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China Productive Forces Promotion Center Report (2016-2021), Development Pattern and Investment Strategy Planning
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Table of Contents
Content Summary
Chapter 1: Analysis of the development process of productivity promotion center
1.1 analysis of the start-up phase of productivity promotion center
1.1.1 analysis of landmark development events
1.1.2 development effectiveness and experience summary
1.1.3 analysis of development characteristics of the start-up phase
1.2 analysis of the acceleration phase of productivity promotion center
1.2.1 analysis of landmark development events
1.2.2 development effectiveness and experience summary
1.2.3 analysis of development characteristics of the acceleration phase
1.3 analysis of the upgrade phase of productivity promotion center
1.3.1 analysis of landmark development events
1.3.2 development effectiveness and experience summary
1.3.3 analysis of development characteristics of the upgrade stage
1.4 analysis of the leaping phase of productivity promotion center
1.4.1 analysis of landmark development events
1.4.2 development effectiveness and experience summary
1.4.3 analysis of development characteristics of the leaping phase
1.5 analysis of development plan of productivity promotion center
1.5.1 analysis of major development plan of productivity promotion center
1.5.2 analysis of main problems of productivity promotion center
1.5.3 analysis of development direction of productivity promotion center
Chapter 2: Analysis of development scale of productivity promotion center
2.1 analysis of the status quo of productivity promotion center
2.1.1 analysis of construction scale of productivity promotion center
2.1.2 analysis of construction layout of productivity promotion center
(1) regional distribution of productivity promotion center
(2) regional patterns of productivity promotion center
(3) regional distribution of productivity center demonstrations
2.1.3 analysis of construction methods of productivity promotion center
(1) analysis of legal composition
(2) analysis of establishment method
(3) analysis of business property
(4) analysis of geographical attributes
2.1.4 analysis of employees of productivity promotion center
(1) analysis of practitioner scale
(2) analysis of age structure of employees
(3) analysis of educational structure of employees
(4) analysis of title structure of employees
2.2 analysis of asset size and investment of productivity promotion center
2.2.1 analysis of asset size of productivity promotion center
(1) analysis of asset size of China Productivity Promotion Center
(2) analysis of asset size of national demonstration productivity promotion centers
2.2.2 analysis of investment amount of productivity promotion center
(1) about 50 % of the total investment comes from government investment
(2) the increase of MOST funding
(3) investment into national demonstration productivity promotion centers
2.3 analysis of services and income scale of productivity promotion center
2.3.1 services and income scale of national productivity promotion centers
2.3.2 services and income scale of national demonstration productivity promotion centers
2.4 analysis of operation performance of productivity promotion center
2.4.1 the quantity of service enterprises
2.4.2 situation of national productivity promotion centers
(1) the quantity of service enterprises
(2) situation of contacting scientific research institutions and experts
(3) cooperation with the international and Hong Kong, Macao and Taiwan
(4) situation of increasing revenue for enterprises and increasing employment for the society
2.4.3 situation of national demonstration productivity promotion centers to carry out services
Chapter 3: Analysis of development model of productivity promotion center
3.1 analysis of establishment models of productivity promotion center
3.1.1 analysis of establishment model of government functions + market formation
3.1.2 analysis of establishment model of technical resources + market formation
3.1.3 analysis of collaborative establishment model
3.2 analysis of basic development models of productivity promotion center
3.2.1 from the perspective of participating in technology innovation with companies
(1) analysis of front-end refinement model
(2) analysis of intermediate refinement model
(3) analysis of end push model
(4) analysis of head and tail interaction mode
(5) analysis of whole-process auxiliary pattern
3.2.2 from the perspective of service receivers
(1) analysis of service model for small and medium industrial enterprises
(2) analysis of service model for large industrial enterprises
(3) analysis of service model for modern agriculture
(4) analysis of service model to improve the modern service industry
3.2.3 from the perspective of main means of service innovation
(1) analysis of platform service-oriented model
(2) analysis of professional and technical service model
(3) analysis of intelligence counseling service model
(4) analysis of innovative element service model
(5) analysis of preferential policy port model
3.2.4 from the perspective of the organizational structure of productivity promotion centers
(1) analysis of comprehensive organization service model
(2) analysis of regional (professional) specialty service model
(3) analysis of comprehensive and professional interaction service model
(4) analysis of industry association service model
(5) analysis of profit and non-profit service model
3.3 analysis of the potential crisis facing productivity promotion centers
3.3.1 analysis of the crisis of development environment
3.3.2 analysis of the crisis of value selection
3.3.3 analysis of the crisis of the structure
3.3.4 analysis of the crisis of target
3.3.5 analysis of the crisis of transformation
