Core Insights - The global economic landscape is undergoing profound changes in 2024, with a new wave of mixed-ownership reform emerging [2] - Successful mixed reforms have led to resource optimization and value multiplication for some companies, while others have faced significant failures due to substantial and human obstacles [2] - The "Enterprise Mixed Reform Theory System" proposed by Li Shiyong provides a systematic approach to address these challenges, dividing the mixed reform process into eight key stages with targeted solutions and practical tools [2][4] Group 1: Challenges in Mixed Reform - The primary challenge for private enterprises in mixed reform is bridging the gap between "enterprise operational standards" and "national merger standards" [3] - Substantial obstacles include financial chaos, unclear asset ownership, and compliance issues, which directly touch regulatory red lines [2][3] - Human obstacles manifest as complex internal interest structures, cultural conflicts, trust crises, and mismatched core personnel capabilities [2][3] Group 2: The Eight-Stage Theory System - The "Enterprise Mixed Reform Theory System" is based on over twenty years of practical experience and is divided into eight logical stages, each with clear objectives and potential obstacles [4][5] - The first stage focuses on identifying and introducing professional project managers with comprehensive mixed reform experience [5] - The second stage involves establishing preliminary cooperation intentions with potential acquirers, including signing confidentiality agreements and conducting non-binding discussions [6] - The third stage is critical for preparing due diligence materials, addressing the significant gap between operational and national standards [7] - The fourth stage emphasizes efficient cooperation during on-site due diligence, requiring a professional team and thorough preparation [8] - The fifth stage involves negotiating significant risks and valuation adjustments based on due diligence results [9] - The sixth stage focuses on finalizing transaction terms, including price and governance structures [11] - The seventh stage is about executing asset and equity transfers, ensuring all legal and practical procedures are completed [12] - The eighth stage ensures a smooth exit for original shareholders, addressing potential disputes and payment risks [13] Group 3: Practical Tools and Models - The theory system includes various models to support each stage, such as the mixed reform enterprise valuation model, which enhances valuation accuracy by over 60% [15] - A comprehensive roadmap model visualizes the mixed reform process, improving project management efficiency by an average of 40% [16] - Specific operational guidelines for each stage are provided, significantly reducing execution difficulty [17] - Tax optimization models have helped companies save substantial tax burdens while remaining compliant with regulations [18] - A model for clarifying and valuing intangible assets has increased the assessed value of core technologies significantly [19] - Financial standardization models help companies meet merger financial standards within 3-6 months [20] - Standardized templates for due diligence responses have improved due diligence pass rates by over 50% [21] Group 4: Addressing Human Obstacles - Human obstacles include issues such as overreach by owners, inflated desires of executives, and covert resistance from stakeholders [22][23][25] - Solutions involve establishing clear responsibilities, ensuring professional management, and creating effective incentive mechanisms [26] - The combination of soft and hard solutions is essential for successful mixed reform, with data showing that comprehensive approaches can increase success rates from 30% to 80% [26]

Group 1 - The global economy is undergoing profound structural changes, characterized by weak growth momentum, intensified geopolitical conflicts, and a dilemma of high inflation, high interest rates, high debt, and low growth [2] - Private entrepreneurs' ability to accurately assess the economic situation and grasp development trends will directly determine the scientific and feasible nature of corporate strategy formulation [3][4] - Many enterprises are still stuck in traditional development models, incurring high trial-and-error costs [3] Group 2 - The current global economic situation is viewed as the early stage of a Great Depression, which is a core manifestation of a century-long change [5] - The Great Depression is not a natural phenomenon but a forced correction due to long-term deviations from objective economic laws [5] - The evolution of this crisis is expected to present three stages: "value return period" (2023-2025), "structural adjustment period" (2026-2028), and "order reconstruction period" (2029-2031) [6] Group 3 - The current economic crisis is marked by a deep restructuring of the post-World War II international economic and political order [8] - The dollar is entering a historical "value return" process, with its share in international settlements dropping from 73% in 2001 to 47% today [9] - The new colonialism is in a "structural adjustment" decline cycle, with a significant shift towards decolonization movements led by countries like those in BRICS [10][11] Group 4 - The decoupling of the US and Chinese economies has initiated a new era of de-globalization, fundamentally altering the global economic landscape [12][13] - The current economic crisis is compounded by a technological revolution, with the fifth and sixth industrial revolutions reshaping industries and accelerating the pace of corporate evolution [14][15] Group 5 - The economic crisis is characterized by a "crisis transfer" mechanism, where developed countries are shifting internal crises externally through monetary, industrial, financial, and geopolitical dimensions [17][18] - The domestic economy is expected to face profound impacts, including a debt crisis for local governments and state-owned enterprises, leading to a series of chain reactions [19][20] Group 6 - A wave of bankruptcies and restructurings among private enterprises is anticipated, as the old growth model based on demographic, resource, reform, and industrial chain dividends is nearing exhaustion [21][22] - The A-share market is undergoing a significant valuation system reconstruction, with traditional fundraising models becoming increasingly unsustainable [22][23] Group 7 - The current economic downturn is expected to exacerbate social tensions, with rising litigation and social unrest due to economic pressures [24] - The crisis is likely to lead to a significant increase in the number of corporate bankruptcies, particularly among small and medium-sized enterprises [24] Group 8 - To effectively respond to the economic crisis, a systematic crisis response mechanism is needed, focusing on local government debt resolution, financial system restructuring, and enterprise transformation [28][29] - Enterprises should adopt a digital asset strategy, enhance governance, and prepare for mixed ownership reforms to ensure adaptability and resilience [32][34]