战略性新兴产业发展中的困难、问题与对策研究

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经过三十年努力，中国经济总量超过日本，成为全球第二大经济体，标志着中国经济实力与综合国力，达到了一个新起点。当此之时，中央提出实践科学发展观，转变经济发展方式，大力发展战略性新兴产业，谋划布局和抢占中国经济未来发展的制高点，具有十分深远的战略意义。同时，发展战略性新兴产业，对于克服当前产能过剩、市场萎缩、成本上升、资源依赖型经济环境负担过重、发展粗放后继乏力等诸多结构性、质量性矛盾，具有十分突出的现实意义。中央决策和规划一经提出，全国各地迅速响应，积极跟进，各地各级政府纷纷提出与之呼应甚至更为先进的战略性新兴产业发展规划，广大企业更是不失时机抢抓机遇，争先恐后争上新项目，高歌猛进新产业。因此，产业结构趋同、低水平重复建设、困于技术瓶颈而被迫集中在新领域的产业链低端，却忽视新兴产业的前瞻性风险性特点，盲目冒进的现象，已经引起国家有关部门和领导的忧虑，并发出了理性和富有远见的真知灼见。这对于健康有序、积极稳妥地发展我国战略性新兴产业，十分及时和必要。但是我们发现，现在针对战略性新兴产业发展问题的关注和分析，注意力仍集中在宏观的政府行为层面，而对于更为广泛、具体、直接的企业层面的问题，尤其是民营企业方面的问题，还少有人关注和研究。发展战略性新兴产业，企业是主体。对于我们在基层工作的同志，还应再增加一个意识，民营企业才是真正的主体。企业层面的问题，民营企业的表现更为典型。企业层面的问题以及客观困难，将更为直接和深刻地影响我国战略性新兴产业的健康发展，应当及时引起政府部门和相关人士的充分重视。现根据对余杭区初步调研以及外部信息的收集研究，分析如下。一、余杭区战略性新兴产业发展现状当前，余杭区战略性新兴产业涉及了新一代信息技术、新能源、新材料、生物、新能源汽车、高端装备制造、节能环保七大产业的全部领域，出现了南都电池、中宙光电、飞华照明等代表性企业。2010年，战略性新兴产业完成规模以上工业总产值684亿元，占全区规模以上工业产值的52.78%，同比增长30.59%；实现销售收入670.71亿元，同比增长34.03%；实现利税59.54亿元、利润47.09亿元，同比分别增长55.78%、38.75%；主营业务涉及战略性新兴产业的企业831家，战略性新兴产业国家火炬计划重点企业13家，国家重点支持领域企业120家，全部是民营企业。其中高端装备制造产业的产值比重较大，2010年规上产值为468.8亿元，占战略性新兴产业规上总产值的68.54%。表1 余杭区战略性新兴产业情况表产业企业家数（家）2010产值（亿元）2010销售收入（亿元）10利税（亿元）10利润（亿元）高端装备制造业624468.8459.4337.0624新一代信息技术6543.8541.964.583.36节能环保5841.2343.993.772.9新能源汽车2842.1139.053.542.71生物2619.1119.365.654.73新能源2134.8734.221.836.93合计831684670.7159.5447.09图一  余杭区战略性新兴产业产值分布二、企业层面存在的问题与困难企业层面的问题，往往既是政府问题的果，又是导致政府宏观问题的因，问题又总是与各种困难相互交杂，令企业在发展战略性新兴产业的过程中，困难重重，进而涉险，退而不舍。在战略性新兴产业发展过程中，民营企业以快速的市场反应能力、灵活的机制，在多个细分领域快速形成竞争力，如大飞机项目、电驱动汽车、光伏产业、纳米材料、生物制药、物联网、节能环保等都有民营企业的活跃身影和骄人业绩，甚至还有浙江民营在日本核电事故后，开始追踪和研究更为安全的第四代核电技术了。但由于受资金短缺、专业人才匮乏等因素制约，在发展战略性新兴产业中，民营遭遇了比国营企业更多的问题和困难。1. 信息不对称企业有进入新兴产业意愿却难寻切入点在国家发展战略性新兴产业战略方针的主导下，出于转型升级和资本逐利的需要，许多有富余资本和融资能力的民营企业，都充满了发展新兴产业的强烈意愿和动力。