Centennial (III) of the Communist Party of China
Release time:
2021-04-01
1930 to 1934 , the Kuomintang army launched five "encirclement and suppression " operations against the central revolutionary base areas in Jiangxi. Under the leadership of the Communist Party of China, after several years of arduous and tortuous guerrilla warfare, the Red Army had grown to about 10 in the summer of 1930 , and opened up more than a dozen revolutionary bases in more than a dozen provinces. The rapid development of the Chinese Workers' and Peasants' Red Army and the increasing expansion of the revolutionary base areas, especially Li Lisan's "Left " adventurist military operations, shocked the Kuomintang's reactionary rule. As soon as the scuffle between the warlords of Jiang Feng Yan was over, Chiang Kai-shek mobilized his army and launched a large-scale counter-revolutionary "encirclement and suppression " against the Red Army and the revolutionary base areas.
1931 11 April 7 ~20 , the First National Congress of the Chinese Soviet was held in Ruijin, Jiangxi Province, announcing the establishment of the Provisional Central Government of the Chinese Soviet Republic.
1932 2 3 , Mao Dun, Lu Xun, Ye Shengtao, Yu Dafu, Ding Ling, Hu Yuzhi, Chen Wangdao, Feng Xuefeng, Zhou Yang, Tian Han, Xia Yan, Yang Hansheng and other 43 people jointly published "Shanghai Cultural Circles Report to the World", angrily denouncing Japanese imperialist aggression and opposing Kuomintang's non-resistance, calling on the proletariat and revolutionary cultural groups around the world to support China's anti-Japanese struggle.
1933 9 , in the fifth anti-"encirclement and suppression " , under the influence of Wang Ming "left " adventurism, Li de and others implemented a purely defensive military line, first implementing adventurism in attack and then conservatism in defense after encountering setbacks. Their wrong command caused the Red Army to lose many battles and battles from late 1934 1 to late 3 . The Red Army and the revolutionary base areas suffered heavy losses, leading to the failure of the Central Red Army's fifth anti-"encirclement and suppression " . The main force of the Central Red Army was forced to withdraw from the Central Revolutionary Base, break through the encirclement and transfer, and begin the Long March.
1935 1 In May, the Red Army captured Zunyi on the way to the Long March. The Political Bureau of the CPC Central Committee held an enlarged meeting here, which was historically called the Zunyi Conference. This is the first meeting in which the Communist Party of China independently uses the basic principles of Marxism-Leninism to solve problems in its own line, principles and policies. This meeting ended Wang Ming's "Left " dogmatism rule in the Central Committee. In fact, it established the correct leadership of the Party Central Committee with Mao Zedong as the core. At an extremely critical historical juncture, it saved The party saved the Red Army and the Chinese revolution. In the history of the Chinese Communist Party and the Red Army, is a life-and-death turning point.
1935 1 April to 3 June, Mao Zedong commanded the central red army to move to the three provinces of Sichuan, Guizhou and Yunnan, repeatedly crossing the Chishui river, skillfully interspersed between the encirclement and suppression of hundreds of thousands of heavy Kuomintang groups, continuously creating fighter planes, annihilating a large number of enemies in the movement, firmly grasping the initiative on the battlefield, and smashing Chiang Kai-shek's plan to encircling the Red Army, in the history of the Red Army's Long March, it achieved a glorious example of winning more with less and changing from passive to active.
1935 8 , the Red Army was on the way to the Long March. The Central Government of the Chinese Soviet Union and the Central Committee of the Communist Party of China issued a "Letter to All Compatriots for Anti-Japanese and National Salvation", which is the famous "August 1 Declaration". The declaration analyzed the domestic political situation after the "9 18 " Incident, exposed the Japanese imperialists' aggression against North China and their ambition to destroy China, denounced the Kuomintang's non-resistance policy, had a profound influence on patriots from all walks of life in the country, and promoted the development of the anti-Japanese national salvation movement.
193512 April 9 , thousands of college and middle school students in Peiping (Beijing) held a demonstration to resist Japan and save the country, opposing the autonomy of North China, resisting Japanese imperialism and demanding the preservation of the integrity of China's territory. The patriotic actions of Beiping students and slogans such as "Aid Suiyuan Anti-Japanese War " and "All Parties Unite " have won the response of students across the country and the support of the people across the country, forming the new climax of the national people's anti-Japanese democratic movement and promoting the establishment of the anti-Japanese national united front. This is a large-scale student patriotic movement led by the Communist Party of China.
193512 July, the Wayaobao Conference was held, which determined the strategic policy of the anti-Japanese national united front. The meeting analyzed the new changes in domestic class relations after the North China Incident, discussed the anti-Japanese national united front, the national defense government, and the anti-Japanese allied forces, and criticized the long-standing "Left " closed-door doctrine in the party., Formulated the strategy and policy of the anti-Japanese national united front.
193610 June, the three main forces of the Chinese Workers' and Peasants' Red Army successfully joined forces, announcing the end of the Red Army's Long March victory. The Long March lasted two years and moved to 14 provinces, with the longest journey of about 25,000 miles. After going through twists and turns, we have overcome many difficulties and obstacles, preserved and trained the basic strength of the revolution, transferred the base camp of the Chinese revolution to the northwest, and created conditions for the development of the Anti Japanese War and the development of the Chinese revolutionary cause. It is a heroic epic written by ordinary people in the history of modern human war.
