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MBA硕士毕业论文_K公司上海分公司发展战略研究PDF

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随着中国经济的发展迈进新常态,经济日益全球化的趋势以及我国 市场经济体系的逐步形成,经历了本世纪第二个十年、即将跨入第三个 十年的中国建筑业从行业增速连续放缓到如今缓步上升,同时也处于国 家大力发展交通基础设施建设、严格控制房价的政治和经济关键时期, 建筑业和建筑设计业都面临着新的机遇和挑战,本已激烈的竞争格局也 继续发生着变化。为了本企业的继续生存和发展,无论国有企业、民营 企业抑或外商投资企业的在华分公司都在不断寻求适合自身的出路。 HK公司上海分公司作为外商独资的跨国大型综合设计咨询服务提 供商的唯一中国全资子公司,在进驻中国建筑设计咨询市场9年来已有 不少建成和在建的大中型、中高端医疗项目,但迄今为止该分公司未能 实现自主盈利,近期的市场推广和项目合同签订情况也不容乐观。本文 旨在通过对HK公司上海分公司的外部环境及内部条件进行分析,得出 公司所面临的机会、威胁以及自身的优劣势,提高企业经营决策的有效 性,以此为依据使用SWOT分析模型定出公司的总体发展战略以及符 合公司现状的基本竞争战略。 根据本文的研究分析,HK公司上海分公司应该以多元化战略为公 司层的总体发展战略,并使用差异化战略作为本公司的竞争战略,重点 发展高端医疗设计产品市场,暂停体育设计和酒店设计产品领域,并就 战略的实施从资源的合理配置、能力的培养提升以及基本经营活动和支 持活动的优化提出建议和方法,同时对战略的评估和控制给出指导性建 议。 关键词:设计公司内部环境,设计公司外部环境,SWOT分析,多元化 发展,差异化竞争战略 THE RESEARCH ON DEVELOPMENT STRATEGY OF HK COMPANY SHANGHAI BRANCH ABSTRACT As China’s economic development has entered the New Normal, the globalization of economics and the improvement of socialism market economy, the architectural industry, who has been through the second decade and will soon enter the third, experienced the continuous slowdown for years and now has generally going up. Meanwhile, the architectural industry has been in the very significant period while the country is aiming at investing in transportation infrastructure construction and strictly controlling the house price, both architectural industry and the architectural design industry are facing the new opportunities and challenges, and the fierce competition is keeping changing also. For the survival and development of themselves, all the state-owned, private and foreign capital firms are looking for the way out of the competition. The HK Company Shanghai Branch, as the only wholly-owned subsidiary in China of the cross-country large provider of design and consulting service, has already had a series of high-end and middle level healthcare projects built or under construction, but so far, the Shanghai branch cannot make a profit of itself, and the recent marketing effort and contract signing are both not optimistic. This thesis aims to have detailed analysis for the external environment and internal conditions of Shanghai branch, and comes to the results of its opportunities, threats, advantages and disadvantages, and takes these as the reliable basis to make the managing decisions. The next step is to utilize the SWOT analysis model to get the overall development strategy and the generic competition strategies that are suitable for the HK company Shanghai branch. Based on this thesis’s study, HK company Shanghai branch should apply the diversification strategy as its overall development strategy and make use of differentiation as the competition strategy. The Shanghai branch should pay its fully development attention on high-end healthcare projects, while suspending sport and hotel design business. The thesis also provides suggestions for the implementation of the strategies through rational allocation of resource, staff and firm ability development, basic business adjustments and supporting activities improvements. In the end, it lists out the guidance for the strategy assessment and control methods to complete the whole progress of company development strategy study. KEY WORDS: Internal Environment of Design Firms, External Environment of Design Firms, SWOT Analysis, Diversification Development, Differentiation Competition Strategy 目录 第一章 绪论 ...................................................................... 1 1.1 研究意义 ............................................................. 1 1.2 研究方法 ............................................................. 2 1.3 文献综述 ............................................................. 5 1.4 研究内容 ............................................................. 7 第二章 外部环境分析 .............................................................. 9 2.1 宏观环境分析 ............................................................ 9 2.1.1 政治环境 ......................................................... 9 2.1.2 经济环境 ........................................................ 10 2.1.3 社会环境 ........................................................ 12 2.1.4 技术环境 ........................................................ 14 2.2 行业分析 ............................................................... 17 2.2.1 行业生命周期分析 ................................................ 17 2.2.2 行业规模及发展趋势 .............................................. 18 2.2.3 行业内战略集团分布分析........................................... 21 2.3 竞争分析 ............................................................... 23 2.3.1 现有竞争者 ...................................................... 