但由于技术、经济和市场信息无从获得，当前以此为盈利目的的技术研究、技术服务与中介机构又多有商业倾向性，面对完全陌生和复杂的新兴产业，面对尚不清晰的产业链，面对谁也无法作出基本预测的市场需求，很多企业费时费力，也难以找到进入新兴产业的切入点，既不能迅速抓住新兴产业的机遇，又耽误和影响了对传统产业的关注和提升。如余杭众多的家纺企业，在产业升级空间有限，节能减排倒逼压力不断加大的形势下，转型新兴产业的热情很高，却很难找到合适的切入点和机会。2. 单个企业的转型发展模式凸显整体实力不足的通病战略性新兴产业的发展，具有战略性、前瞻性、长期性和风险性特点，技术要求高、资金投资大、回收周期长、市场有待培育，介入其中需要有充足的资金来源和保障，更需要有足够的耐心与时间。多家企业、多方优势的广泛合作，是形成整体合力，分化风险的有效办法。但由于合作意识薄弱、利益分割等多种复杂的原因，多数企业在进入战略性新兴产业时，更愿意选择单个企业独立发展的模式，甚至还有少数企业在起步不久初具规模时，又迅速分化瓦解为数个更小的单体。民营企业不善合作发展、乐于单打独斗、喜欢各自为头的经营与发展模式，极大地削弱了民营企业发展战略性新兴产业的整体实力，因此大多数企业只能选择那些技术门槛相对较低、投资规模相对较小、市场前景较明朗、回报周期快的产业。对此，全国政协委员、环境保护部副部长吴晓青认为这是因为企业缺乏有效的产业组织形式。3. 前期工作方法不正确使决策盲目且面临较大风险转型升级和发展战略性新兴产业，多数企业主要是通过投资新项目、进入新产业来实现的。因此开展前期工作和机会研究，对新产业、新项目进行经济、技术可行性研究，预测未来市场趋势，构建多方案进行比较，分析未来风险制订防范措施，就显得十分重要。但是多数企业对这一环节工作的重要性、艰巨性和科学性认识不足，常常委托相关机构依照既有模板与通用数据，改造一个新版本，得出一个与主观意愿基本一致的结论，用以支持自己的投资冲动与决策。更有企业根据老板自身的判断得出结论之后，找人编一个本子自圆其说，既用以证明自己的判断，更用以向政府要资源要政策。如某地有企业委托专业机构做一个五十多亿元的新兴产业项目研究，为抢抓机遇尽快决策，要求对方一个月内完成，为节约经费降低成本只愿出二十万元经费，连国际0.5-1%通行标准的零头还不到。试想根据这样的研究报告作出的决策，企业将会冒多大的投资风险，低水平重复建设的产能过剩又会多么严重。4. 研发经费不足和科技人才稀缺先期已经进入新兴产业的企业，比之尚在观望转型中的企业，积累了较丰富的信息、人才和技术资源，把握了业已显现的市场机遇，这是发展战略性新兴产业的基础力量。但是由于这些企业的投资回报压力较大，难以安排较大比例的研发经费，同时企业单体规模尚小，研发经费总量很少。同时，由于职业价值观、社会地位、经济待遇、社会保障、事业条件、成功机率等多方面的客观原因，国内企业尤其是民营企业对科技人才的吸引力一直不强，人才不足和稳定性不够，已是困扰企业多年的问题。所以，经费不足和人才缺乏的双重困难，导致企业研发实力低下，无法进行技术研发和创新，更难以建立自己的技术优势与核心竞争力，企业在新兴产业中的发展后劲与竞争力严重不足。对此杭州市的一项分析表明，七大战略性新兴产业相关企业中，有185家企业专利公开量为零，占所有相关企业数的32.7%，有264家企业发明专利公开量为零，占46.7%。5. 部分企业在新兴产业中仍处于产业链的低端战略性新兴产业是新兴科技与新兴产业的新型融合，企业转型发展战略性新兴产业的核心与优势，在于掌握特定产业链中的关键技术，拥有产业发展与市场竞争的优势地位。但是由于主客观多方面的原因，部分已经进入新兴产业的企业，一直未能掌握关键技术，没有自主知识产权，没有研发能力，没有自主品牌，缺少营销渠道，长期徘徊在新兴产业的非核心地带，处在新兴产业内部的产业链低端，仍与过去一样停留在一般水平上的加工制造，盈利能力差，商业风险大，与在传统产业中的弱势竞争地位毫无二致。我们甚至可以认为，这类企业事实上还未真正进入战略性新兴产业，他们面临着如何真正转型成功的严峻挑战。6. 融资困难且风险投资机制滞后战略性新兴产业是高技术、高投资、高风险产业，企业投资是主要的资金来源，但企业过分依靠自有资金不能满足战略性新兴产业发展对资金的庞大需求，也不利于激发企业的投资积极性。