Hengda Group formally completed the shareholding system reform and implemented the market operation within the company.

The original private enterprise "internal big pot" has been pformed into a modern enterprise group with clear property rights, complementary advantages and international integration.

Looking back on the history of this reform, Wang Jiwan felt deeply: "brand is not only a packaging, image, it is a manifestation of enterprise strength, and brand promotion must have a set of internal, metabolic, sustainable development of enterprise mechanism."

In this theory, Wang Jiwan carried out the "business process reengineering" in Hengda Group. Around the work center, Hengda implemented seven major projects, including Hengda Group's strategic organizational structure design, Department's power and responsibility decomposition, enterprise financial information pformation project, financial management analysis system and accounting control system, enterprise's overall human resources planning and management mode, brand promotion and implementation project, enterprise legal system construction, enterprise's overall management system integration, and invested more than 3000 yuan. The ERP information management system was established, the modern enterprise management mode was used to reengineer the process, and the scientific process mechanism was used to realize standardized management. Rely on