The 60th Anniversary of Peak Entrepreneurship
Release time:
2020-08-14
Record of the 60th Anniversary of the Start-up of Peak
A few miles north of Jinhua City, there is a mountain called "Peak", which is more than a hundred feet high and stands tall and upright. The so-called "Solitary Mountain is very beautiful and looks like a lotus" in the book of public opinion. In AD 1,958, the state raised more than 100 cement plants in the region in order to revitalize the industry, with Jinhua as the first, which was the beginning of the cement industry in central Zhejiang. When it was time, hundreds of people gathered at the foot of the peak mountain, carrying mines with plates, hammering stones, kneading materials with bare hands, firing in mud kilns, and milling with mortar. After two years and the completion of the factory, in the name of "Jinhua. In another 20 years, the trademark "Peak" was registered and its reputation became wider and wider.
to the wind of reform, the world is all about the economy. Du Gong served as the factory director since Hong, so he made a "horizontal alliance", borrowing the living water of private enterprises to break the shackles of state-owned enterprises. In just three years, the scale has increased several times, and Jianfeng Group has also emerged. After that, the integration of resources and the line of joint-stock system, the units of one heart and one mind, the development of gradually into a better situation, Wu people to serve the peak and arrogant. Therefore, there is also the refinement of the spirit of "unity and struggle, truth-seeking and innovation, determination to rise to the top, and climbing the peak forever", which has always sharpened the meaning of Do not forget your initiative mind. To the stock listing and pull the industry's top, from the foot of the peak mountain road blue ray, has been thirty five years.
"Yi" Cloud: Poor will change, change will pass, and general will last for a long time. All operators, do not want to long-term. Spike listing, reputation day. Coinciding with the decline of the cement industry, the profit is no more than a penny, and the industry has repeatedly sighed at being poor. In order to seek general change, the implementation of a pluralistic strategy, the most prosperous when a few more than 30 industries, or a taste, or a shortage of linger. Only medicine is related to the people's livelihood, and it gathers talents from all over the world. It pays equal attention to production, learning, and research. It is cultivated externally and refined internally. By the turn of the century, it has gradually become more powerful. Suitable cement vitality and recovery, open new industry in Hangzhou, Hubei, double main situation is beginning to show.
There are ups and downs in March, especially in business. Will expand domestic demand and build infrastructure, cement prices, all parties flocked to, over a few years, kilns lined up. There is also a national policy of environmental protection and consumption reduction to production capacity, enterprises such as frost and snow, Jian but not self-sufficiency, committed to foreign investors do not know how many. At a time of hardship, China Building Materials went south to Jiangsu and Zhejiang to help the dangerous mansion. The peak responded with pride and worked together to rectify the southeast. Not long after the establishment of Southern Cement, the media had the reputation of "China Cement Aircraft Carrier. In this good time, the peak cement broke through and went west, and immediately became the leader in Hubei and Guangxi industries. Jiang Gongxiaomeng also took over the post and took charge of the portal, setting the strategy of "cooperating and innovating to strengthen the main business, standardizing science and seeking development". Cement and medicine complement each other and form a horn. Since then, the peak swept away the clouds that covered the eyes, and then showed the sharp edge of the famous sword. In the ten years after
, with the goal of "a century-old enterprise", the peak will stick to the industry and unswervingly, transform and integrate strong muscles and bones inside, and take advantage of the trend to forge ahead and develop the market outside. The new factory is located in southwest Yunnan, and cement is sold in several countries around Myanmar, Laos and Vietnam. The overall situation is in Zhejiang, Shanghai, Anhui and Guangxi, and the medical bases are in good. Advancor the big health fields, huimin public strong in the disease, expand warehousing logistics, help domestic foreign trade to integrate, the rest of the cable and other industries, but also vitality. Performance, honor, for the industry's attention.
During the past 60 years, the peak has been treading on thin ice and has been doing various things. Looking at the overall situation and proceeding to be subtle; Even though the world changes, the pace is steady and the same, which is a model for management. He also spared no effort to help the needy and donated tens of millions of dollars, which was widely praised by the world. It goes without saying that industry is the foundation of the economy and the peak is the place to rely on.
Praise: Fu Feng is towering, Wu Shui Tang Tang, the ancient city has been famous for thousands of years. The beginning of the mountain col, the four sides of the mind, the hidden dragon leaps, and looks at angzang.
Keep the foundation and keep the heart, forge and cast the winning ground, and the fire will spread far and wide. Today, although the flower armor, aspire to the sky, dream for a hundred years, more glory!
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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