但是一直以来，金融资本过度趋利避险、成本高、手续复杂，债券融资管理严格，操作困难，创投资金设立困难、总量不足，极大地影响和制约了企业在发展战略性新兴产业中的融资机会与融资能力。7. 新兴产业的市场不明朗使战略投资决心难下姜江在《宏观经济管理》杂志撰文认为，战略性新兴产业的国际市场不确定性增大、国内市场需求尚未全面启动。新兴工业领域的产品在国内市场的普及和推广也需要一个过程，如光伏发电成本较高、新能源汽车的配套基础设施建设不完善、通用航空业的空域管理问题等，都不是短期可以解决的。因此，尽管从长期来看，新兴工业领域发展潜力巨大，但中短期内“产能过剩”的风险却客观存在，因为市场培育需要一个循序渐进的过程。而市场培育有可能成功，也有可能失败。如新能源汽车，有调研发现全国34个省市区中，有50%的地区选择了发展新能源汽车，但是这些新能源汽车的市场形势并不明朗。新能源汽车中较为成熟的产业是电动汽车，而电是二次能源，一次能源还是靠煤当家，大量电动汽车上路后，可能煤比石油还贵了。对于承担了全部市场风险的企业而言，这所有难以排除的市场风险，都是不可回避的暗碓，它直接影响着企业的投资决策。三、对策与建议    本文不针对宏观方面的对策思路，诸如强化领导、科学规划、加大扶持力度、培育创新能力、加强平台建设、重视人才培养之类的大概念进行讨论，仅就地方政府如何创新工作方式，有效解决企业发展战略性新兴产业过程中的具体问题和困难，提几项建议。1. 大力支持企业的投资前行为对企业投资行为的事后资助与鼓励，无法发挥财政资金的引导作用和杠杆效应。针对企业软肋，把财政资金用到企业不肯用、不敢用、不愿用的“投资前”环节上，资助企业进行投资前的机会研究、可行性研究、市场研究，支持企业进行人才引进和培养，鼓励企业追踪战略性新兴产业信息和技术动向，激发企业的投资热情，帮助企业把握机遇。2. 建立健全战略性新兴产业投融资体系以财政资金为基础，探索建立战略性新兴产业创业投资基金和风险投资基金，并积极吸纳银行、民间风投机构的资金，通过参股、风险补助和提供融资担保等方式，扶持战略性新兴产业资金投入。以资本为纽带，集中整合政府资源和社会资源，拓宽融资渠道，上海紫竹科技园的资本构成与组织模式，就是成功的先例。同时，改革财政资金使用办法，加大用于企业投资的风险保障与补偿，改锦上添花为雪中送碳，有效激发与释放企业投资潜能。引导和鼓励金融机构创新战略性新兴产业信贷方式和金融产品，为培育和发展战略性新兴产业营造一个良好的金融市场环境。3. 强化战略性新兴产业信息情报服务体系政府出资并组织有关专业机构，开展战略性新兴产业信息和政策研究，富集国内外现有研究资源、成果、信息，为企业提供服务，尽快解决企业长期面临的信息弱势地位。同时，建立战略性新兴产业信息服务机制，跟踪分析战略性新兴产业相关的重要政策、发展趋向、关键技术、竞争态势等，定期发布分析报告、专题调研报告，年度分析报告，为企业战略决策提供指导和参考。4．鼓励合股、抱团的发展模式鼓励基础好、管理较先进的企业为龙头，通过资金和要素投入的形式，组织多家企业和外部专业机构、专业人才，组成转型战略性新兴产业的股份公司，整合各自的资金、技术、市场等资源，抱团进军战略性新兴产业，提升抗击市场风险的能力，赢得更大的生存和发展空间。如苏州的出口汽车及零部件产业集聚监管示范区，电子商务“义乌模式”等都一改以往“单兵作战”的方式，抱团共发展，取得了明显的成效。以“抱团共发展”的形式，取得了明显的成效。5. 积极推进产业融合充分考虑高端装备制造业、新一代信息技术、新材料等产业之间的联系与协同，注重产业内部的协调性和产业延伸的合理性，着力促进战略性新兴产业的融合互促，提高资源利用水平。积极发挥战略性新兴产业对余杭传统制造业的带动作用，推进七大新兴产业与传统制造业的融合，在发展战略性新兴产业的过程中，实现传统制造业的转型升级。同时，根据市场发展的要求和趋势，大力支持电子商务服务体系的建设，积极推进通信、计算机、电视网络三网融合，着手谋划物联网、传感网的发展，使融合创新成为战略性新兴产业发展的重要基础和方向。"}