmented tourist routes that we spend money on are similar ideas.)
In short, the district cluster model circumvents and overcomes spatial limitations to a certain extent through the intrinsic connection between "people" and clan culture. It is a resource coordination model that is very characteristic of Dongda. It also avoids repeated investment and waste by pre-positioning operations. Once a project is completed or the business is reorganized, it can be put into operation immediately. The village collective invests in it with assets and industries, and farmers receive rent, earn wages, and share dividends. It can be said that it kills two birds with one stone.

Of course, in that fictional story, as more and more district group projects emerged, each strong village company realized that their capabilities were limited after all in fighting alone. Only by uniting more strong village companies, only by forming a large enough community of interests, and only by truly uniting to share risks, can the value of resources be maximized and more money be made through the group effect.

Therefore, with the expansion and evolution of business scale, strong village companies began to show hierarchical differentiation. According to their own strength, scale and business scope, they were roughly divided into four levels: village, township, county and city. The capital structure was also divided into various forms such as single village sole proprietorship, joint venture with multiple deposits, and village-level capital investment in state-owned companies/industrial and commercial enterprises... In a word, as long as it can have an effect and as long as it can form a prairie fire, the form can be varied.

However, an objective reality is that it is impossible for all ten fingers to develop the collective economy at the same level; even if a cluster collaborative development model is adopted, those strong village companies with more abundant resources and more developed industries and their villages will eventually be able to obtain more benefits through share allocation;

Therefore, how to enable those villages with insufficient resources to obtain more development opportunities also needs to be answered in practice. So...

The relocation of resources through "enclaves forming clusters" has become the third strategy for developing collective economy in Jiangsu and Zhejiang regions.

The so-called "enclaves banding together" simply means focusing on collective economies and villages with insufficient resource endowments, and through administrative coordination, concentrating resources with strong driving force such as village-level support funds, construction land indicators, and industrial orders in areas with relatively superior conditions, and adopting methods such as co-construction of projects in different locations, secondary reorganization and allocation of human, financial and material factors, and joint development of property economy to enhance the hematopoietic function.

Although this inevitably requires the merger of villages and townships, it can effectively promote industrial joint venture space, and it can also achieve maximum resource integration and optimal factor allocation through replacement methods.

In short, in addition to enclaves within the county, resources can also be connected between counties through this method... In a word, as long as a high-quality project can be replaced and configured, or a relatively complete industrial link can be pieced together, the Qiangcun Company and the competent authority as the supporting party can make greater concessions and provide premium compensation in other aspects.

In fact, the third trick of enclaves banding together has an immediate effect. After all, to some extent, this way of resource exchange is similar to the mutually beneficial business within the state-owned enterprise system in the 1970s and 1980s. As long as risk assessment and control are done well, it will definitely be a win-win situation.

To borrow the example in this story, after the implementation of the enclave cluster model, 91 underdeveloped villages with insufficient resources and 9 villages including Longquan Village with obvious advantages in comprehensive conditions in Tongxiang City in the Jiangsu and Zhejiang regions jointly invested in the establishment of a project called "Tongxiang Puyuan Digital Fashion New City", and carried out a secondary reorganization and optimized allocation of people, capital and materials... In the end, this project quickly achieved profitability with the help and guidance of various personal connections in these 10 villages, and at the first dividend distribution, each village received a profit ranging from 50 to yuan.

Although the profit share is not large, the fact that a joint project of 100 villages can achieve profitability in such a short period of time is in itself a very convincing thing... and anyone with a discerning eye can see that this is an achievement made without the villages fully activating their own potential. Once the project is officially on track, it will be a very promising thing.

In short, once these three axes were explored, they basically laid the foundation for the main development model of the collective economy in Jiangsu and Zhejiang regions. Even the competent authorities in Jiangsu and Zhejiang regions have widely promoted it as a recommended model for the "Mountain and Sea Cooperation Project" to optimize the layout of the regional economy.

