首页 > 资料专栏 > 经营 > 管理专题 > 危机管理 > MBA范文_面对金融危机攀钢集团西昌新钢业有限公司竞争策略研究(55页).rar

MBA范文_面对金融危机攀钢集团西昌新钢业有限公司竞争策略研究(55页).rar

资料大小:1203KB(压缩后)
文档格式:DOC
资料语言:中文版/英文版/日文版
解压密码:m448
更新时间:2018/10/15(发布于四川)

类型:金牌资料
积分:--
推荐:升级会员

   点此下载 ==>> 点击下载文档


文本描述
I
摘 要
2008 年由美国的次贷危机引发了全球性金融危机,导致全球经济低迷,全球
贸易量急剧萎缩,经济陷于下滑和停滞状态。攀钢集团公司在此次金融危机中也
受到沉重打击。但下属子公司攀钢集团西昌新钢业有限公司(以下简称新钢业)
则是一个例外,利润逐年增加,成为攀西地区盈利能力较强的工业企业。因此,
研究新钢业应对金融危机和盈利能力不断增强的策略有较强的理论和实践价值,
本文尝试使用学习理解的竞争力理论对该公司进行分析,期望利用竞争理论来解
释在金融危机和后危机时期新钢业表现出较强竞争力的原因,探索竞争力理论新
的发展趋势,分析新钢业竞争力不断提高的策略。本文的主要研究内容如下:
第一章绪论。通过本文的选题背景和研究意义,引出研究思路、内容以及技
术路线和研究方法。
第二章企业竞争力理论介绍。导入企业竞争力概念及特点,介绍企业竞争力
理论的理论渊源、研究方法和企业竞争力理论的相关学说,以及企业竞争力理论
向动态竞争和和谐发展方向演进的趋势。
第三章新钢业经营环境分析。本章运用 PEST、五力分析以及价值链分析方法,
分析该公司金融危机前外部宏观环境、产业环境和核心价值链,明确的战略定位
和执行能力,研究公司的竞争策略。
第四章金融危机对新钢业经营策略的影响。本章分析金融危机的到来,经济
和政策的变化,公司产业链和企业核心价值链受到的冲击。为应对金融危机,公
司利用其对产业链的掌控能力,及时调整竞争策略,将“挤上游,带中间”调整
为“抱上游,挤中间”,从而取得较好的经营效果,竞争能力动态得到提升。
第五章新钢业竞争策略。通过对新钢业内外部环境分析得出,新钢业竞争能
力较强的策略和措施在于其有正确适当的经营理念作指导,利用区域优势,采取
价值链优化和动态经营策略,实现低成本战略。实施“抱上游,挤中间,扶下游”
具体措施,不断进行体制、机制以及技术创新,使得公司竞争力不断增强,成为
区域内具有较强竞争力的公司。
第六章结论。
关键词:竞争策略 竞争力 钢铁企业
Abstract
The global financial crisis triggered by the subprime crisis of America in 2008 had
caused the global economy depression, the sharp-shrinking of the global trade volume
and the decreasing and stagnation of economy. Pangang Group has also been
seriously hit by this international financial crisis. But Xichang New Steel Limited
Corporation which is affiliated with Panggang Group was an exception. It was the first
enterprise who walked out of the global financial crisis, and became a relatively
high-profit industrial enterprise in Panxi district。Therefore studying and analyzing the
operational way and strategies by which the company tackled the financial crisis and by
which its profit-making ability got better. I will analyze the company by using my
gained competitiveness force theory and hope to explain the reason that the
competiveness of the New Steel Corporation occurred in the phase of financial crisis
and post financial crisis with the theory. In this essay I will explore the new trend of the
competiveness force theory and analyze the strategies that the New Steel Corporation
improves its competiveness.
The first chapter is the introduction which mainly discusses the background of the
selection of this subject, the meaning, content and techniques of the study and the
method of research.
In the second chapter, it summarizes the theory of competiveness in an enterprise.
At the first of this chapter it explains the definition and characteristics of the enterprise
competiveness. Then it introduces the origin of the enterprise competitiveness theory,
the method of research, the related theory of enterprise competiveness and the dynamic
and harmonious trend to which the enterprise competiveness theory will develop.
The third chapter is the analysis of the New Steel Corporation’s business
environment. It analyses the company’s macroscopically environment, industrial
environment, core value chain, specific strategy orientation and executing capacity
before the global financial crisis and studies the company’s competing strategies by
using the method of PEST ,five-force analysis and core chain analysis.
The fourth chapter discusses the influences of the New Steel corporation‘s running
strategies and analyses the policy and economy changes when the financial crisis comes.
It also talks about the impact on the corporate industrial chain and core value chain. In
order to tackle the financial crisis, corporations take advantages of their controlling
capacity to adjust to their competing strategies in time and adapt the strategy of ‘Limit
the profit of the manufacturer; Provide more profit room to the intermediate merchant’
to the strategy of ‘provide more profit room to the manufacturer; Limit the profit room
of the intermediate merchant’ in order to reach a better company-running effect and
improve the capacity of dynamic competitiveness.
The fifth chapter discusses the competing strategies. By analyzing the outer and
inner environment it has drawn a conclusion that the reason the New Steel has a
stronger competiveness and better strategies is because it has a right and appropriate
company-running idea as an instruction. It could reach the low-cost strategy by taking
advantages of the district superiority, optimizing the value chain and the dynamic
company-running strategies. Adopting the specific measures of provide more profit
room to the manufacturer; Limit the profit room of the intermediate merchant; Lower
the product price for the consumers and constantly innovating the system and
technology in order to strengthen the company’s competiveness and make our company
to be one of the strongest competitive corporations.
The sixth chapter is the conclusion.
Key words: Competitive Strategy Competitiveness Steel Enterprises