More information
Recently, it was learned from the competent department that the "ERP/MES full-process informatization" project of Jianfeng Pharmaceutical Company has been included in the list of key projects of "integration of industrialization and industrialization" in Jinhua City, and has now entered the publicity period. In order to speed up the in-depth integration of informatization and industrialization, according to the evaluation criteria in Jinhua City's "Several Opinions on Accelerating Informatization Construction" and "Jinhua City Informatization and Industrialization Integration Key Project Management Measures", 148 projects were included in 2017 Jinhua City's "Integration of Industrialization and Industrialization" key projects. The "ERP/MES Full Process Informatization" project of Jianfeng Pharmaceutical Co., Ltd. was finally included in the list after being recommended, material reviewed and expert reviewed by Jinhua Economic and Information Committee. The ERP-level subsystems of ERP/MES full-process informatization project include sales system, procurement system, MRP system, GMPQbD system, connecting UFIDA financial software and HR system. MES-level subsystems include industrial data acquisition and monitoring system, GAMP/MES system, eBPR (electronic batch production record system), cGMP quality assurance system, QC/eBTR(QC process and electronic batch inspection record system), LIMS system, etc. After the construction is completed, the visualization of drug production process and the collection and integration of industrial data will be realized. Realize the electronization of drug production process parameters, electronic batch production and inspection records; the realization of big data integration of industrial data and information will also be in line with the regulatory concept of GMP data integrity and quality traceability to the greatest extent. The establishment of a unified enterprise information platform will eliminate information islands and realize data one.
2020
07-31
The company's first-half profit record high
According to the 15th meeting of the ninth board of directors of the company on August 25, in the first half of 2017, the company achieved a net profit of 240.5357 million yuan, the highest level in half a year's history. In the first half of 2017, the company focused on the general work policy of "grasping trends, precise development, strengthening management, and improving efficiency", grasping the opportunities brought by economic structure optimization and industrial upgrading, strengthening lean production and management improvement internally, and actively exploring externally Develop new opportunities and continue to promote the "three reductions and three improvements" work. Through the joint efforts of all employees of the company, the best semi-annual performance in history has been achieved. As of the end of June 2017, the company's total assets were 4.226 billion yuan and net assets were 2.511 billion yuan; the company achieved total operating income of 1,305.9327 million yuan, an increase of 18.42 percent over the same period last year, and net profit attributable to owners of the parent company was 240.5357 million yuan, an increase of 132.11 percent over the same period last year. Earnings per share are 0.7 yuan. In the second half of the year, the company will continue to focus on the annual business plan, carry out in-depth work of "three reductions and three improvements", further do a good job in internal control, prevent business risks, and further do a good job in safety and environmental protection. we will further develop and improve the complementary relatively diversified main business structure and constantly enhance the company's core competitiveness. The 15th meeting of the 9th board of directors held on August 25 was presided over by Jiang Xiaomeng, chairman of the group company. Four proposals and reports including the 2017 semi annual report and the proposal on the change of the company's accounting policy were deliberated and passed. on the same day, the 12th meeting of the eighth board of supervisors was held,
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-30
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
Spike Pharmaceuticals set out to explore a new sales model
Agency and Terminal Link Production and Chain Cooperation Spike Pharmaceuticals to Explore New Sales Models From August 16 to 21, the 2017 China Pharmaceutical Retail Industry Information Conference (hereinafter referred to as "Xipu Conference") with the theme of "Building a Blueprint-Market Awakening Focusing on Demand" was held in Boao, Hainan. Huang Jinlong, deputy general manager of the group company and general manager of the pharmaceutical company, and relevant leaders of Spike Health, pharmaceutical sales company and Spike Pharma pharmacy were invited to attend the event, to create a new sales model "road". This year coincides with the 10th anniversary of the Western Conference. More than 1200 mainstream chain pharmacies, more than 800 brand pharmaceutical industries, more than 100 cross-border affiliated institutions, more than 130 top domestic and foreign capital institutions, more than 60 representatives of authoritative media, and authoritative experts in the industry, with nearly 4000 people gathered in Boao. The meeting combed the context of the pharmaceutical retail industry in the past ten years, discussed the development of the industry in the new decade, and built a new blueprint for the industry. During the meeting, Huang Jinlong led the peak participants to have in-depth exchanges with the organizers of the conference and industry experts on issues such as the impact of national policies such as the brand strategy of enterprises, the role of brand enterprises in the industry, medical reform, prescription outflow, etc. on the original sales mode of pharmaceutical enterprises. He also had extensive contact with pharmaceutical counterparts and terminal chains, listened to front-line sales experience, collected relevant information on terminal chains, and collected market trends of the top 100 chains. In the past ten years, the scale of drug retail sales in China has increased from 143 billion yuan to 337.7 billion yuan, and the chain rate has increased from 35.3 percent to 49.4 percent.
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
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