M 集团是一家民营集团，1995 年，从一家石化贸易公司开始，至 2018 年底，M 集 团公司共有 16 家控股企业，有型资产共计 120 亿元，集石化批发贸易、加油站、造船、 航运、石化仓储、房地产于一体的综合性企业集团。集团下设 14 家企业，包括 3 家石 化批发贸易公司、4 家加油站、1 家航运公司、1 家造船厂、2 家石化仓储企业、1 家酒 店和 2 宗商业地产未开发土地。M 集团经过年的发展,企业的生产规模实现了较大幅度 扩张,销售收入实现了同步增长。资金充裕起来之后的盲目投资，造成了产业过渡非相关 多元化。新的产业没有专业的人才队伍，加上国内经济下行，新的投资非但不能形成造 血能力，还耗费了大量原有已经稳定的产业的血液，从而影响了稳定产业的投入和产出。 在这种大环境下，M 集团如何制定发展战略显得十分重要。 本文已多元化战略理论为指导，运用 PEST 模型和波特五力模型对 M 集团的外部环 境进行了分析，从资源、能力、核心竞争力、业务组合与管理模式的匹配性四个方面对 内部因素进行了分析，并运用波士顿矩阵分析，制定了 M 集团的发展战略和战略实施。 在外部环境分析中，我们看到，目前我国正在大力优化民营经济发展环境，先后两 次降税，并着力缓解民营企业融资难融资贵问题，这对民营企业的发展是有力的政策支 撑。同时，全球一次能源消费一直处于强劲增长，主要由天然气和可再生能源引领。这 对 M 集团的石油业务、航运业务、造船业务的发展较为有利的。M 集团的石油业务、 运输业务、造船业务的竞争力较强，但地产业务的竞争力非常弱。 在内部因素的分析中，本文从从资源、能力、核心竞争力、业务组合与管理模式的 匹配性四个方面对 M 集团的内部因素进行了分析。资源方面，M 集团的生产场地和生 产设备较为先进、拥有占全国 23%的化学品运力指标，拥有商务部颁发的成品油批发资 质等各类资质，设计技术有自身的特点。市场声誉方面，由于受近几年资金短缺的影响， 之前多年的良好声誉受到影响，同时人力资源较弱。能力方面，专业公司中石油业务、 运输业务、造船业务的整体专业能力尚可，但地产业务的能力较弱。总部的各项能力还 是有很大提升空间，尤其是高级人才和技术人才方面挑战较大。通过核心竞争力的分析， 我们认为 M 集团在生产制造方面所具备的竞争力是以先进的生产实施、设备为基础， 以优秀的生产管理、工艺技术和质量管理能力为核心，而且深深地根植于 M 集团的组 织和文化，加上这种能力在早期还获得了国内 1/5 的化学品船运运力。这种竞争力构成 了 M 集团的核心竞争力。但同时经过业务组合与管理模式匹配性的分析可以看出，MII 集团目前的管理模式过于集权，和不相关多元性的业务组合不是太匹配，需要进行调整。 随着 M 集团的进步和发展，我们越来越清楚地意识到我们所从事的事业是基础能 源的服务提供者。我们通过波士顿矩阵分析得出，运输业务是 M 集团的明星产品，石 油业务和造船业务是金牛产品，问题产品是地产业务。根据 M 集团的发展历史、现状 以及存在的问题，充分考虑到 M 集团业务的外部环境以及 M 集团内部的因素等，制定 了退出地产业务，着重发展运输业务、石油业务和造船业务的发展战略。同时，在实施 中对公司的治理结构进行优化，对组织结构进行调整，同时加强人力资源管理和企业文 化建设，逐步提升 M 集团的核心竞争力，将使集团的市场份额得到扩张，经济利润得 到提升。 本文理论结合实际，对 M 集团选择了适合企业持续发展的战略，并制定了有效的 战略实施措施。对 M 集团来说具有很强的知道意义。 关键词，多元化战略；PEST 模型；波利五力模型；波士顿矩阵III Abstract M Group is a private group. In 1995, from a petrochemical trading company to the end of 2018, M Group has 16 holding companies with 12 billion yuan of tangible assets. It is a comprehensive enterprise group integrating Petrochemical wholesale trade, gas station, shipbuilding, shipping, Petrochemical warehousing and real estate. The Group consists of 14 enterprises, including 3 Petrochemical wholesale trading companies, 4 gas stations, 1 shipping company, 1 shipyard, 2 Petrochemical warehousing enterprises, 1 Hotel and 2 undeveloped commercial real estate. After years of development, the production scale of M Group has expanded considerably, and sales revenue has increased synchronously. Blind investment after abundant funds has resulted in unrelated diversification of industrial transition. There is no professional talent team in the new industry, coupled with the downturn of the domestic economy, the new investment not only can not form hematopoietic capacity, but also consumes a lot of blood of the original stable industry, thus affecting the input and output of the stable industry. Under such circumstances, it is very important for M Group to formulate its development strategy. Guided by the theory of diversification strategy, this paper uses PEST model and Porter's Five Forces Model to analyze the external environment of M Group. It also analyses the internal factors from three aspects: resources, capabilities and core competitiveness, and uses Boston Matrix Analysis to formulate the development strategy and strategic implementation of M Group. In the analysis of the external environment, we can see that at present our country is vigorously optimizing the environment of private economic development, shouldering tax reduction, and striving to alleviate the problem of difficult financing of private enterprises, which is a strong policy support for the development of private enterprises. Global primary energy consumption has been growing strongly, mainly led by natural gas and renewable energy. This is beneficial to the development of M Group's petroleum business, shipping business and shipbuilding business. M Group has strong competitiveness in petroleum business, transportation business and shipbuilding business, but the competitiveness of real estate business is very weak. In the analysis of internal factors, this paper analyses the internal factors of M Group from three aspects: resources, capabilities and core competitiveness. In terms of resources, M Group's production site and equipment are relatively advanced, with 23% of the country's chemical transport capacity indicators, with the Ministry of Commerce issued by theIV wholesale qualification of finished oil and other qualifications, design technology has its own characteristics. In terms of market reputation, due to the shortage of funds in recent years, the good reputation of previous years has been affected, while human resources are weak. In terms of competence, the overall professional competence of professional companies in petroleum business, transportation business and shipbuilding business is still acceptable, but the ability of real estate business is weak. There is still a lot of room to improve the capabilities of headquarters, especially in the areas of senior and technical personnel. Through the analysis of core competitiveness, we believe that the competitiveness of M Group in production and manufacturing is based on advanced production implementation, equipment, excellent production management, process technology and quality management capabilities, and deeply rooted in the organization and culture of M Group. In addition, this ability also gained 1/5 of the domestic chemical shipping capacity in the early stage. This competitiveness constitutes the core competitiveness of M Group. With the progress and development of M Group, we are more and more aware that our business is the service provider of basic energy. Through Boston Matrix Analysis, we can conclude that the transportation business is the star product of M Group, the oil business and shipbuilding business are Taurus products, and the problem product is the real estate business. According to the development history, current situation and existing problems of M Group, taking fully into account the external environment of M Group's business and the internal factors of M Group, the development strategy of withdrawing from real estate business to focus on the development of transportation business, petroleum business and shipbuilding business was formulated. This paper combines theory with practice, chooses the strategy suitable for the sustainable development of M Group, and formulates effective strategy implementation measures. For M Group, it has a strong sense of knowledge. Key words:Diversification Strategy; PEST Model; Polly Five Forces Model; Boston MatrixV 目录 摘要.............................................................................................................................................I Abstract .................................................................................................................................... III 第一章绪论................................................................................................................................1 1.1 研究背景及意义............................................................................................................. 