This paper establishes an evaluation index system of resources based cities industrial transforming efficiency, uses DEA model to measure industrial transforming efficiency of 19 resources based cities in China’s three northeastern provinces from 2010-2014, aiming at resolving the dilemma in the development of resources based cities, promoting industrial transformation and sustaining the development. The result shows an imbalanced industrial transformation of resources based cities in this area, but with a reducing regional gap. Their industrial transforming efficiency in Fuxin, Liaoyuan, Daqing, Qitaihe and Jilin cities is relatively effective, but Shuangyashan and Benxi are in decreasing payment. Liaoning’s industrial transformation lags behind Heilongjiang and Jilin provinces. Population outflow and insufficient science and technology investment constrain the industrial transformation. This paper presents suggestions for resources based cities industrial transformation and regional economic growth in China’s three northeastern provinces. 

This paper, based on 13 listed water utilities companies' performance from 2012 to 2014, establishes DEA model to analyze their technical and scale validation and to evaluate their performance. Results show that Yangchen B, Jiangnan Water, Guozhong Water and Jinlong are of higher technical and scale efficiency, an effective DEA; Chongqing Water, Chuangye Environmental Protection, Hongcheng Water and Shouchuang are high in pure technical efficiency but low in scale efficiency; Xianglong Electrics and Qianjiang Water are high in scale efficiency but low in pure technical efficiency; Hanlan Environment, Wuhan Holdings, and Zhongshan Public are low in both. This paper presents suggestions for listed water utilities companies in boosting internal management, increasing operation efficiency, intensifying industrial advantages and promoting competitiveness based on leading business.

The acquisition and anti-acquisition are surging with the developing globalization. In the April of 2007, the CHALCO （Aluminum Corporation of China Limited） as the leader in alumina industry acquired Shandong Alumina and Lanzhou Alumina and successfully was listed in Hongkong, Shanghai and Shenzhen stock exchanges. This kind of acquisition not only embodies the integration as the strategy, but also provides a bigger space for future growth. This paper, aiming at CHALCO’s advantages and disadvantages after acquisition, presents some strategies for CHALCO’s development in the future.