"继续下大气力解决民营企业融资难融资贵问题。"习近平总书记在今年民营经济座谈会上提出重要要 求。江苏民营经济成为创业就业的主要领域、技术创新的重要主体、财税收入的重要来源，为全省经济 社会发展作出重要贡献。 民营经济的高质量发展，离不开金融的高质量支撑，也对金融服务不断提出新要求。省委金融办最新数 据显示，截至今年上半年，全省民营经济贷款余额7.02万亿元，同比增长8%；截至目前，全省境内上 市公司达712家，其中超七成为民营企业。这背后，是江苏金融系统坚持以服务实体经济为本职，全力 为民营经济发展保驾护航。 产品持续"猛上新"，内生动力"抢市场" "小微贷""苏科贷""苏岗贷""苏农贷""专精特新贷""绿色工厂贷""专利执行保险""中试项目费用损失保 险""数据资产损失费用保险"……我省金融机构产品琳琅满目，且与时俱进不断推陈出新。 多元化的产品，是金融机构服务民营企业的直接载体。"希望发挥'金融+财政'组合杠杆撬动作用，引导 鼓励民企积极开展设备改造和产能升级，向高端化、绿色化、智能化发展迈进。"江苏银行公司业务部 负责人说。2024年以来，该行创新推出"设备更新贷"，并在全省落地首单设备更新贴息业务。截 ...

2025年8月18日，由广东省发展和改革委员会、广东省委金融委员会办公室、广东省科学技术厅、广东 省工业和信息化厅、广东省财政厅、广东省人民政府国有资产监督管理委员会、广东粤财投资控股有限 公司主办，广东省创业投资协会、广东粤财创业投资有限公司承办，清科创业协办的广东省创业投资与 创新创业项目对接机制"粤创金桥"启动活动在广州成功举办。 活动汇聚了200余位来自政府部门、行业协会、重点高校、研究院、知名创投机构、银行、证券机构、 创新创业企业以及科技成果转化项目的代表。活动进行了"粤创金桥"活动启动仪式及项目路演，广东省 发展和改革委员会党组成员、副主任、省大湾区办常务副主任朱伟出席并讲话。 发展创业投资是促进科技、产业、金融良性循环的重要举措，对于经济大省挑大梁、塑造广东发展新动 能新优势具有重要意义。近期，广东出台了《广东省进一步促进创业投资高质量发展行动方案》，围 绕"募投管退"全链条，从培育创投机构、拓宽资金来源、健全退出机制等5个方面制定了19项具体措 施，支持创业投资做大做强。在此背景下，广东省发展和改革委员会联合省有关部门正式启动广东省创 业投资与创新创业项目对接机制"粤创金桥"活动，致力于打造 ...

Core Viewpoint - The article emphasizes the critical phase of China's "15th Five-Year Plan" (2026-2030) as a window for strategic transformation for group enterprises amidst global industrial restructuring, technological breakthroughs, and carbon neutrality goals. It introduces an "Eight Battles" framework to address the complexities faced by these enterprises in navigating traditional business challenges while seizing opportunities in emerging industries [1][24]. Group 1: Strategic Challenges - Group enterprises must recognize the core trends during the "15th Five-Year Plan" amidst uncertainties, focusing on three overlapping shocks: geopolitical conflicts, accelerated technological transitions, and social structural changes [1]. - Despite the inability to predict macroeconomic trends accurately, enterprises can identify four certainty axes: continuation of globalization, economic center shifting eastward, deepening technological revolution, and endogenous economic growth in China [2][3][5]. Group 2: Strategic Positioning - Enterprises need to transform their strategic positioning from administrative control to value management, focusing on resource allocation, risk management, and capital distribution based on ROIC (Return on Invested Capital) [8][11]. - The role of group headquarters should evolve into a guiding force for strategic direction, capability builder, and risk management facilitator [8]. Group 3: Business Portfolio Management - A systematic evaluation of industry attractiveness and business competitiveness is essential to categorize existing business units into core, growth, and opportunity/adjustment segments [11]. - Enterprises should adopt a dual approach of enhancing core capabilities while exploring adjacent and new business opportunities for optimization and upgrading [11][15]. Group 4: Asset Optimization - Controlling low-yield or non-viable business assets is crucial to avoid inefficient expansion and ensure healthy business development [13]. - Establishing a "ROIC-Cost of Capital" management mechanism can aid in effective asset optimization by categorizing businesses into growth/core, opportunity/adjustment, and exit categories [13]. Group 5: Management Efficiency - Improving operational efficiency and optimizing internal management processes should be a focus during the "15th Five-Year Plan" [18]. - A comprehensive planning mechanism from strategic formulation to execution and review is necessary to enhance overall management quality [18]. Group 6: Control Model - The construction of a support system is vital for group enterprises, emphasizing the restructuring of resource acquisition and utilization paths [20]. - The "4S" functions (Shaping, Servicing, Safeguarding, Skill) should be leveraged to enhance management capabilities and market competitiveness [21]. Group 7: Integrated Strategy Model - Enterprises should develop a tri-circle linkage strategy model encompassing industry, assets, and capital to drive growth [22]. - This model involves a dynamic cycle of strategic planning, execution, and review, supported by effective resource allocation and capital operation strategies [22]. Conclusion - The "15th Five-Year Plan" period represents a pivotal transition for group enterprises from efficiency-driven to innovation-driven growth [24]. - The interconnectedness of the "Eight Battles" will enable enterprises to transform strategic planning into capabilities, thereby achieving resilience and leadership in value creation during turbulent times [24].