1 1.1.1 研究背景.................................................................................................................. 1 1.1.2 研究意义.................................................................................................................. 2 1.2 相关文献综述................................................................................................................. 2 1.2.1 相关理论及模型介绍.............................................................................................. 2 1.2.2 国外研究综述.......................................................................................................... 9 1.2.3 国内研究综述........................................................................................................ 11 1.3 研究问题、方法及论文结构....................................................................................... 13 第二章 M 集团经营战略发展背景分析 ...............................................................................16 2.1 M 集团发展历史 ........................................................................................................... 16 2.1.1 创业阶段（1995 年-1998 年）........................................................................... 16 2.1.2 成长阶段（1999 年-2005 年）............................................................................ 16 2.1.3 多元化阶段（2006 年至今）.............................................................................. 17 2.2 M 集团现状及存在的问题 ........................................................................................... 17 2.2.1 业务板块简介........................................................................................................ 18 2.2.2 业务板块的关联性................................................................................................ 19 2.2.3 现有管理模式........................................................................................................ 22 2.2.4 存在的主要问题.................................................................................................... 23 2.3 本章小结....................................................................................................................... 24 第三章外部环境分析..............................................................................................................25 3.1 PEST 模型分析.............................................................................................................. 25 3.1.1 政治因素（Politics）............................................................................................ 25 3.1.2 经济要素（Economy）......................................................................................... 25 3.1.3 社会要素（Society） ............................................................................................ 29 3.1.4 技术要素（Technology） ..................................................................................... 30 3.2 行业竞争结构分析....................................................................................................... 31VI 3.2.1 石油业务................................................................................................................ 31 3.2.2 运输业务................................................................................................................ 32 3.2.3 造船业务................................................................................................................ 34 3.2.4 地产业务................................................................................................................ 36 3.3 竞争对手分析............................................................................................................... 37 3.4 本章小结....................................................................................................................... 38 第四章内部环境分析..............................................................................................................39 4.1 资源分析....................................................................................................................... 39 4.1.1 生产场地及生产设备............................................................................................ 40 4.1.2 化学品运力资源和各类牌照资源........................................................................ 42 4.1.3 市场形象及声誉、设计技术................................................................................ 42 4.1.4 人力资源分析........................................................................................................ 43 4.2 能力分析....................................................................................................................... 43 4.2.1 专业公司的能力分析............................................................................................ 44 4.2.2 公司总部的能力分析............................................................................................ 47 4.3 核心竞争力分析........................................................................................................... 53 4.4 管理模式与业务组合类型匹配性分析....................................................................... 54 4.4.1 业务组合分析........................................................................................................ 54 4.4.2 业务组合与管理模式匹配性................................................................................ 56 4.5 本章小结....................................................................................................................... 56 第五章 M 集团公司战略制定 ...............................................................................................58 5.1 集团公司的宗旨........................................................................................................... 58 5.2 集团公司的战略选择................................................................................................... 58 5.2.1 组合内容调整........................................................................................................ 59 5.2.2 业务退出的措施.................................................................................................... 62 5.3 本章小结....................................................................................................................... 62 第六章战略实施措施..............................................................................................................63 6.1 公司的治理结构........................................................................................................... 63 6.2 组织结构....................................................................................................................... 64 6.4 人力资源管理............................................................................................................... 65VII 6.5 企业文化....................................................................................................................... 67 结论..........................................................................................................................................70