Currently ** cultural enterprises state-owned assets regulatory mechanism, the level of construction of modern enterprise system and corporate governance structure and the development of market economy and deepen the requirements of the cultural system reform there is a certain gap.

1.Enterprise state-owned assets supervision mechanism still needs to be improved

In the management system, ** cultural enterprises into enterprises, although the Ministry of Finance on behalf of the State Council to fulfill the responsibilities of the funder, but has not yet been decoupled from the competent departments, the appointment and dismissal of the enterprise in charge of the production and operation, assets, financial, employee compensation by the competent departments of the specific management, need to be transferred to the approval of the more matters and links, the scope of independent business decision-making has not been clearly defined, the enterprise's autonomy and decision-making. The scope of the enterprise's autonomous management decision-making has not yet been clarified.

In terms of business development, some enterprises rely on the allocation of administrative resources, and still need to undertake the tasks assigned by the competent authorities, the market vitality and development space is obviously insufficient, and cross-industry development is more difficult.

2. Modern enterprise system still needs to be improved

** cultural enterprises property rights system, organizational forms and business management system and the requirements of the modern enterprise system, there is still a gap between the part of the enterprise development planning unscientific, inflexible business mechanism, technological innovation is insufficient, the debt burden, the operation of the continuing difficulties; part of the enterprise is still relying on the competent authorities to allocate administrative resources, compared with the party and government organs, administrative level, market competitiveness is not good. Administrative level, market competitiveness is not strong.

3. The corporate governance structure still needs to be improved

**After the transformation of cultural enterprises, the construction of corporate governance structure is still in the initial stage, and it is difficult to adapt to the objective requirements of modern enterprise development. Part of the form of corporate enterprises set up a "three layers", but in fact, the board of directors, the supervisory board of the functions of the serious lack of position, there is still a "hand" to say the question.

Part of the enterprise "three major" collective decision-making system is not standardized, the staff congress system has not been implemented in practice, the internal incentives and checks and balances and management system has not been improved.

Second, the level of business development needs to be upgraded

With the rapid changes in science and technology and consumption patterns, the ability of **cultural enterprises to adapt to market changes needs to be improved, and the reserve of integrated professionals is still insufficient, and the task of leading the development of the cultural industry is not compatible.

1. Influenced by changes in science and technology and consumption patterns

As emerging cultural enterprises rely on networked, digital technology, the use of cloud computing and big data, etc., to provide consumers with targeted services, and more in line with the consumer trend, its geometric development mode of the part of the ** cultural enterprises to the traditional mode of development of the formation of the greater impact.

Part of the enterprise is facing the loss of users, circulation decline, advertising revenue reduction, market share reduction and many other difficulties.

2. The ability to adapt to market changes needs to be improved

In the face of the new market environment and competitors, some enterprises do not know the characteristics, laws and organic combination of the capital market and product market, emerging media and traditional media, innovation and inheritance of the business operation model in place, the market positioning is not accurate enough, the business strategy is not flexible enough, the adjustment of business strategy and the transformation of marketing methods. Lagging behind the objective requirements of market changes, a large number of high-quality copyright and other cultural resources have not been effectively developed and utilized in the face of market competition there is still fear.

3. Comprehensive professional talent reserve is still insufficient

Mixed ownership, cross-media operation of the background, part of the ** cultural enterprises employing mechanism is not yet perfect, professional manager system has not yet been established, the age structure of the talent team, the structure of knowledge, professional level, etc. is not reasonable, understanding of culture, understanding of the market, know how to technology, good management, good management of the comprehensive talents and entrepreneurs scarce The talent reserve of the enterprise can not meet the realistic needs of development.

Three, group operation and comprehensive competitiveness needs to be improved

** cultural enterprises operating business homogenization, synergistic profit-generating capacity is not strong, comprehensive competitiveness is not enough, and the enterprise bigger and stronger, to achieve leapfrog development of the strategic objectives do not match.

1. Homogenization of business operations

In terms of industrial distribution, **cultural enterprises are mainly concentrated in the news publishing and distribution services, mainly to continue the original mode of production and operation and market segmentation, part of the enterprise's business concepts, product production and marketing strategies tend to be the same, the content of cultural products and services, quality, production processes, use of the value of the consumer groups for the existence of homogenization, Stronger alternative, the same market competition is becoming increasingly fierce, profitability space shrinks, not conducive to the enterprise to establish a brand, diversify the risk and the healthy development of the industry.

2. Synergistic profit-making ability is not strong

Part of the **cultural enterprises to form a large group of companies, some of the enterprises have not yet truly realized the diversification of business and division of labor, has not yet given play to the advantages of the group's capital, funds, talent, market and brand, etc., is not conducive to reducing costs, seize the market and diversify risks.

Part of the group's internal institutions, assets, personnel, production and sales have not been rationalized, the integration of the group, the integration of resources is facing difficulties, the concept of conflict and management differences have not been effectively resolved, the lack of internal control and cohesion, is not conducive to the enhancement of economic efficiency.

3. Comprehensive competitiveness needs to be improved

Part of the ** cultural enterprises overall smaller scale, weaker, failed to capital, technology, cost and market share and other aspects of the formation of advantages, relying solely on the enterprise's own operation and accumulation, fighting alone, it is difficult to get rid of the situation of "small, weak, scattered".

Part of the enterprise capital as a link to carry out cross-regional cross-industry cross-ownership mergers and acquisitions and restructuring, but in the process of restructuring of state-owned capital of the enterprise's strategic layout to be optimized, the capital operation mode to be innovative, the overall quality of the enterprise's operation and efficiency to be enhanced, the influence and control of the cultural market to be enhanced.