3.3.6 analysis of the crisis of interaction
3.4 analysis of development strategies of productivity promotion centers
3.4.1 analysis of development strategy choice
3.4.2 analysis of development tactics choice
Chapter 4: Analysis of services of productivity promotion center
4.1 analysis of industrial subcontracting service
4.1.1 analysis of development background and development trends of international industrial subcontracting
4.1.2 analysis of industrial subcontracting business
4.1.3 innovation path of industrial subcontracting business
(1) analysis of the purpose of industrial subcontracting business
(2) analysis of the content of industrial subcontracting business
(3) analysis of the time of industrial subcontracting business
(4) analysis of the location of industrial subcontracting business
(5) Analysis of main parties of industrial subcontracting business
(6) analysis of the methods of industrial subcontracting business
4.1.4 development advice for industrial subcontracting business
4.2 analysis of technology transfer service
4.2.1 analysis of background to carry out technology transfer service
4.2.2 analysis of typical case of technology transfer service
4.2.3 analysis of problems of technology transfer service
4.2.4 analysis of solutions for technology transfer service
4.3 analysis of technology consulting service
4.3.1 analysis of background to carry out technology consulting service
4.3.2 analysis of typical case of technology consulting service
4.3.3 analysis of problems of technology consulting service
4.3.4 analysis of solutions for technology consulting service
In oversupply economic times, the key to success is that the enterprise can firmly lock and capture it when the demand has not yet been formed. Successful companies will often devote a lifetime of effort and resources to search the current industry demands, potential demands and new demands!
In oversupply economic times, the key to success is that the enterprise can firmly lock and capture it when the demand has not yet been formed. Successful companies will often devote a lifetime of effort and resources to search the current industry demands, potential demands and new demands! More emphasis is focused on market research for excellent domestic productivity promotion centers of enterprises, especially on the industrial development environment and in-depth study of the purchasers. Because of this, a large number of outstanding domestic productivity promotion centers have risen rapidly, becoming leaders in the productivity promotion organizations!
This report is based on long-term market tracking information by Forward Intelligence on productivity promotion center. It uses international scientific analysis models and analyses comprehensively and accurately the structure system from the overall height of the industry for you. This report mainly analyzes development course of productivity promotion center; development scale of productivity promotion center; development model of productivity promotion center; services of productivity promotion center; regional system construction of productivity promotion center; operation of model productivity promotion centers. Meanwhile, based on first-hand market data of the whole industry in the past five years, it can allow you to fully and accurately grasp market trends and developments trends of productivity promotion centers.
The greatest feature of this report is forward-looking and timeliness. Based on the development path and years of practical experience, it makes careful analysis and prediction of the future development trends of productivity promotion center. It is a rare quality for productivity promotion centers, research institutes and investment companies to accurately understand the latest developments in productivity promotion organizations, grasp market opportunities, make the right business decisions and clear corporate directions.
This report will help productivity promotion centers, research institutes and investment companies accurately understand the latest developments of the industry and early detect blank points of industry market, opportunities, growth and profitability points ...... it will help prospectively grasp unmet market needs and trends of the industry and become a good advantage for sustainable development, effectively avoid the investment risks from the industry, more efficiently consolidate or expand appropriate strategic target markets, and firmly grasp the initiative authority in market competition.
During the writing process, the report is supported bythe National Economic Information Center, the National Bureau of Statistics the National Bureau of Customs, the International Institute of Information, Ministry of Commerce of China, Tsinghua University Library, Market and Economy Research Institute of the State Council’s Development Research Center and other institutions. We express our special thanks!
Pls note: This report includes a lot of market data, especially enterprise ranking data, it is for business reference purposes only, we hope corporate advertising clients do not use for advertisement ranking comparison. Otherwise, all the consequences caused, Forward Business will not bear!
Special Notes: Neglection of some subtle signs of dramatic changes in the external environment and untimely update the strategic decisions with environmental changes can lead to loss of competitive advantages. Truly successful enterprises (organizations), consciously or unconsciously, will do scientific analysis of the external environment and thus formulate crucial and scientific business strategies!
Qianzhan sincerely wishes every ambitious enterprise can develop a high-quality business decisions and continue to achieve success!
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