In comparison, this "bottom-up" approach, which is essentially a strong village company model that drives rural revitalization through collective economy, is much stronger than the island country's "top-down" rural revitalization plan with large-scale infrastructure as the main carrier.

(It seems that some things cannot be explained in detail, so the content of this chapter has been deleted. If you are interested, you may check the information yourself. The Qiangcun Company model covers too many things both explicitly and implicitly, and it is difficult to explain it clearly in a short time.)
........................

After listening to Yang Mo's second story, Mr. Zhao and Gao Qingfeng looked at Yang Mo with a strange look in their eyes.

This is crazy...

Why does the content of this story sound so familiar?

The Hundred Village Revitalization Plan that you started working on when you were still at the Drilling Company;

After you joined Dahua, you have been promoting the diversion and sinking of industries;
And the projects you invested and diverted to Dezhou and Lanling at a huge cost;

And the qualification requirements for bidding companies in the process of divesting and restructuring the non-performing assets that you led this time...

Are you sure you didn't start experimenting with the Qiangcun Company model early on, just like in the story?

Thinking of this, Gao Qingfeng looked at Yang Mo with a hint of sharpness in his eyes.

three years ago……

This guy is just a small section chief, right?
He started tinkering with these things when he was still a section chief. Isn't this young man too scary?

But what is even more terrifying is...

He walked step by step, and all these ideas that sounded a bit retro and a bit ridiculous were actually successful! ?

Thinking of this, Gao Qingfeng hid the gleam in his eyes and smiled softly: "Boss Yang, this story is very good, very imaginative, and has a lot of room for exploration. It is also more in line with the mainstream thinking and position of our China...Boss Zhao, I think the idea of ​​this Qiangcun Company is very worth a try, and it is even worth promoting on a large scale!"

The last sentence was directed to Mr. Zhao.

Hearing this, Mr. Zhao nodded slightly and said, "Collective economy is also an important part of the public economy. Those southern media are always talking about our state-owned enterprises and the state-owned economy... I really want to know how they would evaluate the collective economic development ideas based on the strong village enterprises in the story."

It can be seen that Mr. Zhao has a lot of opinions about those southern media.

It can also be seen that he is very interested in and confident about the strong village enterprise model in the story.

Someone who can reach Mr. Zhao's level is certainly not a fool. He can naturally detect the problems that Gao Qingfeng can detect, and he is even more certain... You know, he forced someone to be a guide for several days and visited many village-level experimental projects.

Thinking of this, Mr. Zhao nodded gently towards Yang Mo: "Xiao Yang, it seems that today's intellectuals are not only very bold in their thinking, but also have rigorous logic in the conception of novel stories!"

"The strong village model mentioned in this story is very good... Please organize this story when you go back. I will share it with my old comrades when I get back."

Upon hearing this, Gao Qingfeng looked at Mr. Zhao in surprise.

He naturally knew what level of people the "old comrades" that Mr. Zhao mentioned were, and he also knew that the so-called "sharing it with them to have a good look" naturally could not be just a matter of taking a look and being done with it.

I'm afraid that Mr. Zhao values ​​this young man even more than I originally thought!

He hasn't even made a complete case yet, and hasn't conducted any post-mortems, but he's thinking about sharing this model with his old comrades now?

Unexpectedly, Yang Mo just shook his head and said, "Mr. Zhao, there is no perfect model in this world. Although the Qiangcun Company model is good, it has its own stage limitations and various drawbacks."

As he spoke, Yang Mo took the third cigarette from Mr. Zhao under his slightly surprised gaze, and then asked inquiringly, "Isn't there an independent story that hasn't been told yet? Otherwise... Mr. Zhao, it won't be too late to make a decision after you finish listening to the third story?"

Mr. Zhao frowned slightly: "The third...story?"

Without ups and downs and twists and turns, it cannot be called a good story. Since the second story gave him unlimited room for imagination, as expected, the content of the third story would probably not be pleasing.

Yang Mo nodded gently: "Yes, the third story... a story about a strong village enterprise called [Sangua Commune]."

(End of this chapter)