23 2.3.2 潜在进入者 ...................................................... 24 2.3.3 替代品威胁 ...................................................... 24 2.3.4 供应商议价能力 .................................................. 25 2.3.5 客户议价能力 .................................................... 27 2.4 外部因素合成 ........................................................... 28 第三章 内部环境分析 ............................................................ 30 3.1 公司运营模式与主要产品 ................................................. 30 3.1.1 组织架构 ........................................................ 30 3.1.2 企业文化 ........................................................ 31 3.1.3 盈利模式 ........................................................ 32 3.1.4 主要产品 ........................................................ 35 3.2 价值链分析 ............................................................. 36 3.2.1 公司的基本价值链 ................................................ 36 3.2.2 基本经营活动分析 ................................................ 37 3.2.3 辅助经营活动分析 ................................................ 39 3.3 资源分析 ............................................................... 42 3.3.1 市场资源 ........................................................ 42 3.3.2 知识资源 ........................................................ 42 3.3.3 财务资源 ........................................................ 43 3.3.4 人力资源 ........................................................ 44 3.4 能力分析 ............................................................... 46 3.4.1 市场分析能力 .................................................... 46 3.4.2 销售管理能力 .................................................... 46 3.4.3 研发管理能力 .................................................... 47 3.4.4 采购管理能力 .................................................... 47 3.4.5 生产保障能力 .................................................... 48 3.5 内部因素合成 ........................................................... 50 第四章 战略制定 ................................................................ 52 4.1 战略规划 ............................................................... 52 4.1.1 使命 ............................................................ 52 4.1.2 愿景 ............................................................ 52 4.1.3 总体目标 ........................................................ 52 4.2 战略方向 ............................................................... 53 4.2.1 关键外部机会与威胁 .............................................. 53 4.2.2 关键内部优势与劣势 .............................................. 54 4.2.3 SWOT矩阵匹配分析 ................................................ 56 4.3 竞争战略 ................................................................ 58 4.3.1 竞争战略方案 .................................................... 58 4.3.2 竞争战略选择 .................................................... 59 第五章 战略实施 ................................................................ 61 5.1 业务选择 ............................................................... 61 5.1.1 波士顿矩阵分析 .................................................. 61 5.1.2 业务分类 ........................................................ 61 5.1.3 业务选定 ........................................................ 63 5.2 资源的合理配置 ......................................................... 64 5.2.1 人力资源开发 .................................................... 64 5.2.2 财务资源优化 .................................................... 67 5.2.3 市场资源拓展 .................................................... 67 5.3 能力的培养提升 ......................................................... 68 5.3.1 销售管理能力提升 ................................................ 68 5.3.2 研发管理能力提升 ................................................ 70 5.3.3 采购管理能力提升 ................................................ 70 5.3.4 生产保障能力提升 ................................................ 71 5.4 基本经营活动 ........................................................... 72 5.4.1 项目架构优化 .................................................... 72 5.4.2 生产和运用的差异化 .............................................. 73 5.4.3 营销策略的差异化 ................................................ 74 5.4.4 服务的差异化 .................................................... 75 5.5 支持活动 ............................................................... 76 5.5.1 组织架构调整 .................................................... 76 5.5.2 差异化人才队伍建设 .............................................. 77 5.5.3 核心技术开发 .................................................... 78 5.6 战略评估与控制 ......................................................... 79 5.6.1 战略评估过程 .................................................... 79 5.6.2 战略控制措施 .................................................... 81 第六章 结论 ..................................................................... 84。。。。。。以下内容略